Good afternoon. My name is Sheryl and I will be your conference operator today. At this time, I would like to welcome everyone to the Nutanix First Quarter Fiscal 2019 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question-and-answer session. [Operator Instructions] Tonya Chin, Vice President of Investor Relations and Corporate Communications, you may begin your conference.

Thank you. Welcome to today's conference call to discuss the results of our first quarter of fiscal 2019 live from London. This call is also being broadcast over the web and can be accessed in the Investor Relations section of the Nutanix website. Joining me today are Dheeraj Pandey, Nutanix's CEO; and Duston Williams, Nutanix's CFO. After the market closed today, Nutanix issued a press release announcing the financial results for its first quarter of fiscal 2019. If you'd like a copy of the release, you can find it in the Press Releases section of the company's website. We'd like to remind you that during today's call, management will make forward-looking statements within the meaning of the Safe Harbor provision of federal securities laws, regarding the company's anticipated future revenue, billings, gross margin, operating expenses, net loss, loss per share, free cash flow, business plans and objectives, product sales, plans and timing for and the impact of our transition to focus more on software-only sales, and our transition to subscription based business model, expectations regarding products, services, product features and technology that are under development or recently acquired, competitive and industry dynamics, expectations regarding increasing software sales, our plans regarding how we will report the software content and subscription portion of our business, potential market opportunities and other financial business related information. These forward-looking statements involve a number of risks and uncertainties, some of which are beyond our control, which could cause actual results to differ materially and adversely from those anticipated by these statements. These forward-looking statements apply as of today and you should not rely on them as representing our views in the future. We undertake no obligation to update these statements after this call. For a more detailed description of these risks and uncertainties, please refer to our Form 10-K for the fiscal 2018 filed with the SEC on September 24, 2018 as well as our earnings release posted a few minutes ago to our website. Copies of these documents may be obtained from the SEC or by visiting the IR section of our website. Also, please note that unless otherwise specifically referenced, all financial measures we use in the call today are expressed on a non-GAAP basis, and have been adjusted to exclude certain charges. We've provided reconciliations to these non-GAAP financial measures to the GAAP measures in our Investor Relations section of our website and in our earnings press release. Lastly, Nutanix will be at the Wells Fargo Tech Summit in Deer Valley on December 4, the Raymond James Conference, also in December 4 in New York City, the Barclays TMT Conference in San Francisco on December 6, and the Needham Technology Conference in New York City on January 15, and we hope to see many of you there. Please mark your calendars for the Nutanix Investor Day in New York City on Wednesday, March 20. Now, I'll turn the call over to Dheeraj. Dheeraj?

Thank you, Tonya. Good afternoon everyone. I'm excited to be joining you today from London where we're hosting our third .NEXT Europe, Middle East, and Africa User Conference this week. We're excited to share our latest updates with more than 3,500 customers, partners and prospects we expect at the show. Those attendees will get to see firsthand as we announce the general availability of Xi Leap here at .NEXT. Leap is a disaster recovery service offering I've mentioned to you in the past. This launch is a watershed moment for our company, delivering our services across the entire customer journey from infrastructure modernization to the multi-cloud, which I'll provide more detail on shortly. Now onto our Q1 results, we had a great start to fiscal 2019, delivering another strong quarter growing software and support billings by 50% year-over-year to $351 million and software and support revenue by 44% to $281 million. Notably, subscription revenue increased 104% year-over-year as we shift our business to an increasingly subscription-based consumption. The combination of higher than guided revenue, better gross margins and lower operating expenses drove our net loss per share to $0.13 per share, significantly better than our guidance of a loss between $0.26 and $0.28. Duston will share more on our financial metrics and outlook later in the call. As we head into .NEXT, I've found myself taking a step back to reflect on how far we've come as a company since we were founded nine years ago. In less than 10 years, we have done nearly $4 billion in lifetime sales, transformed from a hardware to a software business model while being publicly traded, surpassed $1 billion in annual software and support revenue run rate, and surpassed the 10,000-customer mark, while keeping our net promoter score above the 90. In this…

