 Live from the Austin Convention Center in Austin, Texas, it's theCUBE at Dell World 2014. Here are your hosts, Dave Vellante and Stu Miniman. Hi everybody, we're back to wrap up. Stu and I have been here for a day and a half and they're shutting down the show floor. The keynotes are just about to start. Normally we keep going, but we're going to cut over to the keynotes very shortly. But Stu, I just wanted to try to summarize sort of the thoughts that we have. Obviously the big stories here. One, Dell going private. I think that is going to continue to be, not necessarily a theme, but it's going to continue to be a weapon that Dell utilizes to its advantage in terms of improving its agility, being able to craft a story of positive momentum and share the highlights of the business that it wants to share that are going to resonate with customers and analysts and media and so forth. And people are going to try to dig in and ask those hard questions and Michael's just going to be able to say, well, we don't divulge that information. And I think it's just a beautiful thing and it's going to be really interesting. It's going to frustrate some people. But I think that my view, Stu, is that this company is really well positioned to do some damage and create value for the industry, not only for its customers, but also for its partners, its employees, its shareholders of which have been narrowed down to just a select few. I think it's going to emerge as one of the biggest stories in tech five, six years from now when we look back. Yeah, Dave, as you said this week, Dell's been able, since they're private, to really write their own narrative. I loved that the media event, somebody did ask Michael, they were talking about a certain area and he's like, well, can you share a revenue related number for this? And Michael just said, no. And the entire room just started cracking up because he's like, right, I don't have to. I can do whatever I want. But what is this move going to do to change the employees, change the partnerships, change everything that's happening? Actually, Dave, through the show floor right now, there's actually a ton of people because since Dell's right nearby, they actually bring in bus loads of employees to enjoy a little bit of the event, which is really good. A comment I made was there is not a show that I've ever been to that does a better job of building it does a better job of integrating the local culture and the company culture into the event. The reason that Dell holds this event in Austin every year, which is a smaller, some people a little bit tougher to get to is because it's right nearby and there's the food, the music, the drink and the tech and all their employees. So it's right here, probably saves a couple of dollars on shipping equipment, but it's not for that. It allows them to showcase the company and involve the employees. When I worked at EMC for a number of years, Dave, the one year that it was in Boston, when I was there, they did bring people in and all the employees got to be part of it and it was special. So Dell does that every year. It's a good celebration. Well, I think that's a great point, too. I really do because we do a lot of shows. This is uniquely Austin. It's uniquely Dell. It reminds me of Infor at New Orleans. It had a similar vibe to it. A lot of shows are in Vegas. We love Vegas. San Francisco and Moscone, but they're big. They tend to be very similar. Each company has their own flavor, but the venue is, I think, a real differentiator here. Now, on the flip side, I want to be a little critical here. So what I want to see out of Dell is really more productive R&D. They make a lot of acquisitions. Integration is really hard. I mean, if you look at how long it took Oracle, now Oracle, that's software. You can argue it's even harder, but it took probably nine years to get the fusion apps integrated and out and still people would maybe criticize that. Look at EMC, Stu, your former company. Never really has succeeded in integrating, so it comes out with Viper as another layer to try to integrate all this stuff. It's been an age-old challenge for companies. IBM has it. NetApp is the one company because of its single architecture, but of course then it has trouble scaling and that runs into challenges. So it's got to integrate other acquisitions. It buys in Genio, so it's very hard integration and that really is, in my mind, Stu, Dell's opportunity. We had Alan on. He talked about bringing together of equal logic and compelent into a single stack. I think more work can be done there. Same thing on the server side with the integrated systems, what they call engineered solutions. So I want to see a really productive use of that R&D. I think clearly Michael Dell has created an M&A team that's quite good. How they use that R&D, I think, is going to really be a potential differentiator for this company, but I think they got to do better there. Yeah, Dave, I do agree with you there and word that kept coming up over and over in the presentations and in our interviews