40:11 Webinar
As-a-Service Consumption: Evading Market Volatility
Join Everpure experts for a direct conversation on what the market is doing to infrastructure budgets, and how a consumption-based model stops the volatility before it reaches your P&L.
This webinar first aired on 23 June 2026
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Good morning, and thanks for joining us. I'm Savvas Nicolaides, Lead Principal Technology Strategist for EMEA at Everpure your host for today. So, this 30 to 35-minute session is intended to be a, a direct practical conversation about what's happening in the infrastructure market right now, what it means for budgets and
planning, and why so many organizations are having to rethink how they buy and consume Pure Storage. But first, let me introduce my guests for today, two esteemed colleagues with the just the right expertise for today's discussion. So Simon, Abraham, welcome.
Great to see you. Please, Abraham, can you introduce yourself for the audience? Yeah. Yeah, yeah. Good morning, good afternoon. Thanks, Savvas. Good morning, good afternoon, everybody. Abraham Barnes. I'm the Area VP for our subscription portfolio
in, in EMEA, so I look after, some of the aftercare subscriptions that people take out when they buy the technology, but maybe more importantly, more relevant for this conversation, I look after, Evergreen//One, our STaaS offering, which, as many of you will have seen, is integral now a- and a core component of our EDC cloud delivered STaaS value prop.
So yeah, excited for the conversation. Thanks, Savvas. Fantastic. Great to have you. Simon, could you introduce yourself, please? Thanks, Savvas, and good morning, everybody. My name's Simon Malekjahanian.
I'm the Area VP for what we call our international sales finance business. That covers EMEA, APJ, and LATAM. And sales finance is effectively talking to customers, helping our sales teams understand the, the business value proposition, and obviously, working with Ajay and yourself, Savvas, in, in, selling our, our Evergreen//One proposition, fundamentally,
because it's more of a finance conversation, which I think is why we're here today. Fantastic. Thank you. Thanks for coming. Let me just outline the agenda. So what, what's on the agenda for today? Well, we're gonna start with the market reality and discuss, the impact that's having
on finance teams and what they're seeing. We're gonna move on to that. Then we'll take a look at why operating model, an operating model really matters and how a true subscription offering can change the equation. A- and we'll finish up with how people are making successful business case.
So, what's happening in the market right now? I'm just going to stop sharing to give us more room. So what's happening in the market right now? Well, it's not a normal pricing wobble. It's not, it's not a short-term procurement inconvenience, really, and it's not just a
technology issue for the infrastructure team that they can quietly absorb in the background. It's become really a planning issue, a budgeting issue, and in quite a few cases, a timing issue for projects that the business, expect, already expected to move forward. So I think it'll be really interesting to know what the impact has been on you, the audience, those of you listening.
So I'm gonna launch our first poll. So this poll is really asking you, so what has been the impact of the supply constraints to your business and operations? So, is that delayed shipping, price changes, maybe you've pre-bought what you need, maybe it's given you a budget challenge or, projects have
been delayed or deferred. So what I'll do is leave that open, for people to answer, and then we'll come back to it in a minute. So, the, the market has changed structurally, and, what's the reason for that? AI/ML infrastructure build-out has absorbed
very large share of global NAND and DRAM supply, and with much of that capacity effectively spoken for, maybe quarters in advance, what's been left is really being contested by everyone else at the same time. So enterprises, hyperscalers, cloud providers, service providers are all trying to modernize, at, at the same time.
So it's not really just supply chain friction, it's the demand shift that has reset the market. And we've seen quite a few things happen at once. So component and memory prices are shot up sharply over year over year. And for finance leaders, that means there's a problem that is no longer can be solved by
maybe just negotiating their best price. The problem is, how do I plan against a moving target? And that matters because infrastructure planning typically assumed a degree of stability. So I thought it'd be worth just, mentioning, that there is another layer to this.
