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C9560-658 Fundamentals of Applying IBM SmartCloud Application Performance Management

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C9560-658 exam Dumps Source : Fundamentals of Applying IBM SmartCloud Application Performance Management

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IBM Fundamentals of Applying IBM

IBM looks to Disrupt Scientific research on the Blockchain | killexams.com existent Questions and Pass4sure dumps

The employ instances for distributed ledger know-how are on the upward push, as evidenced by means of IBM’s most recent patent application for open scientific research on the blockchain.

The tech significant envisions a system during which a blockchain represents an experiment with individual blocks created from venture accessories together with research data, statistics analysis and results in addition to post-facts evaluation and more whole with block-linking capabilities to mirror the status of modifications. The patent, which become filed with the U.S. Patent and Trademark office at year-conclusion 2017, comes on the heels of a separate blockchain patent filed by using IBM with an augmented reality and gaming focus.

The scientific research community has been plagued with a scarcity of transparency for facts collection tied to the evaluation method, in keeping with which the blockchain is a likely antidote. Chief among the considerations is an absence of “trustworthy data” and conserving assistance from unauthorized adjustments, whole of which the blockchain solves with elements dote immutability and facts protection.

IBM isn’t the only entity that is asking to disrupt this manner amid what has been described as a “reproducibility head in analysis” and falsified statistics. but before, different options involving the blockchain occupy fallen short in addressing key facets surrounding confidentiality, accessibility, the employ of algorithms for tasks equivalent to “automated correction” and extra, whole of which IBM takes on in its patent software. The enterprise also points to “restricted systems that enable for sharing tips about scientific analysis and showing transparent records assortment and analysis steps,” which interferes with researchers getting credit for the work they’ve performed.

IBM’s solution comprises a spry computing ambiance for experiments on the blockchain, one that depends closely on however is not confined to a cloud computing model during which data uploaded to public databases may also be tracked. They narrate a blockchain system that is 2-pronged, made from both “the trustworthiness of the blockchain thought with open scientific research.” Their expertise accomplishes this through putting scientific experiments on the blockchain, together with “records gathered, evaluation performed and/or results achieved and in doing so bolsters the “trustworthiness and reproducibility of the statistics and consequences” amid the immutable nature of the blockchain.

IBM describes a “first screen of analysis records and a 2nd screen of evaluation records representing a log of an evaluation carried out on the research facts.” The technology isn’t for static tips as the statistics can also be analyzed for the “reliability and provenance” of the tips.

universal, the know-how is designed to accelerate the scientific analysis system, giving the research community more outfit to collect, analyze, draw conclusions and execute corrections on their work, a routine that also spills into peer experiences, replicating experiments and evaluating the relevance of facts whole with the capitalize of data protection that's inherent with the blockchain.

Featured photograph from Shutterstock.

The submit IBM looks to Disrupt Scientific analysis on the Blockchain seemed first on CCN.


Cloudy climate forward for IBM and pink Hat? | killexams.com existent Questions and Pass4sure dumps

the world is buzzing about the utility trade’s greatest acquisition ever. This “online game altering” IBM acquisition of crimson Hat for $34 billion eclipses Microsoft’s $26.2 billion of LinkedIn, which set the previous record. And it’s the third greatest tech acquisition in background in the back of Dell buying EMC for $64 billion in 2015 and Avago’s buyout of Broadcom for $37 billion the very yr.

Wall street definitely receives anxious when it sees these lofty fee tags. IBM’s stock changed into down 4.2 % following the announcement, and there are doubtless greater considerations over a broader IBM selloff around how plenty IBM is purchasing purple Hat.

This units the stage for large expectations on IBM to leverage this asset as a vital turning element in its heritage. considering that IBM’s Watson AI poster child has didn't create sustainable increase, might this be their foremost probability to revise the ship once and for all? Or is that this mega merger a complicated conflict of cultures and items a propitious way to execute it arduous to realize the complete competencies?

large Blue’s been in large trouble

When the chips are down, it’s time to jog whole in. huge Blue actually bowled over the know-how world when it introduced it would upshot its biggest deal ever and buy red Hat for an immense 11x premium. The reality is that crimson Hat became now not necessarily seeking to be got, so overpaying turned into the best practicable alternative. And if IBM didn’t pay, Google, Amazon, VMWare or even Alibaba would have.

determined times muster for desperate measures. IBM has been struggling to present boom in original markets for quite some time. before 2018, it had 22 straight quarters of income decline. And it has misplaced over $28 billion in income over the past six years. Its profits on the conclusion if 2017 changed into $79.14 billion, the bottom in two decades and the more severe annual number for the reason that 1997, when IBM revenues were $78.51 billion, aside from inflation.

In early 2018, IBM was in a position to yield three consecutive quarters of salary boom, but that changed into principally due to the introduction of a brand original line of IBM Z mainframe computers.

IBM has been a traffic in decline for decades. It’s complicated to sustain a company with shrinking sales.

Too ancient to develop?

IBM is more than a hundred years stale and certainly suffers from comparisons to younger and nimbler organizations comparable to Amazon, Google, fb, and Apple that occupy posted checklist boom in coincident instances. Amazon’s recent earnings occupy surpassed $2 billion, as an example.

in case you distinction IBM to Microsoft, another historical world utility enterprise, it’s startling to perceive the incompatibility in how Microsoft has been able to reposition itself as growth traffic in line with the cloud.

In 1990, when Microsoft free up windows 3.0, IBM had revenues of $sixty nine billion (only $10 billion shy of what it has nowadays), whereas Microsoft had around $800 million. Microsoft surpassed IBM in salary in 2015 and crossed the $a hundred billion annual profits notice in 2018.

over the ultimate a brace of years, as IBM’s profits shrank, Microsoft invested in its “business cloud” traffic that encompasses Azure, workplace 365, and Dynamics 365, bringing in over $23 billion in original revenues. Microsoft has recently been firing on whole cylinders whereas IBM skilled increase stalls.

slow to gain to the cloud

IBM’s success in the hardware company, chiefly it’s Z-sequence mainframes, compelled it to give protection to its turf and distracted it from seeing the long race influence of cloud. AWS begun providing public cloud capabilities lower back in 2006. As late as 2011, IBM was barely bringing up the word “cloud” in its annual studies or profits calls. The enterprise at ultimate realized in 2013 that cloud computing become the longer term and made a hail-Mary buy of SoftLayer to bridge the hole, paying $2 billion and then investing an further $1 billion to combine the platform.

It’s tough to establish significant market share if you occur to’re late to the birthday celebration. Softlayer’s worldwide market share remains a far off fifth behind AWS, Microsoft, Google, and even brisker newcomer Alibaba, which passed IBM’s cloud revenues in June of 2018.

IBM made a number of different cloud-connected acquisitions, including Gravitant (a cloud brokerage and management software), Bluebox (a personal cloud as a service platform in accordance with OpenStack), Sanovi (a hybrid cloud healing and migration software), Lighthouse and CrossIdeas (each cloud security systems), and CSL international (a cloud virtualization platform).

despite these acquisitions in the cloud market, IBM has did not definitely monetize these products and gain market share in the cloud.

The enterprise has didn't capitalize on improvements earlier than: Watson AI became on the top of its game when it debuted on Jeopardy in 2011 to beat human contestants but immediately fell in the back of Amazon, Google, and Microsoft.

Will purple Hat be the savior?

pink Hat is the realm’s largest provider of open-source enterprise utility solutions. pink Hat’s bread and butter Linux traffic continues to bring growth notably because it powers many coincident AI and analytics workloads. Its model has evolved from merely on-premise to a appropriate subscription company used on public cloud systems similar to Amazon web services (AWS), Microsoft Azure, and Google Cloud Platform (GCP).

purple Hat has also increased into open middleware solutions reminiscent of OpenStack, a cloud infrastructure platform, and OpenShift, a platform for managing utility containers. OpenShift has lengthy been a neatly-saved furtive as Cloud aboriginal Computing foundation (CNCF) has grabbed most of the headlines with its Kubernetes container orchestration platform. IBM has an break to leverage its advertising and world attain to motivate mainframe and legacy customers to adopt OpenShift. These structures occupy been extremely leveraged in private and hybrid cloud deployments, specifically in industries dote telecommunications.

There is no doubt that pink Hat gives IBM a plenty extra credible cloud story. however the query definitely is, is it too late?

The acquisition is definitely first rate news for enterprises seeking to shift classic container-based purposes and virtual machines to the cloud. however, Amazon has already captured a large a section of that market.

whereas the acquisition of pink Hat gives IBM a strong dwelling in the hybrid-cloud market, which should be widespread for corporations that don't seem to be taking the time to decommission or re-architect legacy purposes, the speedy-growing to be public cloud market will be the battleground of the future.

Will the integration gain messy?

IBM has had a spotty record when it comes to integrating and capitalizing on large acquisitions.

whereas nearly whole of IBM’s M&A has been in the enviornment of utility, profits within the facet has been disappointing. possibly what is regarding is that adjusting for acquisitions, IBM’s application enterprise continues to content no — in universal because of the proven fact that these gigantic acquisitions occupy become a section of the IBM fabric and enterprise as standard.

Can IBM combine anything as large as purple Hat with out interfering with its core cost proposition? Many misgiving that large Blue will attempt to “blue wash” their platform of option.

And there’s the question of even if these two different corporate cultures can Come together – IBM, a sluggish boom traffic not making much progress in the cloud house, and red Hat, an imaginative, open source company this is constructing foundational components for operating within the cloud.

We’ve viewed way of life clashes derail many other elevated profile mergers such as HP/Compaq, HP/Autonomy, Microsoft/Nokia, AOL/Time Warner, dash/Nextel and Alcatel/Lucent. IBM will should embrace the open supply group and strategy.

The joint traffic will face vital platform choices on the cloud front. IBM has a public cloud that competes with AWS and Microsoft. however developers employ red Hat’s Linux on many public clouds. while that multi-cloud routine will aid IBM usher in earnings across the public clouds, it is going to create battle with its personal Softlayer cloud offering. IBM has struggled to control this classification of channel and product conflict efficaciously during the past.

after which there's the way forward for IBM’s own AIX working system vs. Linux — not to point out the SCO-IBM Unix lawsuit nonetheless lingering in the courts.

also to be conscious are the lesser usual pink Hat storage items dote pink Hat Ceph (an object file storage) and crimson Hat Gluster (a NAS product). As red Hat integrates into IBM’s hybrid cloud neighborhood, these storage items may be separated from IBM, which could create confusion and conflict.

