 Darren, I don't want to follow that. Good to see you again. For those of you who don't know, and if you don't know what? Where have you been? This is Darren Tallis, the VP of storage. Hi, how are you guys doing? Good, how are you? We're good. I see you've been on 24-7, right? Been here all day? Yeah, you know, we haven't slept. We've just been drinking lots of coffee. We were there. Callie saved us seats for the keynote, and so I was down there. It was good. You guys did a fantastic job. Yeah, Michael's awesome, isn't he? He's such a charming guy and such a fan of storage. We couldn't have done what we've done at Dell without somebody like Michael. And to be quite honest, there isn't anybody else like Michael, so we couldn't have done it without him. So it's pretty, I mean, four companies in three years, more than $2 billion spent, and we bought two of the best assets. I mean, everybody's saying it, so I might as well say it. The two best assets in the startup industry, actually, you can tell it wasn't a startup, but it was a smaller company. The two best assets in the industry. And I'm very happy with that, and I got my work cut out for me because we got a lot of integrating to do. Go ahead. No, we're just going to continue on that integration process, the challenges that you guys face through that process. You could talk a little bit about that. Yeah, well, if you want a really technical geeky, I mean, all these things don't run on the same operating system, right? Or we're geeks, we're among friends. So they don't run on the same operating system. You've got some of them running on a Linux kernel, and some of them running on one of the other operating systems. At some point in time, if you want to go integrate these things, it would be helpful if they use the same code base. And so as we go to do things like take the Ocarina code set and actually run it on the same processor, not necessarily in a VM. We've got multiple cores, so we don't necessarily have to run separate VMs. But we may choose to do that just for simplicity. But at some point in time, then being on a common OS would allow us to make some pretty quick integrations. So we're looking at things like that, which means someone's got to change. And those are some of the things. We don't run all on Intel processors. So some of those things may have to change. And then just looking at the software value set, I mean, imagine a compelling does snapshotting. Equalogic does snapshotting. So does the file system, the Dell scalable file system does snapshot it. They don't all set the snapshot up the exact same way. And so if you want to have Equalogic control the Dell file system snapshotting, it would be ideal if they set up the file or the snapshots exactly the same way. So you wouldn't have to go change the GUI or change the way one of them does it. So the devil's in the details. There's thousands of these kind of discussion points. And the beautiful thing about Dell is we're able to create an architectural team made up of some of each one of these teams. Bring them all together in a room. That's about 15 people in a room. But there are 15 of the brightest people you've ever met. And we sit down and say, OK, we're going to solve this problem today. And we get after it. And it's actually some of the funnest meetings I go to. I go to a lot of not so much fun meetings. And I look forward to those because we sit in there with a bunch of really smart guys. And they all get along great. So do you hold those meetings on neutral ground under a code name? Yeah. We don't advertise where we are because we had too many people who would kind of hunt us down. But we've had two of them. Both of them, both of those have been in Austin. But that was because they were this winner. And we weren't about to do them in Minnesota or Nashua. I keep hearing that theme. Well, it was a rough winner for Nashua. Yeah, it was. And so I think now that it's nice and warm summer, I think we may do one in Minnesota. And we bring our friends over from Israel, too. So I don't know. Paris is halfway. Yeah, there you go. That's a good option. You can't complain there. I've learned that if I don't pick a really fancy cool city, I don't get as many questions on the expense reports. You know, I might have to pick, like, Barcelona. There you go. Barcelona is a great city. That's a beautiful city. But we're going to keep doing them. We do actually two a quarter. We do one on the business side. So it's just as technical. But the people driving that are the marketing team bringing customer inputs in. And then we do one on the technology side. So if you have one outside in, one inside out. Yeah. OK. Good. So one of the things that you guys talked about and as you were asking questions of Michael, I think one of the things he said was that Dell has a very predictable approach in terms of partners and channels. Yeah. You want to expand on that a little bit? Yeah. So this is a statement I think he answered in response to, you know, are we channel