 We've had you on before. We're going to talk cloud, VP of cloud solutions, at HP, cloud. You guys are all in on cloud. We're all in. It's all about the cloud. So the question is, Paul McCartney is headlining here. I'll see the Beatles. And our theme question is, is it let it be or live and let die for cloud services? Are you going for it? You know, you got to go for it. It's not a fad. This is a secular trend. It's going to happen. You know, we're anticipating, we're looking at a large part of our total addressable market opportunity is going to be cloud. Enterprise companies, SMBs are going to have to go there to create the right business. Done deal. It's a done deal. It's going to happen. It depends on, you know, are people going to take advantage of it? Or are they going to get caught flat footed? Because the people that take advantage of it, whether you're an enterprise or service provider, are not only going to be able to create more financial flexibility, but more importantly, a lot more agility, and actually enable a lot new business models that just weren't possible before. So you've been a consultant. I read your background. You were a management consultant. HP's been criticized for being slow and not really kind of doing cloud, right? Kind of doing little pieces of cloud, but having a lot of stuff in the tool chest. Here is the big splash. You guys are actually going to roll this out. We've heard execution on the theme. Take us through the plans and the big picture, the high level story around, what are you building here? Is it fundamentally new transitional products, sets of products? How are you guys thinking about the blueprints of the cloud services and the cloud product? Yeah, so let me address your first point. So we have been criticized for being slow or non-present. On the cloud? On the cloud. On the cloud. I mean, we're the largest IT company on the planet. So we have to be present in a couple of places. I would tell folks out there that we've been doing the cloud when it wasn't called the cloud. We have a very mature background. We've been doing mission-critical computing in the data center, creating a much more agile, flexible environment, our converged infrastructure that you heard Bethany talk about. Converged infrastructure is essentially the underpinnings for the cloud. So we've been on that path already. And now what we've done is we've had a careful, methodical approach. And now, as you said, we're coming out. The timing's perfect. The timing's out, coming out. We're coming from a position of strength. Well, if you look at a lot of our competitors, our major competitors, or a lot of the smaller up-and-comers, they're developing things from scratch with unproven business models or, in many cases, tech. And they're unproven tech. I mean, it's a lot of white spaces. We're bringing together, I would say, market-leading technology that's existed. And we're taking, we sometimes get criticized for not bringing. We've got enough technology, but we're bringing it together into a much more cohesive integrated fabric to go address the cloud. Now, what we're doing in today, our CEO is on stage, Leo Apatecker, is we're taking a very comprehensive approach. We're not only building an ecosystem or a marketplace or an entire public cloud infrastructure. We're at the same time enabling our customers to build their own cloud and melding those things together. And it'll all be based on the same underlying foundational technology. So he said a couple of things. He said that, well, he said the hybrid cloud is going to be the dominant deployment model. And the second thing he said is the HPE is going to announce public cloud. So you just mentioned that you're going to enable your partners, but at the same time, you guys are announcing the public cloud. Talk a little bit about that, the co-opetition mantra in the industry today. How do you expect that to shake out? How do you do both relative to some of the cloud players today? Well, let's look, I think the opportunity is enormous. Depending on who you talk to, it's 140 billion, 150 billion. Sorry, sorry, number 175. Do I hear 170? 180, 190, whatever it is. And we see our job as stimulating that market, creating a bigger pie for everybody as the largest IT company. Helping accelerate the move to the cloud and realizing not 140, 170, 200, 250 billion. I've seen some estimates that the total market opportunity is well close to 300 billion. The whole market will be cloud. Yeah, the whole market. At this point, you got to throw away all the numbers because stop analyzing. It's huge. It's gigantic. And when you factor everything in. So to your point of, we look at our job as helping mature the market much faster so people can take advantage of it, making the pie bigger and giving not only ourselves, but our partners, our customers, an opportunity to take advantage of that. For example, people can look at our launch of a public cloud as direct competition to service providers or other cloud providers. There will always be co-optition out there. But the way we look at it is we'll be collaborating with our partners today and helping them take advantage of the cloud in multiple ways. Providing them with the means to go to market with their services through HP. Providing them with greater services and a greater portfolio for them to go sell. And Dave and I were talking about the HP price to screw up the partnership equation in their business model, it's too dangerous. It's too big. The supply chain's big and you get great partnerships that are fundamental to the business. So totally, totally good form. The model needs to be open and that this whole idea what Leo was talking about was an open marketplace where not only will we provide our partners, so-called service providers to resell our services, but also to utilize our marketplace to sell their wares. Totally open, different stacks, not only webOS. That's the sizzle, the sizzle is openness and cloud marketplace, that's some nice sizzle. So let's talk about the stake, the meat on the bone, the platform and some of the white spaces opportunities that the competitors don't have. Or let me say, the core tech that you have in cloud and where are the white spaces for developers and where are the competition lacking? You mentioned some don't even have solutions. So can you talk about the sizzles cool? Stake is kind of like, okay, where's the meat on the bone? Well, so I can give you some examples. Not only are we going to develop this complete cloud stack from infrastructure to platform services for developers to cloud services to the open marketplace, which is unique