Thank you, Dheeraj. Before we get into the review of our Q1 fiscal 2019 results, which for revenue, operating loss, earnings per share, and earnings per share exceeded both our guidance and consensus estimates, I'd like to provide some historical background on how we started to monetize our software and how we built and will continue to build on this foundation to ultimately move to a fully recurring subscription business model. The first monetization of our software and the initiation of our recurring subscription business actually began when we first started shipping appliances in late 2011, early 2012 with customers, engaging in subscription-based software and support entitlement contracts, basically recognizing the value of receiving continued software enhancements on an ongoing basis. In 2014 and 2015, we began selling stand-alone software, including software and support entitlements to our OEM partners, Dell and Lenovo and have since added Fujitsu and IBM. In 2015 and 2016, we started to separately sell software upsells or additions on top of our base operating systems such as Pro, Ultimate and later Prism Pro. It was also in late 2016 and 2017 when we first offered our software through a subscription offering to run on HP and Cisco servers. During 2017, we began software-only subscription sales of our operating system, which afforded customers the ability to run our software on the server platform of their choice. And it was in 2018 that we started another monetization vehicle for our software, a subscription-based sale of our software on Dell XC core and Lenovo XC core products. Along the way, we also began selling subscription-based sales of additional software offerings such as Calm, Flow, Files and more recently SaaS-based offerings such as Beam, Frame and now Xi Leap. So, as you can see, our move to software has been…

[Operator Instructions] The first question comes from the line of Matt Hedberg of RBC Capital Markets. Please go ahead, your line is open.

Hi guys, thanks for taking my question. Congrats on the strong results here. Dheeraj, I'm wondering, can you give us a bit more color on the crawl-walk-run message for Core, Essentials, and Enterprise? And is the right way to think about this as a software bundle or is it still sort of like a la carte within these different tiers?

Yes. Thank you, Matt and thanks for the question. So, we -- as I mentioned, we look at this as a journey for the customer, a journey for our seller, a journey for our channel seller, and a journey for anybody who's getting enabled on selling and really furthering our products. So, in that sense, we’re not using this as a price bundle, we're not using this as a way to say look, you will go and buy something based on a certain price book or SKUs assigned to Core, Essentials, and Enterprise. What's really important is people to realize that Essentials uses Core and Enterprise uses Essentials and Core, so there is a progressive utilization of the products and these are not disparate products, they're not like completely misaligned with each other. Even Frame for example, which is a SaaS-based service, very soon in the next couple of quarters, we'll go and use on-prem Nutanix including off-prem Xi. So, if you think about it, a lot of these service offerings will actually start to use both on-prem Core and Essentials and off-prem Core and Essentials running in Xi as well. So, I think the idea here was to basically go and educate and enable our customers and our sellers to realize that there is a progressive way to get to what these new offerings in the SaaS world are.

That's helpful. And then maybe a follow-up for Duston. You eliminated $104 million of passthrough hardware revenue. I think you said that was about 8%. Curious going into the quarter what were the expectations for Q1? I just wanted to get a sense for the delta in that mix.

Yes, I think it's – I don't have the exact calculation, but it's probably somewhere around maybe 5% or $5 million differential, somewhere around there, maybe a little bit more but somewhere in that ballpark.

Got it, thanks. Thanks. Thanks a lot guys.

Your next question comes from the line of Aaron Rakers of Wells Fargo. Please go ahead, your line is open.

Yes, thanks for taking the questions and also congratulations on the quarter. Just as we kind of think about the transition that you guys are now executing through, I'm curious if there's a way for us to frame how much of your subscription revenue growth is at this point being driven by the transition of your existing customer base from the portable – or I'm sorry the nonportable software revenue relative to the monetization effects of some of the additional offerings, be it Flow, Beam, et cetera? I'm just kind of curious of how we think about the mix within that subscription revenue between those items.

