My name is Dr. Mark Borowski, and I am the medical director for gynecologic oncology for the southern region of the Hackensack meridian system. I have been practicing as a gynecologic oncologist since 2004. My expertise is in the care of women with ovarian cancer, uterine cancer, cervical cancer, and other gynecologic malignancies. My personal care philosophy is to try and individualize care for patients. I believe that patients are more than just their diagnoses. They have different backgrounds and lifestyles, and certain treatments will work better for certain patients. I want them to feel that I'm listening to them, that I'm hearing that they have concerns, and that they have their questions addressed. I know that patients place a great amount of trust and also hope in me and the skills that I have to bring to their disease. They come to us with a diagnosis, but they don't really know what their treatment plan is, so they want a treatment plan and they want to understand it. I like to make sure that I'm spending time addressing all of their questions, making sure that their needs are met, that their family needs are met, and that if we're going to come up with a treatment plan, it's going to be the treatment plan that's been shown to be the most effective and which also works with them and their lifestyle.


We're back at SC22 Supercomputing Conference in Dallas. My name's Paul Gellin, my co-host, John Furrier, SiliconANGLE founder, and huge exhibit floor here. So much activity, so much going on in HPC, and much of it around the chips from AMD, which has been on a roll lately, and in partnership with Dell. Our guests are Brian Payne, Dell Technologies, VP of Product Management for ISG, Mid-Range Technical Solutions, and Raghu Nambiar, Corporate Vice President of Data Center, Ecosystem and Application Engineering. That's quite a mouthful at AMD. And gentlemen, welcome, thank you. Thanks for having us. This has been an evolving relationship between you two companies, obviously a growing one, and something Dell was part of the big general rollout, AMD's new chipset last week. Talk about how that relationship has evolved over the last five years. Yeah, sure. Well, so it goes back to the advent of the Epic architecture. So we were there from the beginning, partnering well before the launch five years ago, thinking about, hey, how can we come up with a way to solve customer problems, address workloads in unique ways? And that was kind of the origin of the relationship. We came out with some really disruptive and capable platforms, and then it continues. It's continued till then, all the way to the launch of last week, where we've introduced four of the most capable platforms we've ever had in the PowerEdge portfolio. Yeah, I'm really excited about the partnership with Dell. As Brian said, we have been partnering very closely for the last five years, since we introduced the first generation of Epic. So we collaborate on system design, validation, performance benchmarks, and more importantly, on software optimizations and the solutions to offer out-of-the-box experience to our customers, whether it is HPC or databases, big data analytics or AI.  So much has changed over the years. Raghu, you were on the founding chair of the TPC for AI. We've talked about the different iterations of power service, so much has changed. Why the focus on these workloads now? What's the inflection point that we're seeing here at Supercomputing? It feels like we've been in this, you know, run the ball, gain a yard, move the chains, you know. But we feel, I feel like there's a moment where there's going to be an unleashing of innovation around new use cases. Where's the workloads? Why the performance? What are some of those use cases right now that are front and center?  Okay, people are running traditional workloads like relational database management systems, also new generation of workloads with AI and HPC, and actually like AI, actually HPC augmented with some of the AI technologies. So what customers are looking for is, as I said, out-of-the-box experience, or time to value is extremely critical. Unlike in the past, you know, customers don't have the time and resources to run months long of POCs, okay, so that's one idea that we are focusing, you know, working closely with the Dell to give out-of-the-box experience.  And, you know, as you mentioned, some of the industry-standard benchmark is designed to give the fair comparison of performance and price performance for our end of customers. And, you know, Brian and my team have been working closely to demonstrate our joint capabilities in the AI space with a set of TPC-XAI benchmark cards last week. It was the major highlight of our launch last week. Brian, you got showing the demo in the booth at Dell here. Yeah. That demo, the product is available. What are you seeing, and for your use cases, that customers are kind of rallying around now, and what are they doubling down on? Yeah, you know, so Raghu, I think, teed it up well. The really data is the currency of business and all organizations today, and that's what's pushing people to figure out, hey, both traditional workloads as well as new workloads. So we've got, in the traditional workload space, you still have ERP systems like SAP, et cetera, and we've announced world records there, 100 plus percent improvements in our single socket system, 70 percent in dual. We actually posted a 40 percent advantage over the best general result just this week. So I mean, we're excited