friendly? Are we a good partner? And the answer is the predictable part. What we really need to do is have a methodology where, and salespeople are all fundamentally driven by the same motivation. They want to sell and they want to get paid for their selling. And so what you have to do with salespeople is you have to create kind of a level playing field between the direct sales force and the channel. And the predictable part is we have very clear processes. So if you find a deal first, you register it and you got that deal. And you have that deal for a reasonable period of time. You win that deal, you have that customer for a lot longer because you demonstrated the win. And so those are some of the predictable things I think we do. We are growing our channel. So we're not like a company that spent its entire life having a channel process, but that's really good because the channels are pretty mature. They know what they want. And so we can step in and say, look, you know, here's what we see and the value we think you can bring. And so we kind of move over and make room for them, which is much easier than trying to build something from ground up and then go and try to add a direct sales force. One of the other things we do is by compensating our own sales force for anything the channel sells, we're basically giving the channel the ability to call on our more technical people sometimes and say, you know, hey, I need some help with this. I've got this total cost of ownership question. I've got this, you know, networking question. Can you help us? We can bring in the resources and they're going to get paid. So it's a very predictable system that way as well. A lot of channel partners want to make money and services and things like, you know, so, but you've grown your services organization as well. So talk a little bit about the dynamics there. Well, you know, let's just start with the industry. It's the industry of customers at the top demand, you know, a professional service and a service organization. So Dell has to have one. There's no way we can not have one. So the acquisition of Perot gives us like a A1 plus asset that we have that can be that professional service and be that arm to the enterprise class customer who can go all the way from show me how to do it, to manage it for me, you know, all we will handle all the buttons, all the knobs and all the way to if a channel partner has that process, well, we're going to inspect them to make sure that it's as good as we think it needs to be. But then we have the ability to back out just so that they can call on our process. They can not call on our process. So it gives them the freedom and a lot of the channel partners, that's one of their biggest value ads is that close, hand-holding, high-touch model and be quite honest, they do that great and we don't need to interfere with it. So I think we've kind of got the best of both worlds. We'll do it and we'll do it direct. We'll do it for a channel partner who can't do it. Maybe they sell a global account that exists in a country that the channel doesn't. And we'll also back off and let them do it. We do inspect. We do make sure it's the trust and verify model. We do make sure that they do what the customer asks for. Yeah. You know, one of your old buddies is here now. Oh. So I'm going to slide out for a second and let him sit down. Oh, you're bringing in the interrogator. Oh, this is going to be good or bad. I'm not sure which way it's going to go. So, Darren, good to see you again. Good to see you again, John. All right. Hey, Dave, how are you, man? Good to see you. Yeah, I guess I wore John out and they have to bring in a replacement. Hey, Kelly, how are you doing? Hi, Dave. Fresh off the airplane? I am. Yeah, you took the arrest. Fresh is the operative word there. Yeah, good. Well, I'm all scared now. I was coming east, so I'm feeling good. So how you doing? I've been watching the event last day or so. Yeah, this has been super. I mean, when we put these on, you can imagine a lot of work goes into it. I call our staff here the wedding planners. This is like putting on the royal wedding. We got royalty. We had Michael here today. But where's the wedding dress? They're wearing the dresses. And we are here at Disney World. So I've seen a couple of wedding gowns out there. There's some people getting married here. So you've been busy the last couple of years here, haven't you? Yeah, be careful what you ask for. These acquisitions were, this is the dream team. And it's a great assembly of awesome technology teams of people, sales teams, service organizations like Co-Pilot. We've just built an enormous portfolio out of several companies. And now we're doing all the integration work. We're making it, we're finding the areas where this is the best in class and that's the best in class. And we're saying, let's do this and this on everybody. So Michael talked about Co-Pilot. You've probably heard about Co-Pilot. Co-Pilot is the process that a compelling team uses where their