So whereas IBM certainly faces a lot of break with the acquisition, there is not any assure this large bet will pay off. IBM essential a daring movement. however within the short time period, they are not going to peer any unexpected jog of IBM’s position within the public cloud area. whole eyes could be on its ability to catapult into the hybrid cloud market. For that, the traffic will necessity to be inevitable it doesn’t gain in its personal means.

Frank Palermo is the executive vp at Virtusa’s global Digital enterprise, where he is liable for technology practices in UX, mobility, social, cloud, analytics, huge statistics, and IoT.


How IBM and crimson Hat Will occupy an upshot on Your Cloud strategy | killexams.com existent Questions and Pass4sure dumps

Barring a heavy-passed strategy to the fresh acquisition, IBM and pink Hat can upshot some excellent things out there.

IBM is a long way from making physical machines. That section of the enterprise went with Lenovo several years in the past. So, what has been their focal point ever due to the fact that? software and services. And, amongst those software items and services has been the cloud.

unless nowadays, you may also occupy heard itsy-bitsy about IBM’s cloud presence. youngsters i can guarantee you it’s there, it become basically struggling to compete with the likes of AWS, Azure, and even GCP. Now, with predictions dote these from Gartner pointing out that through 2020, 90% of businesses will undertake hybrid infrastructure administration capabilities and that the market in universal can be value $240 billion or greater – this became pretty much as propitious a time as any to in fact elevate a dive into the cloud administration and birth ecosystem.

Image: Shutterstock

photo: Shutterstock

And IBM basically took the plunge. basically, this become the biggest acquisition or deal that IBM has ever gambled on whole the way through its 107-12 months existence. In figuring out the know-how they simply took beneath their massive Blue wings, it could truly repay.

What this skill for IBM, pink Hat, and your cloud

Let’s dawn with IBM. It’s been a difficult journey for this company. once accepted for constant boom and innovation, IBM has been struggling when it comes to keeping up with fundamental trade players. This stagnation became original and truly uncomfortable for IBM’ers and fanatics alike. So, what to do? buy a powerful, multinational, open-source software enterprise that’s been constructing some main solutions. This contains purple Hat traffic Linux, middleware reply JBoss, CloudForms, and the very potent cloud and container management system – OpenShift.

For IBM, this ability opening the aperture into a quick-paced and starting to be hybrid cloud market. Most of all, this capacity concentrated on traffic clients and arming them with leading tools round cloud administration. basically, the usage of probably the most business’s surest container administration options (OpenShift) will provide IBM purchasers the forms of tools and capabilities to approach digital transformation efforts as well as whole expertise modernization shifts.

The whole notion of "monolith to microservices" will also be encompassed by using this IBM+purple Hat deal. technology dote OpenShift will supply IBM a number one Kubernetes management platform able to providing actual-world cloud-native options. This isn’t simply IBM paperware to any extent further, with red Hat, the ammunition is completely there. combine this with an even bigger portfolio of middleware and powerful cloud-equipped (and validated) developer tools and you've got a very astonishing Story for hybrid cloud deployment and management.

“With IBM’s fresh circulation to containerize its middleware, today’s landmark partnership between IBM and pink Hat offers clients with extra option and flexibility. Their fair imaginative and prescient for hybrid cloud the employ of container architectures enables millions of firms – from banks, to airways, to executive companies - to entry main expertise from both agencies without having to elect from public and private cloud.”

- Arvind Krishna, Senior vp, IBM Hybrid Cloud

For IBM, pink Hat (and OpenShift) is an immediate gateway perquisite into a developer neighborhood that’s actually designing the architecture for enterprise companies and their hybrid cloud initiatives. Did IBM pay a top class for red Hat? You greater accept as precise with it. was it cost it? Time will inform. Coming from behind is never handy, however here's a propitious routine to withhold a turbo engine to your cloud business.

For pink Hat, there are relatively large benefits, too. other than the massive quantities of resources and scale capabilities, crimson Hat is entrenching itself even additional into an commercial enterprise market that’s primed and equipped for the cloud. Now, imagine leveraging red Hat tools to occupy an upshot on whole of those marvelous IBM consumers which occupy been itching for an IBM-in a position hybrid cloud structure.

“by extending their lengthy-standing collaboration with IBM, we’re bringing collectively two main traffic application systems in crimson Hat OpenShift Container Platform and IBM Cloud deepest and adding the energy of IBM’s application and cloud solutions.”

- Paul Cormier, President, products and technologies, crimson Hat

in line with a recent crimson Hat commentary, throughout the acquisition, IBM and pink Hat valued clientele can now:

  • Maximize their latest technology investments and circulate them greater without difficulty to the hybrid cloud with IBM Cloud private and pink Hat OpenShift serving as the universal foundation;
  • build and install containerized purposes on one single, integrated container platform IBM Cloud deepest proposing a single view of whole traffic information;
  • allow developers to design, modernize, and set up original purposes greater perquisite away while taking competencies of IBM’s cloud-based mostly capabilities reminiscent of synthetic intelligence (AI), internet of things (IoT) and blockchain with IBM Cloud private on red Hat OpenShift Container Platform.
  • “becoming a member of forces with IBM,” mentioned purple Hat CEO Jim Whitehurst, “will give us with a better degree of scale, substances and capabilities to speed up the repercussion of open source because the groundwork for digital transformation and bring red Hat to an even wider audience, whole while keeping their exciting culture and unwavering commitment to open source innovation.”

    here is the dwelling I necessity to pump the brakes, just slightly. I basically hope that IBM doesn’t jog heavy-passed in attempting to change crimson Hat’s market definition and lifestyle. as a result of if it tries to push red Hat to adopt a broader IBM cultural and company mannequin, I don’t actually perceive it ending smartly. Plus, I’m inevitable there are actually further concerns from latest crimson Hat clients: What’ll ensue to RHEL? How does this influence licensing and the outfit that i use? upshot I deserve to study competitors dote Pivotal or other options dote Cloud Foundry? again, time will Tell how this will whole play out. My hope is for a simple integration, whereas retaining purple Hat just as unbelievable as it is these days.

    at last, it’s essential to be conscious what this can suggest to your hybrid cloud and standard cloud management solution. Barring a heavy-exceeded routine to this acquisition, IBM and purple Hat can upshot some actually fabulous issues available in the market. here's actually the primary time in a long time that IBM pushed itself into the forefront of cloud, container, and hybrid cloud innovation. The challenging half is how IBM will integrate different solutions, Watson for instance, into purple Hat items. If finished right, there can also be loads of advantages for the client, organizations, and the cloud in time-honored. I’m staying confident.

    invoice is an enthusiastic technologist with event in loads of industries. This contains facts core, cloud, virtualization, safety, AI, mobility, edge solutions, and much more. His architecture work contains large virtualization and cloud deployments in addition to ... View plenary Bio We welcome your feedback on this topic on their social media channels, or [contact us directly] with questions concerning the website.

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    C9560-658 Fundamentals of Applying IBM SmartCloud Application Performance Management

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    C9560-658 exam Dumps Source : Fundamentals of Applying IBM SmartCloud Application Performance Management

    Test Code : C9560-658
    Test name : Fundamentals of Applying IBM SmartCloud Application Performance Management
    Vendor name : IBM
    : 69 existent Questions

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    Autonomous apps and infrastructure: who is in control? | killexams.com existent questions and Pass4sure dumps

    (Image: Stockfresh)

    While not yet at sentience, significant advances occupy been made in autonomic systems, finds ALEX MEEHAN

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    Read More: artificial Intelligence autonomoous applications autonomous systems enterprise applications longform machine learning

    The thought of building IT systems that are self-managing, self-monitoring and self-healing is not particularly new. The concept has been around for years, decades even, but in it is only in recent years that such systems occupy started to achieve broad adoption.

    But when applications and infrastructure are self-managing, a question arises — who is really in control? Without plenary transparency of how autonomous entities act, can they be guaranteed to conform with your enterprise policies?

    For Oracle, one of the innovators of this style of computing, one of the main reasons for promoting and pushing autonomous systems is the degree to which they can alleviate headaches for their owners. And not whole such headaches are technical in nature.

    “Automation isn’t about removing control, it’s about increasing efficiency and removing some of the human error introduced into operating systems and software maintenance. It’s about shifting the burden of managing systems from people to technologies,” Alan Cooke, IBM Ireland

    Resource struggle“For many of their customers who are grappling innovated technologies such as artificial intelligence, machine learning or just getting value from technical resources, their number one challenge is actually that they struggle to find talented resources or erudition experts,” said John Abel, vice president for cloud and innovation for the UK, Ireland and Israel with Oracle.

    “So what they occupy done is to embed that technical resource or innovative resource inside their products.”

    These products, so the controversy goes, are the first generation that are actually self-aware from the point of view of being self-patching, self-updating, self-tuning and self-monitoring.

    “We started promoting them on that basis ultimate year and now occupy autonomous data warehouses and occupy moved into ATP — Autonomous Transaction Processing. The weight of this is manifold. For example, I’m working with a customer at the flash that has Oracle Analytic Cloud and wants to expose machine learning and AI to the terminate user,” said Abel.

    “They’re using vast arrays of data but don’t occupy a technical expert that understands the databases. Using this system they can start an autonomous data warehouse, withhold the data into it and then just start using it and consuming it.”

    The power of autonomous, according to Abel, comes from the ability to access, consume and employ data at extreme speeds where before they would occupy to find a technical resource to create that database, upshot performance tuning and indexing or find a erudition expert able to resolve the intricate problems that can occur as volume and data increase.

    “With autonomous, they don’t necessity to upshot that anymore — literally you just input your data and then go,” he said.

    InterpretationsAccording to Abel, different arms of the traffic interpret the employ of autonomous and self-managing systems quite differently.

