 From the CUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE conversation. Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in our Palo Alto studios, kind of continuing our leadership coverage, reaching out to the community for people that we've got in our community to get their take on how they're dealing with the COVID crisis, how they're helping to contribute back to the community to bring their resources to bear. And just some general good tips and tricks of getting through these kind of challenging times. And we're really excited to have one of my favorite guests. He's been used to come on all the time. We haven't had him on for three years, which I can't believe it's Abhi Mehta, the CEO of Truseta, founder of Truseta. Abhi, I checked the record. I can't believe it's been three years since we last sat down. Great to see you. Jeff, first of all, it's always a pleasure. And I think the only person to blame for that is you, Jeff. Well, I will make sure that it doesn't happen again. So, and just to check in, how's things going with the family, the company? Thank you for asking. Family is great. We have, I've got two young kiddos who have become video conferencing experts, and they now teach me the tricks for it, which I'm sure is happening in a lot of families around the world. And the team is great. We've been remote at this point almost two months ago now and can complain. I think we are an intellectual property business, like you are. So it's been a little easier for us to go remote compared to a lot of other businesses in the world and in America, but no complaints. You know, we're very fortunate. We are glad that we have a business and a company that can withstand the economic uncertainty. And the family is great. I hope the same for the Q family. I haven't seen Dave and John and it's good to see you again. And I hope all of you guys are happy and healthy. Great, I think, and we're good. So thank you for asking. So let's jump into it. One of the things that I've always loved about you is really your sense of culture and this kind of constant reinforcing of culture in your social media posts and the company blog posts at Trasata, celebrating your interns. And you really have a good pulse for that. And I just, I think we may even talked about it before about kind of the CEOs and leadership and social media, those that do and those that don't. And I think it's probably for many kind of a risk reward trade-off. I could say something to Pupid versus what am I getting at it? But really it's super important. And in these times with the distributed workforce, the importance and value of communicating and culture and touching your people frequently across a lot of different mediums and topic areas is more important than ever before. Share with us kind of your strategy. Why did you figure this out early? How have you kind of adjusted your method of keeping your team up and communicating? Absolutely, like I guess I owe you guys a little bit of gratitude for it, which is we launched our company and I'm sure you remember on theCUBE, it was a social media launch. If you say it like that, I think there are two or three things that are very important, Jeff, and you hit on all of them. One is the emphasis on information sharing. It becomes more important in times like these and we as a society value the ability to share a positive conversation, a positive perspective and a positive outlook more. But since day zero at Preseta, we've had this philosophy that there are no secrets. It is important to be open and transparent, both inside and outside the company, and that our legacy is going to be defined by what we do for the community and not just what we do for our shareholders. And by its very nature, the fact that I grew up in a different continent and I live and call America a different continent my home, I guess it's very important for me to stay connected to my roots. It is a good memory or reminder that the world is very interconnected. Unfortunately, the pandemic is the best or worst example of it in a really weird way. But I think it's also a very important point, Jeff, that I believe we learned early and I hope coming out from this is something that we don't lose. The point you made about kindness, social media and social networking has a massively, in my opinion, massively positive binding force for the world. At the same time, there were certain business models that tried to capitalize on the negative aspects of it, whether they are the commercialized versions of slambooks or not so nice business models that capitalize on the ability for people to complain. I hope that people, society and us humans, coming out of it, learn from people like yourself or the small voice that I have on social media or the messages we share. And we are kinder in what we do online because the ability to have networks that are viral and can propagate or self-propagate is a very positive unifying force. And I hope out of this pandemic, we all realize the positive nature of it more than the negative nature of it. Because unfortunately, as you know, that our business models built on the negative forces of social media and I really, really hope that coming out of this, our positive voices drown out the negative voices. That's a great point. And it's a great, I want to highlight a quote from one of your blogs. Again, I think you're just a phenomenal communicator in relationship to what's going on with COVID. And I quote, we are fighting fear, pain and anxiety as much as we are fighting the virus. This is our humble attempt to, we'll get into what you guys did to help the thousands of first responders, clerks, rock stars. But I just really want to stick with that kindness theme. You know, I used to, or I still joke, right? That the greatest smile in technology today is Arjit from Signal FX. The guys are going to throw up a picture