I think the lion's share of this transition is going to come from the Core and how people consume the Core because these are all node-based licensing, if you remember for the last five, six, seven years, and now we're moving to a capacity-based method, which is basically term based. And the fact that it's portable is what makes us use it for subscription as opposed to life of device. So, I would say that it's early to say that anything with the Enterprise, SaaS, or Xi cloud services is adding to the mix, most of it is really coming from Core and Essentials.

Okay. And then as a real quick follow-up, I'm just curious as you guys make this kind of pivot in the strategy, how do you think about the competitive landscape? And I think importantly, the competitive landscape evolving, you know looking out over the next 12 to 24 months, has there been any change currently and who do you view as actually your most formidable competitors going forward?

Yes. So, in terms of the competitive landscape, nothing has changed in the last quarter or so. It's still a lot of on-prem three-tier hardware vendors who used to sell blade chassis and fiber channel switches and storage arrays. So, you go and collapse all that with the software defined infrastructure. And we see enough of VMware, but we don't see enough of VMware and about 70% of the transactions are POCs and not seeing VMware, VMware. And we are going after very high-end workloads as well. And the other accounts where we do see VMware, I think we're going for head to head fights. We're going with – I mentioned this in my script as well, I mean we really want to go after POCs, proof of concepts, with VMware. We've built some highly automated testing tools and we really believe that customers are looking for the same high quality that they were expecting from these three-tier hardware deployments to come from a software defined infrastructure. As I mentioned I think nothing had changed in that respect in the last year itself. Now, Dell EMC definitely is closer to VMware than it was, let's say, a year or two ago. But even there we have navigated competition waters really well. We have moved to Dell XC Core products and XC Core is basically meeting the channel where we actually use a certified Dell hardware. So, in many which ways, we are driving our own brand and our own pool from the customers and many of these things are coming directly from the customers that they want to transform themselves. They are looking at subscription-based pricing, because OpEx is good for them as they look towards cloud consumption and such. So, I think in that sense, the next 18, 24 months is going to be a lot of VMware, a lot of three tier, maybe you see a little bit of Azure Stack, if at all, if you see any Azure Stack. And over the course of the next six quarters, may be some Azure as well.

Very good. Thank you.

Your next question comes from the line of Alex Kurtz of KeyBanc. Please go ahead. Your line is open.

Thanks guys. A question and then a clarification. So, Dheeraj on the transition to subscription, can you just remind us how the sales organization, as well as the channel will be sort of the quotas in the compensation models will change if at all, as we go through this over the next 24 months? What should we expect and see from the outside when we hear about this transition and what it means to quarterly execution?

Sure. Yes, so I'm going to chime in Duston you should also add to this. So, right now, in terms of what we're collecting and what we're even seeing from the customers, they do want to see three-year deals and five-year deals and such. So, I expect that some of this will be driven by the market forces. Right now, our comp has not changed because the three-year sort of subscription collection is pretty similar to what we do in the life of device. Now, as we go and really look at the lower and the midmarket where there might be some price pressure, we might start to do a few more one-year deals, but it's very early to say anything regarding that. And maybe that market will be driven more by inside sales. There could be a new compensation strategy for inside sales and the territory managers, the commercial account managers, who don't deal with enterprise or global accounts themselves. And did you have a second question, second part of the question?

Well, just – that's helpful. Thank you. Then just a clarification around one of your hardware partners has been in the news in the last couple of months. And I was just wondering if you guys could take a chance to explain what you've seen from your side, any potential disruption around that hardware partner and it really matters at all as you look into the rest of the quarter and the fiscal year?

