Infrastructure as Code Market by Offering Type (Services, Tools), Deployment Model (Cloud, On Premises), Organization Size, Industry Vertical - Global Forecast 2025-2032
Description
The Infrastructure as Code Market was valued at USD 1.74 billion in 2024 and is projected to grow to USD 2.20 billion in 2025, with a CAGR of 28.38%, reaching USD 12.86 billion by 2032.
Framing the strategic role of Infrastructure as Code within enterprise IT operations and cross-functional delivery models
Infrastructure as Code (IaC) has moved from a niche automation capability to a central element of modern IT strategy, reshaping how organizations design, deploy, and manage environments. Adoption is driven by the need for repeatability, traceability, security, and speed, which together enable engineering teams to treat infrastructure as a versioned, testable artifact. As teams mature, IaC practices intersect with continuous integration and delivery pipelines, compliance workflows, and platform engineering efforts, creating a holistic approach to infrastructure lifecycle management.
Across varied organizational contexts, IaC reduces manual toil and surface area for human error while enabling more rigorous governance through code review, automated testing, and policy-as-code enforcement. This transition requires cross-functional alignment among development, operations, security, and procurement functions. In addition, leadership must invest in skills, tooling, and change management to convert initial pilots into sustained, enterprise-grade practice. In short, IaC is both a technical pattern and a cultural shift that strengthens operational resilience, supports cloud and hybrid architectures, and accelerates business delivery timelines.
Identifying the converging forces that are rapidly elevating Infrastructure as Code from tactical automation to a strategic enterprise capability
The landscape for Infrastructure as Code is undergoing transformative shifts as enterprises respond to heightened expectations for speed, security, and cost transparency. First, platform engineering has elevated IaC from a developer convenience to a strategic lever for standardizing developer experience and reducing cognitive load. Second, the blending of policy-as-code and security testing into IaC pipelines has advanced the practice from configuration management to a primary control point for compliance and risk mitigation.
Furthermore, the proliferation of hybrid and multi-cloud strategies is prompting organizations to adopt abstraction and orchestration layers that reconcile divergent provider primitives. This is complemented by rising investment in open source ecosystems and vendor-agnostic tooling that reduce lock-in while enabling standardized practices. Finally, talent composition is shifting: teams now require hybrid skill sets that combine software engineering rigor with infrastructure and security domain knowledge. Collectively, these trends signal a maturation of IaC from tactical automation to a foundational element of digital transformation initiatives.
Assessing how tariff policy changes influence procurement, deployment choices, and supplier strategies across Infrastructure as Code supply chains
Trade policy developments, including tariff measures enacted or proposed in recent years, have tangible operational implications for the Infrastructure as Code ecosystem because tooling, hardware, and services are embedded in global supply chains. Tariffs that affect imported networking hardware, servers, and associated peripherals increase the total cost of on-premises infrastructure, which can make cloud and managed service alternatives relatively more attractive. In turn, demand patterns shift toward architectures and procurement models that minimize capital expenditure and favor software-defined approaches.
At the same time, tariffs can disrupt vendor economics and channel strategies, prompting suppliers to reassess sourcing, localize production, or adjust pricing models. These shifts influence procurement cycles and vendor selection criteria for organizations that balance regulatory compliance, latency, and sovereignty requirements. Moreover, indirect effects appear in professional services and managed services; consulting resources that support migration, automation, and platform engineering may see altered engagement models as clients weigh the cost-benefit of moving workloads. Through these mechanisms, tariff policy changes reshape priorities around cloud adoption, edge deployments, and the mix between commercial and open source tools, thereby affecting how organizations plan and execute IaC initiatives.
Uncovering segmentation-driven adoption patterns by analyzing offering types, deployment models, organization sizes, and vertical-specific requirements
Insight emerges most clearly when the market is examined through the lens of offering type, deployment model, organization size, and industry verticals. Offering type distinguishes managed services and professional services from tools, with managed services focusing on outsourced operations and professional services encompassing consulting, implementation, support, and training. Tools split between commercial offerings and open source projects, each bringing different trade-offs in licensing, support, extensibility, and community-driven innovation. These distinctions affect adoption pathways: organizations prioritizing predictability and vendor support may lean toward commercial tools and managed services, whereas those prioritizing flexibility and cost optimization may favor open source tools and internal professional services investments.