of him. He's a great guy. He looks like everybody's favorite uncle. I love that guy. But for Signal FX, and actually it's funny, Signal FX also launched on theCUBE at Big Data, a big data show. I used to say the greatest smile in tech is Abhimeta. I mean, how can you go wrong? And when I reached out to you, I consciously thought what more important time do we have than to see people like you with a big smile, with a great positive attitude, focusing on the positives. And I just think it's so important and it segues nicely into what we used to talk about at the Stratas shows and the Big Data shows all the time. Everyone wanted to talk about Hadoop and Big Data. You always stress, it's never about the technology. It's about the application of the technology. And you've focused your company on that very with a laser focus from day one. Now it's so great to see as we think the bad news about COVID, a lot of bad news, but one of the good news is there's never been as much technology, compute horsepower, big data, analytics, smart people like yourself to bring a whole different set of tools to the battle than just building Liberty Ships or building planes or tanks. So you guys have a very aggressive thing that you're doing. Tell us a little bit about it. The COVID, active transmission, the coat, if you will. Tell us about what that is. How did it come to be and what are you hoping to accomplish? Of course. So first of all, you're too kind. Thank you so much. I think you also were the first people to give me a hotline about my new or a Twitter picture I put on. And he said, what are you doing, Abi? You know, you have a good smile. Come on, give me the smile back. So thank you. You're very kind, Jeff. I think as we, as you know, and I know, I think there's a lot to be thankful for in life and there's no reason why we should not smile. No matter what the circumstance, we have so much to be thankful for. And also, and I'm remiss, happy Earth Day. You know, I'm rocking my green for Earth Day, as well as Ramadan Karim. Today is the first day of Ramadan. And you know, I wish everybody in the world Ramadan Karim. And on that trend, right? On that trend of how does, do we as a community come together when faced with crisis? So court was a very simple thing. You know, it's a thank you for recognizing the hard work of the team that led it. It was an idea, I came up with it, you know, in the shower. I'm like, there are two kinds of people or you can, we as humans have a choice when history is being made, which I do believe history is being made, right? Whether you look at it economically and a economic shock that we have not felt as humanity since the depression, but you look at it socially. And again, something we haven't seen since the Spanish flu. History is being made in these times. And I think we as humans have a choice. We can either be witnesses to it or play our part in helping shape it. And court was our humble, tiny attempt to, when we look back, say, when history was being made, we chose to not just sit on the sideline but be a part of trying to be part of the solution. So all we did with code was take a small idea I had, team gets the entire credit for it, they ran with it. And the idea was there was a lot of data being open sourced around COVID and a lot of work being done around reporting what is happening. But nothing was being done around reporting or thinking through using the data to predict what could happen with it. And that was code. With code, we try to make the first code 1.0 that came out almost two weeks ago now when you first contacted us, was predicting the spread. And the idea around bringing the spread wasn't just saying, here is the number of cases, here are the number of deaths, and know what to be wary of. We wanted to provide, like how firefighters do, can we predict where it may go to next at a county by county level? So we could create a little bit of a firewall to help the spread of it to be slower. In no ways are we claiming that if you did quote, you can stop it. But if you could create firewalls around it and distribute tests, not just in areas and cities and counties where it is spiking, but look at the areas and counties where it's about to go to. So we use the in-house network algorithm, we call that Orion, and we were able to start predicting where the virus is going to go to. We also then quickly realized that this could be an interesting, an extra arrow in the quiver in our fight. We should also think about where are their green shoots around where can recovery be helped? So before the president came out and announced, it was Seren De Pittish. Before the president came and said, I want to start finding the green shoes to open the country. We then did quote two, which we announced a week ago with the green shoots around it to say our recovery index. And the recovery index is looking at, it's kind of like a meta algorithm. We're looking at the rates of change of the rates of change. So if you're seeing the change of the rates of change, you know, the meta part, the declining, we're saying there are early shoots that we, as we plan to reopen our economy in our country, these are the counties to look at first. That was a second attempt with code. And the third attempt we have done is, we're calling it, are we there yet index? It got announced yesterday. And now you have the first public announcement of it. And the are we there yet index is using the government's definition of the phase one, phase two, phase three. And we are making a prediction on where, which are the counties that are ready to be opened up. And there's good news everywhere in the country, but we are predicting there are 73 different counties that as per the government's definition of ready to open are ready to open. So that's all, you know, we were able to launch the app in five days. It is free for all first