Mar 01

NetApp CEO Tom Georgens recently told the world that he believed the entire concept of tiering was dying. The comment received quite a bit of tweets and blog responses from the talking mouths. (Is tweeting fingers more appropriate?) Perhaps we need to take his comments in full context, and giving him the benefit of the doubt, assume he was just referring to primary storage and tiering. If that’s the case, Tom isn’t taking into account the immense benefits that tiering offers to secondary storage.

We all agree that there are two forms of data: active and inactive. Active data is a work in progress, so performance and availability are important. Active data is housed within primary storage, where information is born. However, in the second part of the data’s lifecycle, the time comes for it to relocate to secondary storage. You can’t freeload in your parent’s mansion forever. Once data leaves the comfy confines of primary storage, it will now live in a secondary storage system. The information is still important, but the data is now reference information and only accessed periodically.

In the secondary storage layer, critical storage decisions must be made. It’s the last stop for data, where information either finds a permanent resting place on the lowest tier or faces death by deletion. Compliance mandates often require that information be saved for a length of time or purged after a period of time, making the secondary archive mission-critical. (These highly sensitive environments should be tiered, but more on this later.) Name the industry and legal requirements exist for keeping inactive data accessible. Sarbanes-Oxley, SEC 17-4a, 21 CFR Part 11, and DoD 5015.2 are only a handful of existing regulations.

Responsible data archiving is easily accessible, efficiently stored, and reliably secured from loss or tampering. The easiest path to accessibility, efficiency, and security is via tiering to the most appropriate storage media. As mentioned above, compliance-driven industries like health, government, and banking need to have processes in place that assure information can be accessed quickly, but also that it’s safeguarded against sabotage or accidental deletion. Tiering, commonly defined as the assignment of different categories of data to different types of storage media, ensures compliancy because data lies on accessible tiers and often includes built-in redundancy to protect against deletions or disasters.

Smart folks are always engineering the latest and greatest storage technology. The concept of tiering allows customers to use the best solutions on the market to house their data. Why wouldn’t customers string together top-rate storage platforms that can talk to each other within the tier?

What would the world look like without tiering? IT administrators would buy much more storage, lots more expensive disk arrays, and then use the older, even more expensive disk arrays for archive storage. And as for compliance, they’d cross their fingers and hope to discover and find information when called upon to do so.

Here’s the bottom line: tiering is easy, stub-less, transparent, extremely scalable, and highly secure. Show me an industry that doesn’t utilize tiering. It’s everywhere: hospitals, banks, and brokerage firms, schools, universities, and research labs. Tiering is not dying, nor is it on the way out; it’s just heading into its prime.

- Jim Moulton, CEO of Seven10 Storage Software

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Feb 03

In an earlier Seven10 post, the story of the birth of Seven10 was told anonymously. I prefer the firsthand experience.  This time Renee Zellweger is not involved.

In late August of 2001, the Moulton Brothers and I were being treated to a “going away” party by our previous employer (OTG) as we had decided the time to move on was now. At that party, David Maxey (Smart Storage CTO), handed us his cell phone number and said, “If you guys are doing something interesting, give me a call.”  Bobby, Jimmy and I were just recently married and starting a new life. No better time to leave your “paying” job and start a new company, right?

Everybody remembers where they were and what they were doing on 9/11/01. Two weeks after that going away party Bobby, Jimmy and I were all at our respective home offices when I got the call from Bobby at 9:00 a.m. “Holy Shit! Are you watching TV?” Starting a software company took a backseat that day. After we realized what had happened and thought about the indefinite uncertainty of the economy, did we ever question if maybe this wasn’t the right time? Never.  Seven10 was incorporated on 9/13/01.