Yes, Duston, and then I'll let Dheeraj to chime in as needed here. We've been pretty upfront about this that we were notified back I think in March of this through the same reporter actually and we at that time did a thorough investigation and found nothing, took it very seriously. And then this latest round we did the same thing, worked with Super Micro again, took it seriously, found nothing. And relative to the quarter, there were some questions and things like that, but there was no impact to the quarter really at all from this issue. And I think the important thing to remember here is that our software runs on seven different server platforms. So, if anybody did have an issue, they've got effectively six other choices, seamless choices, if you will, to go around this – our software on. So, no impact for the quarter and we found no issues, whatsoever with those allegations.

Thank you.

Your next question comes from the line of Wamsi Mohan of Bank of America Merrill Lynch. Please go ahead, your line is open.

Hi. Thank you. Dheeraj, I was wondering if you can just comment on how you view the potential opportunity for multi-cloud management in view of sort of IBM, Red Hat deal announcement? And I have a follow for Duston.

Sure. Thanks, Wamsi. So, it's early days, the multi-cloud word is a buzzword, just like cloud was a buzzword, maybe three years ago and continues to be a buzzword today. The way, at least, we look at it is that there will be need for a new, and I'm going to use a metaphor, a hypervisor of virtualization stack on top of multiple clouds, just like there was a need for virtualization or a hypervisor across multiple servers and across multiple storage boxes on-prem. So, we put a layer of software that virtualized servers and storage equipment and we want to do the same across multiple cloud stacks themselves. And in that we have built a few mechanisms, in fact we'll announce a few of them tomorrow around migration and drag and drop from one cloud to another, on-prem to off-prem, disaster recovery seamlessly with one click, so migration becomes a killer app for multi-cloud, just like it was a killer app for – within the on-prem world, the killer app for VMware was VMotion and Storage VMotion and DRS, HA. And all these were just about moving the app when it failed, when it was hotly contended in a high load environment and when it needed to move from an old box to a new box. VMware became a very large company because of building seamless mobility across different hardware boxes and that's what's required across multiple clouds itself. And that's how you commoditize anything. You commoditize anything by virtualizing and you virtualize something by bringing portability of applications in a one-click seamless fashion. So, if you think of this portfolio of products that we have in the multi-cloud world, they are either a policy engine that tells you what is wrong like maybe because of cost or because of governance or security or compliance reasons and then how do you correct and rectify it, which is where you need to invoke a mechanism for migrating it from one cloud to another. So, both the mechanisms and the policies will form the new quote-unquote, hypervisor in a multi-cloud world. So, it's very early days to say exactly what will happen, but what I can tell you is that what is needed in that is a lot of migration mechanisms around storage and networking and security and identity because you have to move an entire app from one cloud stack to another and it takes a lot of doing. So, as a company we've done a really good job of data, data migration, whether it's replication or disaster recovery and runbook automation and things of that nature. But now I think the bar will be raised with security and firewalls and networks and things like that. So, how IBM/Red Hat navigate that it's early. I mean, at some level I think as IBM puts its arms around the OpenStack stack, I think clarity will actually emerge.

Okay, thanks Dheeraj. And Duston, just a quick one for you, appreciate the incremental revenue breakout that you guys gave. I was just wondering if in just some qualitative terms you could talk about how much of that subscription mix is currently term-based versus SaaS versus support entitlements, any directional color there will be helpful? Thank you.

Well, of course right now there is very little SaaS in there. As you'd expect that would build up over time. And I don't have the exact – we can get it for you, I don't have the exact split there on the subscription pieces there. There is multiple pieces there with support, but we can get that to you. You've got it almost from the prior breakouts that we've done there, but we'll get that to you.

Okay. Thanks, Duston.

Your next question comes from the line of Katy Huberty of Morgan Stanley. Please go ahead. Your line is open.

Thank you. Question for Dheeraj, first you mentioned that hybrid multi-cloud is becoming a buzzword and we've certainly heard it from just about every infrastructure hardware, software company this quarter. So, curious how you think it impacts your business. Are you seeing your pipeline growing, customers coming to you because competitors are affirming your strategy? Do your sales people have to spend more time explaining the difference between your strategy and some of the others, just how this evolves as more players follow your lead?