Deployment model remains a decisive factor in architecture and governance strategies. Cloud-based deployments, including hybrid, private, and public cloud models, enable different abstractions and service layers that influence IaC tool choice and operational design. Hybrid cloud scenarios drive investment in orchestration and portability mechanisms to unify environments, while private cloud deployments place greater emphasis on on-premises automation, hardware lifecycle integration, and tighter compliance controls. Organization size also matters: large enterprises typically require scalable governance frameworks, enterprise-grade security integrations, and cross-team coordination, whereas small and medium enterprises tend to prioritize rapid time-to-value, simplified toolchains, and outsourced expertise. Industry verticals such as banking, government and defense, healthcare and life sciences, IT and telecom, and retail and consumer goods shape regulatory constraints, data sensitivity requirements, and performance SLAs, which in turn determine policy-as-code imperatives, auditability features, and acceptable risk profiles. Together, these segmentation axes provide a structured way to understand adoption patterns, vendor positioning, and where investments in skills and tooling will have the most strategic impact.
Exploring how regional regulatory, commercial, and talent dynamics shape Infrastructure as Code strategies across the Americas, EMEA, and Asia-Pacific
Regional dynamics substantively shape how Infrastructure as Code strategies are prioritized, resourced, and governed, and three macro regions exhibit distinct drivers and constraints. In the Americas, organizations often favor rapid innovation cycles, early adoption of cloud-native patterns, and an ecosystem of commercial tooling, while evolving regulatory attention to data privacy and cross-border flows adds complexity to deployment choices. These forces combine to encourage investment in policy-as-code, comprehensive CI/CD integration, and partnerships with managed service providers that can accelerate secure adoption.
In Europe, Middle East & Africa, a mix of data sovereignty concerns, regulatory nuance, and heterogeneity of cloud adoption rates creates opportunities for private cloud and hybrid solutions; governments and regulated industries frequently demand demonstrable audit trails and stringent access controls, which elevates the need for robust governance frameworks. Meanwhile, Asia-Pacific presents a diverse landscape where rapid cloud uptake in some markets coexists with localized infrastructure preferences in others, prompting strategies that balance centralized platform standards with regional customization. Across all regions, differences in talent availability, procurement norms, and supplier ecosystems influence whether organizations pursue in-house capability building, managed services, or federation models that combine internal platforms with external partnerships.
Examining how vendors and service providers differentiate through integrations, services-led delivery, and verticalized platform capabilities
Companies operating in the Infrastructure as Code space are differentiating through a combination of platform extensibility, ecosystem partnerships, and services-led engagements. Leading vendors prioritize developer experience, integrations with CI/CD and security tooling, and comprehensive lifecycle features such as drift detection, testing frameworks, and policy enforcement. At the same time, professional services firms and managed service providers are expanding capabilities to offer end-to-end migration programs, platform engineering services, and operational runbooks that help customers bridge the gap between proof-of-concept and production-scale IaC adoption.
Strategic moves include forming partnerships with hyperscale cloud providers and systems integrators, investing in open source stewardship to drive community adoption, and offering consumption-based commercial models to align vendor incentives with customer outcomes. Additionally, companies are creating verticalized solutions that embed domain-specific policies, compliance checks, and blueprints, thereby shortening time-to-governed deployment for regulated industries. Competitive differentiation increasingly hinges on the ability to combine technology innovation with proven delivery models, comprehensive training, and clear measurable outcomes for reliability, security, and operational efficiency.
Actionable steps for enterprise leaders to institutionalize Infrastructure as Code through governance, talent development, and pragmatic vendor strategies
Industry leaders should take decisive steps to convert IaC potential into sustained competitive advantage by focusing on governance, talent, and vendor strategy. First, codifying governance and compliance into IaC pipelines reduces risk and accelerates approvals; leaders should integrate policy-as-code, automated testing, and drift detection into standard delivery templates to ensure consistency across teams. Second, a structured talent strategy that blends software engineering, cloud architecture, and security expertise will enable organizations to scale IaC practices; investments in targeted training, role-based upskilling, and cross-functional platform teams are essential to maintain momentum.