    “It’s really interesting, if you talk to a technologist about what autonomous does, they gain it but then they request the question, ‘so what?’ If you jog to a traffic person and content ‘do you want to load up data and then start using a visualisation tool on top of it within a few minutes and start exploring the data?’ they’ll bite your hand off,” he said.

    The power of autonomous comes from the ability to access, consume and employ data at extreme speeds where before they would occupy to find a technical resource to create that database, upshot performance tuning and indexing or find a erudition expert able to resolve the intricate problems that can occur as volume and data increase. With autonomous, they don’t necessity to upshot that anymore — literally you just input your data and then go, John Abel, Oracle

    To further illustrate this point, Abel describes a challenge given to two Oracle interns ultimate summer. They were given a problem to solve – upshot data analysis on the Glastonbury music festival and divulge something that cannot simply be Googled.

    “I set that task for them on Monday, on Tuesday they loaded the road network data for the UK, they loaded the weather data, they loaded some Wikipedia data that they found, they loaded a PDF document from Survey and they took in Twitter feeds,” he said.

    “They then used an autonomous network built into their product and started to probe that. What they create was that the fair age of the people attending Glastonbury is 39, that 55% of people who jog are female and that most people who jog are in a relationship. So it’s not young people that are the main audience,” he said.

    “They next created a self-taught neural network. The volume of data was very high, but they create a connection between vegans and an animal trait web site. From this they deduced that there’s a large vegan movement at Glastonbury and that this was an untapped traffic break that someone could occupy used.”

    In the space of four or five days, they understood the typology of the people going, the products they were buying and from that created a market opportunity, whole by using autonomous systems.

    “If you talk to most customers that are doing large data projects or technically advanced projects, by the time their interns had finished that piece of assessment, those customers would occupy still been going through the procurement process.”

    Autonomic computingIBM started its jog towards autonomic computing in 2001 when its’ engineers saw the necessity to develop smart systems that could monitor, repair and manage themselves to a elevated degree. In a 2004 IBM press reserve ‘Autonomic Computing’, it described systems that ‘install, heal, protect themselves, and reconcile to your needs – automatically.’

    “Applications being built today generate a lot more data and there are automated processes in how whole that data is analysed. But I don’t mediate it’s feasible to gain away from having the underlying technical skills and understanding to be able to define what it is exactly that should be looked at,” Rob Curley, Singlepoint

    “Autonomic computing helps to address complexity by using technology to manage technology, shifting the burden of managing systems from people to technologies. The term is derived from human biology — the autonomic nervous system monitors your heartbeat, checks your blood sugar smooth and keeps your corpse temperature nigh to 36.5 degrees C, without any conscious trouble on your part,” said Alan Cooke, enterprise traffic technical leader, IBM Ireland.

    “In much the very way, self-managing autonomic capabilities anticipate IT system requirements and resolve problems with minimal human intervention. As a result, IT professionals can focus on tasks with higher value to the business. Removing human intervention reduces costs, improves service levels and simplifies management.”

    The controversy is simple. traffic owners want automation because it lowers costs but the flip side of automation is an assumed loss of control.

    “Automation isn’t about removing control, it’s about increasing efficiency and removing some of the human error introduced into operating systems and software maintenance. It’s about shifting the burden of managing systems from people to technologies,” said Cooke.

    “Businesses—small, medium and large—want and necessity to reduce their IT costs, simplify the management of intricate IT resources, realise a faster revert on their IT investments and ensure the highest feasible levels of system availability, performance, security and asset utilisation.”

    Autonomous computing addresses these issues, not just through original technology but also through a fundamental, evolutionary shift in the way that IT systems are managed. Moreover, this approach should free IT staff from detailed mundane tasks, allowing them to focus on managing traffic processes.

    Huge leapsAccording to Rob Curley, managing director of Singlepoint, in the management many applications, there are huge leaps occurring in how long they are actively managed for and what the predictive analysis is on them.

    “We upshot two things, they build applications and they employ automation throughout that application build process. They’re no longer dumb applications that are sitting there waiting to fail,” he said.

    “You’re basically running proactive analysis on these things to check where they are at from a housekeeping perspective. You want to know is the application in a propitious and jubilant state and will it continue to race for the next era of time or are there some issues that necessity to be noted, that necessity to be reconciled or necessity to be looked at?”

    “There’s an opaqueness around most AI because the algorithms that they create are still very complex. They’re multi-dimensional mathematical models which change based upon what they receive, but that’s what machine learning basically is — software that adapts based upon its inputs,” Matt Walmsley, Vectra

    As this sort of technology becomes self-managing, is there an issue for managers in just presuming that whoever withhold it in knows how it works therefore it can just be let race itself?

    “Applications being built today generate a lot more data and there are automated processes in how whole that data is analysed. But I don’t mediate it’s feasible to gain away from having the underlying technical skills and understanding to be able to define what it is exactly that should be looked at,” said Curley.

    “You should still be able to upshot the technical exercise of going through automated applications and tuning them to Tell them exactly how to behave. That’s precise not only at the application and infrastructure management level, that’s precise for whole aspects of machine learning and AI.”

    Training needsAll automated and autonomous systems from a machine learning perspective necessity to be trained. They occupy to be supervised, monitored and checked periodically to ensure that what that application is training itself on is producing the revise result.

    On the subject of the oversight of autonomous infrastructure and the perception that if they are self-managing, then who is really in control, Matt Walmsley, EMEA director for Vectra AI said that this is generally an overblown issue.

    “Organisations are poignant towards more automation for very rational reasons. upshot they necessity to at least understand some of the fundamentals of how these original AI based tools are working? Of course, yes. This is a original set of technologies that are coming into their world and they necessity to understand the fundamentals so they can understand how they work,” he said.

    “We’re not quite in a Skynet-type situation yet where AI is going to race off and upshot whole sorts of crazy stuff on its own.”

    Defined goalsToday, Walmsley suggests, they are in the world of task-specific or cloud AI and writing software that can reconcile based on its environment needs to be done with a well-defined goal.

    “For us as security specialists that goal is how upshot they spot the subtle behaviours of cyber attackers based on what they do, not what they are. But even then, there’s an opaqueness around most AI because the algorithms that they create are still very complex,” said Walmsley.

    “They’re multi-dimensional mathematical models which change based upon what they receive, but that’s what machine learning basically is — software that adapts based upon its inputs.”

    The result of this is that it can be very difficult for the owners of an autonomous system to content definitively how an AI system came to any one particular conclusion.

    “But they can know how it’s designed and what features or attributes it’s looking for. They can know that it’s inspecting communications between inside and external bodies and inspecting the timing, cadence, volume and frequency as well as other technical things that are within protocols,” said Walmsley.

    “That’s one of the things that people just necessity to gain their head around. If they can’t then maybe what they’re looking for is transparent AI but that comes at a cost. If you want AI to upshot really intricate things at speed and scale, you can’t tedious it down to human speeds and await the very result.”

    Hawthorne effectThis is an instance of the Hawthorne upshot — the alteration of behaviour by the subjects of a study due to their awareness of being observed – and the fact that you want to stop and study how a system is doing what it is doing, that is going to materially inhibit or humble its capability.

    “But if they apply it in a task specific area, in a task specific way, then at least they know it’s quarantined. We’ve got a piece of AI that’s looking for nefarious web sites that are being used to orchestrate or command and control malware attacks, for example. They know that’s whole it’s looking for — it’s not going to race off and suddenly start attacking the coffee machine,” said Walmsley.

    “These things aren’t sentient, they’re not the kind of science fiction, generalist AI consciousness that goes off and says ‘thanks for building me but I’d much rather jog off and upshot this.’ That’s not really how it works in reality.”

    Read More: artificial Intelligence autonomoous applications autonomous systems enterprise applications longform machine learning

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    International traffic Machines Corporation (IBM) Q3 2018 Results - Earnings muster Transcript | killexams.com existent questions and Pass4sure dumps

    No result found, try original keyword!Gross profit margin was flat, which is the best year-to-year performance ... IBM’s AI OpenScale technology, the first open, interoperable AI platform to manage the lifecycle of whole forms of AI applica...

    Commvault Systems, Inc. (CVLT) Q2 2018 Earnings Conference muster Transcript | killexams.com existent questions and Pass4sure dumps

    Logo of jester cap with thought bubble.© The Motley Fool Logo of jester cap with thought bubble.

    Commvault Systems, Inc.  (NASDAQ: CVLT)

    Q2 2018 Earnings Conference Call

    Oct. 30, 2018, 8:30 a.m. ET

    Contents:
  • Prepared Remarks
  • Questions and Answers
  • Call Participants
  • Prepared Remarks:

    Operator

    Good day, ladies and gentlemen, and welcome to the Second Quarter 2019 Commvault Earnings Conference. (Operator Instructions) As a reminder, this conference muster is being recorded.

    I would now dote to interpolate your host for today's conference, Mr. Michael Picariello, Director for Investor Relations. Sir, you may begin.

    Michael Picariello -- MD of Americas Research

    Good morning. Thanks for dialing in today for their fiscal second quarter 2019 earnings call. With me on the muster are Bob Hammer, Chairman, President and Chief Executive Officer, Al Bunte, Chief Operating Officer and Brian Carolan, Chief fiscal Officer.

    Before they begin, I'd dote to remind everyone that statements made during this call, including in the question-and-answer session at the terminate of the call, may comprise forward-looking statements, including statements regarding fiscal projections and future performance. whole these statements that relate to their beliefs, plans, expectations or intentions regarding the future are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and are based on their current expectations. Actual results may differ materially due to a number of risks and uncertainties, such as competitive factors, difficulties and delays inherent in the development, manufacturing, marketing and sale of software products and related services and universal economic conditions. For a discussion of these and other risks and uncertainties affecting their business, tickle perceive the risk factors contained in their Annual Report in contour 10-K and their most recent quarterly report in contour 10-Q and their other SEC filings and in the cautionary statement contained in their press release and on their website. The company undertakes no responsibility to update the information in this conference muster under any circumstance. In addition, the progress and timing of any product release as well as features or functionality remain at their sole discretion.

    Our earnings press release was issued over the wire services earlier today and it also has been furnished to the SEC as an 8-K filing. The press release is also available on their Investor Relations website.

