 All right, Jack Domey is here. Okay, so why don't we bring Jack in? Make some room for the CEO of Hitachi Data Systems. Gonna bring him in. Jack, welcome to the queue. Good to see you. Great to have you on. Great, great. Great keynote. Yeah, right into the microphone, Jack. Okay, great. Can you hear me okay? Yeah, absolutely, so great keynote, great keynote. We had a bunch of people watching live. We took your live feed to our community. Great. We have 3,000 people so far today. Roughly about 3,000 people in and out. Great job, I mean, we were commentating earlier kind of doing the color to your keynote, so we kind of had you in picture doing a little color. Kind of like President Barack Obama. How do you feel? How'd you feel up there? You know, I love it, right? Because it's something that we've been talking about for probably eight years, is this whole building blocks, moving toward the information, toward the content cloud. And, you know, the terminology's changed over time but the strategy has, and so it's pretty exciting for everybody in it. I was really, really impressed with your vision. I mean, no one's talking about this content cloud. You guys are talking a big game in openness and delivering on that. And you were just at Oracle Open World, which, you know, some were calling Close World. You know, Oracle has, you know, kind of got that application proprietary. You guys are unleashing the applications from this data layer. And that's impressive. You talked about data for mobility, mobile data, unstructured data. You really talked about the future and I was really impressed and we want to, you know, dig into that deeper. First of all, congratulations for going on Facebook and I think it's over 500 million users now. Oh, 500, wow. It grew, it grew since last week. It's since you joined. We tried to friend you, Jack, but you're going to have to friend us. No, okay, got it, great, thanks. Facebook is what we, you know, we talk a lot about that. But seriously, you guys are not really known for being that forward thinking in the general marketplace. You guys are known for being reliable, being high performance and scale. And so, you know, talk about this transformation. We had your VP of the platforms on it. He talked about software. Talk about what's changed with Hitachi now over the past few years and what that means to the marketplace. Yeah, I'd be happy to. You know, part of it is this culture. You know, Ishigaki-san stood up there and he talked about the excitement of the culture. You know, the synergy of getting so many great minds together, right? And really pushing beyond, hey, today is a great announcement, but it's not just a storage announcement, right? And so it's kind of this, what is the step? What is the step toward? And it was this ability that says, you know what? You've heard the customers talk about the mobility of data. And it's one of those things that, if I can move the data around and I can create flexibility for the environment, the infrastructure environment, and I can create independence for the applications so that I don't bring the applications down. And I start to discover more about the content itself. All of a sudden, the doors open up and all of a sudden this content cloud, this platform becomes very real and it's this ability to discover data independently of the application. And so one of these things is that when you realize that this building blocks and where they go to and what it will do for us as a business as well as what it will do for our customers, it's really exciting. Yeah, you've really built a great team around here, Jack, I mean, I know a number of your colleagues. You guys used to be startup guys, right? Yeah, we did. We did, we did. We had a lot of guys. You're used to really going fast and innovation. How have you been able to bring that to HDS? Yeah, I love the question there because it's more of the cultural aspect. You know, it's the excitement and it's the synergy of alignment. And so part of what we've done here is we have a lot of Hitachi colleagues that are across the pond, basically. We've brought a lot of the synergies of development and design and vision to HDS and we've really linked the two companies together very tightly. And so now when you can passionately display this vision around not only storage and infrastructure, what we've done and what you heard about all today but where it can go and how we can grow the company, you know, into the markets around content, around search, around discovery. This really gets everybody in Hitachi excited about the potential growth of Hitachi, the company and where it can grow with us. Can you talk a little bit about your business? I mean, we know Hitachi, everybody knows him as this $100 billion company and you're on a key component of that. And how's business? It's been great. You know, over the last several years we were quoted in the Wall Street Journal here, we've had very good growth over the last eight years. Even last year when the economies were down, I just wanted to kind of make a mention that business was good because we're saving our customers' money. This is real. This is where