Building a New Brand of Data Center. George Stork Senior Director of I.T.

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1 Building a New Brand of Data Center George Stork Senior Director of I.T. gstork@beachbody.com

2 Agenda Beachbody overview Enterprise technology landscape The Challenge The process / evaluation criteria Budget & ROI Implementation Anticipated results Advice to others

3 Beachbody overview Leading producer and marketer of in-home fitness, beauty and wellness products. Most popular brands are P90X, INSANITY, Slim in Six, Hip Hop Abs & Shakeology 500 internal users; 38K+ distributors; 12M+ customers Based in Santa Monica, CA, with call centers in Los Angeles, India and Costa Rica. Independent distributors throughout the U.S. Products are marketed in the U.S., Canada and the U.K.; currently expanding into Latin America Results-driven company, with a goal to defeat obesity and associated health issues (heart disease, diabetes)

4 Enterprise Technology Landscape Traditional enterprise infrastructure (Exchange, Oracle ERP/BI, Middleware/SOA, Citrix/XenApp, BES, SQL Server, web applications) & in-house video production E-commerce infrastructure and services beachbody.com and associated brand sites, i.e. p90x.com shopping cart teambeachbody.com club site message boards, virtual gym/workout tracker, meal planning Distributor sites reporting & tracking tools, compensation engine, personalized online presence and shopping cart Supporting applications/services (HR/benefits/payroll/performance tracking, contact center/online customer support, web analytics, DNS management

5 The Challenge From Beachbody CIO: How can we deliver more to the business, faster, and more efficiently (without introducing additional risk)? We need rapid infrastructure provisioning & better management tools: requires flexibility, portability, efficiency, security, protection, visibility. Today provisioning is too slow, inflexible, tied to physical hosts, inefficient use of resources, and clumsy protection mechanisms. Reduce data center sprawl: servers and access switches spanning 8 racks, with associated power, cooling and cabling. Establish an efficient model for delivering computing resources internally, which can be extended to external sites and partners.

6 Evaluation Criteria & Factors Virtualization: It s not just for servers we have been virtualizing our applications via Citrix for years, and enterprise storage functionality continues to advance (virtual provisioning, F.A.S.T., etc.). Leverage for Disaster Recovery & Business Continuity. Extend to the desktop and mobile devices? VCE Initiative: Very compelling technology partnership we had already standardized on Cisco for network & EMC for storage Cisco UCS: Cisco s new blade-server architecture simplifies many common data center infrastructure challenges Timing: A large number of Dell 1U & 2U servers were reaching end of warranty renew/extend warranty, replace, or consider new platform?

7 Evaluation Criteria & Factors (continued) VMWare Capacity Planner tool: revealed we are significantly underutilizing server infrastructure (>90% of servers were using <5% of available resources) Consolidation proposal from Cisco & VMWare: 58 physical servers to 4 UCS blades EMC analysis: revealed several hot-spots on our SAN, and under-utilized RG s & LUN s Licensing: Currently running per-server licenses and entitlements for Microsoft and RedHat Linux; Proposal would consolidate 24 Windows Standard licenses to 4 Data Center Edition

8 Budget & ROI Cost of 40 new Dell servers vs. UCS implementation plus VMWare licensing roughly equal Switching upgrades necessary either way Storage upgrades necessary either way Significant reduction in power/cooling costs UCS equipment consolidation of server footprint Reduction of fiber channel fabric (Cisco 10Gb copper SFP+ cables require 10% the power of fiber.1w vs. 1W) Room for expansion without extending data center footprint we will likely give up 8 racks and still have room to accommodate 4x our current infrastructure

9 Budget & ROI

10 Implementation Discussions about virtualization, platform, options & budget started in early 2010 Technology & vendor evaluations, skillsets and gap analysis during Q2 10 Equipment & licensing procurement and professional services engagements during Q3 10 Core network upgrades in Q4 10 Initial implementation of UCS in Q4 10, with ongoing phased migrations planned through Q3 11 EMC upgrade in Q4 10 Flare 30, F.A.S.T., and FastCache / RecoverPoint planned in Q1 11 Remote DR/BC site planned in Q2 11

11 Anticipated Results Today it takes 1-4 weeks to provision a new server and associated infrastructure, whereas we can roll out new VM s in minutes. Today, upgrading a server environment, or cloning a production environment requires significant planning and time. Our upgraded infrastructure will enable seamless real-time migrations and rapid cloning. Today we build in redundancies at all layers per application. We can leverage VMware on UCS to manage load and failover, which equates to less cabling, fewer physical ports, lower power consumption, less complexity.

12 Anticipated Results (continued) Today we have many points to manage using a variety of tools. Consolidating onto UCS will simplify management and associated tools. Today we manually upgrade server storage based on performance and utilization. With F.A.S.T., our Clariion will automatically rebalance our storage pools to ensure the application data demanding the greatest performance will run at the appropriate storage tiers, and that data rarely access will remain on the lower tier. Today we use Oracle-based replication technologies to safeguard our databases. EMC RecoverPoint will offer more flexible methods for protecting our data, and replicating between sites.

13 Advice Planning is key, as there are many factors to consider (listen to your internal technical teams, they know your environment well) Ensure that your vendors are recommending the most appropriate solutions for your environment. Don t avoid the details, there are many, and they are important. Ask lots of questions, and make sure you are getting credible answers. Ask to speak with vendor references who have addressed challenges similar to the ones you face. Gaining early buy-in from the team that will be supporting new technology is critical. Just one holdout can cause delays and complications.

14 Add Your Logo here Do not use master Thank You George Stork Senior Director of I.T.