 of the Advanced Extract Assignment from the Noise. I'm John Furrier, the founder of SiliconANGLE, and I'm joined by co-host Dave Vellante, who's the co-founder of Wikibon.org, and we're excited to be here for day two of wall-to-wall coverage, exclusive coverage here at HP Discover live in Barcelona, Spain, across the pond from the US here. Finding out what's going on with HP out here in Europe. Again, this is an extension to HP Discover in the US. It's the European version. Much bigger, Dave, and exciting day one. We had an exciting, packed day yesterday. You can go to YouTube.com slash SiliconANGLE to get all the footage that we had yesterday. It's all up online right now, highlights. Dave, we've got a surprise guest here, not on the schedule, so we're going to forego our normal kickoff because we said everything that needed to be said yesterday on our kickoff and our commentary yesterday, but day two, we're going to kick off with Jerome Labat, CTO of the software group, excited to have you in. Welcome to theCUBE. Thank you. We love having, we're excited to squeeze you in one because we're kicking off the day to get technical, but more importantly, you're the CTO and the software group. We've had George Kediva on, Cube alumni, legendary executive. We're big fans of George. We think he's a fantastic executive, and Dave and I always say, software is the key to the future, and HP has traditionally been an amazing hardware company. Software has been kind of in the hardware, but now you're seeing with software to find everything, which is the buzzword at many levels, but at a technology level, networking and so on, there's some serious software powering some of these new technologies, so excited to have you on, talk about the software role, and also more importantly, the cloud, since you've been involved in the cloud. So first, share with the folks your job, you're the CTO of the software group, you've been involved in many of the technologies within the cloud group, so explain to the folks kind of what your job is and your role and how you fit into the machinery of HP because you've got, you know, SARS been on before, we've talked to the cloud group, you've got the software group, which also includes big data, so how does it all fit in? What do you do? Explain to the folks. So I've been with HP about a couple years, the three years now, and the last year really been working with technologies, and we have all this great asset from infrastructure all the way up to software. When we talk to our customers, one thing they like to see is a full integration between the fundamental machinery pieces that are fully automated, software-enabled, but also how do you then operate the system in conjunction with your applications, the workloads that you have to deploy on top of your data center? And that's where really software comes in, is to help you build, deploy, and operate those workloads, those complex workloads, and applications in any kind of fashions you want, in your private environment, in your traditional data centers, or potentially in a public cloud, or managed cloud, the hybrid world. So realizing this vision of the hybrid world, and that's what really softens. So I want to just, since we were just, before we were kicking off, we were talking briefly about some of the things, I want you to explain to the folks out there, the realities, or debunk the myths that it might be out there, that HP's kind of not in the cloud business. Some may think HP's really not in the cloud business, but, and you don't have a working cloud, but you've had many versions, cloud scaling on the old days, cloud, all this cloud stuff, but bottom line, are you guys in the cloud, but are you shipping a cloud right now? Give us a state of where we're at, and clarify that. About a couple of years ago, HP came out with this vision of the hybrid cloud, and we very only put our position there, that we knew that a customer will leverage the resources available in a public environment, and we saw a lot of the new workloads, like mobile applications going into the public cloud. But very early on, we also saw a return where the workloads had to come back into the private environment, into behind your firewalls, because of security, data constraints, compliance, and so as a result of that, what we really discovered is that we needed to create a bridge from traditional environment to this new cloud, or public cloud environment, and as a result of that, all the work for the past two years have been about creating solutions in software that enable that bridge, that creates that bridge, and if you saw the result on our Forester Wave, we were nominated number one in private cloud by having delivered the set of products from infrastructure all the way to software. Now you don't have to use all components all the time, you can actually buy software, you can buy infrastructure, you can compose your cloud as you go, and you can drive the evolution from where you are today to where you want to go. So leveraging the cloud in the future, yet protecting your assets and your environment. It gives an example of a customer that's using the cloud that could be representative of the broader market opportunity. Who's using the HP cloud? That's an example, a use case of... We see a lot of financial institution, healthcare, we see a lot of companies in Europe that have been very early adopters in this notion of hybrid environment, in the ability to leverage existing resources, but then present them to their end users and IT services in a self-service fashion. So if you think about cloud, the true cloud or the true essence of the cloud is accessing resource through a set of APIs. The reality though, what we're finding is, not everybody is ready to go and build applications or provide resources through a set of APIs. So we had to find a way to evolve to it. And what happened is by creating a layer of software that sits on top of your infrastructure, that sits on top of your