This isn't a technical session, but I think it's worth mentioning architecture very briefly. So not every infrastructure platform absorbs volatility in the same way. So some architectures can amplify the problem because they inherit those commodity pressures from upstream suppliers.
But at Everpure, the design approach from the beginning has been very much to build in reduced exposure to that. So, direct NVMe sourcing, the fact we don't use SSDs, solid state drives, and build our own DirectFlash modules that we design, means we divorce ourselves from that dependency on finished SSDs, and can
build what we need. And then there's that Evergreen model, that avoids the classic forklift upgrade. So we think that market shift is, is really forcing organizations to not only think about what they buy, but when they buy, how they buy, and who ends up, carrying the risk and, and that volatility. So before I move on to our other speakers,
we'll just go and review the poll. So I'm gonna end the poll, and that means you should see the results. So, uh- Zero Move Tiering in the I've managed to avoid any impacts. We- yeah. Sorry for jumping in, Savvas.
Yeah, I, I had my eye on that last option to see, 'cause I'd be fascinated to hear from anybody if they've been able to, to avoid any impact, but clearly there, there's been impact all over the place. Yeah, that is, Well, maybe we can help people see how they can avoid any impact. So thanks for that poll.
We'll have another two a bit later on. I will stop sharing. Okay. So- Just beg a question. I know you're gonna go to Simon a second ago. Yeah. But the, the highest result there was price changes, which I assume to mean, you know,
we've been carrying on just, but spending more. So I'm just I'd be curious as to know where does the, where does the budget come from? I mean, I don't want anybody to directly answer that representing their business on this call, but it would be, just be fascinating to, to know in general, you know, if, in a follow-up or something, 'cause it's gotta come from somewhere, right?
Something, somewhere has to feel the pinch for, for spending more that wasn't planned. Anyway, just a thought. No, fair enough. We, we Maybe we will, we'll find out a bit later. So with that, let's get into the finance view of the market and what leaders are having to plan for. I do Let me stop sharing this poll.
Actually, before we get into that, let's have the second poll, which really, sets up the next section. So this poll, which hopefully you can now see, is really about your priorities. So which of these are priorities for you? You can choose as many as are applicable.
So leveraging my capital expenditure budget, reducing my operational expenditure budget, time to value, data sovereignty, and security. So, which of those are priorities? And it could be some, it could be all. So, as that gets underway, Simon, over to you.
What, what is this doing to finance teams? Thanks, Savvas. And I think just picking up on what Abe just said there, you know, price rises have obviously been fundamental and, and a lot of customers there were saying they pre-bought. So, you know, to that point, where, where does that budget come from?
But each industry is different. In the customers I'm talking to, before they were focused on revenue growth, business strategy, digital transformation, and cybersecurity. Now, more and more CFOs are looking at profitability and cash flow, their financial optionality and flexibility, data sovereignty and sustainability.
And CFOs have always had limited resources, but I think now more than ever, there is a greater pressure on them to achieve these with competing priorities, as we've just seen. With budget constraints and finite resources, Evergreen//One, our storage as a service offering, allows them to tap into the different budget pools and being able to use both capital or operating expenditure budgets.
So the procurement conversation, Savvas, has moved from being the cheapest price to what does the total ROI and the total TCO, total cost of ownership, look like. And then how does this give them the flexibility to meet some of these sustainability objectives, for example? On the usage of capital or operating expenditure budgets, I know we're gonna hear
from the team shortly as to, as to who's leveraging which areas, but we're seeing customers work with their auditors to capitalize the total contract value and to write it down over the life of the contract. This allows CFOs who are using EBITDA, earnings before interest, tax, depreciation, and amortization, for example, as a profit measure to take advantage of adding back the
deduplication, and therefore, they improve their bottom line position. This is particularly relevant in some industries where capital budgets are much larger than their operational expenditure budgets. I want to also just touch on data sovereignty, and we'll hear from the poll shortly as to, as to how that's ranked. But in the current climate, more spend is
being directed towards defense spending and ensuring that data remains within the country geographical boundaries. Having therefore an on-premises but cloud-like data experience is paramount for a lot of countries. This is why we are seeing a lot of public sector spending being redirected towards this.