was choice and there are multiple solutions and it's not one-size-fits-all. I mean, use NetApp as an example, they are not just a single operator, they've got the single operating system with ONTAP, but they've got the ingenio stuff over on the side and they have to kind of bolt on or add little pieces there. Dell is placing a lot of bets and it's not going to be easy to be great at a dozen things. One of my favorite lines of the week was talking about these massive waves that are coming in and Dell said they're the guy in the jet ski helping to pull you in to catch those big waves. But boy, there's a lot of waves crashing down and not sure how many places Dell can be really successful in and drive revenue and drive value. Big opportunities as we talked about the engineered or converged solutions where they've got their in-house stuff like the new FX2, the new Nutanix OEM, they've put money in Nexenta and all those pieces and then the public cloud, the new cloud marketplace which is really intriguing, it's the only one that really, the only big IT company doesn't own their own data centers not looking, Michael said, I'm not looking to compete with the public clouds but long-term, is that going to be something that they're going to look back and say, wow, we missed a really big wave and big opportunity to get there and we could be left sitting on the beach. Well, it's interesting, a lot of folks have said that Joe Tucci has said that in the past and then I guess he gets a pass because it's actually VMware doing the competing. They've got an EMC branded version of that and they've said we will have, we've got public offerings. But my point is, that was a little bit of a flip-flop and companies have to do that, I'm not saying companies shouldn't do that, I think. But Dell right now is pretty much focused on not building out its own data centers which is a vastly different strategy from IBM, HP and VMware. A lot of the real money and there's plenty of margins in putting things on premises but that being said, there's huge growth in the public cloud. Dave, next week we're going to be in Vegas for re-invent so we will see just how far the public cloud has grown over the last year. Yeah, this is going to be a major Kool-Aid injection next week. The other thing I wanted to mention about Dell is the software component. I think this is a hidden story inside of Dell. It's a nearly $2 billion business that comprises security systems management and information management and underneath each of those, a lot of assets that the company has developed. They've got some development shops with their OpenStack activity. They've got a good DevOps story. Their big data story is evolving. They've got a strong partnership with Cloud Era. Tom Riley was up on stage here. A lot of big data stew is powered by Dell servers and internal Dell storage. They're in a really interesting position for a lot of these big data opportunities, particularly in my view, helping guys get started because as we know, most companies aren't really digging into big data the way the leading edge companies are and all the storage that you hear. Most companies are just getting started and they need quick start solutions and Dell's the perfect company to provide those and they have services around it. So I think that's an untapped opportunity which I think Michael Dell very clearly understands. I'd like to see it get more into the marketing and have Dell explain it a little bit. I mean Dave, interesting you say almost $2 billion. We don't know exactly what Dell's revenues are but what's that? 3% of their overall revenue which HP gets a lot of flack for only having 3% of their enterprise business being software. So huge opportunity absolutely software is where it's at. All right Stu, well that's a wrap. We've got some people to thank. Michael Dell in particular who's the one who got us here two years ago. John Furrier myself, he personally invited and he made that happen along with our good friend Tarkin Mayner of Nexenta. Marius Haas as well was really helpful as was Sam. Sam basically helped us at VMworld and sort of catalyzed this whole thing. Sam Greenblatt. And then of course Jeff and Heather, thank you for all your help with getting us here, getting us guests, keeping the machine running so we really appreciate that. Mick Mark and Matthew, the Dallas Crew well done guys, really appreciate all your effort. Andrew Art, Kristen and all the writers back home and of course Jeff John and Greg out in Palo Alto really appreciate all your back end support. It makes this cube machine hum. Next week we're at Reinvent back in Vegas again so look on siliconangle.tv for all the upcoming shows all this content will be on siliconangle.tv check out siliconangle.com we'll be writing up blogs with videos inside those blogs in case you missed any of the content here. As well check out wikibond.org for all the research. That's a wrap. Thanks for watching everybody. This is The Cube. We'll see you next week at Reinvent. This is live from Dell World. Bye for now.