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Q&A: Riverbed Talks About APM

Pete Goldin
Editor and Publisher
APMdigest

In APMdigest's exclusive interview, Paul Brady, Senior Vice President and General Manager of Riverbed Performance Management talks about Riverbed's acquisition of OPNET and entrance into the APM market.

APM: What did Riverbed see in APM that drove you to become involved in this market?

PB: We were having great success with the network operations teams, giving them an application centric view, and that was good, but not good enough. Ultimately they wanted a deeper view into their applications, and a company that could provide that end-to-end view. We thought the distinction between so-called network performance management and application performance management was really blurring. What customers were caring about is performance management.

We felt the world of IT has evolved. Once upon a time it was about the various functions within IT saying: "It is not my fault." That model can no longer survive. It is about making sure you are proactively keeping your applications and infrastructure running.

We also saw a tremendous market opportunity. We see those two markets as very large. There is some disruption happening and we felt a vendor that could provide that end to end capability could change the way performance management happens with customers.

Regarding APM, we saw a very large market, and we saw no dominant player with a major market share. I don't think anyone enjoyed a reputation of having tools that are particularly easy to use. We saw this market as a huge opportunity particularly because as the development platforms evolve, people are going to look at new and different ways to holistically manage performance.

APM: Interesting that you mentioned the blame game because we recently posted an article on APMdigest.

PB: When we started talking to OPNET we both shared stories where people used our products as a way to have a discussion and fix that problem. There is a strong desire to get out of the blame game and to get proactive and I think it is just a natural to evolution.

APM: What attracted you to OPNET?

PB: We thought they had great customer base, a comprehensive set of products, great technology, and there was certainly great awareness of who they were. Obviously, when you do something like this you look at a variety of potential players and we thought OPNET had the most comprehensive complementary suite and really strong technology.

APM: Currently it looks like you're still using the OPNET brand. Is that the plan for the future?

PB: No, I would say we're leveraging the brand. We have Cascade and OPNET, and these are under the umbrella of Riverbed Performance Management, and you'll see that manifested on our website.

For now, all the product names, both Cascade and OPNET, will stay the same. We thought that would minimize confusion, and we will continue to leverage the awareness of OPNET, but when we describe the business as part of a Riverbed we call it Riverbed Performance Management. It will take a year to multiple years to figure out how we want rebrand, and we do not want to move too quickly to rebrand any of the product names, as first we need to figure out how to do it, and second we do not want to confuse our customers.

APM: Prior to OPNET, what capabilities did Riverbed have that would support the move into APM?

PB: We had a product called Cascade Profiler and still do. That was being characterized by the market and analysts as application-aware network performance management. So essentially it collects flow and packets and gives an end to end view of what was occurring within the environment. The network teams kept asking for an application centric view of the network, because that is how the users talk. If a user calls they might say the network is slow but it was generally: “This application is not working.” So we realized great growth with Cascade, and that was driven by our ability to show the application-aware perspective.

OPNET comes at it from a very application centric perspective, so we thought it was a great combination.

ABOUT Paul Brady

Paul Brady is Senior Vice President and General Manager, Riverbed Performance Management. Brady served as VP and GM of the Cascade Business Unit since February 2009. Brady joined Riverbed through the acquisition of Mazu Networks where he was president and CEO.

From 2001 to 2004, Brady served as President of Guardent, a network security company. From 1999 to June 2002, Brady served as SVP at Exodus Communications. Brady joined Exodus through the acquisition of Cohesive Technology Solutions where he was President. In January 1992, Brady founded Business Technologies where he served as CEO until the company merged with Cohesive in early 1998.

Brady holds a bachelor’s degree in computer systems from Hofstra University and an MBA from the Sloan School of Management at Massachusetts Institute of Technology (MIT).

Related Links:

www.riverbed.com

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Q&A: Riverbed Talks About APM

Pete Goldin
Editor and Publisher
APMdigest

In APMdigest's exclusive interview, Paul Brady, Senior Vice President and General Manager of Riverbed Performance Management talks about Riverbed's acquisition of OPNET and entrance into the APM market.

APM: What did Riverbed see in APM that drove you to become involved in this market?

PB: We were having great success with the network operations teams, giving them an application centric view, and that was good, but not good enough. Ultimately they wanted a deeper view into their applications, and a company that could provide that end-to-end view. We thought the distinction between so-called network performance management and application performance management was really blurring. What customers were caring about is performance management.

We felt the world of IT has evolved. Once upon a time it was about the various functions within IT saying: "It is not my fault." That model can no longer survive. It is about making sure you are proactively keeping your applications and infrastructure running.

We also saw a tremendous market opportunity. We see those two markets as very large. There is some disruption happening and we felt a vendor that could provide that end to end capability could change the way performance management happens with customers.

Regarding APM, we saw a very large market, and we saw no dominant player with a major market share. I don't think anyone enjoyed a reputation of having tools that are particularly easy to use. We saw this market as a huge opportunity particularly because as the development platforms evolve, people are going to look at new and different ways to holistically manage performance.

APM: Interesting that you mentioned the blame game because we recently posted an article on APMdigest.