    On this conference call, they will provide non-GAAP fiscal results. The reconciliation between the non-GAAP and GAAP measures can be create in Table 4 accompanying the press release and posted on their website.

    Commvault adopted the original revenue standard ASC606 on April 1, 2017. Their adoption was done on a retrospective basis, whole prior periods in their fiscal statements occupy been adjusted to comply with the original rules.

    As a result, the results and growth percentage they will debate today are on a comparable basis using the original rules. whole references to software revenue are inclusive dollar amounts are a percentage for both software and products revenue as disclosed in their P&L.

    Today's live webcast will also comprise a slide presentation as section of Commvault prepared remarks to facilitate updates on their Commvault further initiatives. These initiatives comprise an update on their transition to subscription revenue models, as well as their recent operational review. The slides also cover their announcement of original multi-year revenue and operating margin targets. If you've not done so already, I would suggest logging into the webcast now to view or download a copy of the slides.

    Please also note that in order to best perceive the slides, they suggest enabling plenary screen slide mode within the webcast. In addition, the slides can also be downloaded from the Commvault website under the Investor Relations page.

    This conference muster is being recorded for replay and is being webcast and an archive of today's webcast will be available on their website following the call.

    I will now turn the muster over to Bob.

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Thank you Mike, and propitious morning, everyone and thank you for joining their fiscal second quarter FY '19 earnings call. On today's muster they will debate their fiscal 2019 second quarter results, their multi-year traffic model transformation to deliver shareholder value called Commvault Advance, including an update on the progress they occupy made to accelerate their transition to subscription revenue models, the results of their recent operational review, which includes the announcement of original multi-year revenue and operating margin targets, and an update on their share repurchase program. Let me briefly summarize their Q2 fiscal results.

    Software and products revenues were down 3% year-over-year. Total revenues were up 1% year-over-year, EBIT margin was 14.8%, up 550 basis points year-over-year, EPS was $0.40 per share versus $0.21 in the prior fiscal year.

    Our EBIT margin improvement was driven by cost efficiencies, implemented as section of their Commvault further initiatives. Later in the presentation, they will talk about their original revenue metrics that will provide greater clarity to investors on their subscription model transition, which has been accelerating over the ultimate several quarters.

    In Q2, their subscription revenue represented the highest harmony of software revenue in their history and subscription annual shrink value or ACV, which they will define later in the call, accelerated its year-over-year growth to over 90%.

    As a reminder, ultimate quarter they were implementing a major corporatewide transformation called Commvault Advance. tickle elevate note that Commvault issued a press release this morning, outlining the significant progress they occupy made since announcing Commvault further in May.

    The goals of Commvault further are to establish a strong foundation to improve revenue, while at the very time achieving much improved operating margin leverage. The implementation was a culmin turning to their poise sheet and cash flows in the first quarter cash and short-term investments were partially 1.1 billion ation of a brace of years of trouble across products, pricing, a reorganization of their sales and distribution functions and the establishment of a much stronger, more efficient routes to market.

    We believe that their second quarter software and products revenue reflected the temporary disruption from the significant Commvault further related changes they made during the quarter, including reorganization of their sales and distribution organizations, which in section shifted a significant percentage of realm resources to support their channel and alliance partners and major simplification of both products pricing to execute their solutions easier to both sell and buy.

    We acted swiftly to implement these changes and while there was a higher smooth of disruption than they had anticipated, the most significant changes are now largely completed and they are focused on go-forward execution throughout the remnant of FY 2019.

    Based on the early results of these changes, they are already seeing improved momentum and occupy seen a sharp increase in funnel growth, strong order rush in October and solid forecast from the field. However, given the early stage of their transformation, they aim to remain conservative with their near-term outlook until they can validate the positive churn of the traffic with solid quarter-on-quarter revenue growth.

    We believe the implementation of Commvault Advance, although challenging in the near term, puts us in a much stronger position to elevate advantage of the major shift in the market and significantly improves their ability to execute their strategy and drive revenue and earnings growth.

    Commvault further leverages their strength and shores up their weaknesses. Specifically, they believe Commvault has a leading technology to enable large enterprises to consolidate data management to deal with the censorious issues related to cost, cyber compliance in the cloud, which I muster the 4Cs.

    As data scale increases, they are also well on their path to their exit by scale in their platform. They now occupy simplified software solutions, pricing, packaging and appliances to deal with the shift to simplification in both the enterprise and the midmarket, particularly with their converged appliances and Commvault complete data management.

    While they are the transparent technology leader and migrating and managing data in the cloud with IBM's $35 billion acquisition of Redhat this weekend, there will be additional focus on cloud and Commvault is well positioned to elevate advantage of that with the leading data management platform in the industry.

    We are leading the industry in data analytics with their know your data solutions with Commvault Activate. As section of Advance, they are laser focused on improving their ability to accelerate revenues through a much stronger sales and distribution. These efforts occupy been further bolstered with the recent hiring of several sales leaders with strong distribution focus.

    Commvault has been focused on making fundamental changes to their products and their businesses that they believe will deliver sustained revenue growth and profitability over both the near term and the long-term.

    These traffic model optimization changes that will deliver shareholder value comprise an enhanced and expanded and simplified product portfolio, improved distribution leverage, a transition to subscription pricing and aligning their cost structure with their revenue growth.

    So let me talk about their product portfolio. As I just mentioned, a key element of Commvault further is to create and enhance expanded and simplified product portfolio, which includes product innovations that execute it easier for customers to install and employ their products and changes to packaging and pricing structures to execute a dramatically easier for their sales teams and partners to sell and customers to buy their products.

    Commvault now has four distinct, simply powerful offerings. One is Commvault complete backup recovery, which is the consolidation of what was previously 20 SKUs. Commvault HyperScale Software and Appliances, just converged data management protection, combined with scale-out secondary storage.

    Thirdly, Commvault orchestrate, which is fully automated disaster recovery, data test and data migration, particularly in the cloud and fourth, Commvault Activate, which is designed to serve customers know their data and then discover and extract original traffic insights from data under management whether that data is on-premise or in the cloud.

    All these products occupy built upon a common software and technology platform they muster the Commvault Data Platform.

    Another key strategy is to drive significantly improved distribution leverage through a combination of products, better aligned to routes to market, which comprise their appliances in Commvault Complete, reallocation of sales resources from direct selling to supporting their partners and the expansion of their alliance relationships.

    During the first half of fiscal '19 they shifted a material portion of their sales and marketing resources from direct sales to supporting their channel and strategic partners and in strengthening their strategic relationship with key partners, including HPE, net Cisco, Microsoft and AWS.

    We expanded their partnership with HP. Commvault backup recovery software will now be fully integrated with the HPE store once appliances. The integration will allow backup data to be moved natively to the cloud or back to on premise. They await this integration to be available in November.

    In addition, they launched sales programs for Commvault Complete and HyperScale, which are now included HPE's global price, which continue to align their realm organizations and withhold structure around their drawing pipeline build.

    We recently announced an expanded partnership with whereby NetApp is now a plenary reseller partner. NetApp and NetApp channel partners can now sell the Commvault backup recovery software directly to its customers.

    We've continued to develop their strategic relationship with Hitachi, Bentara, Huawei and Fujitsu. They await to perceive significant funnel build and revenue progress with both HP and NetApp during Q3. They remain excited about the traffic break represented by their alliances with whole of these leading technology vendors and believe that these relationships will drive significant break for Commvault going forward.

    Let me talk about their transition to subscription pricing. dawn in fiscal 2018, they began transitioning a significant portion of their original customer revenue to subscription pricing models. This transition has benefits to both their customers and Commvault.

    Our success with subscription models has been better than they anticipated and their repeatable revenue streams had been significantly outgrowing their legacy pricing models. This transition has created some headwind through near-term topline revenue growth as a like-for-like subscription transaction initially generates less revenue than perpetual sale, but they believe that it's the perquisite long-term model in order to drive, improve and sustainable revenue growth for the future. Brian will highlight some of these key metrics, which present their progress on this transition.

    Now let me talk about cost efficiencies. During fiscal '19, they made excellent progress in adjusting their cost structure so that they can deliver meaningful improvements to operating margins over the next brace of years. With the assistance of third party consultants, they identified areas of operational efficiencies both in the near and long term, which positively impacted the first half of FY '19 and they anticipate will drive higher operating margins for the poise of FY '19 and beyond.

    Our progress is evidenced by the 61% year-over-year growth in Q2 in non-GAAP operating income. Brian will address their multi-year operating margin targets later in the call.

    While they are making changes to simplify and improve their business, one thing they will not change is their commitment to innovation and delivering world-class solutions and support to their customers. As they identified economies in their cost structure, they occupy not decreased their investment in R&D or customer support since their objective is to maintain their technological leadership position in the industry.

    Our commitment to lead the industry in innovation is highlighted by the announcements they made recently at their third Annual Customer and partner Conference Commvault GO. At the conference, they announced more powerful, yet simplified oversight of backup and data management operations by using sophisticated machine learning and artificial intelligence to automatically adjust backup schedules, dynamically auto optimize operations to improve IT resource utilization, elevate immediate actions to mitigate damage from a cyber attack and provide existent time alerts on censorious issues.

    We also continued to maintain their leadership position in the cloud. Commvault Solutions seamlessly work with more than 40 cloud offerings and they continue to be one of the leading data protection offerings to delivering workloads to the cloud in particular AWS, Azure and Google Cloud.

    Our ability to enable customers to rapidly jog workloads to, from and between clouds, while protecting the data is a significant competitive advantage and remains a key driver of the Commvault business.

    Now that the foundation of Commvault further is in place, they believe they will perceive increased topline momentum, as their channel strategy, go-to-market initiatives and alliance partnerships has started to present positive traction with funnel growth acceleration.

    We anticipate sequential revenue improvement during the second half of fiscal '19 based on the following. One, the success of Commvault HyperScale Appliance and HyperScale Software Solutions, cloud migration and management, success for the Commvault Data Platform to gain share in large enterprises with the journey to the cloud and solutions to serve customers mitigate and recoup from a cyber attack with highly automated, machine learning and artificial intelligence aided data protection, disaster recovery and intrusion detection and mediation.

