 Live from Austin, Texas. Extracting the signal from the noise. It's theCUBE, covering Dell World 2015. Brought to you by Dell. Okay, welcome back everyone. We are here for the wrap up of day one of theCUBE here at Dell World. Hashtag Dell World. Go to crowdchat.net slash Dell World. Join the conversation, I'm John Furrier with Dave Vellante and Stu Miniman. Where we get to actually have a fun time breaking down what was an incredible day on theCUBE today. Mainly because it's Dell World. On top of that, it's on top of the news of the EMC, 67 billion dollar acquisition. Which we're about to take about nine months to close. And this slew of other conversations. We had Marius Hassan, and more importantly, we had the king himself, Michael Dell. The big man on campus here in Techland. 67 billion dollars, Dave, Stu. Welcome to our wrap up. Let's break it down. Let's first start with the number one question I get all the time. What do you think of this deal? Do you like this deal? Dave, what do you think? Would you like this deal? Let's see, my answer is no yes and kind of. So, from the standpoint of EMC, pure EMC perspective, I don't like the deal. I think EMC, great company. I'm from the East Coast, I'm sad that EMC is going the way of digital, Wang, data general, Apollo. So emotionally. Emotionally, I don't like the deal. Okay, fine. I feel as though that a lot of the investments that EMC has made over the past decade. Or two, three, the philanthropy, the presence in the community. Everything, I mean everything. It's eventually going to go away. Okay, it's going to cease to exist. So from that standpoint, I don't like the deal because I have an emotional tie to EMC. From Dell's standpoint, I think it's quite interesting. I think Dell has gone from a player that was kind of struggling for relevance to, Dell is clearly now relevant. The third angle to me is customers. When I say kind of, it's good from the standpoint of consolidation, makes things. So no for EMC, yes for Dell and kind of for customers. Yes for Dell because I think Dell is going to make some dough on the deal. I think they're going to do very well. They're immediately relevant and they'll get an ROI. I mean, today's VMware stock performance is not encouraging. We go back and talk about that. But now let's talk about for customers. Yes, it simplifies customers lives from the standpoint of consolidation, single throat to choke. What I don't like about it from customers is, and we talked to Marius about this. If I were running the show, here's exactly what I would do. I would take VMAX, VNX, data domain, any other sort of flat to down product. I would elongate the product cycles. I would cut R and D. I would raise maintenance. And I would manage the decline of the business. You would financially engineer it. I would financially engineer it. And that's exactly what they're going to do. If they tell you they're not going to do it, don't believe them because that's what any people with brains would do in this situation and these guys are really smart. And that's what happens. So from the customer standpoint, to me it's mixed and I think it remains to be seen but I would say in general it's 50-50 for the customer. So no from EMC's perspective, yes from Dell's perspective. I have a different take on the customer from the customer. Yeah, so I mean we spent God, the last week and a half. We dig it into this. I mean Dave, you know how many hours we spend trying to understand that stupid tracking stock and where it is and you know the deal, I feel like we say okay I think we understand the deal. Oh wait, Virtua Stream's going to spin out. Pray I don't alter the deal anymore. Oh wait, what's going to happen to Pivotal? What's going to happen to Secureworks and RSA are they going to spin out? There's other groups inside this federation that come next summer may not be private. They might be spun. They might be sold off. Michael Dell was asked a number of times what about the PC business? And Michael says we are committed to the PC business. Metadata that we hear Dave is that of course they're committed to the PC business but they're still shopping it. So could something happen in the next year to spin off that PC business? And I mean it just changes the economics greatly. So what we look at now it's like I almost feel like we're moving all the pieces on the chess board and we're trying to understand this. There's so much financial engineering behind the scenes and there's so many pieces of what's going on and so much nuance that you know, talk about portfolio management and what products and what people. It's like the big things are still, I think there's going to be another three shoes that'll drop before this. There's three big shoes and a ton of little slippers. So just quick follow up on that and then we'll get, you have to weigh in. We asked Michael today in theCUBE about the Pivotal IPO and he said, yeah I support that. I mean that's what Joe has said, EMC has said that. The way he delivered the answer, look at the video, Dave. Well, that's what Joe said, of course I support that. It was like, yeah, no brainer, dude. It was like politically answered perfectly. Yeah, it was the same answer Michael gave when I asked. Hey, we'll see, we'll see when it comes through. We're