you can install in virtualization. You can move data around while keeping your applications up. You can do it while you can move the data around to be optimizing your infrastructure. I think customers have really seen the ROI that they get from this virtualization, this technology. And I also think that from a customer's perspective they want to know where we're going. What's the vision? Where's the future for Hitachi? And so when we link it all together and we move into the content and information, they really want to partner up with us. They want to be a part of that journey. Yeah, John, that's a unique vision. I think your vision is right on the money and we agree with it 100% at SiliconANGLE.com. And it's that kind of the Pollyanna Facebook, hey, the world's changing those new forces you mentioned. But you know, Facebook goes down. You're one of your colleagues mentioned, hey, they go down a couple times this last week. No one really cares. There are photos. They can see their photos for a few hours. You can't do that. So talk about what's different. Talking about the future is one thing, the vision, but you run businesses that can't go down. And so you've got scale. You've got future requirements, those forces, and you've got cost pressures. That, how does that all line up? I mean, because they don't really seem to be compatible. I mean, reduced cost is not usually innovative. So how do you guys look at that? It seems that you have some good meat on the bone there. Yeah, it is. And you know what? I think we still have customers out there or potential customers who don't really believe this. And so we tried to bring in customers today that are running their transaction processing on virtualized environments. This is like BBT stands up there and says, hey, we're running 95% of our transactional systems in a virtualized environment. 95%, the only 5% that are not virtualized in BBT is their data warehousing. This is virtualized across EMC, IBM, Hitachi. And that is transaction processing out at the ATM level in your banking transactions. And this whole notion that virtualized environments cannot run transactions. They cannot run in high performance, high stressed areas. This is incredible stuff. And there's customer after customer, you know we're in just about every single high profile bank in the world. And they are running their top transactional processing in a virtualized environment with the flexibility to move data among different tiers without ever bringing the applications down. They have said vehemently that we cannot come down. We have to have 100% uptime, either scheduled or unscheduled. And like one of the banks from India says we've been up 10 years and are still moving data around in a much more efficient way around the optimization of the infrastructure. And storage is changing, Dave. I mean, we've been talking about, we've been covering cloud computing and when we started covering cloud computing, we were looking at the marketplace. We instantly vectored into storage because everyone we talked to wasn't about servers, it was about storage. This is a year ago, and all of a sudden like, why is storage coming back? Isn't storage old? So Dave and I coined the term storage is sexy. So we've asked every CEO that we've interviewed, Joe Ducey, Tom Georgins, is storage sexy or hot from your perspective? How would you answer that question? Well, you know, it is, I don't know if it's sexy, but it is definitely getting a lot of attention, you know, excuse me, I just have it. Out in the market, you look at the acquisitions of like three-par and so forth and these storage acquisitions, I think it's raising the attention of a lot of people. We think it's sexy and it has a great future because you can expand it to so many different places. People trust their data with us. It's not like compute. This is their data, this is like their lifeblood. This is their fiduciary responsibility is to make sure that this data is never lost. You will get called in front of the FDIC and the SEC if this data somehow disappears. So this is beyond just being down or something. This is about protecting that data for its life and whatever vertical image. So talk a little bit about that industry consolidation and by the way, I think Dave Scott definitely thinks, John, that storage is sexy. Oh, yeah, all right. We'll have a highlight there shortly. We've seen a lot of consolidation, obviously. You saw last year data domain and you've seen things like netizen, Green Plum get taken out and most recently three-par. What do you, what does that mean for Hitachi? You know, it's really a great question because you know, even way back when when you saw the acquisition of documental, you know, in FileNet, I think a lot of people in the industry thought these were great applications that dragged storage. I don't think the consolidation of those were around actually consolidating the storage to data to a content information strategy. So what we've seen here is really not the synergistic approach to vision. We've seen a cobbling of things together because maybe they don't have the R&D presence. Maybe they don't have the continuity. You