So Savvas, let's have a look at the priorities that people are seeing. Yeah, let's, let's take a look, and let's, Let me share the results. So interestingly, data sovereignty is on there, but it's, the lowest of the one. Yeah. But so the most important one, was reducing my operation, my OpEx budget.
Yeah. So interesting. Anything there? It is. Yeah, I, I think it's a, a common trend to the people we're talking to. I think, you know, what they're trying to do is tap into their capital expenditure budgets. They are generally multicloud.
They're larger, particularly in some of the industries like telcos, et cetera. And then obviously that reduces the impact on their OpEx budgets. So, so the, the, the capitalization of the purchase or the service, because you can do it with both, can therefore be directed towards the balance sheet. And if you direct it towards the balance sheet, that doesn't impact your, your operational
expenditure so much because obviously it's added back if you're measured on EBITDA And the other one there, security. I think that's, that's aligned with what we were seeing around, you know, making sure that your data is secure, it's within your country big geographical boundaries. And then obviously time to value.
I think that's, you know, how quickly can we stand up the environment? How quickly can we, get this ActiveCluster, and start delivering the ROI for customers? And I think Ajay Singh's gonna talk a little bit about that shortly. Yeah. Yeah. I, I was gonna say too, I mean, Simon, you, you always, you know, very eloquently talk about the differences in budgets and the pressures on them.
I suppose to distill it down to just a real-life conversation, when we're talking about the pressures on businesses and, and we are suggesting perhaps consider consuming STaaS instead of the traditional product acquisition purchase model, sometimes we hear back, "I can't do that because if I, if I have a service, it's gonna go straight onto my OPEX line, and if anything, I'm trying to reduce OPEX, not increase it." And what
you're saying is, actually, you can consume a service and get the advantages of consuming a STaaS over the product purchase, but you can still leverage your CapEx budget to fund that service. I know you said it, but sometimes, you know, we get these, like, real-life conversations where people are saying, "Look, I just..." Like, they assume that it has to be OPEX, and
we're saying it doesn't have to be. Ex- Exactly, Ajay Singh. Exactly. And, and I talk to CFOs, I even talk to their external auditors about how they can navigate IFRS 16 or ASC 842 so that they can deal with those, those encounters and, and make sure that they can put it on their, their, their balance
sheet and capitalize it. It's their decision, it's their auditor's decision working with them. But we can help them and, and share in, in what other customers, for example, have done, um- Yeah particularly around the telcos and, and those MSPs because they're the ones with those big CapEx budgets.
Yeah. Yeah. Okay. Thank you for that. So, we're gonna move on to you, Abe, and- Yeah you're gonna explain In fact, can you tell us why does operating model matter? Yeah. Surely it's just what you can buy Pure
for or what you can pay for your Evergreen. Why does an operating model matter? Yeah. Yeah. It's a, it's a great question, and I know, like, even this conversation is pretty finance-heavy, and it's obvious why that is with, with all the pressure around, you know,
price increases and, and what our friends on the call have told us about where that is. But when we talk about considering consuming STaaS instead of, an acquisition, it is much more than just the, maybe the finance risk mitigation or the change in, in charging structure. Back to how you started the call right at the top, Sabas, you talked about our design
principles around our architecture and software all being about simplicity and delivering, you know, small form factor, high density, low power consuming, low heat emission, technology that the advantage of the architecture itself and, and the Evergreen subscriptions to look after them mean that you can keep the FlashArray that bought alive as long as possible, right?
Avoid technical debt, and avoid erosion in performance and things like that. So that's great for keeping technology alive and, and we have that today. But why we then pivot, you know, a few years ago, we pivoted towards STaaS consumption is because what that, what that architecture in and of itself doesn't do is anything for a business that wants to change their strategy.