responders, all hospital chains, all not for-profit organizations trying to help the country through this pandemic and for-profit operations who want to use the data to get tests out, to get antibodies out and to get, you know, the clinical trials out. So we have made a commitment that we will not charge for a quote through to, for any of those organizations to help the country open our very, very small attempt to add another dimension to the fight, you know, it's data, it's analytics. I'm not a first responder. This makes me sleep well at night that I'm at least we're trying to help, you know, first responders, the true heroes, right? The true heroes. This is our, our humble attempt to help them and recognize that their efforts should not go to waste. Obby, that's great because, you know, there is data and there is analytics and there is, you know, algorithms and the things that we've developed to help people, you know, pick their better next purchase at Amazon or what are they going to watch next on Netflix? And it's such a great application. You know, it's funny, I just finished a book called Ghostbap and it was a story of the cholera epidemic in London in like 1850, something or other, 1854. But what's really interesting at that point in time is they didn't know about waterborne diseases. They thought everything kind of went through the air and it was really a couple of individuals in using data in a new way. And more importantly, mapping different types of data sets on top of it. And now this is, it's this map that where they basically figured out where the pump was that was polluting everybody. But it was a great story and, you know, kind of changing the narrative by using data in a new novel and creative way to get to an answer that they couldn't. And, you know, there's so much data out there but then there's so short of data. I'm just curious from a data science point of view, you know, there aren't enough tests for, you know, antibodies who's got it. There aren't enough tests for just, are you sick? And then, you know, we're slowly getting the data on the desk, which is changing all the time. You know, recently announced that the first Bay Area deaths were actually a month before they thought they were. So as you look at what you're trying to accomplish, what are some of the great data sets out there and how are you working around some of the lack of data in things like, you know, test results. How are you kind of organizing pulling that together? What would you like to see more of? That's why I like talking to you. That's why I missed you. You asked these good questions of me. Excellent point. I think there are three things I would like to highlight. Number one, it doesn't take your point that you made with the plethora of technical advances and this S-curve shift that we first spoke at theCUBE almost 11 years ago to the date now or 10 years ago, Jeff, the idea of, you know, population level, law modeling, that cluster computing is finally democratized so everybody can run complicated tests at a unique segment or one. And this is the beauty of what we should be doing in the pandemic. I'm quite surprised, actually, that given the fact that we've had this S-curve shift, what the world calls a combination of cloud computing, so on-demand IO and technical resources for processing data and then the on-demand ability to store and run algorithms at massive scale, we haven't really combined our forces to predict more, you know, that the point you made about the waterborne pandemic in the 1800s, we have an ability as humanity right now to actually see history play out rather than write a book about it, you know, as a past tense. And the three things that are important to do are as follows. Number one, luckily for you and I, the cost of computing an algorithm to predict is manageable. So I am surprised why the large cloud players haven't come out and said, you know what, anybody who wants to distribute anything around predictions related to the pandemic should get cloud resources for free. We are running quote on all three cloud platforms and I'm paying for all of it, right? That doesn't really make sense. But I'm surprised that they haven't really, you know, joined the debate or contributed to it in a way to say, let's make compute free for anybody who would like to add a new dimension to our fight against the pandemic. Number one, but the good news is it's available. Number two, there is luckily for us that open data movement, you know, that was started under the Obama administration and hasn't stopped because you can't stop open movements, allows people, companies like ours to go leverage, you know, whether it's John Hancock, Carnegie Mellon, or the new data coming out of, you know, California universities, a lot of those people are opening up the data. Not every single piece is at the level we would like to see, you know, it's not zip plus four, it's mostly county level, but it's available. The third innovation is what we've done with quote, but not, it's not an innovation for the world, right? Which is the give get model. So we have said we will curate everything that's available online at no cost to anybody to use it. But then for purposes and conversations, we want to enrich it. Every organization who gives quote data will get more out of it. So we have enabled a data exchange, deep power of our platform and you open up the exchange that my clients use, but you know, we've opened up our data exchange, part of our software platform, and we have open source for this particular case, a give get model, but the more you give to it, the more you get out of it. And our first installations, this was the first week that we have users of the platform, the state of Nevada is using it, our state in North Carolina is using it already. And we're starting to see the first asks for the give get model to be used. But