about that in the traditional space, but what's exciting? Like why are we here? Why are people thinking about HPC and AI? It's about how do we make use of that data, that data being the currency, and how do we push in that space? So Raghu mentioned the TPC-AI benchmark. We launched, or we announced in collaboration, you talk about how do we work together, nine world records in that space. In one case, it's a 3x improvement over prior generation. So the workloads that people care about is like, how can I process this data more effectively? How can I store it and secure it more effectively? And ultimately, how do I make decisions about where we're going, whether it's a scientific breakthrough or a commercial application? That's what's really driving the use cases and the demand from our customers today. I think one of the interesting trends we've seen over the last couple of years is a resurgence in interest in task-specific hardware around AI. In fact, venture capital companies invested at $1.8 billion last year in AI hardware startups. I wonder, and these companies are not doing CPUs necessarily, or GPUs, they're doing accelerators, FPGAs, ASICs, but you have to be looking at that activity and what these companies are doing. What are you taking away from that? How does that affect your own product development plans both on the chip side and on the system side? I think the future of computing is going to be heterogeneous. Okay, CPU solving certain type of problems like general purpose computing, databases, big data analytics, GPU solving problems in AI and visualization, and the GPUs and FPGAs accelerators solving, offloading some of the tasks from the CPU and providing real-time performance. And of course, the software optimizations are going to be critical to stitch everything together. Whether it is HPC or AI or other workloads, again, as I said, heterogeneous computing is going to be the future. And for us as a platform provider, the heterogeneous solutions mean we have to design systems that are capable of supporting that. So as you think about the compute power, whether it's a GPU or a CPU, continuing to push the envelope in terms of to do the computations, power consumption, things like that, how do we design a system that can be incredibly efficient and also be able to support the scaling to solve those complex problems? So that gets into challenges around both liquid cooling, but also making the most out of air cooling. And so we're seeing not only are we driving up the capability of these systems, we're actually improving the energy efficiency and the most recent systems that we launched around the CPU, which is still kind of at the heart of everything today, you know, we're seeing 50% improvements, you know, gen-to-gen in terms of performance per watt capability. So it's about like, how do we package these systems in effective ways and make sure that our customers can get, you know, the advertised benefits, so to speak, of the new chip technologies? Yeah, to add to that, you know, performance, scalability, total cost of ownership, these are the key considerations. But now energy efficiency has become more important than our, you know, our commitment to sustainability. So one of the things that we have demonstrated last week was with our new generation of Epic Genova-based systems, we can do a five to one consolidation, significantly reducing the energy requirements. The power is huge, costs are going up, it's a global issue. Yeah, it is. How do you squeeze more performance two out of at the same time?  You got more power requirements, you got sustainability, but you need more horsepower, more compute. What's different in the architecture? If you guys could share, like today versus years ago, what's different as these generations step function value increases? What's different? So one of the major drivers of perspective is, if you look at the latest generation of processes, the five nanometer technology bringing efficiency and density, so we are able to pack 96 process of course, you know, in a two socket system, you're talking about 196 process of course. And of course, you know, other enhancements like IPC uplift, bringing DDR5 to the market, IPC agent for the market, offering overall, you know, performance uplift of more than 2.5X for certain workloads. And of course, you know, significantly producing the power footprint. I'm sorry, I was just going to, I mean, architecturally speaking, you know, how do we take the 96 cores and surround it and deliver a balanced ecosystem to make sure that we can get the IO out of the system and make sure we've got the right data storage. So I mean, you'll see 60% improvements total storage in the system. I think in 2012, we're talking about 10 gig ethernet. Well, you know, now we're on to 100 and 400 on the forefront. So it's like, how do we keep up with this increased power by having our computing capabilities, both offload and core computing and make sure we've got a system that can deliver the desired results. So the little things like the bus, the PCI cards, the NICs, the connectors, have to be rethought through. Is that what you're getting at? The GPUs, which are huge power consumers. Yeah, absolutely. So I mean, cooling, we introduce and we call it smart cooling as a part of our latest generation of servers. I mean, the thermal design inside of a server is a complex system, right? And doing that efficiently because of course fans consume power. So I mean, yeah, those are the kind of considerations that we have to put through to make sure that you're not either throttling performance because you don't have, you know, keeping the chips at the right temperature and, you know, ultimately when you do that, you're hurting the productivity of the investment. So I mean, it's our responsibility to put our thoughts and deliver the systems that are going to work. You mentioned data too. If you're bringing the data, one of the big discussions going into the big Amazon show coming up reinvent is egress costs. Yeah. So now you've got compute and how you design data latency, you know, processing. It's not just contained in a machine. You got to think about outside that machine talking to other machines. Is there an intelligent network developing? I mean, what's the future?  