management layers, you could actually expose the services from IT in a catalog. And so what really happens with the cloud technology is an evolution of where the business and the IT business is going into this notion of, IT as a service or IT as a broker. So when you're interviewing people, prospective candidates to bring on to your technical team, what do you tell them when they ask you, Jerome, what's your vision for HP software? Where are we going? Sure, I mean a couple of things we do. One is we have the foundation, so we're going to continue absorbing and learning from the ankle biters, the startups, the guys that have the new ideas, they move a lot faster. But on the other hand, we're also going to bring new thinking, new ideas. And one of the key idea that we have going forward right now is how do we use data? I mean, we all heard about big data. And it's great to have all this amount of information coming from all the system, the logs, and everything else. But what do I do with it? And how can I leverage it? So one of our next set of activities going forward is truly leveraging the set of information and see how can I take this data and better operate my systems and my environments. So for example, I can better operate my environment by having insights or predictive insight on what I can see on my log files. If I have a better tool, a faster tool to really intercept and understand my log file, I could potentially enter a service request automatically by just looking at what the human behavior is by doing a search on the ticket search or system search. So the vision is to put data at the heart of virtually everything that you do. Is that right or? That is absolutely right. We just announced having 2.0 with a set of new engines and components and revisionist components that we are going to enable us to drive how you operate IT in a new fashion and how you use social collaboration, insight, information or social information, I should say, or even human information besides just machine information. And how can we bring those two together to change the way we operated the data center or response to IT services? So Haven looks like a very promising development platform. It looks like it's going to compete in the space with the other big data OS guys or maybe not the big data OS, but the platform guys appeal to developers. So that piece is clear. I wonder if we could talk about some of the traditional businesses though because if I look at your career and Intuit and Oracle, two companies that had to go through a transition from sort of legacy on premise into whether you call it on demand or the software as a service or even platform as a service. So you've got some experience doing that with other companies and clearly HP faces that same challenge. So from a technical perspective, what are you trying to achieve? First of all, is that correct that you're trying to transition into more of a software as a service type environment? And technically, what does that require from a platform standpoint, architecture, skill sets, et cetera? Sure. I mean, so we're definitely moving towards the software as a service and the approaches there. And from a technology perspective, you have to think about your applications a little bit differently, but it's not an all or nothing. What you're finding is over time, you still have to physically support and reinforce the base and the core. So we have assets today that are running on premise. And the question is, how can I extend those into a SaaS environment? How can I leverage a SaaS environment? And again, there at the application layer, at the past layer, what you're going to see is a hybrid model. Not everything is going to sit in the public cloud. Not everything is going to sit in a private environment. You're going to have to evolve. And I would say, I would argue that it's not just a technology problem. It's truly a people process and technology problem as you evolve and transform. The mentality and the way you operate in a SaaS environment or in a very agile environment, a flexible environment, which is what those technology bring in, changes how you think about the problematic. You don't have a month cycle to release a product. You have to release a product in weeks. You have to release component in production in less than an hour, for example. So it's a very different behavior. So it's not just the technologies. How can I leverage the technology to change the processes and accelerate my delivery of solutions? So when you talk about the people in process, you're talking about both within HP and all those. Obviously extending onto your customer. As you saw yesterday in the main stage, there are HP on HP projects. It's really about leveraging our technology to accelerate our business processes, even internally, leveraging self-capability. So I want to push on you a little bit, okay, because I get that. And I talk to any IT practitioner to tell you technology is the easiest part of the people in process, the hardest part. Okay, but when you're a $110, $115 billion company and a relatively small piece of your business's software and your CEO has said, listen, we're not really going to make acquisitions except small acquisitions until we pay down our debt. And I've asked George Kedifa about this. I've talked to him on theCUBE and other places. Okay, so you don't have the luxury of doing a tons of acquisitions. So you got to do this organically. So that's why the focus on people in process obviously. But look at Oracle. Oracle 1995 said, all right, we're going to change the game. We're going to go buy all these technologies. And other companies, IBM did something similar. So how does HP become a prominent software player because it's huge upside for the company? Can people in process get you there? Does there not have to be a technology component that aligns you with a lot of the growth areas in the market? I'm sure there does. But in what are those growth areas really is my question. It's