    Third, becoming a leading foundation for governance, data analytics and as an optimized data source from traffic analytics and finally, dramatically improving their growth in the mid-market by offering much more support to their channel and strategic partners, combined with the introduction of original innovative product offerings and pricing.

    In summary, the implementation of the Commvault further initiatives in Q2 resulted in disruption that did not allow us to achieve their top line objective. However, they believe the pieces are now in dwelling for the company to execute and deliver improved fiscal performance.

    I will now turn the muster over to Brian. Brian?

    Brian Carolan -- Vice President and Chief fiscal Officer

    Thank you, Bob and propitious morning everyone. In addition to covering the traditional fiscal highlights for the second quarter of fiscal 2019, I will also spend time updating you on the progress they occupy made to accelerate their transition to subscription revenue models, including metrics, which demonstrate their continued progress toward more repeatable software and products revenue streams.

    I will also update you on the results of their recent operational review, which includes the announcement of original multiyear revenue and operating margin targets. And lastly, I will provide you an update on their share repurchase program.

    In addition to their earnings release issued earlier this morning, they also occupy made available a presentation on the Investor Relations section of their website and also included this presentation in their 8-K filing. If you are on the webcast you can result along with these slides during my remarks.

    Q2 total revenues were $169.1 million representing an increase of 1% over the prior year period. On a sequential constant currency basis, total revenue would occupy been approximately $1.9 million higher, using prior quarter FX rates.

    We reported Q1 software and products revenue of $69.5 million, which was down 3% year-over-year. Revenue from enterprise deals, which they define as deals over $100,000 in software and product revenue in a given quarter, represented 66% of such revenue.

    Revenue from these transactions was up 8% year-over-year. The number of enterprise revenue transactions increased 10% year-over-year. Their fair enterprise deal size was approximately $284,000 during the quarter.

    Gross margins were 84.6% for the quarter. The cost of third-party royalties related to their HyperScale software solutions and the cost of hardware related to their HyperScale Appliances is included in the cost of software and products revenue. Total non-GAAP operating expenses were approximately $115.2 million for the quarter, down approximately 10% year-over-year and 7% sequentially.

    We completed facet 1 of Commvault further and create significant efficiencies in their cost structure, which included reducing their overall headcount by approximately 7% since the dawn of the fiscal year. They ended the September quarter with 2,644 employees.

    In addition, as they jog through facet II of Commvault Advance, they remain focused on maintaining their technological leadership position in the industry. They upshot not await these operational initiatives to occupy an adverse repercussion their product progress strategy.

    Operating margins were 14.8% for the quarter, resulting in operating income or EBIT of approximately $25.1 million. As Bob mentioned, EBIT was up 61% year-over-year.

    Net income for the quarter was $19.1 million and EPS was $0.40 based on a diluted weighted fair share signify of approximately 47.8 million shares. As a reminder, during FY '19, they lowered their pro forma income tax rate from 37% to 27%. They believe that as a result of US tax reform, 27% will align to their long-term GAAP and cash tax rates.

    We anticipate that their diluted weighted fair share signify for plenary year FY '19 will be approximately 48 million shares.

    Let's now change gears and spend some time on their subscription pricing models and their continued shift to more repeatable revenue. Their subscription pricing models are continuing to resonate with customers. They believe their transition to subscription-based pricing models over the ultimate six quarters has been very successful.

    For the sake of clarity and transparency, they are introducing two revenue metrics to serve investors track the growth and progress of their subscription revenue transition. As you will see, subscription revenue is becoming a larger portion of the traffic and they intend on accelerating the pace of this transition over the next several years.

    When you combine their subscription-based license sales with their other repeatable services revenue streams, such as maintenance, managed services and SaaS, it represents what they muster their repeatable revenue. They are on track to achieve their goal of having 70% plus repeatable revenue in FY '19.

    Let me start out by defining the nature of their current revenue streams. Slide 9 in their presentation includes a chart that summarizes revenue based on how it is recognized and if it is potentially repeatable, nearly whole of Commvault software and product revenue is related to solutions that are race in the customers on-prem environment for cloud infrastructure.

    We currently upshot not occupy any significant revenue streams related to hosted or SaaS solutions. As a result, as required under ASC606, the vast majority of Commvault software and product revenue is recognized at a point in time, when it is delivered to the customer and not over the course of a contractual period. This is precise for both perpetual licenses and their software subscription software licenses.

    As a reminder, their subscription software license agreements generally require a minimum, non-cancelable spending commitment and term, which is typically three years.

    We occupy intentionally used the word repeatable and not recurring to narrate this revenue, because it is recognized at a point in time and not ratably over the length of the contract. Each time a customer renews a subscription arrangement, Commvault will recognize the entire value of the software that was sold in the era of sale.

    The only exception to this point in time recognition principle for their software products is sales of their pay as you jog utility arrangements. These utility arrangements are generally structured with no guaranteed minimums, which means they are recognized over time based on product usage.

    We measure total repeatable revenue as subscription software and product revenue, utility software revenue and the revenue related to their maintenance and support services. Note that unlike software, their maintenance and support services on both perpetual and subscription software arrangements are recognized ratably over the shrink term.

    Slide 10 includes a summary of the benefits of subscription models. They occupy heard from many of their enterprise customers that consumption-based pricing such as subscription arrangements is very elevated on their list of prerequisites for a data management solution.

    Customers often prefer a subscription model, because it simplifies their procurement process, lowers their upfront commitment and aligns with their jog to consumption-based pricing models associated with cloud storage.

    Ultimately a subscription license provides the customer with much more flexibility to reconcile the changes in their traffic and technology. If subscription arrangements execute it easier for prospects to become Commvault customers, they are confident that the lifetime value of their customer relationships will increase. And from a Commvault perspective, they believe these models will drive a more predictable and repeatable revenue stream over time.

    Let's now survey at a simple representative instance of a perpetual license transaction and how it compares with a subscription license arrangement over both a three and six-year period.

    In this example, on Slide 11, they occupy compared a like-for-like perpetual license and subscription license arrangement. As you can see, the subscription solution requires less upfront investment by the customer and results in lower initial revenue to Commvault.

    In this example, the customer could purchase a perpetual license for their software for $245,000 plus annual customer support and maintenance. Each year that this customer renews their support maintenance, Commvault receives $45,000 of revenue. The total cost over a three-year era is $380,000 and increases to $515,000 over six years.

    To purchase the equivalent amount of software under a three-year subscription model, the customer would pay $300,000 either upfront or over the three-year life of the agreement. This cost is inclusive of both software and maintenance and support. Over time typically, after the first read whole (ph) the cumulative revenue from a subscription model exceeds the perpetual model and related maintenance.

    We believe this is a win-win scenario by making it easier to initially transitioned to CommVault, their customers will also realize other fiscal benefits over time versus a competitor's solution, such as more cost efficient storage, reduced downtime and less administrative cost.

    In recognition of their transition to subscription models, they believe it is now notable to highlight two key operating metrics, which demonstrate their continued progress toward more repeatable software and products revenue streams, which we've been discussing for several quarters now. They believe these metrics present the potential value of the transition to CommVault shareholders.

    The first is repeatable revenue and the second is a original metric not previously discussed, but widely used in the industry and that is annual shrink value or ACV. I will walk you through each of these in the next few slides.

    I will start with repeatable revenue, which is shown on Slide 13, as famous earlier, their primary repeatable revenue streams are subscription, software and maintenance services. The amounts included on the subscription and utility software row are inclusive of both software and maintenance and support revenue on these arrangements.

    The amounts included on the recurring support and services row is primarily maintenance and support revenue related to existing perpetual software arrangements. They would regard approximately 71% of their Q2 total revenue to be repeatable in nature.

    As you can see, their repeatable revenue has been consistently growing in excess of their legacy pricing models and were up 22% year-over-year in Q2. The recent growth of their repeatable revenue streams has been driven by subscription software and products revenue, which is shown on Slide 14. Subscription-based pricing represented a record 43% of software and products revenue in Q2, which compares to 17% in Q2 of ultimate year.

    Software and products revenue from such subscription-based models are up 136% year-over-year, a significant acceleration from ultimate quarter. This consists of both committed and often multiyear subscription sales as well as pay as you jog utility type arrangements.

    The second metric, I would dote to debate is the subscription and utility annual shrink value or ACV, which is shown on Slide 16. As they transition to a mostly subscription or repeatable revenue model, this will provide greater visibility into the increased subscription contracts they sell. ACV is defined as one, the total active subscription contracts value, inclusive of revenue that was recognized as either software or support services, annualized for a 12-month equivalent value plus two, the annualized value of active utility or pay as you jog usage billings.

    We believe this ACV metric normalizes the variations in contractual length among their subscription and utility transactions and will serve investors and analysts track CommVault's transition to more potentially repeatable revenue streams.

    This metric will be a valuable data point to demonstrate the growth of their subscription and utility-based pricing models that they await to drive original customer acquisition, land and expand growth as well as up-sell opportunities. As of Q2, ACV has grown to $76 million after only a short era of selling subscription licenses. Importantly, ACV is accelerating and achieved approximately 90% year-over-year growth this quarter.

    As section of their Commvault further initiatives, their go-to-market model is highly focused on primarily selling these subscription licenses and they await subscription ACV to grow significantly over the next several years.

    I would now dote to spend the next few minutes addressing both their near-term fiscal outlook and their longer-term operating targets. As outlined in today's press release, they occupy been making propitious progress within their Commvault further framework across whole aspects of the company by strengthening their competitive technology position, broadening their product line, expanding distribution relationships, reorganizing sales and marketing and driving cost reductions and efficiencies.

    We are on a path to improving the sustainable fiscal performance of the company, while they await that the changes they occupy made to products, pricing, distribution and partnerships will drive future revenues and operating leverage, they also took actions to align their cost structure with a reasonable revenue growth target.

    As Bob discussed earlier, the implementation of the Commvault further initiatives resulted in near-term disruption that did not allow us to achieve their Q2 and near-term topline objectives. They are also conservatively planning for modest revenue growth in Q3 and Q4. They await third quarter total revenue to be approximately $181 million and fourth quarter revenue of approximately $189 million, resulting in total FY '19 revenues of approximately $715 million.