Third, vendor and tool strategies should be pragmatic and aligned with long-term architecture goals; organizations should evaluate the trade-offs between commercial support and open source flexibility, and where possible adopt hybrid approaches that combine community-driven innovation with enterprise-grade support. Fourth, leaders should prioritize observability and measurable service-level objectives for infrastructure deployments so that operational improvements can be quantified and communicated to stakeholders. Finally, embedding IaC decisions into procurement and vendor management processes will help ensure that contractual terms, SLAs, and support models are aligned with operational realities and resilience objectives.
A transparent and evidence-driven research approach that combines practitioner interviews, technical artifact review, and cross-validation to produce actionable insights
The research synthesis underpinning these insights combines qualitative and quantitative inputs, triangulated through primary interviews, vendor materials, and publicly available technical documentation to ensure a balanced and verifiable perspective. Primary engagements include conversations with infrastructure architects, platform engineers, security leaders, and service providers to surface real-world experiences, adoption barriers, and success factors. Secondary inputs include technical whitepapers, open source project repositories, canonical product documentation, and industry announcements that illuminate feature trajectories and ecosystem activity.
Findings are cross-validated by comparing adoption signals across use cases, deployment models, and vertical requirements to ensure that recommendations are grounded in operational realities rather than vendor positioning. The methodology emphasizes reproducibility, and where scenario analysis is applied, parameter assumptions are made explicit to clarify the range of possible organizational responses. Throughout, the approach privileges evidence-based synthesis over anecdote, and it aims to provide decision-focused insights that support procurement, architecture, and risk management deliberations.
Consolidating the strategic imperative for Infrastructure as Code as a foundation for secure, repeatable, and scalable digital operations
In closing, Infrastructure as Code represents a strategic inflection point where automation, governance, and developer experience converge to shape enterprise agility and operational resilience. Organizations that treat IaC as an enterprise capability-investing in policy integration, testing, and skills-will realize benefits in predictability, security, and time-to-delivery. Conversely, piecemeal or tool-centric adoption without commensurate investment in governance and platform engineering risks fragmentation and operational debt that can erode the value of automation efforts.
Therefore, decision-makers should prioritize a balanced agenda that aligns technological choices with organizational structures and regulatory realities. This includes selecting tools and partners based on long-term interoperability, building iterative governance guardrails that scale, and establishing measurable objectives for performance and compliance. When approached holistically, Infrastructure as Code becomes more than a technical pattern; it becomes a durable foundation for continuous delivery, secure operations, and responsible innovation.
Note: PDF & Excel + Online Access - 1 Year
Framing the strategic role of Infrastructure as Code within enterprise IT operations and cross-functional delivery models
Infrastructure as Code (IaC) has moved from a niche automation capability to a central element of modern IT strategy, reshaping how organizations design, deploy, and manage environments. Adoption is driven by the need for repeatability, traceability, security, and speed, which together enable engineering teams to treat infrastructure as a versioned, testable artifact. As teams mature, IaC practices intersect with continuous integration and delivery pipelines, compliance workflows, and platform engineering efforts, creating a holistic approach to infrastructure lifecycle management.
Across varied organizational contexts, IaC reduces manual toil and surface area for human error while enabling more rigorous governance through code review, automated testing, and policy-as-code enforcement. This transition requires cross-functional alignment among development, operations, security, and procurement functions. In addition, leadership must invest in skills, tooling, and change management to convert initial pilots into sustained, enterprise-grade practice. In short, IaC is both a technical pattern and a cultural shift that strengthens operational resilience, supports cloud and hybrid architectures, and accelerates business delivery timelines.
Identifying the converging forces that are rapidly elevating Infrastructure as Code from tactical automation to a strategic enterprise capability
The landscape for Infrastructure as Code is undergoing transformative shifts as enterprises respond to heightened expectations for speed, security, and cost transparency. First, platform engineering has elevated IaC from a developer convenience to a strategic lever for standardizing developer experience and reducing cognitive load. Second, the blending of policy-as-code and security testing into IaC pipelines has advanced the practice from configuration management to a primary control point for compliance and risk mitigation.