know, the three-par. You know, HP's a great partner but I also think they recognize the power of owning the IP and maybe they let the EVA and the IP around that go down. That's why I applaud what we've been able to do with Hitachi. We've been able to have consistent R&D marching toward a synergistic vision of storage, data, content information. Okay, so fundamentally, aggressive acquisitions are not a fundamental part of the strategy, is that correct? We acquire certain parts of the IP when we need it. You know, what we've tried to do, Dave, is have a horizontal strategy where we embrace partners. So let's, for example. Open. Open, very open, but we're here as we try and transition these markets. You're in a major timeframe where markets are transitioning. Who will own the content services? You know, we're offloading a lot of those content services from the application but I'll guarantee you that we will make those content applications much better by being able to search across islands of data. Making them manageable. Absolutely. So they're going to always handle the workflow. They're going to handle the ingestion, the taxonomies of content. We're going to make the heavy lifting of index search, of discovery, of repurposing billions, if not trillions of objects, much better for them. So our whole strategy is to make each other a win-win. Much different than what we hear from, for instance, John, we were at Oracle Open World last week. Clearly they're on an acquisition binge. You see EMC doing a lot of acquisitions. They got to buy their innovation because they got caught flat-footed. People who get caught flat-footed tend to buy and that's the general consensus. And HP, we know, has cut R&D substantially. That's been reported in the trade press, Wall Street Journal. Let's talk about the future. You mentioned in your keynote, why virtualized storage, data-centric message, optimizing infrastructure. But you mentioned discovery and you don't hear a lot of storage execs talking about discovery and the things that we've been tracking in our research and on our publishing is the mobile market. And what's coming out of that research is data. Low-latency data is the driver for innovation, meaning whether it's gestural data from the user, circulating that back into the application, not as a storage recover. So can you talk a little bit about what's happening with Hitachi relative to what I call that little data? Like, it needs to be fast. Is it solid state? Is it going to be backend? Is it cloud data? Because the content market relies on instant feedback. Yeah, yeah. You know, it's interesting because this is a big premise of where we think of data lifecycle management. We see data and the great announcement that we had today and people asked me to connect this announcement today on those kind of small pieces of data. You know, how do you plan to access them, discover them and do the lifecycle management on them? When you take, for example, our granularity at the pager object level now, I can take data that has not been accessed. Okay, and I can say, if that data hasn't been accessed in 30 days, I'm going to move it down from CNSSD. And I'm going to put it down to tier one. It is still accessible and discoverable by all the applications and consumers of that data. We've just optimized the infrastructure to meet the business demands. If it is accessed more frequently, we'll move it back up a tier. We'll move it into memory if we have to. The actual location of data, when you take the cloud concept, the actual physical location doesn't matter anymore. That's a scaling out message. Absolutely, because I've virtualized data. I didn't virtualize storage. I virtualized data. And that's not new for you guys, virtualization. No, it's the same strategy we've had forever. And now people are starting to resonate with it and say, oh, that is a data and content strategy. There's a business need out there, demand is there. Absolutely. And so when you talk about billions of objects and these little objects moving around inside the ecosystem, they're all still discoverable, searchable and integratable. It's just that we were able to place them according to the infrastructure that was best used for the optimization of both the business requirements and the infrastructure requirements. You also taught something that was, you just mentioned briefly, but I thought it was worth teaching because we really picked up on this. You mentioned virtualization, not just server, but application and then consumer. Can you expand more on what you meant by that? Is it that the virtualization has to impact all three segments or that virtualization per se will sit in all three layers? Well, it's a great pickup because the application itself, we had to virtualize, okay? So the application had to become independent of its own data. That was key. So the ability for even our infrastructure customers right now to move data, independent of the application was step one. That was to prove the infrastructure market, but it was also the ability to now create integration capabilities across applications. The whole new generation of applications