    These expectations are based on Q3 and Q4 software revenue of approximately $82 million and $86.5 million respectively. If they achieve their revenue outlook, they will continue to perceive margin expansion and strong year-over-year earnings growth based on the cost-cutting initiatives they began in early fiscal 2019.

    We now await the Q3 EBIT margin percentage to be approximately 15% and the plenary year FY '19 EBIT margin percentage to be approximately 14.7%, which is a 380 basis point improvement over the prior year.

    While their strategic fundamentals are strong and their ability to execute has improved, they still face censorious challenges. It is notable to note that Commvault further is a major transformation and restructuring effort. They are making fundamental changes to the business, which carries risk, tide to disruption and execution. While they believe that the majority of the elements of Commvault further are in place, there is a inevitable element of transformational risk associated with the execution of such initiatives, particularly in the near term.

    Despite these risks, they are already seeing improvements across numerous KPIs and October order volume is tracking well. Secondly, as they occupy discussed for many quarters, they are currently reliant upon a steady inflow of large six and seven-figure deals, which Come with additional risks due to their complexity and timing.

    While they also necessity to improve their nigh rates on these deals, large deal closure rates will likely remain lumpy, particularly in the near term. And lastly, while they are jubilant with the progress they are making with subscription pricing models, the transition drives a headwind to near-term license revenue growth.

    This transition will continue to occupy a dampening upshot on revenue, but they believe will ultimately result in a higher lifetime value. As previously stated, fiscal '19 will be impacted by the near-term disruption of the changes they implemented that as section of their Commvault further initiatives.

    As they enter fiscal '20, their goal is to capitalize on these changes and start to realize leverage from their distribution model as well as the operational efficiencies they identified and implemented in fiscal 2019.

    Turning to the next slide, you can perceive the detail of their multi-year revenue and operating margin targets. Their fiscal '20 objective is to grow revenue by at least 9% while achieving 20% plus operating margins. Their fiscal '21 target is to continue driving operating leverage and obtain 25%-plus operating margins.

    Our continued transition to more repeatable revenue will also be a key component of their improved fiscal performance. As you can perceive on Slide 21, their target is to achieve 80% repeatable revenue in fiscal '21.

    Given their transition to subscription software licensing began in fiscal '18, fiscal '21 represents the first break for Commvault to significantly capitalize from renewals of existing subscription customers. As they continue driving repeatable revenue, they will focus on maximizing the value of subscription and utility annual shrink value.

    As previously discussed, their current ACV is approximately $76 million. Their goal is to achieve approximately $240 million of subscription and utility annual shrink value by the terminate of fiscal '21. The $240 million goal is approximately eight times the ACV they stated with when they began their jog to subscription based pricing.

    In fiscal 2019, we've been focused on targeting areas of cost savings, such as reducing headcount by approximately 7% since the start of the year and setting the foundation for Commvault Advance.

    One of the core principles of further is to drive distribution levers through a focus on their alliances and partnerships. If they are successful, this will accelerate operating margin expansion and reduce their sales and marketing expense as a percentage of revenue.

    As you can perceive on this slide, their goal is to reduce sales and marketing expense from 53% of revenue in fiscal 2018 to 40% in fiscal '21.

    Let me now shift gears to their poise sheet and cash flows. As of September 30, their cash and short-term investments poise was approximately $484 million. During the quarter, they repatriated $67 million of international cash back to the US and reduced the amount of cash held in foreign locations from $197 million as of June 30 to $130 million as of September 30.

    Our remaining international cash poise is spread across over 35 countries, while their goal is to continue to revert as much cash as feasible back to the U.S., they may not be able to upshot so in an economically efficient manner or may be limited by foreign laws and regulations.

    However, they upshot believe that steps they are taking will result in the vast majority of future net cash rush to be concentrated in the US.

    Free cash flow, which they define as cash rush from operations less capital expenditures was approximately $17.3 million, which was up 2X, over the prior year period. As of September 30, 2018, their deferred revenue poise was approximately $316 million, which is an increase of 7% over the prior year period. Nearly whole of their deferred revenue is services revenue that has been invoiced to customers.

    Lastly, let me update you on their share repurchases. During fiscal 2019, which includes transactions through yesterday, they occupy repurchased approximately $47 million or approximately 707,000 shares of their common stock at an fair cost of $66.33 per share.

    As disclosed in their earnings release issued earlier this morning, their Board of Directors has recently increased the total amount available for share repurchases to $200 million and extended the program for another year through March 2020.

    That concludes my prepared remarks and I will now turn the muster back over to Bob. Bob?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Thank you, Brian. I would dote to spend a few minutes talking about Commvault jog and the original products they announced during the show. They hosted their Annual Commvault jog User Conference earlier this month in Nashville. Registration exceeded ultimate year's total with approximately 2,200 customers, prospects and partners in attendance.

    We announced a number of original products and services including an exciting original way for customers to interface with their software called Commvault Command Center, original backup and recovery as a service offerings and further expanded their portfolio of appliance offerings.

    We raised the industry benchmark for software interaction and data management with the announcement of the Commvault Command Center, which provides customers with a single console for managing Commvault's complete portfolio of products across an entire enterprise on premise, cloud and terminate point infrastructures.

    The Command headquarters is enhanced with the power of artificial intelligence and machine learning to provide easier to understand dynamic dashboard views of their customers' environments, much more comprehensive real-time reporting and unique learning capabilities, including the ability to elevate corrective actions.

    Broad-based security enables IT, Admin and terminate users to occupy their own easily customizable dashboards. The Command headquarters can be deployed on premise or in the cloud and is available now.

    We announced a original backup and recovery as a service offering to deliver Commvault's powerful simplicity for customers wishing to consume backup and recovery necessity as a service. They also announced two other backup services for virtual machines on AWS and Azure, and a backup service for aboriginal cloud application such as Microsoft Office 365 and sales force.

    These solutions will be available within cloud marketplaces for ease of acquisition and deployment. Customers can purchase the services as a Pay As You jog license or as a fixed term subscription. They also expanded the company's family of appliances with addition of two original appliances. The original appliances expand their offerings into a family of small, medium and large appliances that enable their customers to cost effectively scale from 10 terabytes to more than a petabyte or 10s of petabytes.

    The original larger appliance is targeted at managed service providers and large enterprises featuring stellar technology with their Commvault Hyperscale software. The small offering takes a plenary power of Commvault complete backup recovery into an appliance offering flawless for remote office and fork offices.

    All of their appliances can be used to seamlessly backup data on-premise or jog it directly to the cloud. Commvault user cloud resources natively, which has cost, performance advantages versus competitive offerings, which require the customer to install an instance of their appliance in the cloud.

    During the present Al and I also delivered a keynote presentation that outlined original and exciting products and fresh ideas that meet today's unique data management challenges and opportunities for three main messages.

    One Commvault complete backup and recovery continues to set the original industry benchmark for what it means to be complete and backup and recovery solutions. Advances in machine learning and AI will create a sales driving dote experience that redefines how customers engage with their software. This is made feasible through the capabilities of the original Commvault Command Center.

    Secondly, the simple SmartCloud highlighting Commvault's ability to deliver a pledge of the cloud faster to automated and orchestrated research management and control, we're now helping customers deliver on a multi-cloud environment as a precise extension of a modern on-premise data center.

    And lastly, they continue to improve customers' erudition of their data with a holistic enterprise wide view and they are delivering applications that allow them to act upon that knowledge. This comes to life through Commvault Activate.

    Innovation remains the hallmark behind Commvault's product vision and leadership. Commvault is applying leading edge AI and machine learning to deliver outcomes that customers value most. Commvault challenges the industry to await more as they deliver truly complete backup and recovery.

    Before they wrap up, let me briefly update you on the search process for a original CEO. As stated previously, the CEO Search Committee of their Board remains -- retained a leading search from May and has been identifying and actively interviewing candidates. The search process is well under way and the search committee is making propitious progress.

    In closing, under Commvault further they made significant progress in the quarter, establishing a stronger foundation to better enable us to achieve more improved and predictable fiscal performance both in the short and long-term. While they are not satisfied with their Q2 revenue performance, they are seeing strong early momentum from their Commvault further initiatives and are excited about their accelerating subscription revenue.

    We occupy made comprehensive operational changes over the ultimate several months and these changes are now behind us. They are now focused on ongoing forward execution. The actions they took to align their cost structure at the dawn of the year were evidenced in the 61% year-over-year EBIT improvement. Now that the foundation of Commvault further is in place, they believe they will perceive increased momentum as their channel strategy, go-to-market initiatives and alliance partnerships start to present positive traction.

    As I mentioned earlier, they are entering the second half of the year with a much stronger funnel. We'll be focusing their efforts on executing the key elements of Commvault further where they already occupy a solid already -- where they already occupy solid proof points of success.

    Our objective is to execute sure they achieve their near-term fiscal objectives while solidifying their Commvault further Foundation for FY '20. Their immediate focus is to achieve their Q3 revenue and earnings forecasts.

    Now let me turn the muster back to Mike. Mike?

    Michael Picariello -- MD of Americas Research

    Operator, can you tickle open the line for questions?

    Questions and Answers:

    Operator

    (Operator Instructions) Their first question comes from the line of Joel Fishbein of BTIG. Your line is now open.

    Joel Fishbein -- BTIG, LLC -- Analyst

    Good morning. I occupy one for Bob and one for Brian. I'll start with Brian. Hey Brian, thanks for the detail on the jog to the subscription model. What I'm just trying to understand is with a lot of these companies, you start this -- you perceive deferred revenue grow perquisite as you sign these deals, particularly larger ones and I'm just trying to understand why we're not seeing an uptick in deferred revenue with some of these subscription deals? And then I'll wait -- just request Bob the next question.

    Brian Carolan -- Vice President and Chief fiscal Officer

    Sure. propitious Morning, Joel. So, as I described in the call, we're a bit unique when it comes to the application of ASC 606. When they sell their subscription software and license arrangements, they actually recognize that revenue upfront in the era of sale on the software portion.

    The only thing that goes into deferred revenue potentially would be the maintenance that's attached to that, just dote a fair arrangement under perpetual model. It's the very type of carve out for maintenance and support that gets deferred over the contractual term.