We have 70% of the mission house, 70% of the mission critical data that exists in the world. How do we bring that closer to compute? How do we deliver system level solutions? So server, compute. So recently we announced innovations around NVMe over fabric. So now you've got the NVMe technology in the sand. How do we connect that more efficiently across the servers? Those are the kinds, and then guide our customers to make use of that. Those are the kinds of challenges that we're trying to unlock the value of the data by making sure we perform it.  With the growth of the cloud, you see, you know, some pundits saying that data centers will become obsolete in five years and everything's going to move to the cloud. Obviously, data center market is still growing and is projected to continue to grow. But what's the argument for captive hardware, for owning a data center these days when the cloud offers such convenience and allegedly cost benefit? I would say the reality is that we're, and I think the industry at large has acknowledged this, that we're living in a multi-cloud world and multi-cloud methods are going to be necessary to, you know, to solve problems and compete. And so, I mean, you know, in some cases, whether it's security or latency, you know, there's a push to have things in your own data center and then, of course, growth at the edge, right? I mean, that's really turning, you know, things on their head, if you will, getting data closer to where it's being generated. And so, I would say we're going to live in this edge cloud, you know, and core data center environment with multi, you know, different cloud providers providing solutions and services where it makes sense and it's incumbent on us to figure out how do we stitch together that data platform, that data layer and help customers, you know, synthesize this data to generate, you know, the results they need. You know, one of the things I want to get into on the cloud, you mentioned that, Paul, is that we see the rise of graph databases. And so, is that on the radar for the AI? Because a lot of more graph data is being brought in. The database market's incredibly robust. It's one of the key areas that people want performance out of. And as cloud native becomes the modern application development, a lot more infrastructure as code's happening, which means that the internet and the networks and the process should be programmable. Right. So, graph database has been one of those things. Have you guys done any work there? What's some data there you can share on that? Actually, you know, we have worked closely with a company called Tiger Graph. They are in the graph database space. And we have done a couple of case studies, one on the healthcare side and the other one on the financial side for fraud detection. Yeah, I think they have, this is an emerging area. And we are able to demonstrate the industry-leading performance for graph databases. Very excited about it. It's interesting, it brings up the vertical versus horizontal applications. Where is the AI, HPC kind of shining? Is it like horizontal and vertical solutions? Or what's your vision? Yeah, well, this is a case where I'm also a user. So I own our analytics platform internally. We actually, we have a chat box for our product development organization to figure out, hey, what trends are going on with the systems that we sell, whether it's how they're being consumed or what we've sold. We actually use graph database technology in order to power that chat box. So I'm actually in a position where I'm like, I want to get these new systems into our environment so we can deliver. Graphs underlie most machine learning models. Yeah, yeah. We could talk about, there's so much to talk about in this space, so little time and unfortunately we're out of that. So, fascinating discussion, Brian Payne, Dell Technologies, Raghu, Nambiar, AMD, congratulations on the successful launch of your new chip set and the growth in your relationship over these past years. Thanks so much for being with us here on theCUBE. Super, thank you very much. It's great to be back. We'll be right back from Supercomputing 22 in Dallas.


So, Ken, folks may have a lot of questions, especially trying to understand what this Brandon thing is, take us through your reporting. This is really the latest example of how volatile American politics has become, Joe. A South Carolina gun dealer called Palmetto State Armory is selling what is known as a lower receiver, which is essentially the guts of an AR-15 assault rifle branded Let's Go 15. And as you said, on the weapons fire selector, the expletive we can't say on television is next to the safety mode. Oh yeah, we wouldn't want to hear those expletives on MSNBC now would we?