And I suppose the elegant way of doing that is they decide by themselves they want to change their strategy. Perhaps they're gonna do a bit of M&A, or they're gonna move into a new market, or they're gonna re-release a new product line. Something that changes the core strategy of the business that mean they then need to make new investments in technology.
So it's really about where and when you decide to sink an investment into technology and then getting the utilization out of that, investment. So we found that as-a-service consumption means that you typically get a much, much higher utilization of that, investment because you can change how you consume over time rather than make a long-term forecast, a long-term plan, five years, and then make an
investment up front in your technology that you think you need for that five years. Customers have always been very transparent with us that those forecasts are not accurate. They never are. They never were. But they are the status quo of how technology investment is planned. So your question about operating model is deeper than just spreading cost over time or
the ability to, to align cost to consumption. Actually, it changes internal supply and demand conversations. So if you think about If, if your conversation, so internally, and I wonder if, if our friends on the call have this experience. Internally, if you run an IT department or an internal service delivery organization and
you're facing off to application owners and lines of business, the conversation is usually about getting those lines of business to give you a long-term forecast or at least a me- medium-term forecast, and they can't because things happen, right? And of course, we're seeing the, one of the most extreme things happen right now. The, the, the timeframe that things have changed so rapidly mean how are these guys
gonna respond? They've got an existing estate, they've got changing demands, and how are they gonna plan changes to that, to that estate? So if your discussion with your line of business is what do you think your capacity requirement will be for the next 24 months, that is a very, very
difficult question to answer. But if your discussion is instead, "Hey, look, we're seeing this much data on the platform today," and you've got a vendor like Everpure who, at their own risk and on their own budget, is responsible for non-disruptively scaling the technology while you only pay for the data that's on it, like, that's an entirely different prospect, and it changes how you
plan investments. It changes how you plan thin provisioning how you do capacity management. Like, that, that is much more the operating model that people aspired to, when they started going to the hyperscalers, when they started going to the public cloud. But now there are, you know, some quite obvious serious concerns you have to factor in
if you're using hyperscaler services, if you're on the public cloud, cost being one of them. So I guess, Savas, I know this is a, a really, really, really, really long answer question, but the operating model is important because you get to zero in on the data you have today, the data you may have in maybe a month's time or two months' time
change how you consume the technology to host that data, and change how you pay for the technology that hosts that data. Like, that is much more than just spreading the cost. That is now real time, up to the minute risk mitigation and rapid turnaround with a vendor on the hook than planning investments and pre-buying,
and hoping that, you know, resources are available when you need them. Yeah. It's, it's almost like taking the benefits people have got used to from cloud-native Yeah and have, being able to have that on on-premises, on demand- Exactly and with the same instant scaling, and de-risk. Yeah. It, it, it counts still.
It still applies even if you're on this call and you're listening to this and you're thinking, "Well, I, I consume my, my Pure or my technology in an, you know, from a managed service provider or from a GSI." Yeah, you, you, you do. You probably do. But where is the risk sitting then? Because what, what and we work with MSPs and GSIs all the time, and we, and, and those,
those providers are over time changing their reference architecture to themselves consume as a service from Everpure because they've realized it helps de-risk as well. Even if you consume services from an MSP, the MSP is likely taking the same risk you would have by acquiring technology and having to have the same sort of conversations with vendors about making, you know, upfront investment, long-term bets and upfront
investments on technology that may or may not be there for another six to 12 months. And the point you made earlier, Simon, I think, was yeah, absolutely. We are still consistently, delivering on new orders within 28 days, and, and slightly longer in APJ and some of the emerging, but within 45 days for those, within 28 days for, for core Europe and, and the US.