system is monitored by a compelling employee. And if it ever has any issue at all, we generally know about it for the customer does. Phil gave an example of a customer who we got a call and said the machine was heating up. We called them and they went down in the basement and looked in the air conditioner and just quit. And the machine was heating up. We told them before the rest of his equipment crashed. And they were averted. So that's what Co-Pilot is. And Michael seemed very excited about it. What was amazing is when we mentioned it on day one, the audience cheered like a bunch of college kids for their team. It was an amazing reaction. I mean, these are nerdy people here. And we got like a high school hooping and hollering going on because Co-Pilot's that exciting to the customers. So we're going to take that model and we're going to apply it to everything. It's going to take us a while to do it, but our intent is all of our enterprise storage products are going to have that capability. Teran, I wonder if we could go back a little bit and talk about Dell, you know, the company and then specifically Dell, the enterprise storage company. And a lot of our audience may not be familiar with what you guys are doing here. When you purchased the Ecologic, did you know at that point that you were going all in or was it sort of, hey, we'll do this, it fills a hole and we'll learn? I mean, take us back a little bit. You know, we had those conversations. We knew that Ecologic would be a challenge for our relationship at the time with EMC. We knew that would be a new case. You were very proud of, obviously. Yeah, yeah, I had been working with the EMC relationship. It had been in place, I think, like maybe 10 years back then. You were breaking new ground with that relationship. Yeah, and it was, I mean, it served its purpose with us. And I think with EMC, it was the most successful storage partnership in the industry. And we were very proud of it, but the time had come where Dell needed to participate more in this industry with its own intellectual property. And at the time, I don't think we foresaw that we thought Ecologic and EMC would coexist. And it did for a while. But I think what happened is it was so, it was so much, it was so successful at Dell that it became obvious that we should do another one of those. And then that one became pretty obvious that it would, some of the buttons were going to come off the sports coat. Well, EMC was like the first love, you know? Yeah, you remember forever, but you got a time to move on, right? Yeah, and we still have a relationship with EMC. I mean, to be clear, we have a lot of customers. I like to say it's been a good marriage and we had a lot of children and we need to take care of the customers. And so we still have the ability to deliver those solutions. We still partner with EMC. We still do a lot of business with them, but clearly, I think it's become a more tactical relationship, much less strategic and tactical just means it's not going to have that aura that it did and it's going to find a new level here. So you learned a lot from that and obviously you've pulled together quite a few pieces of intellectual property and now have a lot of arrows in the quiver. So I guess what I'm trying to understand, again, to help our audience understand is what is Dell, from an enterprise storage standpoint, going to be better than anybody else at? So, and I'm going to kind of repeat what Michael said. If you look at the enterprise industry, everybody focuses on that left side, that those large global super accounts, the ones that buy literally, probably 10% of the products sold in our IT industry. But they're the diamonds. They're the ones that everybody goes after. And if you look at all the technology companies out there today, you see they have a huge investment in that end of the market. What's very unique about Dell is if you look very carefully, all of our investments are in that midspace. They, we did not go hard left. We bid on 3PAR, that would have been a hard left, but that was not our priority. 3PAR had it, had we got it for the right price, I think we'd have been very happy with it, but it would not have stopped us from going after a company like Compellant. There's a big gap between them. There's a big gap between them, yeah. So we took a shot at that, but that's another example of the big guys, that's their more important priority. Our most important priority is that center stage, that center area where, believe it or not, we're 80, 90% of the market is. And that's what Dell's famous for, and that's what Dell's known for. So believe it or not, we sell as much Compellant and Equalogic in the SMB space as we do in our large enterprise space. That's shocking to most people, but it's exactly fits Dell. And I think, so what are we gonna do better? We're going to be, we're gonna be that center space. We're gonna be the balanced team in the middle, and what's the benefit of that? I think if you look at the numbers, what