cloud, it's big data. Mobility, security. So I wonder if we could talk about that a little bit. Some of the key initiatives that your organization is driving that ultimately will turn into software being a larger proportion of HP's revenue. Sure, I mean, if you look at the evolution right now, just like software engineering processes, our technologies allows us, as they are today and what we've been releasing in a private cloud, allows us to accelerate speed up our delivery of software. That's one example, moving to agile, moving to continuous build and delivery. I mean, some of the work we've done around the open stack environment, where we do continuous delivery, continuous automation, continuous integration. So those are all internal processes enabled by technology. If you look at a new product, agile manager, for example, that you can get online for free, you can go trial the application. That's kind of the forefront of this new way of doing development, for example. On the big data fronts, you've heard yesterday, our CIO talking about using our technology, such as Vertica, to really change the game on how we do supports of our system and PC clients, for example, that are going out, changing and rethinking our data warehouses, using those technologies. Haven would be an example. And Heaven, leveraging the Heaven technology to do that. And I think that's really a key, is we are implementing in-house what we're saying. So that's one aspect, that's a technology aspect. I would say on the process aspect, if you talk to our enterprise services organization, they talk to a lot of customers, they do a lot of transformation project. And they are also learning and internally transforming and transforming with our customers. And I think that's really one of the key assets from an HP perspective is the breadth of what we can have access to in terms of information, knowledge, especially when it comes to transformation. One solution might not fit all, but from a knowledge and learning perspective, what you can see, you can apply patterns and you can reuse the same patterns over and over. So I think that the breadth of what HP can help with really puts us in a unique position to drive and help our customer transform. Because not everybody's going to go at the same pace in that transformation. Jerome, I want to ask about OpenStack. I mean, we talked about it, first of all, on the cloud side. I know it's very difficult to explain the cloud vision because you guys have a lot of, the way you architect it's building and operate and then consumption, kind of two different factors. And talking to SAR, we get that message. And it's not always like a product number. Software's involved in that. Which brings me to the data center conversation. We were just on a crowd chat yesterday and about Gardner data center conference. We were covering that last night late. And the talk of the Gardner conference is, the data center of the future is going to be a total hybrid model. Private cloud really doesn't exist. That's kind of the meme being kicked around. I mean, essentially just the data center extension. But given your data center background, I want you to talk about why OpenStack is so important to CIO. Why not just buy Amazon? Amazon looks great, they're kicking ass and then knocking down the infrastructure as a service market on the public cloud. Developers love Amazon. But as some say, Amazon is not a nice fit for the enterprise. Many different legacy issues and compliance, et cetera, et cetera, and I'm sure you know, go in detail. But given the momentum of Amazon, why are CIOs and folks in the enterprise excited about OpenStack? And what is going on with OpenStack? Is it there? Is it falling apart? Is it growing? Coming together, a lot of people are worried. They're worried about, will OpenStack be stable? Sure, a lot of questions there. Yeah, just pick your buffet right there. So, from an Amazon perspective, it's not an and or. You know, it's not an or, it's an and. You know, you really have to be able to leverage the resource pool that you need for the type of job you have to do. And so what we see in our customers is really about choice. You know, we know we have to support choice. We have to support heterogeneity when it comes to deploying workloads. I want to develop a new application quickly. I might use Amazon services. I might actually use, you know, DHP cloud services. And so it's a choice. From an OpenStack perspective, it's in a momentum right now that's really kind of accelerating. And what we see is a lot of customers are implementing and testing and playing with the technology. And if you recall, you know, two years ago when we launched our vision of the hybrid cloud, one of the components we talked about, you know, reference architecture or an architecture that's allowing you to port, you know, your workloads from your existing environment, sitting in your private infrastructure or an environment sitting in a public infrastructure or managed infrastructure for that matter. If you had a way to access those compute resources in a consistent fashion over and over using standard APIs, allow OpenStack, then what you're doing is you're really solving what I would call application portability where now you can redeploy your application in a consistent fashion across any of those resource pool. Truly achieving choice. So what you're getting at, I can just summarize is potentially OpenStack plays to the trend around service cataloging, orchestration, flexibility, because essentially it's a building block mall, right? It's a building block for your infrastructure. It's another componentry that you have in your system and from a cost perspective is a choice, OPEX or CAPEX. Yeah, I mean, one of the things Dave and I were commenting and I'd love to get your opinion on this. We feel that OpenStack is at a vulnerable point right now because it's growing so fast. Some say redlining its engine of growth and there's no real leader in