So all of these aspects are more operating model for me than they are, just Purely finance. Yeah. So can you tell us a bit more about the answer, like the Evergreen//One answer. How is Evergreen//One structured, uh- Yeah to, to achieve, to really absorb that market
volatility, uh- Yeah. Yeah. Yeah, absolutely. So we designed Evergreen//One to do all of those things that we just talked about, 'cause actually we've Our philosophy is more about this is what we think the gold standard as-a-service consumption experience should be, and, and these are There is a set of, of kind of business rules and criteria we think you
should use to hold any provider of STaaS to account, but we use that kind of gold standard to, to design Evergreen//One. And I'm gonna be really difficult, Savas, on this call and really like unhelpful and say that I The, the word subscription, we do use it quite a lot- but it's almost It's such a broad term, because it can mean anything.
I, I tried to count up my own subscriptions the other day, and I think I got to about 45 before I stopped counting, but they, they cover such a wide span of stuff. Anyway, I'll, I'll get to the point. Evergreen//One is our storage as a service offering. It's organized by Adaptive Tiers that really differentiate between protocols
and speed. Like, that's it really. They are designed to be unified block and file and object services where the unit of measure is data. So to the point of the operating model and how to forecast, we're no longer saying how much capacity might you need with headroom and contingency folded into that estimate, and
then we'll, we'll talk about what Bill Cerreta you might want to buy in technology. Instead, the conversation is, how much data is there today? What type of unstructured data is it? How fast, how, how performant do you need this data to be, and where do you need it to run your business? And then what do you think might happen to
that data over time? And that might part is, is the part where we start stepping in to take risk. So what an Evergreen//One contract looks like is us provisioning equipment we own location that a customer would specify, one of their own data centers, a colo, an MSP or a GSI data center.
We provision our own technology that we own into that DC. We deliberately over-provision so that we can make non-disruptive updates over the contract to both performance and to, the features themselves. We, but we don't charge for the technology we deploy. We only ever charge for the data that lands on the platform, and that is the
of the experience. So we're taking risk on the technology. We offer to cover the cost of the space and the power that our technology consumes when it sits in those data centers because our thinking is, you know, a hyperscaler's not gonna charge you a separate line item for rack space and power, right?
So if this is truly a cloud operating model, which we believe it is, then why should you also cover the cost for the technology? So, so we cover that. A- and then from then on, it, it, the, the technology will evolve. It's we're on the hook for continuously, scaling out and up the
technology as the data grows. Or indeed, if the data is shrinking, which it may well do, then we still could right-size that technology over time as well. But the point for the customer, the consumer at the end of the day, is it's only the amount of data on that platform, that we meter and that we charge for.
I probably missed a load of stuff out, but- No. Well, where I, my mind goes as well is you're not left with- technical debt and asset debt, and we eliminate all of that as well. Yeah Yeah. A-and like I was saying, you, you could Our historical model of buying arrays and having an Evergreen subscription is good because
it keeps the FlashArray alive. You, you, you get controller upgrades to a, a current generation Evergreen, every three years or so. But, but again, what that doesn't do, it That, that bill of materials has gotta be good for what you need to use it for.
The difference with Evergreen//One is what might start off as a single array that we might deploy would maybe upgrade several times during that same cycle that, that a purchased one might be upgraded over, and even an array could turn into two arrays, could turn into four. That's not Those aren't transactions. Those aren't orders that consumers are placing.
That's what we're doing to the technology to scale it, over time. So yeah, not, not only do you not end up with technical debt like you would in an ownership model of, of something non-Everpure, but in, in fact, the technical footprint of what we've deployed could evolve many times, and all the while the consumer's just paying for the, for the data. Yeah, and that is so applicable in today's
climate where people are starting out with like pilot AI/ML projects, and you've got no idea whether you want to collapse that because it didn't pay off- Yeah or redeploy that or if it's gonna explode, and an on-demand model means you can, you can grow into that. It, it I was interested in the, in the part about, the just price changes but we're carrying on, which I kind of I've rethought that.