Yes, thanks, Katy. Yes, I think we definitely go and talk from the position of our strength as opposed to a position of someone else's strength and many of the customers we go and talk about their adjacency and our adjacency. Their adjacency is on-prem right now and our adjacency is on-prem which is software defined infrastructure. And then we go talk about disaster recovery as a service, like hey, how about the first crawl piece of this multi-cloud journey where we can do one click fail over and testing and fail back and things. All of a sudden, the app is mobile because we did all the hard work with runbook automation shipping data and things like that. So, we basically start with our adjacencies and then there is some of these multi-cloud services that are very adjacent to Nutanix like desktops is very adjacent to what we have really understood and embraced. In the last seven, eight years, we probably are one of the strongest companies to understand end user computing experiences across Citrix and VMware and now with Frame itself. And now people are asking about Frame to be extremely multi-cloud, use my AWS credits, use my Azure credits. I talked about one of our experiences with co-selling with Google G suite itself. So, I think we are going and navigating this multi-cloud buzzword around our adjacencies. So, we don't talk fluff. I think most of the money is still coming from compute and storage and networking and security and some of these workloads around that like files, like databases, like desktop. So, I think we ask our sellers to actually go and focus on workloads because workloads and applications is where most journeys actually begin.

Understood. And Duston software and support billings came down a bit this quarter. Is that just new seasonality as the business scales or was there some impact of the subscription transition in the quarter, if so, how much?

Yes, no, there really wasn't any impact to say on the subscription piece. Actually, when you look at the length of these new licenses, the $20 million, it's slightly higher than the 3.6 average. So, there really wasn't any tilt to one year or anything like that in that. But we had – just looking and addressing billings in total, we had guided billings down actually in Q1, we came off a really strong Q3, a really strong Q4 into a seasonally soft Q1 so that we had guided $370 million to $390 million of total billings and obviously we came in at roughly $384 million, so close to the top end of that range. So, it was kind of as expected there and the pieces kind of fell off as they did.

Okay. Thank you. Congrats on the quarter.

Your next question comes from the line of Jack Andrews of Needham. Please go ahead, your line is open.

Good afternoon. Thanks for taking my question. Dheeraj, it looks like to me you are achieving the highest growth rates with customers that are spending the most dollars with you. You talked about the 111% year-over-year growth and customers spending more than $5 million. So, I was wondering if you could drill down on what's happening with these larger dollar amounts in particular, I mean what's really driving that and do you view kind of these large dollar amount activities as leading indicators for the rest of your customer base?

Thank you. Yes, I think what you're seeing is the first phase of what we talked about as segmentation almost 18 months ago in around February of 2017. We talked about segmentation. So, in that first phase of segmentation of our sales force we moved up market and that creates a lot of opportunity for cross sells, upsells, more workloads, expanding workloads. And in fact, we have shown that through our repeat business numbers that they have actually grown across our customer base itself. The next phase of the segmentation will be around inside sales and how do we really go about these mid-market customers, lower-end mid-market customers themselves and you will see that happen in the next 12 months. I think we have settled down on the upper half of the pyramid, now we are going for the middle of the pyramid in some sense with channel investments and inside sales investments and such. So, I think it's a barbell strategy for us. One end of the barbell is large customers. The other end of the barbell is a frictionless transactional business and we expect to actually go and figure that out in the coming quarters and beyond.

Thanks. And then just as a follow-up, could you maybe frame what your customer base looks like today in terms of mapping it to the Core, Essentials and Enterprise layout that you introduced? What it looks like today and how you see that trending over time?