going to assess, blah, blah, blah. That's what they communicated. Yeah, they're conveying. I also asked Pat Gelsinger a question. Kind of what you see is bio, well of course I thought that Pat Gelsinger. And then I'm like. Well he said Pat came to the house for the weekend and you know what that was about. I was like, Pat, we love you. You know, we want you to, you know. Or embrace this deal. I want to get to know what's going on. Michael Gelsinger said, I remember Pat when he was the technical assistant to Andy Grove. Very telling. How about Jeremy Burton in this whole deal? First of all, before we go there, what's your take on the deal? All right, well here's my take on the deal. First of all, I have to eat my own words because I was at Amazon, here I was. Was Amazon reinventing? I said there's no way who's this deal's going to happen. You know, it's the worst deal could ever happen, totally blown away. But apparently the game and shift on the financial engineering side was in motion for over a year. Total blindside. I thought they were going to go with an Uber federation model, whatever. I like the deal, I'll tell you why. I think that the cost of capital is going to be the ultimate driver of this deal. So I think VMware aside will be impacted. I love the federation. I've always loved that and I always ask Joe Tucci. The problem with the federation is VMware was screwing it up because VMware's ecosystem was being tainted while the pressure of their own business was under siege. So VMware is trying to get in the cloud business and so it was kind of like EMC had no real takeover the world strategy. Products just weren't there. Everything, the heart was in the right place. EMC was doing all the great things but they were just a couple, you know, Mulligan's away Dave from really nailing it. So EMC was so close. I think Dell takes the best part of what EMC is and I think EMC is the strongest it's ever been since I've ever known the company. In terms of overall health, in terms of personnel, the mojo, the brand marketing. So Michael just basically buys the best asset on the market, in my opinion, and just will change the game completely. I think it's going to be a Harvard, you know, business review case study or some sort of. Let's talk about that for a second. Hold on a second. So, you know, let's unpack that a bit. So the best asset in the market, Reven is a flat, cash flows declining. And the fed, EMC's. And the federation really hasn't panned out because it hasn't had the right. But Michael, Michael said their strategy and they've been really on the right trend lines. They just, again, the products, you know, look at their core business and they're emerging. So EMC's betting on a bunch of strategic initiatives. DSSD, AirWatch, what else is in there, Stu? Help me. An SX. An SX. An SX. There's like six of them. And they're not going to throw off cash in 2016. They're supposed to go cash flow positive in 2017. DSSD is a great gem. I see. We'll see. We'll see. I love DSSD. I love all those. But I don't know, John. EMC is a company in transition. There's an old saying on Wall Street, don't buy companies in transition. So Michael just bought a company in transition. So let me finish my analysis. We'll come back to the EMC questions. I'm going to ask you both the next question. How much overlap does EMC have in their own product portfolio? By itself, by its own question. But let's go back down to the benefits. I think it's the best time to be a CIO. If you look at the consolidation, Western Digital buying Hitachi, you look at Oracle and the position that they're in and what Dell's doing with the EMC merger, you're talking about an environment where there's only a few throws to choke, Dave. So if you're a CIO and you want to have agile, you've got cloud, you've got a dozen different solutions, this could actually turn out to be a really good renaissance for building out next generation infrastructure. Could mean higher prices too. True, true. But at what cost? If the prices are higher, would the outcomes, is the outcome is for building? I think it's okay. I mean. I think, if you're building skyscrapers, how high can the price of steel go? Is there a monopoly? No. I think that you're right. Just celebrating the pace of price decline is not necessarily such a bad thing. Number one, and number two, I would say Dell's going to be more price slash cost effective than EMC. So that's a good thing. Well, with big data, you can measure everything. So if I am in a build out mode, if you believe IT is transforming and businesses will be building out, people need to be building, not consolidating. So consolidating is happening in my opinion, because the pressure to drive revenue at a business outcome level, mobile, whatever you want to call it, is so great. I think that's the opportunity. I think that's where the fuck is going. I think that's where Dell's skating. Now, the reality is, in a mismatch event, there's Microsoft just kind of plugging along. Hey, enterprise customers, here's some of our cloud. Yeah, so I love the question that John asked about the overlap within EMC's product line, but go ahead. Yeah, but the big news for me this morning was Microsoft. I mean, Satya Nadella here talking about the deep partnership, and it's