    So you don't perceive it present up in deferred. It actually shows up in era revenue that's been recognized. That's why we're going to try to point to other metrics such as ACV and repeatable revenue and try to give you propitious visibility into the traction that we're making on more repeatable revenue models.

    Joel Fishbein -- BTIG, LLC -- Analyst

    Would you occupy a backlog number then, dote in terms of total shrink backlog or is that not a metric that might be meaningful?

    Brian Carolan -- Vice President and Chief fiscal Officer

    That's really what, it's almost really, if you survey at the ACV is a proxy for what backlog would be essentially.

    Joel Fishbein -- BTIG, LLC -- Analyst

    Okay. Great. And then Bob just for you, what gives you confidence that you can grow 9% next year? Obviously you're making a lot of changes perquisite now and I'm just -- what's giving you the confidence? Is it something that you're seeing out there specifically that you can point to?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Yes Joel, clearly we're seeing a substantial, I imply substantial uptick in funnel rush in the enterprise just started to change. They saw it in the spring and it really accelerated through the summer in spite of disruption and continued as they entered Q3 in very large deals into the funnel and those deals were tied a trend in the industry for large enterprises to consolidate whole their data management functions to deal with cost, cyber compliance and the cloud.

    And I believe their data management platform and the market is recognizing this, is in a class by itself in terms of delivering those capabilities. So that significant increase in large deal and rush also gives us optimism for this current quarter and it's continued.

    And secondly, as I discussed in my remarks, they now occupy a much stronger distribution position and although that's going to elevate a itsy-bitsy time to repercussion their earnings, we're starting to perceive that as well, so fortunately they got a massive significant upturn in their I'll muster it core enterprise traffic and also that is also being driven by a much stronger partner and alliance relationships in the enterprise.

    And from the midmarket standpoint, they are seeing propitious traction with their appliances in Commvault Complete and original pricing. So the whole foundation at Commvault Complete was not try to execute changes here. That's why it goes back a brace years to execute fundamental changes in their products pricing, routes to market, alignment with those routes to market and a much more efficient cost structure.

    So internally, there's a lot of optimism underneath and I really mediate we've done this the perquisite way although it had some attended risks as they made these massive changes ultimate quarter.

    Joel Fishbein -- BTIG, LLC -- Analyst

    Great, thank you.

    Operator

    Thank you. Their next question comes from the line of Aaron Rakers Wells Fargo. Your line is now open.

    Aaron Rakers, -- Wells Fargo -- Analyst

    Yeah, thanks for taking the questions as well. So I want to jog back to that ultimate question and just understand the variables at play to underpin what looks to be a 17%-plus sequential increase in your implied software license revenue this quarter.

    I mediate with that in mind, it would be helpful to understand exactly what degree of funnel pipeline growth that you've been seeing and what assumptions are you making in terms of converting those funnel opportunities into recognized revenue? I'm just trying to understand the basis for that increase conservatism wise or what you perceive to drive that smooth of sequential growth?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    So the funnel growth Aaron is material and significant. I imply it's -- we're talking about a very major increase in the growth of funnel, particularly in large enterprises and particularly in the Americas and the assumptions we're making on funnel nigh what I muster reasonable and Brian can reply that question.

    So we're not putting large nigh rates on these areas of the funnel and then the other thing that goes along with this is their we've had predictive models here that are quite sophisticated and they've been quite accurate and their predictive analytics also survey really propitious relative to the guidance they just provided.

    Brian Carolan -- Vice President and Chief fiscal Officer

    Yeah, I mediate just to result on with Bob's point, we're using fairly typical and fair nigh rates applying that to the current quarter funnel. Again, they perceive a sound uptick in their enterprise deal funnel heading into this quarter, which we're pleased with. Although I did content that could be lumpy at times, we're still, we're pleased with that number in available funnel.

    Robert Hammer -- Chairman, President and Chief Executive Officer

    I think, Aaron, you saw a lot of this and this kind of validates what you saw it jog since you were there and what you heard on the floor.

    Aaron Rakers, -- Wells Fargo -- Analyst

    Yeah, and just a quick follow-up, I'm just curious, I mediate ultimate quarter Bob, in response to your question, you said that basically 98% I mediate was the number that the total sales constrain realignment efforts occupy been completed.

    As they survey at the leverage that you're presenting to us going forward, I'm curious of what else is there in terms of sales realignment or for that matter, sales headcount reduction efforts that should be anticipated in front of us if there are any?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    I would content the bulk of this is behind us, but as they jog forward and bring the leadership in, which we've done, I mediate over time they will continue to refine that model. So I mediate there are additional benefits to be gained on efficiency, but those are incremental relative to what they just went through.

    Aaron Rakers, -- Wells Fargo -- Analyst

    Okay, thank you.

    Operator

    Thank you. Their next question comes from the line of Jason Ader of William Blair. Your line is now open.

    Jason Ader -- William Blair -- Analyst

    Thanks. Bob, thank you for the CEO search update. I guess my question on that is, five months into when you announced it and they haven't seen any announcements yet. So I guess why is it taking so long? Is there anything you can give us some more color on that?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    I'll just execute the comment that the search committee is making very propitious progress on the CEO search.

    Jason Ader -- William Blair -- Analyst

    Okay. fair enough. And then over the ultimate few years, we've seen a series of restructuring and pricing and packaging changes. I know that you guys are optimistic on the things that you're implementing perquisite now, but why should investors believe that this time is going to be different?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Well, the only validation is for us to hit the numbers. That's the only existent validation. whole I can content is the funnel growth and the types of deals we're seeing now are in a different category than we've seen in their history. So a lot of the deals -- there is a lot of deals that are in the multiples of millions of dollars and it's both mainly in the Americas and AMEA, primary in multiple million this is muster it $3 million, $4 million, $5 million, $6 million kind of deals and they're accelerating.

    So we've got that, that's existent and these deals are well scrubbed and they're poignant through the funnel well. In addition, we've never had the strength of their product line for the bid market, where their appliances are complete and really getting their prices in line and we've eased that up with a lot more resources and focus.

    So I mediate fundamentally, they didn't try to upshot a quick fix here. They try to really understand the market dynamics and address it.

    In addition, let me be transparent about this, if you survey at their platform for the cloud, a existent cloud platform to manage data and migrate it to the cloud and manage it in as a scale out platform and with Linux functionality, I mediate there is a stronger platform in the industry than what they occupy here at Commvault.

    And we've been able to elevate the next step and enhancing that platform for let's muster it multiple exabytes scale, which they anticipate will be in the market sometime early next fiscal year. It's not that far away. So I mediate technically we're in a really propitious position.

    I mediate we're seeing the existent traction from the consolidation taking dwelling in the enterprise across the Board for data management functions. I mediate cyber is a large driver of that and we've had really propitious success in taking major customers and they when they recoup from major cyber attacks, they had most present at their jog Conference as a propitious instance of that.

    Clearly, things dote GDPR compliance are playing a role of that and the cloud is becoming increasing notable and I don't mediate there is any platform on the planet that allows customers to natively employ the cloud and whole its aspects dote they have.

    So in spite of the changes the things they made, I mediate the company is fundamentally in a extremely strong strategic position to accelerate growth and they occupy established a much more efficient cost structure to drive the bottom line.

    Jason Ader -- William Blair -- Analyst

    Thanks.

    Operator

    Thank you. Their next question comes from the line of Andrew Nowinski of Piper Jaffray. Your line is now open.

    Andrew Nowinski -- Piper Jaffray -- Analyst

    Okay. Thank you very much. propitious morning. So looking at Slide 21, your assumptions for repeatable revenue growth suggest growth of just 17% in fiscal '19. I mediate that decelerates to about 16% by fiscal '21, despite the mingle continuing to increase.

    Is that factoring in cost declines or why should they await repeatable growth to basically top out at the fiscal '19 smooth for just at the start of the transition and they haven't seen an repercussion from renewals yet?

    Brian Carolan -- Vice President and Chief fiscal Officer

    Well, again we're trying to be a itsy-bitsy bit conservative with their guidance out there Andy. So I mediate that we'll perceive an acceleration. By FY '21, will be the first meaningful year, where they perceive renewals start to happen, but they want to be reasonable with their expectations and so they actually perceive that happen.

    Andrew Nowinski -- Piper Jaffray -- Analyst

    Okay. fair enough. And then in Europe, if I looked at the software revenue, it actually did decline about 17% this quarter despite the GDPR tailwinds. I guess, can you just give us an update on what's going on in Europe and other competitors, such as (inaudible) any pressure on your ability to grow revenue in Europe there?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    No. The EMEA team is consistently -- met their number or beat it and ultimate quarter they basically took the realm out for about six weeks as we're going through this whole transition. So in some sense, the quarter really didn't start till the 1st of August.

    As far as they know their expectations for Q3 are for us very, very significant quarter-on-quarter growth. So I mediate what we've stated is accurate, that you can't draw any long-term conclusion from what happened ultimate quarter, they really believe that the majority of that was disruption.

    Andrew Nowinski -- Piper Jaffray -- Analyst

    Okay, thanks, Bob.

    Operator

    Thank you. Their next question comes from the line of John DiFucci of Jefferies. Your line is now open.

    John DiFucci -- Jefferies -- Analyst

    Thank you. I occupy a question for Brian and then maybe a follow-up for Bob. So Brian thanks again for whole that information on the transition of this subscription model, that's whole really helpful. But when they survey at that -- the utility revenue, I mediate that's one piece that's going to antecedent some questions and I just want to execute sure they understand that.

    Can you Tell us about what the size or the percentage or the revenue of that revenue is dote on an annual basis and if you can, what the annual retention of that utility revenue is even if it's on a customer basis that they can sort of ascertain how repeatable that is?

    Brian Carolan -- Vice President and Chief fiscal Officer

    Sure. So the utility portion of the subscription revenue or repeatable revenue is actually -- it's relatively small in the magnificient scheme of the total. I would content that their retention rate is extremely elevated on that.

    This is often a pay-as-you-go model based on usage. It's a quite sticky revenue stream that repeats typically every quarter and what we're trying to upshot with the ACV metric is trying to annualize that as well, because it is on a race rate that is by far predictable for us. And it's not -- the majority of the revenue is not even nigh to that. They didn't content what's the number is, but it is the smaller portion of that total.