So Central C is actually signed to ADA, right? Now, their whole conversation, again, want to know, well, people kind of say he's independent, but he signed to something. Well, he's not signed to one or any major directly. ADA is a distributor up under Warner, though. Yeah. All right. And to me, this actually just speaks to the reality of music today. All right. Because the reality of music today is, yo, the distributors are record labels, but they're better positioned record labels. Right. They're better positioned because of the brand that you can put on it. Oh, artist, you get a better deal than you normally would. But it's also better positioned because I can invite you in without having to take the same level of risk. And then I could just cherry pick the people. You know what I mean? That they look like they're going to be a little bit more successful and then build a relationship with them. Right. Now, him being signed to a distributor, of course, he does still control more things, but I think that's just the nature of the game today. And independent almost should be washed away or we should clearly define independent because to me, it's so much marketing language versus the reality of what this is. I don't think independent means today what people originally meant when they say independent. Like it literally means today, independent of a major. Independent of a major label. But there's a billion other entities out there that you can be in partnership with and you are still signed to them. Right. Even labels, if you're signed to a major, it could be the same deal and they just call it a partnership. Why?  It's better for your ego, but the numbers work out the same and I just signed you. Right. All of this stuff. And I don't I don't really buy into it. But since you'll see being independent, is he technically independent? Sure. Let's let's stick with that. Right. He has a distributor, of course.  Right. I don't think technically independent or not matters outside of the narrative that people want to push to inspire the indies or to keep the indies trapped in depending on which side you are on. Right. Yeah. I mean, and I think that's what comes out too mad. Like we on the other side of it, of the the indie artists, you know, propaganda push, you know what I'm saying? Like we've been strong components of it, you know, like we've been pushing the narrative for the last couple of years. We benefit from it. And I think that's just how a lot of these music companies look at it, bro. Like I had to. Because what independent, the bigger the independent artist community grows, the bigger the independent labor community grows, right? There can be more distribution companies. Yes. There can be more marketers like us, right? There can be more publishers and these different people. So yeah, we got to sprinkle it on a couple of things, make it look sexy to keep people wanting to stay in that space. Because once again, like I said, I look at indie now as independent of a major label. Right. Not even just from an artistic standpoint, but just from a resource standpoint, right? Like I'm able to go and get these things to spite you, right? Despite what you have control of and what you can make happen with your thing, which is a good thing for the market overall. But I still see it that way, bro. It's like literally like, hey, like we have to keep doing things and saying things and putting this label on certain people that encourages the community to look at it that way because of it benefits everybody. And like I said, I don't think that's a bad thing, but that's just reality, you know? Like I'm stringing the indie artist narrative for as long as it can go, because if it wasn't for indie artists, will we have an agency, you know what I'm saying? Will we be making this channel if every artist was tied to that type of institution and couldn't? We'll probably. We'll find a way, but. Yeah, we will be with the labels. We will contract through them a lot more. Yeah, a lot more. Yeah, exactly. But you already know it. Yeah, well, try to keep away from that. In my mind, that is as much as possible, but it makes it easier for us to do that because of the indie history. The indie market buzz, yeah. So I think like, yeah, you're going to have these really blurry situations where, like you said, the narrative is a lot stronger. Hey, he's independent, so he must be doing all this by himself and XYZ and like, oh, we want to support him because he's the underdog competing against this legislative act. And you look at him like, man, bro, he got more, well, not him specifically, but that particular artist got more resources, maybe even more attention, more hands on than that measure level artist. Yep, true look at that. That's what we get to the point right there. Let me take a quick second to say, if you're an artist trying to blow your music up or if you're a manager, a music professional in general, trying to help an artist blow their music up, I have something that's a game changer for you and it's completely free. As you may know, we've helped multiple artists go from zero to hundreds of thousands of streams. We've helped multiple artists go from hundreds of thousands to millions of streams, chart on Billboard, GoViral, all of that stuff. And we've now made the way we've branded multiple artists and helped them go viral completely free step by step in Brandman Network. All you have to do is check out brandmannetwork.com. You apply, it's completely free, but the thing is we're not gonna let everybody in forever. So the faster you apply, the better your chance of getting accepted. Brandmannetwork.com, check it out, back to the video. Yeah, cause to be a superstar in a situation like that, you're not gonna get treated any differently than a major act on a major level, but you are the major act there, but you're getting that same treatment. Anything you want, even if it's outside the parameters of what that company typically does, I've seen it. I've seen it for certain clients where it's like, hey, we don't usually do this, but yo, shit is going so well over here with this person that we gonna do whatever we need to do to make this happen for him. And in that situation, what's the difference between the label, you know what I'm saying? The company that only promise you distribution for 10 and 20% is now willing to get you investment and now willing to get you certain looks, now willing to have you build out