you'll see is even the large guys are using the technology from the center guys. And as Michael said, the centerist technology has often won the day. Look at the x86 computer. That came out of the mid-range and center space, and it now dominates even to the left. So we have a rich heritage of winning in the middle, and the middle becoming both ends. Kelly, that's an interesting answer, right? Because Kelly's not a storage wonk, like us. Oh, you're not. Yeah, you could tell, but. But so the answer wasn't a technology answer, which is normally what we get. We're gonna be best at what we're sending out, yeah. One of the other things that Michael said up on stage to that same question was that you guys take an open approach. Yes. Can you expand a little bit on that in terms of what he meant? If you think about it, open is natural. And by the way, I get this question a lot. Open doesn't mean everything becomes industry standardized, commoditized, dropped to the lowest common denominator. That's what a lot of people think open means. It's not what open means in the enterprise. In the enterprise, open means it's substitutable, which means that if you buy a Dell server, could you substitute somebody else's server in there? If you, yeah, it's choice. If you buy a Dell storage device, could you substitute somebody else's fiber channel storage device in there? If your model has, if we're selling, let's say a Juniper switch and your model has a Cisco switch, can we substitute and still work? Yes. There are companies out there that if you try to make a substitution, the whole thing falls down. And so when we say open, that's what we mean is that if you have a model, if you already picked your infrastructure, if you've already picked your server vendor, we will still sell you storage. And storage doesn't mean that my storage is going to use industry standard APIs to manage the snapshots and replication. Nobody does that. But what it does mean is you can communicate it with it on iStandard, you know, industry standard, iSCSI, fiber channel, FCOE, and NAS solutions. And by buying into our strategy, you're going to lock yourself in to Dell only answer. Now we'd love for our customers to choose to be with us, but not to be locked in. I look at you as the Burger King of the enterprise. Yeah. I actually pulled that line yesterday. Did you use that line? I used your line. Good. You have it your way. Well, have it your way, right? That's a pretty old ad though, but yeah. I guess, but the concept applies, right? What do you want? Yeah, I don't think they've been using that since you were alive. Oh. So, how about, can we talk about the cloud a little bit? It's a big trend. Everybody's talking about cloud, big data, right? So what does cloud mean to Dell and how important is it? Well, I can't speak for all of Dell. I can speak for the storage side. When I see cloud and when I see people talk about cloud, it's clear that a lot of people mean different things, but the common elements of cloud are they mean this system that can scale to very large, be very highly managed, and can have multiple tenants on it. This concept of lots of people on a big system, and it's very well managed. I think those are the common elements. Whether the system is owned in a third party place and you write code up to it, that's the public cloud versus the private cloud, you start to get into some differences. Whether the cloud's made up of very expensive storage devices or made up of super cheap storage, and somebody writes a super app that sits on top of, that's all, gets into the fuzziness. What I think Dell wants to be is we want to be one of the arms dealers selling into the clouds. So if a customer wants to make a cloud out of very optimized technology that is very automated, we have compelling. If they want it to be so easy to manage, that a CIS admin, one CIS admin can do the work at 10, we have equal logic. They want it to cost very little, be a very low end device, we have our power ball device. And if they really, really want to do their own code and not have any code from us, we have the data center solutions codes DCS. So we can basically sell to whatever your version of the cloud is, and so our view is we're not going to define the cloud the customers are and we're going to have the right products for them because whatever the cloud is, it has to be highly automated or you can't manage it. And it has to be multi-tenant and it has to be something that the customer can afford to build at the scale they're talking about. So it has to be secure. Yes. Well, so now, so that's the sort of head of storage answer. I get that. That's good, you're an arms dealer. That's good. You got to be, right? These days. But you're not satisfied. Well, my, but you've also done some other acquisitions. In the cloud, you know, in site one and boomers and others. So you're building your own cloud, especially what I like about what you're doing is you're not trying to, if I understand it, you're not trying to be a platform