PB: When we started talking to OPNET we both shared stories where people used our products as a way to have a discussion and fix that problem. There is a strong desire to get out of the blame game and to get proactive and I think it is just a natural to evolution.

APM: What attracted you to OPNET?

PB: We thought they had great customer base, a comprehensive set of products, great technology, and there was certainly great awareness of who they were. Obviously, when you do something like this you look at a variety of potential players and we thought OPNET had the most comprehensive complementary suite and really strong technology.

APM: Currently it looks like you're still using the OPNET brand. Is that the plan for the future?

PB: No, I would say we're leveraging the brand. We have Cascade and OPNET, and these are under the umbrella of Riverbed Performance Management, and you'll see that manifested on our website.

For now, all the product names, both Cascade and OPNET, will stay the same. We thought that would minimize confusion, and we will continue to leverage the awareness of OPNET, but when we describe the business as part of a Riverbed we call it Riverbed Performance Management. It will take a year to multiple years to figure out how we want rebrand, and we do not want to move too quickly to rebrand any of the product names, as first we need to figure out how to do it, and second we do not want to confuse our customers.

APM: Prior to OPNET, what capabilities did Riverbed have that would support the move into APM?

PB: We had a product called Cascade Profiler and still do. That was being characterized by the market and analysts as application-aware network performance management. So essentially it collects flow and packets and gives an end to end view of what was occurring within the environment. The network teams kept asking for an application centric view of the network, because that is how the users talk. If a user calls they might say the network is slow but it was generally: “This application is not working.” So we realized great growth with Cascade, and that was driven by our ability to show the application-aware perspective.

OPNET comes at it from a very application centric perspective, so we thought it was a great combination.

ABOUT Paul Brady

Paul Brady is Senior Vice President and General Manager, Riverbed Performance Management. Brady served as VP and GM of the Cascade Business Unit since February 2009. Brady joined Riverbed through the acquisition of Mazu Networks where he was president and CEO.

From 2001 to 2004, Brady served as President of Guardent, a network security company. From 1999 to June 2002, Brady served as SVP at Exodus Communications. Brady joined Exodus through the acquisition of Cohesive Technology Solutions where he was President. In January 1992, Brady founded Business Technologies where he served as CEO until the company merged with Cohesive in early 1998.

Brady holds a bachelor’s degree in computer systems from Hofstra University and an MBA from the Sloan School of Management at Massachusetts Institute of Technology (MIT).

Related Links:

www.riverbed.com

How Good Are You At Blamestorming?

Hot Topic
The Latest
The Latest 10

The Latest

As businesses increasingly rely on high-performance applications to deliver seamless user experiences, the demand for fast, reliable, and scalable data storage systems has never been greater. Redis — an open-source, in-memory data structure store — has emerged as a popular choice for use cases ranging from caching to real-time analytics. But with great performance comes the need for vigilant monitoring ...

Kubernetes was not initially designed with AI's vast resource variability in mind, and the rapid rise of AI has exposed Kubernetes limitations, particularly when it comes to cost and resource efficiency. Indeed, AI workloads differ from traditional applications in that they require a staggering amount and variety of compute resources, and their consumption is far less consistent than traditional workloads ... Considering the speed of AI innovation, teams cannot afford to be bogged down by these constant infrastructure concerns. A solution is needed ...

AI is the catalyst for significant investment in data teams as enterprises require higher-quality data to power their AI applications, according to the State of Analytics Engineering Report from dbt Labs ...

Misaligned architecture can lead to business consequences, with 93% of respondents reporting negative outcomes such as service disruptions, high operational costs and security challenges ...

A Gartner analyst recently suggested that GenAI tools could create 25% time savings for network operational teams. Where might these time savings come from? How are GenAI tools helping NetOps teams today, and what other tasks might they take on in the future as models continue improving? In general, these savings come from automating or streamlining manual NetOps tasks ...

IT and line-of-business teams are increasingly aligned in their efforts to close the data gap and drive greater collaboration to alleviate IT bottlenecks and offload growing demands on IT teams, according to The 2025 Automation Benchmark Report: Insights from IT Leaders on Enterprise Automation & the Future of AI-Driven Businesses from Jitterbit ...

A large majority (86%) of data management and AI decision makers cite protecting data privacy as a top concern, with 76% of respondents citing ROI on data privacy and AI initiatives across their organization, according to a new Harris Poll from Collibra ...

According to Gartner, Inc. the following six trends will shape the future of cloud over the next four years, ultimately resulting in new ways of working that are digital in nature and transformative in impact ...

2020 was the equivalent of a wedding with a top-shelf open bar. As businesses scrambled to adjust to remote work, digital transformation accelerated at breakneck speed. New software categories emerged overnight. Tech stacks ballooned with all sorts of SaaS apps solving ALL the problems — often with little oversight or long-term integration planning, and yes frequently a lot of duplicated functionality ... But now the music's faded. The lights are on. Everyone from the CIO to the CFO is checking the bill. Welcome to the Great SaaS Hangover ...

Regardless of OpenShift being a scalable and flexible software, it can be a pain to monitor since complete visibility into the underlying operations is not guaranteed ... To effectively monitor an OpenShift environment, IT administrators should focus on these five key elements and their associated metrics ...