Furthermore, the proliferation of hybrid and multi-cloud strategies is prompting organizations to adopt abstraction and orchestration layers that reconcile divergent provider primitives. This is complemented by rising investment in open source ecosystems and vendor-agnostic tooling that reduce lock-in while enabling standardized practices. Finally, talent composition is shifting: teams now require hybrid skill sets that combine software engineering rigor with infrastructure and security domain knowledge. Collectively, these trends signal a maturation of IaC from tactical automation to a foundational element of digital transformation initiatives.
Assessing how tariff policy changes influence procurement, deployment choices, and supplier strategies across Infrastructure as Code supply chains
Trade policy developments, including tariff measures enacted or proposed in recent years, have tangible operational implications for the Infrastructure as Code ecosystem because tooling, hardware, and services are embedded in global supply chains. Tariffs that affect imported networking hardware, servers, and associated peripherals increase the total cost of on-premises infrastructure, which can make cloud and managed service alternatives relatively more attractive. In turn, demand patterns shift toward architectures and procurement models that minimize capital expenditure and favor software-defined approaches.
At the same time, tariffs can disrupt vendor economics and channel strategies, prompting suppliers to reassess sourcing, localize production, or adjust pricing models. These shifts influence procurement cycles and vendor selection criteria for organizations that balance regulatory compliance, latency, and sovereignty requirements. Moreover, indirect effects appear in professional services and managed services; consulting resources that support migration, automation, and platform engineering may see altered engagement models as clients weigh the cost-benefit of moving workloads. Through these mechanisms, tariff policy changes reshape priorities around cloud adoption, edge deployments, and the mix between commercial and open source tools, thereby affecting how organizations plan and execute IaC initiatives.
Uncovering segmentation-driven adoption patterns by analyzing offering types, deployment models, organization sizes, and vertical-specific requirements
Insight emerges most clearly when the market is examined through the lens of offering type, deployment model, organization size, and industry verticals. Offering type distinguishes managed services and professional services from tools, with managed services focusing on outsourced operations and professional services encompassing consulting, implementation, support, and training. Tools split between commercial offerings and open source projects, each bringing different trade-offs in licensing, support, extensibility, and community-driven innovation. These distinctions affect adoption pathways: organizations prioritizing predictability and vendor support may lean toward commercial tools and managed services, whereas those prioritizing flexibility and cost optimization may favor open source tools and internal professional services investments.
Deployment model remains a decisive factor in architecture and governance strategies. Cloud-based deployments, including hybrid, private, and public cloud models, enable different abstractions and service layers that influence IaC tool choice and operational design. Hybrid cloud scenarios drive investment in orchestration and portability mechanisms to unify environments, while private cloud deployments place greater emphasis on on-premises automation, hardware lifecycle integration, and tighter compliance controls. Organization size also matters: large enterprises typically require scalable governance frameworks, enterprise-grade security integrations, and cross-team coordination, whereas small and medium enterprises tend to prioritize rapid time-to-value, simplified toolchains, and outsourced expertise. Industry verticals such as banking, government and defense, healthcare and life sciences, IT and telecom, and retail and consumer goods shape regulatory constraints, data sensitivity requirements, and performance SLAs, which in turn determine policy-as-code imperatives, auditability features, and acceptable risk profiles. Together, these segmentation axes provide a structured way to understand adoption patterns, vendor positioning, and where investments in skills and tooling will have the most strategic impact.
Exploring how regional regulatory, commercial, and talent dynamics shape Infrastructure as Code strategies across the Americas, EMEA, and Asia-Pacific
Regional dynamics substantively shape how Infrastructure as Code strategies are prioritized, resourced, and governed, and three macro regions exhibit distinct drivers and constraints. In the Americas, organizations often favor rapid innovation cycles, early adoption of cloud-native patterns, and an ecosystem of commercial tooling, while evolving regulatory attention to data privacy and cross-border flows adds complexity to deployment choices. These forces combine to encourage investment in policy-as-code, comprehensive CI/CD integration, and partnerships with managed service providers that can accelerate secure adoption.