as a service vendor and go attract developers like Azure and trying to basically go after certain verticals. So having said that, the cloud is all about direct. And so my question is one of channels. How do you, sort of what have you learned from a compelling and equal logic from a channel standpoint? And how do you convince your customers that you're not going to reach around and do the direct model? Yeah, that's not a cloud question anymore, right? Well, it is in the sense that if you've got your own cloud and that's a direct channel. Well, I think there's room in this industry, Dell may have, that we may build a cloud and have that cloud be usable by our laptop customers or be a backup location or something like that. But that won't be the only answer. That won't be our major answer. And we won't be trying to flip, you can't flip enterprise class customers to say, okay, we want you to put your date up in the cloud for security reasons, as you mentioned. Even if you could convince them of security, their intellectual property ownership, banks, their regulators won't even let the banks put it there. So you're not going to get that one answer for everybody. And I think that's fine. Actually, that works in our favor and in everybody else's. But yeah, we've made a lot of investments in these software tools that let customers do it better. And we will use those software tools both to make our own on-prem clouds for our customers and our channel partners can do it. And we did this thing called VSTART where it's literally a cloud in a box and our channel partner can sell that. You can just say, look, here's a bunch of servers and a bunch of storage and a bunch of networking. And by the way, because we're open, you can substitute this out and put this one in. So VSTART, if you don't like the way we bundled it, you can pick and choose to have it your way. And then we can sell that out through the channel and the channel can deliver it. So our model is channel friendly. We are going to give the channel access to any product we have or any solution we have, even if we were to have software in the cloud solutions which I don't know if that's on our horizon or not. But even if we were to do that, we'd still let the channel partners play because the channel partners we're not giving them boxes to sell. They are solution sellers and we've got to give them solutions to sell. I just want to talk about that here at the forum. As a company, you've made some strategic moves. You pull back a little bit from the gadget market. Good move, right? I'm still not clear on how that's all going to shake out. I have three gadgets and a laptop, iPad, iPhone. I haven't pulled out completely, given the streak. Yeah, it's interesting. No, but I would say, bro, that's cool, but it's not like you're betting the company on that. He likes to show it off. So that's good, but I look at you as especially enterprise businesses, you're chasing after-profits, not revenue. Right, exactly. And that's near and dear to what you're seeing because storage declined last quarter, but your storage, your IP grew, maybe not as dramatically as you'd like, but the potential is there, right? Because you just started with the compelling. So could you talk about that a little bit, that transition and what you're seeing there? Yeah, we absolutely, I mean, for the first six years of my career here at Dell, we very much chased revenues without real strong margins and we got the revenues up very high, but it was kind of, it was a little bit, for the stockholders, it was like empty calories. It wasn't really one and it was great experience for us, by the way. We learned to sell, we learned to sell in the enterprise, we learned to talk the language, we built up sales teams, we built up technical capabilities, brand, we did a lot. And then, and now that we have our own intellectual property, we have this ready-made outbound team to go deliver. And so I think this transition, if you think about it, we had to learn to, you know, it was a crawl walk run and we had to learn to do this and I'd say, you know, we may not be at full speed running, but we're in the run phase, not the crawl phase. And what you're seeing is, yeah, some of our revenues, some of those empty calorie revenues have declined, but they're being replaced with very rich margin revenues that allow us to become a member, a true enterprise class member of this community. And I'll be quite honest with you, I'm impressed with how little they've declined, considering we bought two companies that, you know, but when we both, when we bought them, they both had less than 200 million in revenue. And so we're replacing something that, you know, the first word was billion and we're replacing it with two companies that start at 200 million. You know, I know everybody's kind of watching our revenue numbers, but the margin numbers, the margin lines, when you need to be looking at them, I'm fixing that and when that's fixed, everything else will take care of itself. Yeah, it's