Yes, in fact we started – we introduced a new KPI in our infographic and I spoke about it as well. And in fact, it's going to be in the investor deck too. 19% of all our deals that have one or more products beyond Nutanix Core, so obviously everybody has Nutanix Core except for maybe one or two customers that are not using Nutanix core, because they're Frame customers that are using desktop as a service in AWS or Azure. But other than that, it's all Nutanix Core customers. And we will start to report on this on a quarterly rolling four quarter basis going forward. And maybe someday we will actually even say how many of our customers have both Core and Essentials, how many of our customers have Core, Essentials and Enterprise as well as these numbers start to really come together.

Great. Well, thanks and congratulations on the results.

Thank you.

Your next question comes from the line of Erik Suppiger of JMP. Please go ahead, your line is open.

Yes, thanks for taking the question. Couple of things. One, on the Enterprise and Essentials ratio what kind of contribution – if 19% of deals include products from those product categories, how are revenues going to track to that longer term? Do you envision that customers that are buying multiple products would the Core product, would the Core – would the Essentials and Enterprise products eventually eclipse the Core component of those customers or how can that – how can that revenue contribution look, if you look out a few years?

Yes, one good thing about the nomenclature is that it's timeless. Over time more things will actually fall into essentials and then some things will fall from essentials to core itself, because as technology matures, some things become Essentials and then other things that were Essentials now become Core itself. So, we expect that we'll start to bolster more of the Core. I mean some things might even fall off the Core because everybody knows that that's really needed anyway. So, might not even talk about, for example, let's say Prism being part of the core because Prism is assumed to be part of the core. Similarly, AHV might become part of the Core and then over time if we really start doing 80% of everything at AHV you might say, look, why even talk about it actually. So, I think the whole idea of this nomenclature is that over time things will move from Enterprise to Essentials and from Essentials to Core. But the customers start to experience the journey from Core, especially the new customers who never heard of Nutanix before and there is quite a few out there. I mean today when you look at just Americas Global 12000, we've barely scratched the surface. We've only 15% penetration in Americas Global 12000. So, even on the 85% of the customers will need to go through the experience of Nutanix Core then the Essentials, then the Enterprise.

On the AHV piece, it's been on a pretty good trajectory. I think it increased about 3% over the past quarter. When does that start to reach a maturing level? When are we going to see that contribution of AHV customers basically stabilize?

You just saw me talk about the Global 12000 Americas alone and we are only 15% penetrated there. So, there's a lot of new customers and I think there is basically a three-layered cake there, which is the Global 500 and the Global 2000 and the Global 5000. And they all have different kinds of needs. I mean many folks in the Global 5000, they're looking at VMware, as the new Oracle like there's a lot of predatorial practices around licensing and auditing and things of that nature happening. The people are saying, look, I really want to look at virtualization as a commodity actually, it doesn't really belong in like multi-million-dollar sort of in expense and things like that. And then there are other customers who love VMware and then yet other customers who are actually completely, I would say, neutral to what the virtualization stack itself looks like. So, we are going to see a lot of progression in this over the coming two, three years. I don't expect this to actually materially stabilize at least for the next two years. And obviously all of Xi is AHV. So, if you think about our cloud offering, what we're using in Xi is all AHV. And the best part is that without being too self-righteous we're saying, look, we will actually support mix mode customers where the on-prem that they're running is VMware and the off-prem could be AHV, and that's what customers really like about us that we don't go and shove AHV down their throat. We're saying, look, if you are happy with VMware, stay with it, because you can still go and sell a lot of data services and network services and compute services on top of it actually.

Very good. Thank you.

Your next question comes from Jason Ader of William Blair. Please go ahead, your line is open.

Thanks, guys. I guess the first question is just on the macro environment. If you could provide some commentary on what you're seeing out there, whether you've seen any changes given some of the kind of political fluctuations? And then the second question is kind of on this multi-cloud hypervisor vision for you Dheeraj. As you think about what you need – the pieces that you need to get there, I would think Kubernetes is pretty critical, just because it's being seen as in a lot of ways the key kind of common denominator of SaaS cloud. So, any comment would be appreciated on what your plans are for Kubernetes development?