OpenStack. And I think you guys don't get a lot of props in the fact that you guys were part of the founding team of OpenStack. Rackspace kind of takes most of the glory there, but HP actually incorporated. Helped and Biri, Singh, there's no longer with the company and others, and I've talked with you guys about this, were there from day one. Absolutely. You guys, you know, folks out there, props to HP. So let's expand on that. So you there, one of the things about Linux in the old days that made Linux really great was there was a rallying cry and then the consolidation of the momentum all formed around IBM. IBM put the billion dollars down and it was the anchor. Is HP going to be the anchor for OpenStack? I mean, Rackspace is not a software company and they're box guys, they're building hosting. Yeah, if you look at the efforts in over the past couple of years, our public cloud is running on top of OpenStack and we had the great learning there. And early on what we saw is maybe not every customer has the capability, the power to go and deploy, customize and work with an open source project at that level. And you guys are still committed to OpenStack, heavily. Absolutely, absolutely. 100%. 100%. And you want to be that anchor tenant. And we would like to be that anchor tenant and if you look, and we also understand it's about choice. Yeah, yeah, true. And so at the end of the day. But the community, the community is a lot of investment. You got Marantis out there doing very well, VMware just did a deal with them. Sure. Customers are looking at OpenStack as a nice bridge to the future. Absolutely. I think it's an open door. So it's an alternative to the existing solution. We are demonstrating through the internal of running OpenStack and so to also supporting OpenStack and helping our customers. You saw the announcement around CloudOS based around the OpenStack technologies to really demonstrate the vision that we had early on about this hybrid delivery model and its consistent architecture. And we believe that that's really the trust. And as our customers start to leverage and deploy production workload outside of the context of Dev and Test, you're going to start to see that. You know, we're accelerating. We are very bullish on OpenStack, even though you can kind of peppering you with the questions here. But we're very, very fond of what's going on there. We're big supporters of it, but we worry, right? We worry that, you know, you get these industry standard groups and it kind of falls apart as people start land grabbing in the sharp elbows when the dollars start hitting the table. And there's growth. I mean, we are seeing OpenStack momentum go move into production, although it's not scaling yet, but- But it needs some muscle as you were alluded to. We're trying to find those points. Yeah, where's the muscle? Where's the muscle coming from in OpenStack? I think that muscle, you're going to see that. You know, as we're rolling out more and more solutions and more and more workloads and diversity of workloads gets deployed into the OpenStack clouds, you know, you're going to start to see an acceleration. This is really no different than what happened with Linux. There was some support from the industry, but that's, there's also an upswell ground. If you look at one of the shadow of OpenStack is as fast as it's growing, but on the other hand, that's the power of the community and the acceleration of validating, you know, the mission of OpenStack. Well, Linux had some, some motivation, right? There was, you know, if they didn't come together, they could miss the opportunity to actually be relevant I think that was a key driver because at that time it was all Unix guys driving the OS there and Open was great. So I want to ask you about Amazon and you know, the commentary we say about Amazon, it's the title wave that's coming in. The question is, how much will the wave go inland on the enterprise? And there's clearly, you made a comment, it's not an and or or, I wanted you to expand on that. I mean, Amazon is, people are using Amazon for test and dev. I mean, it's nice to put stuff out on Amazon, but no one's really rushing to Amazon on the enterprise to put data out there and some other things. They're using it as a developer framework, but clearly the, the model of Amazon's open integrated stack, how they, how they're building their clouds. Very attractive to developers, it's dev ops. I mean, it's the dev box, it's instant on, it's there all the time and you can do, you know, very quickly get your product out there and you see actually some workloads, you know, running in production. So it's, it's there. I think from an enterprise perspective, what you're seeing is a balance, is a learning experience going out there, seeing how it can accelerate. It's actually driving more of a job job behavior internally. Enabling the transformation internally on how you build software. But from a reality check when it comes to operating a workload, you know, that transcend, you know, a public environment, a managed environment, and then your existing infrastructure and you start to build this bridge, what you find is it's not just about the infrastructure anymore, it's about the completeness of the infrastructure plus the software that is surrounded it for better operation and tracking. You know. That's why I like how SAR and you guys architect that, build and operate as one module kind of component, highly cohesive, and then you kind of have the consumption element over here with managed cloud and public cloud. I think a lot of people don't understand that yet, but I think Amazon is that force, I mean, of change, kind of forcing OpenStack that hey, you know, let's move from the insiders pushing the buttons and making things work, to how do you make Amazon scalable? The consumption model is key. It has to be there. And actually, this is a pressure on top of IT, because IT has now to become the broker and produce its own services as a