 Okay, we're live here, kicking off day two of the Cube at SiliconANGLE.tv. I'm John Furrier, the founder of SiliconANGLE.com, and just Monday and Tuesday we were kicking off also IBM Edge 2012 in Orlando, Florida. Dave Vellante, my co-host. Dave, we got separated a little bit. I was doing a day down in Orlando. You were doing a day here at HP. I got Furrier with 12. So thanks for, you know, making it out here, right? Good event down at IBM. Small, much smaller than this, but focused all on storage. I thought IBM did a good job of bringing together the different sectors of the organization, but we're here at HP Discover. Meg Whitman, John, gave a talk yesterday. I thought she was very good. You know, comparing it to Leo Apatecca last year, as you recall, Leo was very pie in the sky, connected devices, and you know, really. And he didn't come on the Cube? He didn't, well, that's why he got fired. Meg's got an open invite too, Meg, so if you're around, please stop by. No one got fired by being on the Cube. I thought she did a good job connecting with the enterprise audience. I talked to Dave Donatelli about this yesterday, where I think she just, you know, it was really practical, you know, truly tried and true. Talked about HP's differentiation, one of the things being its people. And I used to work at HP in, you know, the culture. You know, my question still is, can HP get back to its roots of invent? I mean, Dave, I was watching it online a little bit, but also was scouring the news, looking at how the press reacted to it. Meg is very scripted, and as you know, we've been very opinionated on what HP should be doing, even prior to Meg coming on board, I've written many blog posts. I said that, you know, they should not spin out the PC division, which that was a good call, they didn't do that. I also said that they should not do the autonomy deal, take the breakup fee and get rid of them. I personally think that was a bad move, because if you think about what HP could have done with the $10 billion they paid for autonomy, I'm not sure they would go on, they'd get a mulligan on that. I think they might do something differently on that, especially with all the companies out there like Cloud Air, for example. They'd spend a billion dollars on Cloud Air, they'd be number one in big data, literally overnight. So you can see them putting this together. Again, Leo, again, was Hamstrung Meg, so I'm really not looking at Meg as a problem here at all. In fact, I like her, in fact, when we talked at EMC World, Scott McNeely, and we talked about Meg being a really good leader for HP, because she's got the political, the governor run that give her experience dealing with the press and people, so I think that's been positive. But what happened in the press is interesting yesterday. Pretty much everybody, New York Times, all the top-line mainstream media is giving her a serious pass here because they want to see what she can do. And I think that's really fair, Dave, because it's going to take her at least six months to a year just to kind of figure out what to do. And so, given that, I think she's done a good job already making really tough decisions. One, I think that was a great decision about the spin out and also the layoff. They got to cut the fat a little bit, but I think HP's poised. And again, I think really where they need to do a lot more work, Dave, is on the marketing. Well, she talked about, again, the differentiation, talked about people, she talked about engineering, and so that's, again, one of the questions that I've asked a number of the guests at HP is, can you gear up engineering and R&D fast enough to compete or do you have to make acquisitions? Of course, nobody's going to answer that question, but I personally think they have to do a combination of both, but at the same time, they've got to rebuild their balance sheet because you pointed out they spent $11 billion on autonomy and that's really hampered, I think, their ability to make some of these strategic acquisitions. But we're here, we're going to talk about all this stuff today and tomorrow. Yeah, and I think just for the folks out there, I'm long on HP, I think that, although I don't have any stock on HP, I would buy stock on them, I think it's a good long-term bet. I think in the short term, it's obviously of struggles and I think everyone's been piling on HP in a negative way, mainly because they are having some struggles, but they have so many assets here and if they want to be number one in cloud, HP could be number one in cloud. They're also doing really great on the convergent infrastructure side. So they have all the pieces of the puzzle. You just got to kind of clarify it. They say, you know, buy low, sell high. HP right now is a $120 billion company. Trading, you know, its valuation is $44 billion. So they're basically trading at 30 cents on the revenue dollar. IBM in turn is a $100 plus billion company. You know, its valuation is $200 billion. And it's much more services oriented. So to me, HP's got a lot of upside, you know? And so... Now remember, just to put it in perspective, Facebook's valuation is higher than HP. So it just kind of boggles your mind that a company of this size is just so undervalued. And we're going to talk about Facebook for sure. But so we got to take a break right here. We got our first guest coming up, Henry Faster, who's the chief technologist at SHI, big reseller organization, one of the largest in the world, five plus billion. So keep it right there. We'll be right back. This is SiliconAngle.tv's theCUBE live from HP Discover. We'll be right back.