being created by this virtual environment of compute. These are small, very thin apps. How are they going to access data in the future? How will they be able to share data? They will have to do it in a kind of a cloud infrastructure, right? They cannot go in a siloed approach and try and access each other's data. It's too slow. It's too slow and the integration and capabilities of that are not going to be fulfilled. So that's where this integration of content virtualization is really going to fulfill the access of data from those applications. Another thing I picked up on in your keynote was this, obviously the content cloud, but the bringing together of the content with the mission critical type of platforms. And years ago, some of your competitors, EMC in particular, put forth this ILM vision. It was a great vision. The problem was it wasn't actionable. And so I think you're making it actionable. I wonder if we could comment on that. People can buy stuff around it now. Yeah, it is. And that's what we're most proud of. You know, it's a programmatic, it's a pragmatic approach. And I'll say this may be controversy. I think with the way we're recognized in the industry is they say we do. We love controversy in theCUBE. Yeah, I know. Part of it is, I wanted to explain the context of this vision today. They talk, you walk. What's that? They talk, you guys walk. That was it. They say we do. They as EMC? Yeah. Well, some of them, yeah. But part of that information, lifecycle, management, automation, we're getting to the point now where the lifecycle management, not only of the data itself, but the physical assets. Physical assets are only going to last three or four years, right? Then what are you going to do? Don't you fill up that internal tier of tier two data? What are you going to do with it? If you did not perfect the mobility, the movement of data between tiers, because in one sense, I think a lot of our competitors say we have tiering in the box. And Hugh touched on this today. Tiering in the box, well, eventually that's going to fill up one of those tiers, and that technology is no longer usable. You got to move it to the next tier or to the next technology. Keep coming back to virtualization as the label of virtualization. So the conversation that I didn't hear was big data. I don't think you use that word once, big data, but that's a big discussion in the industry right now. What do you do with the big data? The Yahoo's, the Facebook's there? I mean, they've thrown up a ton of data. So big data being, could be the Hadoop movement, for example, but companies have huge data. How do you talk about that big data framework relative to what you guys are announcing today? You know, it's kind of funny because you say, how do we respond to big data? Usually a lot of people categorize us as big data only. We are big data, aren't we? Yeah. It's assumptions, I guess. Well, no, I'm glad that people are starting to consider us because the nice thing about VSP is it's very expandable. You can start very small. You can start with a shell of virtualization. Do you know that today some people use our virtualization just to move their own competitor storage? They'll put in a VSP or our own USPVM just as a virtualizer, just to be able to move and migrate data between EMC boxes because they can't do it. So this whole idea around big data like Yahoo, Yahoo's one of our biggest, fastest-growing accounts right now, the idea of this content platform is very striking to them. The ability to actually index data, be able to search data across application, I think we're not emphasizing that enough, that all of a sudden, remember how you accessed data today. You have to access it in the silo way it was created in. That was the federated search concept, right? Now we break all that apart and you say, oh, now I have data stored and indexed across all these applications independent of the media, and now information mining becomes available. So you can see where the expansion works. It's changing the data warehouse business. I mean, the business intelligence and the data warehouses are being disrupted big time by this new vision. Or enhancing them. Okay, so what I'm hearing though, Jack, is so your play there is you don't have to own the database, you just want to be the best storage for that data warehouse. Well, and you're linking between intelligent storage and intelligent data. So right now, what it is, is you could almost consider us the data warehouse for all objects. How's that? But you're never going to have that middle layer of the data warehouse anyone. You're basically storing it inside the infrastructure. Every single object is going to be stored and it's going to be indexed. Not only the properties, but the actual content that sits in that object. Can you give some examples? I mean, this is a compelling vision. I think very relevant. I mean, the cloud person, the content cloud, we love because that's our business. Yep. But like the applications, that's a big challenge and it's a growing area. So give us some use cases and proof points with some customer examples of where the applications are being freed up and