I don't think that was really implying that. We had seven responses to that, and there were clear impacts on, "I've had to do something to divert budget from projects I was gonna, run, and I've had to pull that back in." but yeah, you're right. Looking at all the different ways that you can use technology and trying to contend with future price changes that might happen in the
next six, 12, 18 months, landing on a service where your unit rate is your unit rate, and you're paying that through for the duration, and you're only paying for the data, I can now start to much further forward plan and only Evergreen//One for what I'm consuming, and have to sink a load of investment into long-term forecasts that will turn out to be wrong.
Yeah. AI/ML projects are spinning up all over. Data's small at the beginning, but the performance needs to be really, really high to, to hydrate the GPU. So, you know, we have tiers of service designed exactly for that. But you don't have to sink a load of investment into that for us to deliver the
highest performing technology to your estate. We're only ever gonna charge for the, for the amount of data. Sorry, I get, I get excited about it, man. You'd like- you'd have to, like, say one thing I can see the excitement, yes. So before we move on to the next section, our final section, I wanted to open a third poll.
Now everyone's used to polls. So this one is about the evolution of your operating model. So is the current situation causing you, the speak- the listeners to reevaluate any of the following in your operating model? So we've got, I find it helpful to restate what's on the list for the recording 'cause
people in the record- who are watching the recording can't see the options. So the options are budget restructure, project funding, vendor selections, or public cloud strategy. So we will leave that open for a bit. And then this final section is really about making the internal case.
So how, how do organizations make, or successfully make, the internal business case, to move to this new model? So, Simon, maybe your thoughts on that. Yeah, I'll, I'll kick off and, and then, pick up on a couple of things Abe's just said. I think it's fair to say with the, the prices of NAND rising almost as with The first
quarter, we saw them almost every two weeks. We saw increases of, of maybe between 6 and 800% price rises. The purchase of product is becoming more and more expensive. And in Evergreen//One, the, the STaaS offering, has in the past been more expensive because you're, you're getting a SLA.
You're, you're, you're We're on the hook to deliver that SLA that we commit to. However, now I think what we're seeing is, is that gap has narrowed. In fact, the, the transparent pricing that you pay, as Ajay Singh was describing, for only what you consume avoids a lot of stranded capacity.
You're not tying cash up in, in product that you'll need only in 12 months' time, and what that does from a CFO lens is helps push your cash flow requirement further out. And that gives CFOs surety of, of headroom for growth without having to lock in and have that stranded capacity now and tie up your cash almost immediately. And then something else Abe just said, before I invite Abe to, to comment is, is
paid power and rack. I think this is, is really appealing to CFOs. Just to reiterate what it does is, is it pays back to the customers the cooling, and the space of, of our, service offering in their data center. So they get a check back, and they can, they can put that check wherever they want, into
facilities, into the finance budget, even into the IT budget. But that's really important because it gives this a real cloud-native operating model, on-premises. And, and when we launched this, people couldn't believe, CFOs couldn't believe that we were actually writing a check back to them. And, and some were taking it into procurement, some were taking it into finance, and, and
that decision is entirely yours. But I think, Ajay, how, how are you seeing it from your p- your angle? Yeah, when it, when it comes to making the case, and I think what we're really talking about is a quite a specific scenario where perhaps, you know, a C-suite organization is used to making purchases of technology.
Like, what, what would make the financial case to them for consuming a service like Evergreen//One instead? And actually, what we found, customers are actually asking us to, um- To actually be quite open about what the best assumptions are for future price increases. So what I'm trying to explain is that y-you've got this one requirement, "I need to host a
PiB of data." Okay, fine. There's a product or a set of products you could land that PiB of data on, and that's what it looks like. Here, here's what it might cost you to buy that product or those products today. Already much more expensive than it was six to 12 months ago.