not, you know, Windows 10, super important, of course, on the PC side, and it's going to be a big transition for the servers, but it was about the hybrid cloud. And, you know, the question I asked Marius and Michael is, looks like you don't want to own the public cloud, and they said, nope, we're going to be a supplier, we have hyperscale, and Microsoft is buying Dell Gear. It's Dell servers in Azure, which I can tell you, a couple of years ago, Microsoft was aggressively moving over to the ODMs, and from what I hear, it just went poorly, which is an experience we saw. Lots of big companies, big financials. Dell's competing with the ODMs, we know that. So, it's that battle against the white box. And, Dave, just in the networking space, and in the server space, I've seen a lot of examples where they try the Taiwanese companies, and those good companies just aren't set to be able to service what they need, and they come back. In networking, that's where open networking is starting to gain a little bit of traction, because I can get a cheaper switch, add my own networking, and get HP or Dell to support it, and on servers, Dell does have an opportunity to be the low-margin, low-cost player to massive volumes, and with Microsoft as a partner. It's interesting to me, Dave, there was the news, you said it's not really news, but HP isn't going to do public cloud really. Before we get to that, let's go to that next. I just want to close off on Microsoft. What I like about the Microsoft Dell announcement is it strikes at the Achilles heel of Amazon, which is hybrid cloud. Amazon doesn't even use those two words, hybrid cloud. So, that is the weakness of Amazon's story, and they're going hard after that, so I like that. You had a comment. Yeah, so here's my, Stu brings us to ODM point, and the issue is that Dell basically is an ODM now. Their OEM business is over $8 billion thrown off cash. They have a good commodity supply chain. Why not supply the cloud, guys? HP saying, hey, I'm going to back out of the public cloud. Dell has no public cloud. Basically, the infrastructure as a service business has been yielded to Amazon and Azure, right? So, if you believe that, which you were talking about earlier, that means that everyone else has to add value on top of infrastructure. So, am I a supplier to the cloud guys who are buying boatloads of hardware, right? Well, two years ago at Dell World, Michael Dell said, no, three years ago, we will compete with the ODMs. Looks like they are, by the way. EMC and Dell have both sold lots of gear to service providers, and there's an opportunity there. Let's talk about HP. HP really announced today that there's no public cloud. HP's breaking me if I put it on Twitter. Is that breaking news? HP's been, basically? No, no, no. There's actual hard news in this. By January 31st, 2016, HP is sunsetting their public cloud offering, doubling down on private and managed cloud services. But HP didn't even say the words, HP public cloud, HP discovered. No, they did. They had a public cloud offer. They didn't even mention the words in their key notes, never came up. Well, that's because no one was using it. But they actually have a public cloud offering. So, that was, you know. News to me. I thought the thing was silver. Stu has been tweeting this earlier. Brings up the trend. This comes back down to Brian Grace, these conversations we've had on theCUBE, and some of Brian Grace's research at LibiBond, which is the infrastructure, platform as a service, and SaaS markets are getting dominated. Infrastructure as a service is over. Stu, what do you think about that? I mean, basically, who's in the IIS business? Well, so, it was interesting. Michael Dell talks about how many applications there are out there, and they're not all going public cloud. There's a certain percentage. Michael tends to say, oh, it's going to be 10% are going to go public cloud. Wikibon's number are more like, within the next 10 years, it'll be more like a third of the market goes there between SaaS and infrastructure as a service, and platform as a service to go public cloud. But that still means there's at least two-thirds of the market that's going to still stay on-prem. There's plenty of opportunity there, but it does feel like a shrinking market. Some people have said, you know, are Dell and EMC fully aware and can they manage that shrinking market? Because storage has been flat, you know, servers are under pressure, PCs are under pressure, so their core businesses are all shrinking, and I haven't seen that many, you know, if they're not going after the public cloud, they're not building out many of the applications. They have great positioning in kind of a converged, hyper-converged market that I cover, but overall, where are they going to grow? So basically, what you're saying is Azure and ADS will actually displace the on-premise infrastructure business. So, I mean, you think back, how many deals are people doing on the Microsoft suite? Do you think that's true? Exchange and SharePoint and all those, that was like the easy application that every infrastructure company sold, and Microsoft is disrupting that, you know, boatload by going Office 365. So ADS and Azure are cannibalizing the price point and hardware on-premise. Yeah, well, yeah, for