innovative because of the Hitachi. Well, you know, we used to call it in the content world, hierarchical data management. The key with a lot of applications, if they want to run very fast is they've got to stay thin, right? That's where you got, you offloaded the major data repositories of a content system and you might have moved that data to a different tier. Okay? You still had access to it, but I couldn't run quite as fast. So we're seeing all kinds of content systems that say, you know what? We're going to maintain the thinness or the fast performing data in this content system because Hitachi is going to life cycle my data automatically when that data is not accessed. Everybody talks about this market of life cycle management or data classification. We make it very simple. This is really simple. If it hasn't been accessed and the policy is set at the application level, if it has not been accessed in say 30 days, we're going to move it down. Got it, yeah. And it's still discoverable. I mean, that's the simplest classification you can get to. You never lose sight of any data. And so when you say backup or VTL or any of this, our premise is that we are continuing to life cycle manage data into the most efficient technologies, the most efficient storage there is and yet still making it accessible. You never lose access to your data. Yeah, and with server virtualization and storage virtualization really changes the way you think about the way you move data around the network, the way you protect data. It's a whole new. You have to do it transparently so that the applications do not know and you do not care. You made that point a lot in your keynote. Yeah, yeah. You mentioned umbrella virtualization in your keynote. Can you elaborate more on that? Is it more of a broader term or specifically is it the tiering? I wish it was my term. It was my customer terms. I was in North Carolina last week and they said the ability for Hitachi to come in and put an umbrella over all of the different vendors, the silos of vendor technologies was key to their efficiency. The key to moving to this evergreen state, the key to doing life cycle management of assets. So a lot of people talk about virtualization but it's within their own context. We talk about the umbrella concept. That's the openness to attach. Openness. Anyone's storage. Absolutely, and pulling those assets for whether it's EMC or IBM, pulling that storage and data into one large pool that we can manage. I have a different kind of question. And this is more of a, maybe it's a philosophical, but maybe put your chats with your customer. You talk with customers all the time. Virtualization is changing the workforce. It used to be very disciplined. You have a lot of cross disciplinary issues going on. What impact did the IT organizations are you seeing relative to their core competency? I mean, the biggest complaint is, average, it's scary. Some people embrace it. It's intoxicating to a lot of tech guys. It's very efficient. Oh, new things can happen. How is it changing the workforce? The guys in the front lines doing IT. Yeah, that's a great question because one of our customers just talked about it. It used to be if you wanted to migrate data from, say, one technology to the next. Basically, you have to schedule the downtime with that application. And you hope and pray that that weekend is a long enough outage for you to move that data from that tier up through the application and back down to the next tier. Today, those weekends are getting back. There is no downtime for any application. All of that is scheduled just to move across as the application is running. I think the quality of life for people in the data center with virtualization, they can't sing enough praises about that. We studied that at Wikibon. One of your customers, in fact, was the case study. And they quantified the cost of migrating an array. And it cost them $50,000 every time they migrated an array. And then the other thing we looked at was the percent increase in utilization when they brought in Hitachi. And it actually saved them like a 40 terabyte array or something like that. You must see that a lot in your business. Well, and a lot of people use that, you know, the efficiency of pooling storage together. But it's also the zero page reclaim. We had several customers tell us this is the silver bullet of the industry. If people only knew, we've had people say that they have gone from 20% utilization to 60, 80% just with that technology alone. Where we actually go in there, pull all the storage together and then take all the unallocated or the allocated's not used storage and reclaim it back. This is why I think that you guys are so innovative because we were talking off camera. Sometimes that'll hurt your business in the short term. But generally speaking, Hitachi's not a short term company. Let me tell you the history of how that all came about. We had our executive advisory board. It came up and we really asked for a direct feedback. And I think our teams are proud of that, you know, with customers. They're not afraid to tell us what they think. They said, guess what? This is all really cool and everything else about Evergreen, you know, data centers and so forth. But I'll tell you, we've already allocated all this storage out there. And this was when times were tough. Remember the financial industry's heading down, they're under tremendous pressure. 