But if you're wrong about that forecast and you need to do something about that or to that product that you've just purchased, where does the money need to come from to pay for either a controller upgrade or capacity increases? So what customers have asked us to do now is say, "Make some assumptions that there might be another one or another two price increases in the term that I'm signing up for this,
contract, and, and fold that in into a scenario for me. Make the assumption that there are more price increases than I need for upgrades. That gives a much more realistic, only an estimate, but it gives a more realistic potential exposure for what it might really cost in real terms to buy that product, to host that PiB of data.
Contrast that to sorry, and then, and there's an interim step, which is to say, "Maybe I don't make the Or if I just purchase the technology and then I pay for Evergreen, that's gonna be more expensive. But perhaps I just really, really hedge, and I oversize, and I buy something way bigger than I think I need today." Well, that's even more expensive.
So that's the product side of things. If you then contrast that against Evergreen //One, we would say, "This is the unit rate you would sign up for, for that PiB of data, and it's guaranteed for the whole term. In fact, you wouldn't even need to commit to the whole PiB if you didn't want to. Like, if there's genuinely a PiB there today, then okay, maybe.
And if you could prune it or tune it or data reduction it slightly, maybe you sign bit less, and you, you optimize the data footprint over time, and the charges come down. If there really is a PiB today, then fine. You'd say, "How long is that gonna run for, and what, what, unit rate do you sign up for?" After that, that's all locked in.
There are no future price increases that can affect that. So th-there's a degree of comparing what, let's call it, the acquisition price might be, but there's then the risk on top of that. Like, what if I was wrong about my forecast? If you're wrong about how the PiB needs to perform, Pure covers that, like Simon said,
through the SLA. Any technology upgrades we've got to do come at our cost. They aren't transactions. If we were wrong about maybe how compressible the data is, Pure's risk and Pure Storage's cost. There's no transaction to, there's no order to place for capacity to get bigger.
So making the case, STaaS tends to fall down to those things. Like, yes, you could compare unit rates if you want left to right, but it's much more about where does the risk come from, what does the TCO look like, and where, where is your data protection, in either one of those consumption models? Thank you. Right, so before we wrap up, let's review
poll that we opened up. So this was about operating model evolution, and, what is causing Is the situation causing people to reevaluate any of the following in their operating model? And we see coming up top is vendor and supplier selections, which is pretty interesting, and budget restructure.
Yeah. Yeah, w-we're seeing it, and you know what are the Some, some customers are telling us they're even going as far as reevaluating policies, that they've held, longstanding policies now, policies like environment segregation. Cause you remember, like, I was talking about that PiB of data.
Imagine you already had an Evergreen//One instance on your, on your estate, but imagine you have it where, you know, that environment has to be segregated from other applications or other lines of business for internal policy reasons. I'm not e- I'm not going as far as saying regulatory or, or, compliance or anything like that, but just an internal policy.
So if you have an Evergreen//One instance you signed up for a year ago, you know rate is, protected, and if you were gonna try to cater for a new use case today, well, you'd probably be thinking about maybe I, I, I sign up for another Evergreen//One instance, right, adjacent to that one, but that's gonna be at new pricing. Or I could buy products again, and that's, you know, price impacted already.
What you could do is Pure the data for the new use case you have into your existing Evergreen//One instance. Now, that might not have been operationally acceptable in the past because, again, as I say, you may have needed to keep the data segregated, and you may still need to. It's not a, a, a fix for everything.
But I'm just saying that it's causing some customers to reevaluate policies like that, and we've certainly seen to the, to the earlier point, even though it didn't score very highly, the data sovereignty, because Evergreen//One is integrated into the public cloud, into AWS and into Microsoft Azure for the, file or the block workloads. We're seeing now this kind of reverse, you know, this repatriation trend as well.
So people are using Evergreen//One, you know, STaaS. Rather than the typical model starting off on-premises and then moving workloads into cloud, they're actually starting in the public cloud, where we ins- we create instances of Pure cloud there and deploy on-premises, and they're using it as a vehicle to repatriate, data.