In Europe, Middle East & Africa, a mix of data sovereignty concerns, regulatory nuance, and heterogeneity of cloud adoption rates creates opportunities for private cloud and hybrid solutions; governments and regulated industries frequently demand demonstrable audit trails and stringent access controls, which elevates the need for robust governance frameworks. Meanwhile, Asia-Pacific presents a diverse landscape where rapid cloud uptake in some markets coexists with localized infrastructure preferences in others, prompting strategies that balance centralized platform standards with regional customization. Across all regions, differences in talent availability, procurement norms, and supplier ecosystems influence whether organizations pursue in-house capability building, managed services, or federation models that combine internal platforms with external partnerships.
Examining how vendors and service providers differentiate through integrations, services-led delivery, and verticalized platform capabilities
Companies operating in the Infrastructure as Code space are differentiating through a combination of platform extensibility, ecosystem partnerships, and services-led engagements. Leading vendors prioritize developer experience, integrations with CI/CD and security tooling, and comprehensive lifecycle features such as drift detection, testing frameworks, and policy enforcement. At the same time, professional services firms and managed service providers are expanding capabilities to offer end-to-end migration programs, platform engineering services, and operational runbooks that help customers bridge the gap between proof-of-concept and production-scale IaC adoption.
Strategic moves include forming partnerships with hyperscale cloud providers and systems integrators, investing in open source stewardship to drive community adoption, and offering consumption-based commercial models to align vendor incentives with customer outcomes. Additionally, companies are creating verticalized solutions that embed domain-specific policies, compliance checks, and blueprints, thereby shortening time-to-governed deployment for regulated industries. Competitive differentiation increasingly hinges on the ability to combine technology innovation with proven delivery models, comprehensive training, and clear measurable outcomes for reliability, security, and operational efficiency.
Actionable steps for enterprise leaders to institutionalize Infrastructure as Code through governance, talent development, and pragmatic vendor strategies
Industry leaders should take decisive steps to convert IaC potential into sustained competitive advantage by focusing on governance, talent, and vendor strategy. First, codifying governance and compliance into IaC pipelines reduces risk and accelerates approvals; leaders should integrate policy-as-code, automated testing, and drift detection into standard delivery templates to ensure consistency across teams. Second, a structured talent strategy that blends software engineering, cloud architecture, and security expertise will enable organizations to scale IaC practices; investments in targeted training, role-based upskilling, and cross-functional platform teams are essential to maintain momentum.
Third, vendor and tool strategies should be pragmatic and aligned with long-term architecture goals; organizations should evaluate the trade-offs between commercial support and open source flexibility, and where possible adopt hybrid approaches that combine community-driven innovation with enterprise-grade support. Fourth, leaders should prioritize observability and measurable service-level objectives for infrastructure deployments so that operational improvements can be quantified and communicated to stakeholders. Finally, embedding IaC decisions into procurement and vendor management processes will help ensure that contractual terms, SLAs, and support models are aligned with operational realities and resilience objectives.
A transparent and evidence-driven research approach that combines practitioner interviews, technical artifact review, and cross-validation to produce actionable insights
The research synthesis underpinning these insights combines qualitative and quantitative inputs, triangulated through primary interviews, vendor materials, and publicly available technical documentation to ensure a balanced and verifiable perspective. Primary engagements include conversations with infrastructure architects, platform engineers, security leaders, and service providers to surface real-world experiences, adoption barriers, and success factors. Secondary inputs include technical whitepapers, open source project repositories, canonical product documentation, and industry announcements that illuminate feature trajectories and ecosystem activity.
Findings are cross-validated by comparing adoption signals across use cases, deployment models, and vertical requirements to ensure that recommendations are grounded in operational realities rather than vendor positioning. The methodology emphasizes reproducibility, and where scenario analysis is applied, parameter assumptions are made explicit to clarify the range of possible organizational responses. Throughout, the approach privileges evidence-based synthesis over anecdote, and it aims to provide decision-focused insights that support procurement, architecture, and risk management deliberations.