70% budget cuts. Literally, 70% budget cuts. They're the ones who say, how are you going to help us reclaim back all the assets? So we made a business decision, cultural decision, saying, you know what? We've deferred some customers acquisition of new storage by up to two years through this zero page reclaim. That meant that I hopefully have earned the partnership of that customer in the long time because I know, they hopefully know that we had their best interest in mind. We'll start with the marketplace growth and then the end user or the benefits to society with the storage. The storage is the linchpin for cloud. The growth strategies that you guys have is open. Talk about the openness specifically and then how are you guys going to grow in the marketplace? Obviously through the partnerships. Any changes there? Any things in the future around these new demands? You know, if I can just answer the question in the general terms, how do people, or how do we think we can grow this business? A lot of it's market share. We believe that we're gaining on average 250 new accounts per quarter. That's an astonishing number when you think about, people are adopting the virtualization message. I think we're just in that steepness of, you know, virtualization in the storage. The other one is when you think about me as a CEO for this company, we plan to move into new markets. Think of what's being offloaded from the application market search. That's a huge market, right? Discovery, repurposing, all those content surface. Personalization, governance. Media. All this is going to move into this. And if we start attaching what we're doing in Hitachi data systems with our vertical businesses in Hitachi, we do the video surveillance for the city of New York. We have to do facial recognition. The data, the discovery, the searching, all that has to come together. Same with our medical business. It's a $10 billion medical business. The ability to compare MRIs, to effectively search and discover that data and make it resonant for, you know, the analytics side. We have a lot of viewers out there that are new to Hitachi, and they watch the general tech trends. Share with us three anecdotal things that customers say about Hitachi. In terms of, you know, when you guys do business, if you want someone to know about Hitachi, what would be three different things that you hear most from customers? You know, I'll say what customers are surprised about. You know, we have about a $30 billion energy business. So a lot of those windmills that you see, you know, driving down the highway, a lot of those are built from Hitachi. The ability for us to cool nuclear generators. We've taken that same technology and applied it to direct cooling of the actual data centers themselves. You know, we have the most efficient data center in the world, it's in Yokohama. We've taken the technologies from our energy groups and we says, well, we know how to cool nuclear power plants. We might know how to cool, you know, data centers. IBM and EMC and HP don't have any idea about that. The idea that we provide all the electric motors for most car manufacturers of hybrid motors is unknown to a lot of people. That is a hybrid, that's a Hitachi specialty. You know, being able to provide that for a sustainable environment going forward. We use a lot of that technology in the motors that we've used to create the no-spin slope and spin disc. So you combine that technology, that architecture, with the ability to do life cycle management of data. I now have a good synergy of placing data on a sustainable platform that can be repurposed at any time and discovered and searched at any time and yet good for the infrastructure. The synergy is the operative word there, right? Your semiconductor group, your networking group with your crossbar switch, your disk drives. I'm just giving you examples of how we're really becoming to know. A lot of cross fertilization going on. And we've got a long ways to go too. Great, that's awesome. We're here at SiliconANGLE.com, the CEO of Hitachi Data Systems. Great keynote, great vision. Any parting advice for folks out there who are embarking on the future? The consumerization of IT, which thank God you didn't say because it's been kind of a punchline, but you really were talking about it, this consumerization. Any advice for the folks out there who are planning and who have mission critical, backend, storage, visualization platforms? What they should be doing going forward and looking at their platforms? Well, I think over the last several years, it's kind of the crossing the chasm kind of markets. I think we've been virtualizing data for a long time. I think it's now very, very credible technology. And I think, you know, trust the references that we have that you're going to save a lot of money for your company. I think you owe it to your company, at least