I don't know why I started off on talking about that. Yeah. Well, it gives people choices, doesn't it? So, we're ki- kind of up on time. Yeah. So I wanted to briefly, could you, each cover, okay, what, what, what are your, what are the key takeaways people should know, and what should people do next?
So, Simon. Yeah. I, I think the key thing, Savas, is, is you've got options as a customer. You know, you don't need to be pigeonholed into spending your operational expenditure budget or your capital expenditure budget. It can be flexible, and, and we can help, and, and I'm more than happy to have
one-to-one conversations about how we can help in that, in that structure. So I, I think the, the key is you've got options. That's the fundamental one. And, and don't pre-buy. I You know, don't tie up your cash.
Cash is, is finite. So do not tie up your cash in hardware, or product. And actually, you know, the, the mindset of, of paying for a, a service is historically more expensive. We can help with the TCO and the ROI to, to show and demonstrate actually that might not be the case in the current climate.
Thank you, Simon. Abe, your closing thoughts. Yeah. I would just say just reevaluate what, what you've been thinking of as a status quo and, and, and don't assume. Don't assume that an as-a-service offering is gonna be more expensive. You know, it's We've done various different scenarios of looking forward based on
estimates, but we've also done scenarios looking back. And sometimes that's a little bit uncomfortable, right? Because you look back and you say you purchased these products. If you look at the data you actually put on those, if you had bought each one at the time, Evergreen//One, you might have spent less.
But I would say don't assume it's gonna be more expensive. We find consistently over time TCO, is less than product acquisition. And also like Simon said earlier, don't assume around accounting treatment. Don't assume it has to be STaaS. As Simon said, we've got many customers who account for Evergreen//One as CapEx.
EBITDA reporting companies can absolutely use it to their advantage. And I guess the third point is have us, have us prove it to you. Don't just accept our word on this, on this call. Throw a scenario at us. Bring us into a workshop, even just a speculative one. Just throw a scenario at us and let us show
you what it could do. Yeah. Absolutely. And then maybe I can add, as a technologist, it actually gives you many more options. There are things you can do in an STaaS model that you can't do in a, in a purchase model, so there's great advantages for technical teams. So yeah, in summary, talk to us.
We're happy to have workshops, and discussions. So before we wrap up, I just wanted to close by, really saying we If you wanna talk to us later in the year, we have our, main event, in, Pure//Accelerate London, so 29th to 30th of September in Tobacco Docks. Go to our website. The link is either via the
QR code or in the resources. And register for that, and we'll all be there, and you can talk to us there. But obviously talk to us sooner. So the last but not least, just wanted to end by thanking my guests. So thank you, Simon. Thank you, Abraham.
And thank you everyone for joining, and we'll speak to you soon. Thanks, everybody.
Simon Malek-Jahanian
Area VP - International Sales Finance, Everpure
Abraham Barnes
AVP - Subscription Portfolio, Everpure
Savas Nicolaides
Lead Principal Technology Strategist, Everpure
NAND flash prices are up over 175% year-over-year. Quotes are expiring in two to four weeks. Contracts you thought were closed are getting repriced before the hardware ships. For finance leaders, this isn't just a procurement problem; it's a planning problem. Capital cycles built on stable pricing assumptions are getting stress-tested in real time.
Join Everpure experts for a direct conversation on what the market is doing to infrastructure budgets, and how a consumption-based model stops the volatility before it reaches your P&L.
Why join this session?
- This market shift isn't short-term, so what does it mean for multi-year budget planning
- Where traditional purchase models are breaking down, and the operational overhead of managing hardware you shouldn't have to think about
- How Evergreen//One™ moves storage from a purchasing decision to a predictable service underpinned by SLAs
- Why this makes a compelling business case for your business - for your CFO, your board, or your next budget cycle
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