every dollar spent there, hold on, speculate, let's do some speculation. Let's do the thing about the chessboard. So is Amazon, or in this case, Microsoft, Satya Netel on stage, luring the candy, or the crack to the suppliers, hey, I got a big box deal for you. Stay out of the cloud business. I mean, that's a plausible scenario. No? Well, Microsoft's a software company, and they'll do anything to drive down the cost of infrastructure. That's the way a software company be able to- So why not dangle the car and saying, I'll standardize online- I think it's Machiavelli and that. At the same time, Microsoft's a hardware company now too, right? I saw a bunch of surfaces out there show, you know, they're making their own boxes. But again, if Michael Dell can make money selling hardware to Microsoft, why not? Why not? True, well, if the conditions are no cloud, I don't know. Dell has no cloud, Dell has no cloud. HP now is no public. Well, Dell is going to have a cloud. Dave Donatelli and Oracle said- Dell is going to have VirtuaStream and Dell has like three or four clouds, right? They got VirtuaStream, they got VCloud Air, they got Cloud Foundry, clouds everywhere. So VirtuaStream's a good asset in certain workloads and- SAP. Absolutely, it's SAP. Is it Dell's cloud? No, it's not a massive public cloud. It's more like a managed hosted cloud is what it is. And, you know, kind of sits in the cloud- What about VCloud Air? Is that a massive public cloud? Is what? Is VCloud Air a massive public cloud? Yeah, I haven't heard much about VCloud Air lately, but- Well, it's not a massive public cloud, to the point. You're totally right. I've been on this high horse for a long time. To compete with Amazon, Google, and Microsoft, you got to have one of two things. Either you have to have massive volume so you can get the marginal economics of your deployment services down to close to zero, or, and or, you got to have value up the stack. The VMware's stuck in the middle, right? Oracle's got at least value up the stack. SAP has value up the stack. Service now, value up the stack. Question I asked Mark Lewis, former CTO of EMC came on theCUBE. I asked him, is this the end of the federation? As we know it. Dave, Stu? I say no. I think Michael loves the federation. Why wouldn't you maintain that federation model? He's as much as said that. Michael tends to say things and then do them. And he said on the call with analysts last Monday, you know, we maybe overdid it a little bit, as far as trying to integrate too much. The companies, like SecureWorks, we didn't, you know, force that integration. We like that federation model. We think you can't see us, right? We've heard Mary talk to him, amligating everything into one thing. So I think, you know, Michael, as the godfather, the new godfather of the federation, actually makes some sense, because he's got to de-lever. He's got to raise some cash, so I can see him, ex-officio of the federation, spinning off companies, doing out- So who's the mo-green in the scenario? SecureWorks IPO? So who's the mo-green in the scenario? He's the godfather reference. So that scene, so. Who gets shot in the eye? HP? Whose territory is Dell taking over? Guys, who's winning and who's losing? I mean, John, Dell's number one enemy for as long as I can remember has been HP. And from what I hear, one of the things that was interesting is, you know, you interviewed Marius Haas today. Where was Marius Haas two years ago when EMC and HP, you know, were talking about this? His whole crew is over here now at Dell. HP blinked, and Dell made the move that HP wouldn't do. Yeah, we're actually- The mo-green is, I- The mo-green is, NetApp is mo-green. Right, nice- Why do you say that? Nice mo-green, nice little business, you know, innovative, started the casino business. Michael Corleone took them out, right? And so this massive, how does NetApp stay independent as a public company? How does that happen? A comment on the federation, I think it's worked okay for EMC and how they have it. If the federation turns into six companies that we're trying to coordinate, it's a nightmare. I mean, I've heard some of the inner workings as to how the federation model, how it works and how it doesn't work. And the more pieces you have where there's not central management and you're kind of loosely coupled, that's tough to coordinate. I mean, if we were trained pulled together, you know, the train analogy is always the slowest train is the one that keeps you from going. Works for Hitachi, works for GE. I mean, why can't it work for Dell? It's a huge risk. What Stu's saying is execution risk. There's a lot of execution risk. But you know, Goulden, you know, and these guys, we know that we talked to them. I think financially engineered systems like this can work. But wait a minute. In a way it minimizes execution risk by diversifying your base and let the heads of the federation fight it out. And whoever wins, you know, if the pivotal, you know, cloud or the software cloud can beat the IAS cloud, so be it. Let them fight it out. So a little concern I have, Dave, I like the idea that EMC gets to go private because they can go through some of these messy transitions fast. But when you talk about elongating product cycles and trying