interesting, because you're in a lot of low margin business, but the storage is not a low margin business, it's a lot of upside for your business. Oh yeah. Oh, there is tremendous. Loving those storage margins. Yeah, and you got to realize what we're doing is we're taking two products out that as we started this conversation off, these are best in class assets. We're taking these assets out with the global range of Dell, with the brand of Dell. And remember in that SMB space, those big guys on the left, their name, believe it or not, you know, their name's not the best known name. You know, this is like, you know, you might find some super movie star over here, but they're not known in this country. Right. And the Dell brand is pretty well known. It's known in the SMB space. So we've got the brand to go in the space we are. We've got the products. The products are awesome. If you go to one of these events, just say the word co-pilot out loud and you get a, you know, the house will come down. We've got the, we've got the excitement. It's just a matter of now. We just got to get some time. We're building our sales team. We're hiring more salespeople this year than I'm hiring engineering people. And I'm probably going to add maybe upwards of 500 engineering people to my team. And the sales team is adding even more than that. And so we are in that exciting phase of growth. You notice every startup company that you can talk to, will come in here and say, I, at Dell, they doubled my head count. And I doubled it when we bought Ocarina. We doubled it at Exinet. We doubled it at Equalogic a year ago. And I'm on my way to doubling that again. And compelling is in the process of doubling. That's the kind of investment we're making. And so we're putting the wood behind those arrows that I got plenty in my quiver. And that's really exciting. Yeah it is. Go ahead Kelly. How long of a process do you think that takes to get to the numbers that you were talking about? I think this year we'll turn the corner and the revenue numbers will start to grow again. I mean I'm still declining on one side and growing on the other. I'm still trading off decline. But I think by the end of this year, my declines will be fairly insignificant. Compared to my growth will be fairly significant. And you'll start to see the impacts of the compelling, Equalogic, Exinet, and Ocarina. You'll start to see those sticking through. Right now you've probably seen more of the decline than the increase. Yeah and the macroeconomics is a wild card that you can't control there obviously and who knows what's going to happen there. But I mean I look at can you grow faster than the industry. Particularly with your own IP piece. Well that's the key. Well we've been, those pieces have been growing faster than the industry. I mean Michael mentioned that compelling grew last quarter was more than twice as big as compelling prior quarter before we bought them. So just going by quarter to sequential quarter, we're growing, you can imagine, that's a doubled in a single quarter. That's way better in the industry. So it's off a smaller number but Equalogic continues to grow and we just launched the FS-7500. So Exinet finally has some skin in the game now and I haven't got my Ocarina product out there yet. So I mean I'll tell you this, I don't think that's any challenge for us at all to grow faster than the industry. With specifically with your IP piece. With my IP piece. And eventually the overall piece. And has it become a bigger piece of the overall piece? Well right, because you want to gain share presumably, right? I mean do you care if you pop up the old Jack Welch number one and number two on the, let's say IDC's the gold standard of it. Do you care about that or do you care about I want to be number one and number two in my markets? No I absolutely care. I just have to be patient because this is one of those things where, I had to, it's like I feel like a little bit like I bought a new piece of property and the house that was on the property isn't worthy of the property so I have to tear the house down and build a new house. So for a while it doesn't look better, it looks worse. I'm demolishing, that doesn't look better than even the old house did. But as I'm rebuilding I think you're going to like you're going to like the property and you're going to like the house. It's like the NFL. You got some elite teams in the league and they all want to be in the Super Bowl. It's a rebuilding year for some of my teams. In terms of the future what kind of companies are you looking for? Is there anything specific that you're wanting to acquire and when somebody's out there I want to be acquired? Yeah, yeah. Well you know with Dell's history I get every phone call. I'm sure you do. And ones I don't get Michael get. So I think we hinted at it a little bit today. We talked about disaster recovery, the backup and archiving area, data management in that area. I think there's some room for us to look into those areas and I'm