that's the three ways we're trying to address the problem. That's great. And so important, you know, and this again, when this whole thing started, you couldn't help but think of the Ford plant making airplanes and Kaiser making Liberty ships in World War II. But you know, now this is a different battle, but we have different tools. And to your point, luckily we have a lot of the things in place, right? And we have mobile phones and, you know, we can do zoom and we can talk as we're talking now. So I want to shift gears a little bit and just talk about digital transformation, right? We've been talking about this for ad nauseam. And then suddenly, right? There's this light switch moment for people got to go home and work and people got to communicate via online tools and kind of this talk and this slow movement of getting people to work from home, kind of a little bit and digital transformation, a little bit and data-driven decision-making a little bit. But now it's a light switch moment. And you guys are involved in some really critical industries like healthcare, like financial services. When you kind of look at this, not from a, you know, kind of business opportunity pure, but really more of an opportunity for people to get over the hump and stop. You can't push back anymore. You have to jump in. What are you kind of seeing in the marketplace? How are, you know, some of your customers dealing with this good, bad and ugly? There are two, I want to start my response to you with using two of my favorite sayings that, you know, come to mind as we started the pandemic. One is, you know, someone very smart said and I don't know who's been attributed to, but a crisis is a terrible thing to waste. So I do believe this move to restoring the world back to a natural state where there's not much fossil fuels being burnt and humans are not careful about their footprint. But even if it's forced is letting us enjoy the earth and its glory, which is interesting. And I hope we don't waste that opportunity. Number one. Number two, Warren Buffett came out and said that it's only when the tide goes out, you realize who's swimming naked. And this is a culmination of both those phenomenal phrases, you know? Which is one, this is the moment. I do believe this is something that is deeper, both in the ability for us to realize the virtuosity of humanity as a society, as social species, as well as a reality check on what a business model looks like. Vis-a-vis a presentation that you can put some fancy words on, in what has been an 11 year boom cycle and blitz scale your way to disaster. You know, I have said publicly that this, the peak of the cycle was when Mr. Hoffman, Mr. Reid Hoffman wrote the book, Blitz Scaling. So we should give him a lot of credit for calling the peak in the cycle. So what we are seeing is a kind of coming together of those two big trends. Crisis is going to force industry, as you've heard me say for many years now, to not just modernize. What we have seen happen, Jeff, in the last few years or decades is modernization, not transformation. And they are different, right? It's the big difference as you know. Transformation is taking a business model, pulling it apart, understanding the economics that drive it, and then not even reassembling it, recreating how you can either recapture that value or recreate that value completely differently. Or by the way, blow up the value, create even more value. That hasn't happened yet. Digital transformation, you know, data analytics, AI, cloud have been modernizing trends for the last 10 years, not transformative trends. In fact, I've also gone and said publicly that today the very definition of technology transformation is run a SQL engine in the cloud and you get a big check off as a technology organization saying, I'm good. I've transformed how I look at data analytics. I'm doing what I was doing on prem in the cloud. There's still SQL in the cloud, you know? There's a very successful company that has made a business model out of it. You don't need to talk about the company today, but I think this becomes that moment where those business models truly, truly get a chance to transform. Number one. Number two, I think there's going to be, that's on the industrial side. On the new company side, I think the era of anointing winners by saying, grow at all costs. Economics don't matter, it's fundamentally over. I believe that the peak of that was the book called breast-scaling. The markets always follow the peaks a little later, but you and I, in our lifetimes, will see the return to fundamentals. Fundamentals, as you know, never go out of fashion. Jeff, whether it's good conversations, whether it's human values or it's economic models, if you do not have a path to being a profitable contributing member of society, whether that is running a good balance sheet individually and not driven by debt, or running a good balance sheet as a company, we call it financial jurisprudence. Financial jurisprudence never goes out of fashion. And the fact that even when we became the mythical animal, which is not the point that we became a unicorn, we were a profitable company three years ago and two years ago and four years ago and today, and we'll end this year as a profitable company. I think it's a very, very nice moment for the world to realize that within the realm of digital transformation, even the new companies that can leverage and push that trend forward can build profitable business models from it. And if you don't, it doesn't matter if you have a billion users, as my economics professor told me, selling a watermelon that you buy for a dollar for 50 cents, even if you sell that a billion times, you cannot make it up in volume. I think those are two things that will fundamentally change the trend from modernization to transformation. It is coming and this will be the moment when