to milk, you know, milk a cash cow. What do you think that's going to happen? But Dave, in this marketplace, if you can't move fast and innovate and create new things, look at what Amazon's doing. You know, not every service that they create is a home run, but they're creating so many new ones. You can't, you have no choice but to milk the cash cow. You have to milk the cash cow because otherwise, what are you going to do? Pour R&D money into a legacy product or you're going to kill it and kill your revenue stream? You're not going to do that. You have to milk the cash cow. It's interesting. I walk through the show floor. There's an Amazon booth there. Nobody's at it. Nobody's going to the Amazon booth here because that's not the audience that's here as opposed to at AWS. I mean, of course, everybody cared about AWS but the ecosystem that was there. How about a VM world? And it was going. Were the people at the Amazon booth at VM world? I don't know that I got a chance to check it. Right, Oracle open world, you know, there's an Amazon booth and there's not a lot of people there. It's Amazon's kind of that little separate. You know, when we talked to the reseller, Scott Winslow this morning, he said, you know, my traditional infrastructure buyer, he's not the one, they're looking at cloud and they're talking about it, but it's different buying, it's different parts of the organization. And, you know, I just worry that some of these changes are happening like at the periphery and we kind of see it, but, you know, we're not addressing it. Well, this happened at the margin. I mean, Amazon's got some work to do in the enterprise. Don't get me wrong, but look it, 7.3 billion dollar run rate, 80% growth rate, a billion dollar plus storage business, that's notable. Yeah, and Microsoft actually has more total cloud revenue and is growing at a similar pace. Yeah, Microsoft's number one in public cloud. Let's rain this in. Okay, let's talk about going forward. What nine months is a long, long ways away for execution of this deal? Let's talk about the impact of the industries. Let's assume things go forward. What are the key integration challenges I want you guys to address? And two, what is this due to the industry? You know, two questions. Well, I'm going to start with two. This is a big FUD factor going on. If I'm a sales rep at IBM or, you know, HP or, you know, any other competitor of EMC and Dell, I'm all over them. They're customers saying, whoa, lots of confusion and how do you know what's going to happen? They're going to, you know, pull R and D. I mean, all kinds of, you know, FUD in the marketplace and Dell and EMC are going to have to deal with that. Now, you were saying before we came on that after the 60 day window, they're going to start cross-selling. Because see, Dell and EMC aren't stupid. They're winners, right? So they're going to do stuff like that to try to moderate that FUD. So Dave, you're absolutely right. The competition is like, you know, this is our opportunity. You know, they are weak while they're trying to sort this out. And I tell you, the technology partners and the channel partners, they're a little worried and they don't know what's going to happen and there's so many moving pieces. The channel guys, I mean, Dell does a lot direct. You know, EMC has the way that they do things. That mesh will be tough. You know, you talk to technology partners. What happens to VCE? What happens to the Nutanix OEM? What happens to everybody from EMC's side that now is like, oh, EMC has a server now? And what happens on the Dell side where they're like, wow, now they're really a strong storage place. But history shows that EMC capitalizes on those opportunities better than their competitors have capitalized on those opportunities. We'll see. But generally speaking, EMC's competitors have done a poor job of capitalizing on chaos. I mean, Dave, you know how much I followed VCE since the early days and everybody asked me, you know, every week, when's VCE dying? When's VCE dying? Well, look, Chuck Robbins and David Golden put out an email saying that the company is strong and absolutely, there's two billion dollars, but I can tell you Cisco now looks at it and says EMC and Dell are going to be together. I don't think it's over the next six or nine months, but, you know. Is VCE going to go away? Two years from now is VCE what it is. Well, right, VBlock stays Cisco. So will VCE start shifting over to VX racks and VX blocks and all of those other things? Yes. You know, you have to think over time that that does shift just as you think, you know, a year from now is Nutanix OEM as important for Dell. Well, there's probably other options. Okay, so guys, let's talk acquisitions. What does the competition do in response to this? I'll see Dell and EMC make this big move. They're the big eight inch a pound gorilla. As I said to Michael Dell, you got all the nukes. You got all the weaponry. Well, so who are we talking about now? HP, Oracle, but you got Nimble Storage out there. You got Pure Storage. What does HP do to respond to this? So HP doesn't. HP has to focus on the split, right? And they got to get their own internal act together. So I don't think they make any moves to respond to it. Same thing with Oracle. I mean, Oracle's