Yes, just on the macro, Jason, we always are looking at it and making sure that we're not missing anything, but clearly, we haven't seen any slowdown in our business anyway now. We're not a $20 billion company that would have insights into everything, but certainly within our realm anyway we've seen really no signs of that. Obviously, we look at it all the time and a lot of companies are having issues one way or another with currency. We're fortunate to be selling obviously in U.S. dollars and things like that. So, we've got that reasonably covered from that perspective, but we continue to look at it and continue to monitor it and be aware of it, but there is nothing right now, that we see that's impacting the business.

Yes. And yes, we have levers to make adjustments as needed and people versus programs, things of that nature. And obviously nobody has a crystal ball around this. This is going to be a black swan event whether we like it or not, and I think the people versus programs levers piece is an important piece of our strategy going forward. As we see anything really dampening with the macro, I think we'll have ways and means to go adjust accordingly actually. And talking about your Kubernetes comment, definitely Kubernetes makes compute very mobile and portable, but then there is everything else around it that really needs to be made portable as well which is storage and networks and identity and security and I mean there's a ton of pieces around [net stack] and storage that need to be portable as well. And I think it's one of the core advantages of Nutanix is that we really understand data, data migration, replication, backups, things of that nature, plus we understand networks now. For the last couple of years, we focused so much on networks, around networks and security. I mean Xi would not have been possible without really digging deeper into multi-tenant networks. Like, what does it mean to really move an entire primary site from on-prem to off-prem without changing even a single IP address is a very hard problem that we had to go solve for. So, a lot of the network virtualization pieces that have come together in Xi make us really competitive in the space of portability of applications, but Kubernetes alone doesn't make an application portable because there's a lot more to an application state than just sitting on the server itself, which is basically just software. That software needs storage, that software needs other services like object storage clusters and file storage clusters and active directory and VLAN settings and load balancers and firewalls setting, all those things have to move around before you call Kubernetes to be the end-all and be-all of migration.

And on the [indiscernible] from you guys, is that something that you support today, Kubernetes?

Oh, absolutely. In fact, we have gotten really deep into Kubernetes over the last 12, 18 months. This is one of the biggest advantages of our architecture that all our core now runs as containers, all our core. And that has been a big issue with many other companies that actually run inside the kernel, inside the hypervisor. You can't go and really infuse the value of containers inside the kernel of a hypervisor because it actually was written 15-18 years ago and they didn't think about services, they didn't think about patch upgrades, hot upgrades, reboot-less upgrades. Many of these things that Kubernetes actually makes possible we've been able to do in our own software. Now people can run Kubernetes containers on top of Nutanix. So, one thing that we actually really went on the path of saying, look, no change to the open APIs and CLI of Kubernetes, unlike Pivotal and Red Hat who actually added wrapper stuff around there. We are going and saying, whatever open source is, is what we will actually go and support. So, things like Kubectl and all the APIs are exactly the same. And in fact, even on Calm, which is the orchestration layer that we have, we’re saying the app specification of Kubernetes is a subset of Calm's app specifications. So, you can take a very well formed Kubernetes back and put it inside Calm and now you have a hybrid app, which is both a combination of containers and virtual machines actually, which is probably going to be one of the hardest things that IT will struggle with is, now my entire app is not containerized, I have things that are running as containers within an app and have other things like database tiers that are running in virtual machine. So, how do you really go and make a hybrid application possible? How do you make it auto scalable? How do you upgrade it? How do you migrate it? And all these verbs of an app, which is backup, replicate, scale out, upgrade, migrate, all these verbs in the app are now possible with Nutanix in a very hybrid setup, which is both combination of containers and VMs. And that's where the money will be.

Thank you.

Our IT ops – we have to go and talk to IT ops in a way that is mundane, but it is still pragmatic and realistic about the transition to containers because overnight we're not expecting every piece of the app to become containerized.

Great.

This concludes today's conference call as we’ve completed the allotted time for questions. Thank you for your participation.