we look back and when you write a book about it, that people will say, you know what? No, Jeff called it. And the pandemic is what drove the economic jurisprudence as much as the social jurisprudence. Abhi, you touched on so many things there. We're going to go Joe Rogan. We're going to be here for four hours. So hopefully you're in a comfortable chair, but... Stand up, stand up desk. I don't sit anymore. I love standing up. Do you do the stand up desk? But I do the stand up desk. My version of your watermelon story was, I worked at a couple of kind of high growth, spend a lot of money, raise a lot of money startups back in the day and I just thought, finally we are working so hard. I'm like, well, why don't we just go up to the street and sell dollars for 90 cents with a card table and a comfy chair and maybe some iced tea and we'll drive revenue like there's nobody's business and lose less money than we're losing now and not have to work so hard. I mean, it's so interesting. As you said, everyone's kind of, kind of just pumped the brakes moment as well, growth at the cost of everything else, right? There used to be a great concept called triple line accounting, right? Which is not just shareholder value to the sacrifice of everything else, but also your customers and your employees and your community and being a good steward and a good participant in what's going on. And I think that a lot of that got lost. Another, to your point about pumping the brakes and the environment. I mean, it's been kind of entertaining on the oil side watching an unprecedented supply shock followed literally within days by an unprecedented demand shock. But the fact now that when everyone's not driving to work at nine in the morning, we actually have a lot more infrastructure than we thought. And it kind of goes back to the old model capacity planning issue. But why are all these technology workers driving to work every morning at nine o'clock? I mean, it's one thing if you're a service provider or you got to go work at a restaurant or you're carrying a truck full of tools. But for people that just go sit on a laptop all day makes absolutely no sense. And I love your point that people are now, you know, seeing things a little bit slow down. You know, that you can hear birds chirp. You're not just stuck in traffic. And to your point on the digital transformation, right? I mean, there's been revolution and evolution and revolution, people get killed. And the fact that digital is not the same as physical, but it's different had been Nelson on talking about the changes in education. He had a great quote. I've been using it for weeks now, right? That a car is not a mechanical horse, right? It's really an opportunity to rethink, you know, rethink the objective and design a new solution. So it is a really historical moment. I think it is, it's really interesting that we're all going through it together as well, right? It's not like the earthquake in 89 or I was in Mount St. Helens when that blew up in 1980 where you had kind of a population that was involved in the event. Now it's a global thing. Where were you in March, 2020? And we've all gone through this together. So hopefully it is a little bit of a, of more of a unifying factor and kind of the final thought since we're referencing great books and authors and quotes, right? As you've all know, Harari and Sapiens talked about what is culture, right? Culture is basically, it's a narrative that we all have bought into. And I find it so ironic that in the year 2020 that we always joke is 2020 hindsight, we quickly found out that everything we thought was, suddenly wasn't. And the fact that the global narrative changed literally within days, you know, really a lot of spearheaded right here in Santa Clara County with Dr. Saracote shutting down groups of more than 150 people which is about four days before they went to the full shutdown. It is a really interesting time but as you said, you know, if you're fortunate enough as we are to, you know, have a few bucks in the bank and have a business that can be digital, which you can if you're in the sports business or the travel business, the hotel business, the restaurant business, a lot of not good stuff happening there. But for those of us that can, it is an opportunity to do this nice, you know, kind of a reset and use the powers that we've developed for recommendation engines for really a much more powerful. For good. And you're doing a lot more stuff too, right? With banking and in healthcare. Telemedicine is one of my favorite things, right? We've been talking about telemedicine and electronic medicine for now. Well, guess what? Now you have to, because the hospitals are overflowing. And Jeff, to your point, three stories and you know, then at some point, I know you have, I will let you go. You can let me go. I can talk to you for four hours. I can talk to you for days, my friend. You know, the three stories that have been very relevant to me through this crisis. I think I guess in a way all are personal, but the first one, you know, that I always like to remind people on, they were business models built around allowing people to complain online. And then using that as almost like a stick to find a way to commercialize it. And I look at that all of our friends and I'm sure you have friends, I have lots of friends at restaurant in this way and how much they're struggling, right? They are honest working. The hardest thing to do in life, as I've been told and I've witnessed through my friends is to run a restaurant. The hours, the effort you put into it, making sure that what you produce is not just edible, but it's good quality, is enjoyed by people, is sanitary, is a hard thing to do. And there was, yet there were all of these people, you know, who would not find in the heart and their minds for two seconds to go post a review if