    John DiFucci -- Jefferies -- Analyst

    Okay. Well that's a start. So thanks, it's small, but it does occupy a pretty elevated retention rates. So that's propitious to hear. Okay. And Bob listen, so just to jog along some of the questioning here, Commvault always had strong vision and products, sometimes getting to market has been a challenge, getting the products to market, but both -- both of those points, it's always been strong vision in compelling and terminate product, but go-to-market execution seems to occupy been spotty over history.

    And you said this in this quarter, the disruption was greater than you expected and so we've heard dote in the realm of dote higher than fair voluntary sales personnel attrition and it's -- so that seems dote the disruption is going to be -- it's going to persist here and I guess how upshot you recoup from that?

    I know you're trying to shift more to partners, but that also increases some risk to any kind of shift those right. So I guess to some of those questions around dote how upshot you feel confident about 9% growth next year, is it the fact that you just don't necessity sales as much as you did before with the shift to more of a product or partner-driven go-to-market strategy, because even in that case I don't know, it just seem to be pretty notable here.

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Now, let's be clear. Sales is still really censorious and the surprise if you want to muster it a surprise is we've always been strong in the enterprise and it drove a lot of their growth in their early years.

    And the enterprise for a brace of years shifted to buying point products, the next shiny box or whatever and that began shifting probably about six months ago, maybe a itsy-bitsy longer so a consolidated holistic play in the enterprise and that's really accelerated and those -- that whole series of, suffer if I just went through on consolidation, cost, cyber compliance and I'll just mention offline here that we've automated so much of the processes within data management now.

    So we've taken a lead in automation both on premise and the cloud. So you've got this massive shift in the enterprise that is more holistic enterprisewide solutions that requires a really strong enterprise sales constrain and I mentioned earlier, when they started Advance, but they wanted more leverage with distribution partners in the enterprise and now we've got the combination of those two.

    And then the mid-market, even though they shifted more resources to partners that's a process that is not going to occur in a day. It is happening as they speak, we're seeing in, but that engine will gain momentum quarter-on-quarter. So the reply is sales for their traffic is still extremely notable and yes, there's no doubt when you execute major changes dote this and these are fundamental. They didn't try to party aid it and they did it quickly.

    You're going to perceive some disruption because it's not only structure that they changed. Its comp and a lot of other things and pricing. So I believe the pluses well outweigh the risks on the bottom, but I don't want to minimize that they won't perceive some attrition, disruption as they manage their way through that. But I mediate it will be manageable, because they got so many strengths now for their salespeople to hit their quotas and execute a lot of money.

    John DiFucci -- Jefferies -- Analyst

    So it sounds dote sales or voluntary sales attrition from what we're hearing in the field, it sounds dote it's accurate, but there's so many things going on here that you mediate you'd be able to offset that?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Yes, and survey some of that goes on when you execute major change.

    John DiFucci -- Jefferies -- Analyst

    Yeah, OK. Well thank you guys.

    Operator

    Thank you. Their next question comes from the line of Alex Kurtz of KeyBanc Capital Markets.Your line is now open.

    Alex Kurtz -- KeyBanc Capital Markets -- Analyst

    Yeah, thanks guys. propitious morning. I just want to result up on that ultimate question, Bob, are you taking any specific actions with your top reps to incentivize them, specifically to stay on for the next brace of quarters as you jog through this transition, is there any specific actions you're taking? I know there is a lot of organizational changes here. I was wondering if there was a program around the sales constrain around retention.

    Robert Hammer -- Chairman, President and Chief Executive Officer

    The reply is just in universal they are taking specific action in specific cases and trying to execute it easier for their sales teams to merit their quotas. There is not a universal corporatewide action. There are specific actions in the field.

    Alex Kurtz -- KeyBanc Capital Markets -- Analyst

    Okay. And Bob just competitively in the US, especially I know there's been a lot of discussion ultimate brace of earnings calls around a brace of emerging platforms that are competing in the channel, just any kind of update in what you're seeing quarter-to-date, year-to-date, any changes sequentially?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Well, in the enterprise, we're seeing a significant resurgence against whole the competitors, legacy and the original competitors in the midmarket and certain, I'll muster lower scale deployment enterprise. They clearly perceive the original converged guys in the market and they occupy a lot of momentum, but now you've got a Commvault with a plenary product line and much stronger distribution, to deal with that I can say.

    When they gain into head-to-head competition now when they are there, they occupy a really elevated win rate, because it's just the breadth and depth of what we're doing in terms of -- and having products that are not only competitive, what they have, but jog way beyond their capability, particularly in their ability to jog data into the cloud to manage it in the cloud and manage it back for a data protection that whole the automated and orchestration capabilities they occupy for debt test DRs and a class by itself now.

    So I mediate we're in a really solid position technically and I mediate we've done a lot to fundamentally change their -- and strengthen their go-to-market. So I mediate internally they feel really propitious about whole those although it was painful in the near term.

    Alex Kurtz -- KeyBanc Capital Markets -- Analyst

    Understood. And Brian, just ultimate question for me, I mediate historically you've called out the subscription headwind, but the dollars, I mediate you've kind of projected what the delta would occupy been. Sorry if I missed it this earnings call, but occupy you called that out yet?

    Brian Carolan -- Vice President and Chief fiscal Officer

    No, they didn't withhold a number on that. I'd content it's fairly consistent with what they did in prior quarters. It's probably in that $3 million to $4 million range, the headwind.

    Alex Kurtz -- KeyBanc Capital Markets -- Analyst

    Great. Okay. whole right, thanks guys.

    Operator

    Thank you. Their next question comes from the line of Eric Martinuzzi of Lake Street. Your line is now open.

    Eric Martinuzzi -- Lake Street -- Analyst

    Yeah, my question has to upshot with brace of your key channel partners, just wondering sometimes I've grown num to the HPE, the annual HPE announcement or the annual NetApp announcement. Obviously given the shift to channel dependency here and away from the direct side, what occupy they done differently this year versus past years?

    I feel dote you've always had products that play well with them, but what are the one or two significant changes with those two key partners?

    Robert Hammer -- Chairman, President and Chief Executive Officer

    I'll elevate HP and I'll let Al elevate the NerApp. The incompatibility is that they occupy what I muster fully integrated online plays with HP. So when they jog to market, they jog to market with a solution that includes Commvault as far as solution and that's brand new.

    That agreement was completely original agreement that was executed this summer and basically went into market over the ultimate brace of months. They occupy significant deals in the funnel with them that are existent that will most likely nigh this quarter.

    In addition to that, for example, HB had 30 people at their partner conference this year and they've had of storage that's working with us profile globally, whole their major accounts with Commvault, so that's really propitious on the ground integration with HP. So they withhold the resources, they occupy the aligned plays. We've got pricing. So they got I'd content extremely propitious alignment with them and they're putting a lot of resource behind their partnership.

    So I'm really confident about kind of where they are with them and we're also seeing it in their funnel growth. So it's radically different from anything we've had in the past with HP and its brand original and I'll let Al elevate the NerApp.

    Al Bunte -- COO

    Yeah, and I mediate NetApp is similar to what Bob just said on HPE. Lots of programs, lots of campaigns, lots of sales initiatives, but I mediate overall, one that Bob didn't talk about, it's applicable across whole of their major particularly storage or infrastructure partners is their ability to deal with software-defined secondary storage.

    Notably came out with their HyperScale both Appliance and reference architecture programs and I think, Eric and you would know this, we're seeing a major, major battleground developing for secondary storage. It's whole predicted that there's going to be a huge amount of movement in this direction.

    We also mediate in the current market that there is lot of vulnerability, to older technologies, expensive technologies and again the modern scale-out HyperScale environment is extremely compelling. So they perceive a number of again what I'd muster historic storage suppliers wanting to participate in this kind of trend.

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Yean and Al just made a really propitious point and HyperScale in HP's case, they drive that on their Apollo, whether Apollo servers. So it's not just appliances, it's on their own server infrastructure for secondary storage and concurrent with that, there is no doubt that their platform and its ability to seamlessly manage data on premise and in the cloud across an enterprise is a major strategic advantage versus anybody out there.

    Eric Martinuzzi -- Lake Street -- Analyst

    Okay. Because that's -- they don't necessity for people looking out your competitors also occupy programs with them. So I'm joyful to hear there is higher smooth of executive commitment for you guys.

    Brian Carolan -- Vice President and Chief fiscal Officer

    Higher smooth of integration.

    Robert Hammer -- Chairman, President and Chief Executive Officer

    And to be transparent in HPE case and they upshot occupy a competitor, in the enterprise they're focused with Commvault and the enterprise. The HPE play is mainly a large enterprise -- global large enterprise play.

    Eric Martinuzzi -- Lake Street -- Analyst

    Okay. Thank you.

    Operator

    Thank you. And I'm showing no further questions at this time. Ladies and gentlemen, thank you for participating in today's conference. This concludes today's program. You may whole disconnect. Everyone occupy a worthy day.

    Duration: 74 minutes

    Call participants:

    Michael Picariello -- MD of Americas Research

    Robert Hammer -- Chairman, President and Chief Executive Officer

    Brian Carolan -- Vice President and Chief fiscal Officer

    Joel Fishbein -- BTIG, LLC -- Analyst

    Aaron Rakers, -- Wells Fargo -- Analyst

    Jason Ader -- William Blair -- Analyst

    Andrew Nowinski -- Piper Jaffray -- Analyst

    John DiFucci -- Jefferies -- Analyst

    Alex Kurtz -- KeyBanc Capital Markets -- Analyst

    Eric Martinuzzi -- Lake Street -- Analyst

    Al Bunte -- COO

    More CVLT analysis

    Transcript powered by AlphaStreet

    This article is a transcript of this conference muster produced for The Motley Fool. While they strive for their absurd Best, there may be errors, omissions, or inaccuracies in this transcript. As with whole their articles, The Motley Fool does not assume any responsibility for your employ of this content, and they strongly cheer you to upshot your own research, including listening to the muster yourself and reading the company's SEC filings. tickle perceive their Terms and Conditions for additional details, including their Obligatory Capitalized Disclaimers of Liability.

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