not going to mention any specific names because I don't want the prices to shoot up. But the bottom line is that we're very interested in continuing the growth and storage. And it may be in a virtual area. It may be in a physical area. It may be in a backup area. But clearly there's a couple of places that are pretty obvious that we've got some room to grow and we don't think tape is dead. We do think more people are going to go do backup and recovery in disc to disc ways and the ways that the software provides. So there's a lot of opportunity there. I think the industry has yet to shake out as much capability in that space as it has in the primary space. Examples of ecologic and compelling. I don't think you see as much in the backup space but you see a lot of startup companies starting to stick their heads up and the winners are starting to become a little bit easier to pick. You think backup's broken? I think backup, if you're talking to tape, I think backup is difficult. Some companies do it very well but it's because they manage it with process. The products and technology is a bit dated compared to what we can do and I don't mean that my tape is dated. I mean the kinds of things you can do like automatic tiering that the compelling does doesn't exist in tape yet. And there are, I know some of my tape ISV buddies would disagree with me but I don't think it exists the way customers see it. And so I think there's room to grow there. I don't think it's broken but I don't think it has experienced the renaissance of technology that the others have. Yeah, and you've got some assets that can help accelerate that renaissance, right? I mean, things like snapshots where you're doing CDP and I mean most of the recoveries are not old data, right? It's fresh data so you can envision how you might be able to change the way in which those processes work. Well, we built, as an example, we built an object store DX, the DX6000 object store product. The basic operating system of object store is awesome. This thing can store billions of objects and find any object in the system in like 11 milliseconds. So it's like, it is extraordinary but an object system requires an application to load all the metadata that makes it an object system. And so now you have all these companies not scrambling but they're beginning to deploy object-based capabilities. So we started off with like three vendors when we launched that product about a year ago and I bet we have 25 ISV partners on it now. So that's growing but it's one of those areas where customers just don't understand that product yet. They don't understand exactly what it can do. I mean, this is a product that once it fills up and can shut down and turn completely green, it'll shut the array off. It's all policy-based. It's hard to get to that point where it's really simple. And it's hard for a customer to believe in a one single repository for all future storage. And so, but we're headed there. I mean, that's kind of where this technology takes you. It's like you got, Kelly, I heard some of the program yesterday you and John were talking to one of the guests might have been you, Darren, or Phil or somebody about the whole one management mentality. You know, that's my job is you had said, well, CEO doesn't want to pay somebody to do, you know, manage their storage and that's so true. And I think that applies, but it just takes a while. Yeah, we're, you know, I'm old enough to remember when we introduced RAID, we had a term called RAID Afraid. And customers were afraid to try RAID. And then, you know, backups and people, we had a statement, you know, anybody can backup, but only God can restore. And, you know, we've had all these jokes throughout the industry. And so now, you know, we're moving to, we're gonna ask you to get your hands off the box. Stop turning the knobs. And, you know, they're like, you know, you're asking people who we've trained that had to turn the knobs to stop. And it's like watching an obsessive compulsive not do something. Right. So we have to unfortunately let you go, but if I have time for one more question, do we get any stories about your history, your old college buddies? No, that's Peter Kors. That's Pete Kors. I'm sorry. No, you gotta get Peter Kors. I texted him. He said he'd try to come on the staffer. Oh, okay, okay. Pete's my next door neighbor. But, and I don't think he knew I was living there when he bought the land and started building a house. And I'm thinking, well, I don't know if that's as good or bad about me, you know. I got my wires crossed. Peter was my big brother in college. Was he really? Yeah. Oh yeah, awesome. He is, he's my, he's my Viking. You know, Pete's a big guy. You know, if I ever go into a bad neighborhood, I take Pete with me. Yeah, so we hope to get him on. Talk a little bit about what he's doing with the Exanet and Nass and a lot of good changes. Hey, well thanks very much for spending so much time with us and coming on theCUBE. Thank you again. Thanks. I always enjoy.