to give it a shot. Really do the kick the tires, as Colin said, you know, in his speech. But, you know, one of the things is that this virtualization, a lot of our competitors are still saying that virtualization is not ready. Well, of course theirs is not ready. Ours is, and it really does do some justice for the infrastructure environments. Really makes them efficient and it also propels you on the path of vision toward information and content integration. Great stuff, Jack Domei, live at theCUBE. Jack, thanks so much for coming in. It was great to have you. Really grateful. Wonderful. Thanks for having us here. We appreciate your support. Okay, take care guys. Content cloud, we love that because we are in the content business. Our goal at siliconangle.com is to pump out as much content as possible. And not run out of storage. Not run out of storage, you know, by the way, we should ask if we can get some storage from it. We need some of that. We always need more storage. And we've got Mark over there freaking out terabytes and terabytes coming off on the desk with throwing, we're doing our share of pumping out some big data today. The server's smoking over there. Very impressive individual. He's a lot, a lot of energy. And I gotta say, I'm really psyched that they're really addressing the future. Hitachi, talking about the future, Dave. Yeah, well, like I said, Hitachi's always been known for great products, right? And usually here, big product, message product, product, product. We're seeing a new bold vision. This notion of the content cloud is new. And we saw some nice slams on EMC and the competitors. They talk, we walk. Well, they say we do. Yeah, Jack was forthcoming about that. You thought he thinks storage is sexy? Yeah. Yeah. He said Dave Scott thinks so. Yeah, so excellent session from Jack. We've got more coming up. We've got some customers coming up. We've got Intel trying to get Lloyd's Bank. We had a little conflict, but we'll get them back on. More bloggers, ESG's coming up. Some analysts. Yeah, I'm really interested in the third-party validations. The analysts you mentioned earlier, they're surprised. I think, and not terribly surprised, but Hitachi's putting a good foot forward. They're delivering availability at announcement. So not a lot of hype. And they're very forthright about what's coming in about six months. Is there a timetable? And they've always done that. You know, they've always been really tight about what's announced and what's coming in the near term. But I mean, I get the sense from hearing from Jack in the live stream and the keynote, is that he gets the future. I mean, he's got that very storage-centric, kind of nomenclature in the way he talks, but he really is talking about the future. And the personalization, the consumerization of IT. I mean, people want stuff faster. They want the mobile apps. I was just talking off camera with Verizon Wireless, the guy that got a development lab for Android developers. I mean, the world is moving really fast. And storage has got to be there. And the cultural aspects here, John, are palatable, right? I mean, you can really palpable. You can really sense the cultural impact. So Hitachi, 100-year anniversary. But there's a cultural shift that we're seeing now. It used to be Hitachi, a very stodgy company. HDS was just a distribution arm, a sales arm. And while that's still the primary role of sales and marketing, you're seeing a lot more input go back to Japan. So for example, Jack and his team, I mentioned this, Jack Domey, Brian Householder, John Mansfield, all three of those guys. Is this a new team? Yeah, it's a relatively new team. They've now been here for, I don't know, five years, six years. But they came from different places, but they were all together at Storage Networks, Inc., that hot startup during the dot-com bubble, Peter Bell's company. So they're a team, they're in the cycle together. So they're riding the wave. Brad O'Neill was at that company. Ed Paralisi was there, and he's here now. So there's a real culture of moving fast, moving smart, doing startups, first mover advantage, innovation, that's seeping through, I think, to Japan. I was impressed by, he did mention a nice tidbit we can explore on is a cross fertilization or inside the company. I asked him the question about what people say about Hitachi. He referenced something really interesting, that Hitachi's windmill operations, turbines, they're taking some of that technology for the power and cooling. As we know, it's very scarce in the data center. Can you tell you a little bit something about Hitachi as well? I mentioned I've been to Odawara a number of times. We get some bloggers coming, go ahead, finish your thought. Okay, so I wanted to show you, back in the late 1980s, I remember sitting with Jan Naruse, who used to be the CEO of Hitachi Data Systems, and Big Wig at Hitachi, and he was asking about the time, all they did is copy IBM with Better Product. At the time he said, how do Americans innovate? And they sought that out, and they've clearly now come around full circle and really are an innovative product company, and taking new leaps.