in itself. There isn't anybody on the planet that has the capabilities to develop that whole stack as well as keep it open and provide an ecosystem thought process in place. But we're at the same time going to utilize exactly the same technology, full stack, HP end to end, remaining open if a customer chooses not to use ours and use that to help our clients build privates and hybrid clouds on premise, which many of them will choose to do because it makes sense economically, compliance, security and so forth. It feels better. Yeah, you know, I mean, everybody's got a different level of maturity. So we see this as a broad HP providing a complete comprehensive solution regardless of where you find yourself in the ecosystem. You kind of got the four horsemen of the cloud. You got Apple, Amazon, Google and Facebook, right? That's the sort of household names. Do you see HP as being one of those household names someday? Or is that just a different business? I see HP being broader and deeper to a certain extent. If you look, we like to look, I like to look at the cloud from my perspective and I run, you can categorize what I do is I run the build side of the HP strategy, helping clients build a private, a hybrid or public cloud. When I look at the cloud, I look at it in three segments. There's enterprise customers that are going to build a private or a hybrid cloud. There are service providers that are going to build a public infrastructure to deliver infrastructure as a service, platform as a service, software as a service. Then there are what, for lack of a better name, independent clouds. Uber clouds that, you know, on a massive scale that do a very small number of things extremely well. And then you can look at the Facebooks, the Bing's, the Yahoo's, the, you know, so forth. And so we, you know, you categorize the numbers that you, or the names that you just into that last category. Well, we're trying to take a much broader view with our capabilities to bring that entire ecosystem together and fatten the pie. Yeah, I've made the observation a number of times, John, that those guys that Steve's mentioning, you know, it's a single app optimized for a hundred million or a billion people, right? Okay, versus IT, which is hundreds of thousands of apps for 10,000 people. And they're built from the ground up those other guys. So like the Facebooks and the Zingas, they're building from scratch. They clean sheet of paper, they're not. They don't have legacy multi-vendor issues, complexity, capacity issues. So those are different worlds. And so the hybrid cloud that you're envisioning is actually still a different world, isn't it? Or is it mashing together these two different business models? Well, you know, actually, if you put the build side away for a second, you look what HP's going to do from a public perspective, we're going to provide, as you go up from that stack, from that infrastructure platform services focused on the developer community. So multiple stacks, name your stack, there'll be different development tools, different platforms of service offerings. There'll be cloud services. Those cloud services will target consumer, SMB and enterprise. So if you look at some of the comparable solutions, I might want to categorize you just mentioned, they only take a piece of that. We're going to try and bring that all together, but we're actually going to try and become a facilitator and broker for those folks as well. So we could act, you know, we could white label out in. It's a rising tide too. If you look at all the things, you're at SAP Sapphire and it's just kind of a similar thing. Big battleship company that has moved, can't move that fast, moving pretty fast like HP and they have existing businesses and legacy. So they're saying, you know, hey, we want mobility and the clients, their customers want that too. So, you know, the Sikigunta from CSC, who's on the service side, she's agreeing with you like, hey, cloud's been around. No one's really, it's all been that all those computer people have been doing cloud. So cloud is disruptive. So my final question is, how are you going to see these services business evolve? CSC, the big consultant to the boutiques, there's a lot of boutiques that grew out of the cloud business that now are expanding rapidly the new school. So obviously economics are different. There's a lot of money to be made on the services side. So, and there's innovation. So what's your view on the services, the innovation, is it disruptive? Who's weak? What's the weak areas and strong areas? I mean, if you look at services as a wide spectrum from consulting to design to implementation to support, then you actually put the IT as a service wrap around it. Every one of those services companies that's in that, whether you're a VAR, reseller, outsourcer, system integrator, or a big, you're getting into IT as a service. So everybody's looking at evolving their business models. The interesting thing is that cloud gives everyone an opportunity to do that. You know, the way I pitch it to service companies is, the cloud is a leveler. It really provides an opportunity to evolve your business model where that opportunity didn't evolve before. Now, there's a lot of companies that may not ride that wave and then as we talked about before, I think they're going to get left behind. The traditional business may not last for the long haul. I know we have to wrap, John, but I have one final question for Steve. And we've seen a lot of high profile hacks. You mentioned Lockheed Martin, several others. Is security a do-over, in your opinion? Meaning a rewrite, new paradigm? Is it? Security is fundamental to the cloud, but it's fundamental to IT. And people need to look at it. It is interesting. Is there a silver bullet for security? Absolutely not. If you think, you know, if you go out and pontificate that you're secure, you're probably not. You've probably already been violated. So people need to step back, make sure they understand the vulnerabilities in their environments, and give it the best shot they can. I think security will evolve as we go forward and become stronger, more pervasive, and provide a level of protection that probably people can envision today. But will you ever get to a point where you're secure? I don't think it's ever going to happen. You're just going to have to plan for an attack and then deal with it in a rapid fire in, you know, kind of a zero day approach. Okay, Steve, thanks for coming inside theCUBE. Again, alumni, we're going to put you on the list of multi-cube attendees. Thank you so much, great to see you again. We are live in Las Vegas.