something wasn't right and be brutal in those reviews. And if they were, the same people were to look back now and think about, have they the same souls done anything to be supportive for our restaurant workers? You know, it's easy to go and slam them online, but this is our chance to let a part of the industry that we all depend on food, right? Critical to humanity's success. What have we done to support them as easy as it was for us to complain about them? What have we done to support them? And I truly hope and I believe that coming out of it, those business models don't work anymore. And before we are ready to go on and online on our phones and complain about, well, it took time for the bread to come to my table, we think twice how hard are they working, right? Number one, that's my first story. I really hope you do something about that. My second story is to your, have we changed the way we would work? My kids, I'm sure as your kids, get up every morning, get dressed, and launch their online version of a classroom. Do you think when they enter the workforce or when they go to college, you and me are gonna try and convince them to get in a oil burning combustion engine that by the way can have current crash and break down and impact your health, impact the environment and show up to work and they'll say, what are you talking about? What are you talking about? I can be effective. I can learn virtually. Why can't I contribute virtually? So I think there'll be a generation of the next class of contributors to society who are now raised to live in an environment where the choice of making sure we preserve the planet and yet contribute towards the growth of it is no longer a binary choice. Both can be done. So I completely agree with you. We have fundamentally changed how our kids when they grow up will go to work and contribute, right? My third story is the thing you said about how many industries are suffering. We have clients, so we have healthcare customers. We have banking customers. We have who are paying the bills like we are are doing everything they can to do right by society. And then we have customers in the industry of travel hospitality. And one of my most humbling moments, chef was one of the C level executives sent us an email early in this crisis and said, this is a moment where a strong David can help a weak Goliath. And just reading that email had me very emotional because there are not very many moments that we get as corporations, as businesses where we can be there for our customer when they ask us to be there for them. And if we as companies can help our customers, our clients who are together today are flying people, are feeding people, are taking care of their health and their wealth. If we in this moment can be there for them, we don't forget those moments. Those as humans have long-term memories, right? That was one of the kindest, gentlest reminders to me that what was more important to me, my co-founder Richard, my leadership team, every single person at Trasada that have tried very hard to build automation because I was an automation company to automate complex human process so we can make humans do higher-order activities. In the moment when our customers asked us to contribute and be there for them, I said yes. They said yes. You said yes. And I hope, I hope people don't forget that that unicorns aren't important. They are mythical animals. There's nothing mythical about profits. There's nothing mythical about fortress balance sheet. And there's nothing mythical about a strong business model that is built for sustainable growth, not growth at all costs. And those are my three stories that, you know, bring me a lot of calm in this tremendous moment of strife. And the piece that wraps up all those is ultimately it's about relationships, right? People don't do business. I mean, companies don't do business with companies. People do business with people. And it's those relationships and strong relationships through the bad times which really set us up for when things start to come back. Abhi, as always, I'm not going to let it be three years to the next time you hear me pound it on your door. Great to catch up. You know, love to watch really your culture building and your community engagement. Good luck. I mean, great success on the company, but really that's one thing. I think you really do a phenomenal job of just keeping this positive drumbeat you always have, you always will and really appreciate you taking some time on a Friday to sit down with us. Well, first of all, thank you. I wish that I could tell you I dressed up for you, but we celebrate formal Fridays, that to say that. And that's what this is. Also, I want to end on a positive bit of news. I was going to give you a demo of it, but if you want to go to our website and look at what everything we're doing, we have a survival kit around a data survival kit around COVID. I don't like using buzzwords, you know, AI. So let's not use that buzzword right now. But in your lovely state, one of my favorite places on the planet, when we ran the algorithm on who is ready, as per the government definition of opening up, we have five counties that are ready to be opened, you know, between Santa Clara to La Sacramento, Kern and San Francisco. The metrics today, the data today with our algorithm, our meta algorithm is saying that those five counties, those five regions look like have done a lot of positive activities if the country was to open under all the right circumstances. Those five, look, you know, the first, as we would recommend, as one, Kareem, happy Earth Day, a pleasure to see you. So good to know your family is doing well. And I hope we talk to each other soon. Thanks, Avi. Great conversation with Avi Mehta, a terrific guy. Thanks for watching. Everybody stay safe. Have a good weekend. I'm Chef Rick, checking out from theCUBE.