your team, your infrastructure and all these other things. I was like, what's the difference at that point, you know what I'm saying? So independent to me, man, to me, there's independent of major labels. It's all ours, let's say, which I think, I think we should stand on that definition because that will make the conversation a little bit, a little bit more tepid, you know what I'm saying? Like this conversation gets hot because people feel a certain way about it, bro. Are there gonna be people who are gonna see this, they're like, oh, central cities and Indy because you got a distribution company helping you. And it's like, you're not wrong and you're not right. Like what about all the other things you have to go figure out, you know what I'm saying? Like these one entities don't necessarily become the most like, they're not always the most like gang changing elements of everything. Sometimes there are stepping stones to help you put together the different components that you need to put together that make the game changing situation for you, right? Like that situation, and like I said, I don't know just speculating here, but let's just say that's the situation that allowed him to make money that didn't go pay like his content team or something, right? And then that's the situation. And those content pieces popped him off on TikTok or something like that, right? It's like, it becomes more about like the pieces of the big picture that leads to the success rather than like, oh, you just have this big corporation behind you because we've seen it that that doesn't always mean anything, right? You can be tired of some of the biggest entities of music and nothing happened. Plenty of artists have failed that have so many. Not being quote, unquote independent, but I think I personally just wanna encourage artists to understand business and do good business. Because the independent conversation is even a distraction of sorts to me, all right? All of these things that you can see, all of these things that you see get pushed a lot. Let you know that there's some agendas behind it. Yeah, bro, I remember. It's always marketing. Like, oh man, everybody's indy, indy, indy, indy, indy, why do I see this so much? Because it's speaking to a certain message and it's encouraging a certain marketplace to flourish that I can capitalize off of. That's simple. Exactly, bro. You gotta always look at pushing it. And like I said, not until a battle here. Like I was willing to admit that, hey, we pushing it because it's much easier doing business with the indy artists than it is doing business with the major. I want more indy artists to have major-level budgets so we can move to that problem. Yeah, for sure. Definitely that. I just think that people get so caught up in this language stuff versus the actual mechanics behind it all. Like what's actually happening? Make sure something different is occurring because if you're in an old school bad deal but you use the language independent and the label that's working with you says, yeah, you're independent. Why does it matter?  If you're in a good deal and people think you're signed, why does that matter? Outside of pushing the marketing message and then saying, I want to brand around independence like Chance the Rapper did heavily and that becomes something that you can capitalize off of so you have this reason and agenda to make sure people see it in that way. So I don't know for me. I think that when we get into the indy shit and the way people talk about it, it's really based off of old indy, which is why it's best to differentiate specifically like you said, independent of a major label. Not independent of help. And when you get into DIY, do it yourself and you not do it all yourself. You have to go into partnerships in this music industry in some form of fashion. Some piece of the pie. You're not going to have the entire vertical yourself.  You can create your own distribution company and all that stuff. So you're owning that entire vertical. But even though there still have to be partnerships to get on the Spotify playlist or whatever, right? Or in deal with those people to work with, let's say live nation, there's always going to be some type of partnership that comes into space in music and the entertainment industry, the way it is built out. It just kind of just has to be. So if anything, let the idea of independent me more so, just understand the business, understand what you are. I don't even want to say what you're worth because people take that and they roll with it and it'd be the wrong number. But understand like what leverage looks like in the business, you know what I'm saying? And also make sure that you get as much of an entrepreneurial spirit that makes sense for you. Right? So you might want to build heavily and all in a whole thing, but there's some people who don't want to even work like that. Right? And own the system and have all that rely on them and that's fine. And they both can make a lot of money, right? But it's essentially independent by the ignorant Indies opinion, no. By an experienced old school label perspective know as well. By someone in the middle. Someone in the middle who's more moving in this new space.  So you know, I remember when Chance was like, oh, he didn't have the deal, but all the people knew the business. They were like, what is he talking about?  You can't get here without this type of partnership. This type of partnership. Yeah, he doesn't have a major label, but literally it's the same thing in a different house. All right, so, you know what I mean? Same meal with all the, no, let's say different plate on the fixings. So y'all take that as y'all with them, man. You want to make India part of your brand, you care. Just make sure your business is right and you can sleep at night. Let's go with that one. No, if you're using it for marketing, or you truly trying to do it, all the way. All the way. I don't think y'all want to see what it's like all the way. All the way. It's stressful all the way. It's a lot of early gray hairs, you know what I'm saying? No four hour sleep nights. Right, no four hour work week, four hour sleep night. Now with that being said, also same conversation, similar conversation.


Today I master my emotions. When I go to the market, there are so many people who would be irritating me, who would be disturbing me. Emotions is good for the human being. You must only have emotions, but...