Consolidating the strategic imperative for Infrastructure as Code as a foundation for secure, repeatable, and scalable digital operations
In closing, Infrastructure as Code represents a strategic inflection point where automation, governance, and developer experience converge to shape enterprise agility and operational resilience. Organizations that treat IaC as an enterprise capability-investing in policy integration, testing, and skills-will realize benefits in predictability, security, and time-to-delivery. Conversely, piecemeal or tool-centric adoption without commensurate investment in governance and platform engineering risks fragmentation and operational debt that can erode the value of automation efforts.
Therefore, decision-makers should prioritize a balanced agenda that aligns technological choices with organizational structures and regulatory realities. This includes selecting tools and partners based on long-term interoperability, building iterative governance guardrails that scale, and establishing measurable objectives for performance and compliance. When approached holistically, Infrastructure as Code becomes more than a technical pattern; it becomes a durable foundation for continuous delivery, secure operations, and responsible innovation.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
196 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Emergence of policy as code frameworks for automated cloud compliance and governance checks across multi-cloud deployments
- 5.2. Integration of GitOps workflows to enable self-service infrastructure provisioning with automated drift detection and reconciliation
- 5.3. Adoption of AI-driven IaC generation tools to accelerate template creation and reduce configuration errors at scale
- 5.4. Increasing use of modular Terraform modules and shared registries to standardize infrastructure components across global architectures
- 5.5. Implementation of continuous validation pipelines for IaC artifacts with embedded security scanning pre-deployment
- 5.6. Shift towards declarative serverless infrastructure definitions using IaC frameworks to manage ephemeral compute resources dynamically
- 5.7. Expansion of enterprise state management solutions for Terraform to support collaboration and locking in distributed teams
- 5.8. Growth of cross-platform IaC abstraction layers to unify configuration across container, virtual machine, and bare metal environments
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Infrastructure as Code Market, by Offering Type
- 8.1. Services
- 8.1.1. Managed Services
- 8.1.2. Professional Services
- 8.1.2.1. Consulting Services
- 8.1.2.2. Implementation Services
- 8.1.2.3. Support Services
- 8.1.2.4. Training Services
- 8.2. Tools
- 8.2.1. Commercial Tools
- 8.2.2. Open Source Tools
- 9. Infrastructure as Code Market, by Deployment Model
- 9.1. Cloud
- 9.1.1. Hybrid Cloud
- 9.1.2. Private Cloud
- 9.1.3. Public Cloud
- 9.2. On Premises
- 10. Infrastructure as Code Market, by Organization Size
- 10.1. Large Enterprises
- 10.2. Small And Medium Enterprises
- 11. Infrastructure as Code Market, by Industry Vertical
- 11.1. Banking Financial Services And Insurance
- 11.2. Government And Defense
- 11.3. Healthcare And Life Sciences
- 11.4. IT And Telecom
- 11.5. Retail And Consumer Goods
- 12. Infrastructure as Code Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Infrastructure as Code Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Infrastructure as Code Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. Amazon Web Services, Inc.
- 15.3.2. Microsoft Corporation
- 15.3.3. Google LLC
- 15.3.4. HashiCorp, Inc.
- 15.3.5. Red Hat, Inc.
- 15.3.6. Puppet, Inc.
- 15.3.7. Progress Software Corporation
- 15.3.8. VMware, Inc.
- 15.3.9. Pulumi Corporation
- 15.3.10. Oracle Corporation
- 15.3.11. International Business Machines Corporation
- 15.3.12. Hewlett Packard Enterprise Development LP
- 15.3.13. Alibaba Group Holding Limited
- 15.3.14. Dell Technologies Inc.
- 15.3.15. Cisco Systems, Inc.
- 15.3.16. Broadcom Inc.
- 15.3.17. ServiceNow, Inc.
- 15.3.18. NetApp, Inc.
- 15.3.19. Rackspace Technology, Inc.
- 15.3.20. Juniper Networks, Inc.
- 15.3.21. Arista Networks, Inc.
- 15.3.22. F5, Inc.
- 15.3.23. BMC Software, Inc.
- 15.3.24. GitLab Inc.
- 15.3.25. Canonical Group Limited
- 15.3.26. DigitalOcean Holdings, Inc.
- 15.3.27. Rancher Labs, Inc.
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