People ask us all the time, “What does Seven10 mean?”  I would like to be able to say that it’s a very well-thought-out name, with meanings relative to the Greek gods, business fortune, storage software code,  an avid bowler (the 7-10 split),  or even the convenience store off by one number- but I can’t.  Seven10 is simply two lucky numbers. We couldn’t do 3 lucky numbers and since mine is 21, it seemed more appropriate to go with Seven (Jim) and Ten (Bobby).  Can you imagine a name with all three numbers? 71021. SevenTenTwenty-One. Doesn’t necessarily roll off the tongue.

CTO-level engineers don’t work at entry-level salaries, so we started reselling storage products to earn money; we needed to hire Dave and move into office space. We received our first order from Abbot Laboratories on 12/1/01. We used this sale, along with money out of our own pockets, to hire our first employee (Dave Maxey) that December.

Prior to having an office, we would meet with Dave once a week at the Andover Inn Bar. He would update us on his work developing our flagship product. During those meetings, we would strategize how and where we would sell it.  It feels like yesterday, the memories are vivid.  I can still see us sitting there in an empty bar at 2:00 p.m. in the afternoon with a cold beer (a scotch for Dave), sharing a bowl of peanuts, and determining our future.   The manager at the bar got to know us well. When you are making important decisions, there tend to be disagreements, times would get a little tense, and we’d draw some attention in the bar. But we knew we were all striving for the same goal.

It is hard to explain the feeling of starting a company: what you are about to embark upon is truly 100% yours, and you are no longer following the plan given to you by your President, CEO or VP.  You are not selling a product developed by somebody you have never met. This was our chance to make our product, design a plan, and execute it.

With revenue coming in and Dave getting the only paycheck, we moved into our offices in May 2002.  These are the times you remember for your entire life. This was nothing like the previous 10 years in the industry, going to work every day knowing what to expect and going through the same routine (those are the times I do forget).  We now had limitless potential and everything invested – win or lose.

The summer of 2002 was filled with positive energy as the three sales guys feverishly worked to bring in revenue to pay our one employee and also allow him to hire engineers to speed up the development process. In previous years, with a quota of $2M, a $15,000 order was nice, but also routine and expected.  In the infancy of Seven10, a $15,000 order meant a lot more.

Fortunately Bobby, Jimmy, and I had built strong relationships with the hardware partners from our Smart Storage days. That summer, in an effort to increase our revenue potential in the short term, we started reselling hardware (JVC, Pioneer, Plasmon). If somebody wanted a kitchen sink, I am sure we would have found a way to resell that too!  By August, we had brought in enough revenue to hire additional engineers for Dave.

With Dave and his team working around the clock (more to come on that), we started to shift our focus to application providers (healthcare, banking, records management) as we now had a product to talk about. The product would not be ready until 2003, but we started pitching the application providers that needed a storage backend. The market was getting a little stagnant, creating plenty of revenue so the time to emerge was now…

- Gary Lafreniere, Vice President of Operations

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Jan 25

The debate between the merits of hardware and software in the storage industry is always on-going. Here’s Seven10’s two cents.

Intelligent software will dramatically redefine the current way of doing business in IT over the next 2-3 years. The transition will happen quickly once industry pros realize that the accelerating rate of hardware purchases isn’t sustainable.

Today’s data center is built from stacks and stacks of hardware, since disk proliferation leads to massive investments in back-up infrastructure. This “pack-rat” mentality of buying and holding onto hardware has been 15 years in the making. Big Iron is doing nothing to curb the current thinking of “throw more disk at it.”

How long has it been since Big Iron has promised to be more software-centric, yet most of their software management platforms remain the “brown-headed step child” (I am a red head) of the company. At the end of the day, the reality is this: Too much hardware has caused billions of dollars in mismanaged data.

In the next decade, the Global IT department needs to think radically in their approach to data management and focus on software solutions that will help reduce mismanagement, minimize storage obsolescence, and increase accessibility.

This approach will undoubtedly reduce the amount of hardware purchased, impacting revenue growth and forcing Big Iron into build vs. buy decisions that will eventually change the landscape of the storage industry forever.

- Bobby Moulton, President of Seven10

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