consumption model. And the choice is going to be, do I expose it to an API, which would be the modern way of doing it to a cloud? What you said earlier, everybody's not ready to do that, but that's clearly the direction, right? Exactly, but then I also have to reuse the existing assets and what I invested in for the past 10, 15 years, and actually those assets bring the revenue into the company, so I can drop those. And so the question is, how can I, in a sense, surround those assets and create enough automation and orchestration around those assets so that I get the experience of the cloud, the self-service, the catalog experience, instant on experience with asset that exists, and then also bridging and bringing in this new world, so that you can start with a new development environment, you can start with new agile processes and transform how you build application, deploy, and even operate. But remember, 90% of your workload runs in the existing environment. That's what we see in the majority of our customers. Yeah, and then, of course, come back to HP software strategy, there's a piece of that, which is, of course, then utilize things like your big data platform to find new opportunities and new revenue growth. If I had to simplify your software strategy, I envision, sort of on one side, the pillar of security and governance and compliance, you guys have great products there. On the other side, the pillar seems to me to be with open stack and cloud and cloud automation. And then you've sort of got this legacy software business around IT service management that you're transitioning more to a software as a service model. You're modernizing that. You kind of got autonomy in the secret sauce of idle and autonomy, which is sometimes, looks like magic, it's quite amazing. In the middle, and then up top, you've got this big data platform in Haven, which is really the future growth engine. Is that a fair picture that I'm drawing conceptually and what's missing there? Yeah, so I think there's a couple pieces. If you look at the software assets left to right, I'm going to have, as you say, have all the data platforms, so idle, vertica, those are the core engines that are actually the Haven platform, the foundation of the Haven platform. And then you're going to have a sort of assets around security, so from code management all the way to intrusion detection on the network, so the IPS device and all the way up. And then we have two big pulls, one about application development, facilitating, accelerating how you build, deploy, and test actually applications in a development life cycle. And then you have a set of assets around actually operating, deploying your workloads, operating, monitoring, knowing what to do when a defect comes in, and you talk about service manager, that's the one that wraps the system. Now that's the existing assets, and what we are, as you say, we're evolving those into a SaaS world. But the other thing we're doing is we're trying to inject a new approach. So for example, if you look at monitoring in a traditional fashion, I'm just listening to things, I'm just putting probe and connecting and listening. In the new data world, I can actually look at log and machine data at a pace that was not able to do that, and actually archive so much information in the background, that can maybe have better insight and be more proactive, and actually start to look at analytics and productivity of behavior in the system and do machine learning, and change the game on how I monitor system, on how I operate system. And you can apply that to system, to applications, to platforms, and different companies. You guys have your own IP in that area because we're very bullish on Splunk, and we obviously saw with Amazon recently announced with Kinesis, which can play into some of the redshift stuff they're doing. In a real time, data management is a huge opportunity, in a way that no one's ever seen before. So, can you expand a little bit more on what IP do you have? I'll do a plug for the session this afternoon. Okay, give a plug in, yeah, do the plug. So, please go and listen to George Kedifa in his presentation, where we're going to basically present the new vision and the approaches. Is he going to talk about machine learning? We'll talk about what we can do. George, is George Kedifa going to talk about machine learning? I want to see that. What we can do with the engines, and what really this Heaven platform can do for transforming how we think about operation, and actually service management too. ITSM is changing the game, it's not like the traffic cop, it used to be, it's more platform. You know, Dave and I were commenting yesterday, again, on the Gardner data conference thread late last night was, you know, the notion of platform wars are coming back to the enterprise, and that's a consumer trend. So, the platform wars really be more of a consumer. So, again, another data point around the consumerization of IT. Well, so really about simplification, it's not just consumerization, it's how do you access those services, and there's so easy way to, you know, that's the way. Service cataloging, this is all happening. It's all happening as we had hoped, 10 years ago. So, I got to ask you on that trend, I mean, we're all seeing that, you know, kind of like data broker, service broker, the IT broker, and all that stuff's happening. But I got to ask you, given your background in IT, all those years, and now at HP, and the cutting edge with the cloud stuff, and how you guys are doing it, I want you to share with us. I mean, take your HP hat off for a second, put your industry guru hat on. What is, in your definition, software-defined data center? What does that mean? I mean, it's an elusive term, it's still kind of a moonshot, if you will, it's a destination to a vision. SDNs clearly is, we heard Bethany Mayer yesterday, going into great detail around how network virtualization is changing the game at many levels. So, you got SDN, then you got software. So, software-defined is kind of like a buzzword now, but it is a vision, it's real, it's a good trend. But what's your definition? What is software-defined data center? I mean, if you look at, you know, taking the hat off and thinking about, you know, the day-to-day job of an IT operator, what do I do? I match a set of resources with a set of demands from a project, so from, you know, users. And at the end of the day, what runs is a connection, so an intersection between that demand, you know, and that's a set of resources. So, software-defined data center is basically the ability to take a software piece, a component or workload, like a, and be able to, you know, characterize that workload and then just plop it into this infrastructure and say, give me the resources I need to run this job, without having people involved. And so really that, you know, software-defined data center means that I'll be able to drive the allocation of resources in my infrastructure dynamically by looking at the descriptive of the narrative of that, you know, that workload or that application. And in essence, that translates into all the, you know, necessity and all the components that you have, for example, in infrastructure, we talk about SDN, you know, I can develop my network browse based on the characteristic of that workload, you know, and then you go up the stack, you know, what would I look into a pass in a modern parse environment, where I dynamically, you know, distribute my workloads across the pass layers. Okay, so that's cool. So I want to take it one step further. If you believe that ITSM and these service management stuff you mentioned becomes proliferate, continues to proliferate, if you believe that, then you have to then go to, okay, that means there's going to be some automation, there's going to be some eliminated roles, if you will. Job, not saying, you know, people's jobs per se, but roles in the IT value chain, right? So what roles will be eliminated by this innovation? It shifts somewhere else, so that's not a discussion. What roles will be eliminated by this new platform automation? And two, if that's the case, what legacy tools are eliminated? If there's new functionality that creates that new, these new roles being eliminated, what legacy tools go away with it? Yeah, so one is from a support perspective, as long as you have human in the system asking for services, I think you'll need support. So I think you'll need some tooling and you'll need some capability. The house on how you deploy the service and support the services might evolve and this is where big data is coming in. However, from what I really see when you talk about the job in the description, I think the more mundane activities will go away, but in the short, it'll just evolve. I would just see in our next guest, can we continue, we'll wrap up on that point. So no, but specifically like, people are holding onto legacy stuff. What I'm trying to get at is if, why fight for the legacy stuff if the roles go away? It's a transformation. It's a transformation in evolution. Again, it's the end and it's the business value of what you have in play and what you invested. So you really need to protect what you have and your investment and then a part in you and other in you. Okay, Jerome, we got to go because we've been running over time. Great conversation, but I want to give you the last word. Put a bumper sticker on the cloud vision from a software perspective. You know, on the back of the car, what's the bumper sticker say around HP's cloud? The cloud that the enterprise relies on. Okay, we'll be back with our next guest. We're going to talk big data with the general manager. We'll be right back after this short break with our next guest, this is theCUBE. I'm John Furrier with Dave Vellante. Thank you. Going to Disneyland. Going to Disneyland. I mean, these guys are great. I think this is a revolutionary forum. Up till a few years ago, I'd never seen this in my entire career. These guys are great interviewers. They're spot on, they're sharp, they're funny to work with and they just ask great questions. So it's a real pleasure to be on theCUBE. It's really great. What's so neat about it is it's like real time discussions and also just being able to have people share their views simultaneously. So I love it. I think it's really fun. It's a great way to get the message out and to have a dialogue. This is a fantastic way to have the conversation with guys who know what's going on, who can kind of scratch below the surface, who can respond to what's happening right now on a Twitter feed about maybe some technology that's in the marketplace and respond and have a conversation. So it's a way to kind of demystify what's going on for a lot of folks. And for me as a marketing guy, I'm also really keen on the huge community that has built up and follows every single post that you guys have got. So it's a fantastic, irreplaceable. Actually it went really, really well. I mean, the thing that I really like about theCUBE is you guys get, I mean, bottom line is we can talk about high level strategy, we can talk about execution, we can talk about competitive and market. And what I like is the interactive banter back and forth. Plus the fact that when I think about some of the conversations we have, they're not only deep, they're not only rich, but the audience themselves will really come to benefit from those conversations. Also I think theCUBE, you guys always have very thoughtful questions, really insightful comments and it actually makes for a really fun discussion. I want folks out there to understand the depth of technical inspection that goes on with you guys. It's deeper than most analysts we talk to, right? I mean, so we roll up our sleeves, we'll spend a half a day on the hot new technology instead of the PowerPoint ivy that goes on a lot of the time in our industry. So it's, you get a perspective from theCUBE that is as good as a validation.