got a strategy and the strategy on paper anyway. It's very clear and clean. When the foot is over and the dust settles. HP has to start acquiring companies more aggressively and shift its product mix towards software. HP doesn't have enough software in its portfolio. If you, when the foot is gone and the dust is settled and I'm a buyer and in comes the Dell EMC powerhouse and HP, I got to say Dell is going to just like, just on pure volume and power. Oracle, so I got the Oracle guy. So who's at the table? I'm the buyer. Oracle? AWS? Well, Oracle's a unique animal, right? I mean, what Oracle's doing is living off a database maintenance and pouring money into applications. All right, and pouring money into cloud. But Oracle's got this little insulated world. I'm building the equivalent of skyscrapers in the IT metaphor. I got to build up my next generation infrastructure. Who am I buying from? That's Oracle. And IBM is very Oracle-like, right? So that leaves sort of HP and Dell. Right. Who am I buying from? Who's going to take Citrix off the table? Sounds like things are moving and whether it either gets sold into pieces or somebody buys it or they go private. Is private the new? Private's the new black. Private's the new way. Is it good or bad? A lot of people are saying this means it's... I've talked to a couple of big investors here at the show and they're like, God, you don't want to be in the market to IPO a tech company right now. It's really bad right now. Going private's a good thing. It insulates you from all the, Michael calls it the 90 day shot clock. It's a good thing. It gives you time to invest in your business. Like I said, Wall Street doesn't want to own companies that are in transition. So if you go private like Dell did, Informatica did, BMC did, these are all companies in transition. Well that's why VMware's getting pounded. BMC's in transition. That's why VMware might be getting pounded. Confusing story. Where's the chips going to fall? Okay guys, well, great day. Michael Dell came on. Just observation keynotes. Michael Dell, what'd you think? I mean, I thought he had a great spring to a step. I mean, I see this guy energized like a young kid, you know, entrepreneurial mindset. He's got a great vision. He sees the days, you know, still long for him in this business. Yeah, so like I said, I mean, from Dell's perspective, I think this is a good deal. A lot of people compare this deal to HP Compact. I don't see it that way at all. If anything, I see it more like Compact Digital. The difference being you have a strong leader and a much better management team with a vision. And I think in general, better IP that could actually make this work. But you had two companies without a lot of overlap. I don't even think that's a comparison. I think, I agree with you. Well, from a standpoint of not a lot of overlap, that's what I mean. Compact and HP had a lot of overlap. Dell and EMC don't have a ton of overlap. Compact and Digital didn't have a ton of overlap. What they didn't have is strong enough management to see it through. Dell, EMC, if they can maintain management, if they can deal with the HR challenges, have very, very strong management. That Mario's Haas interview was fantastic. He pointed out that, and I kind of baited him on the question where Mega Mergers worked with the founders who were around, and he pointed out, you're right, but also if the institutional players aren't there to pass on that working knowledge, so the question to me with the EMC deal is, will Michael Dell honor the Egan legacy? But you hear a point, it's an emotional downer for EMCers. I mean, they're not happy. I mean, no one's doing handstands in Hopkinson. I mean, Stu, you worked there. So the thing I heard from Dell people is, Michael gives that calm confidence. He gave a very solid keynote this morning and exudes this is go big or go home. I know what I'm doing. We've looked through it all, and this is going to be good for all of us and come along for all of us. Is it the 495 becomes the R&D belt for all the West Coast and other companies? So you're just going to see Dell logos on some of those buildings now. I've seen a lot of mergers in the day. And my advice to all my friends at EMC is embrace it. It's going to happen. So find the opportunities because they got a lot of smart people there. And if they do that, they're going to be fine. I know there's a lot of uncertainty right now. I think EMC, depending on how they handle the integration, who's running the enterprise? He said David Goulden will be running the enterprise. But he didn't say that. He didn't say that. Ariya said it'll be run out of Hopkinson. So presumably David Goulden is going to get that job. He actually didn't say David Goulden's name. Presumably David Goulden is there. What happens to Jeremy Burton? Yeah, good question. Jeremy Burton is a rock star from a marketing standpoint. But how does he get into the total equation? He's also a president of products. He's not just a great marketer. Well, yes. And he's a very talented executive. He lives on the West Coast. Well, here's my question. I should have asked this to Michael. Can you keep a guy like Jeremy Burton? Not, first of all, does he want you? I don't know. Did you know Jeremy Burton interviewed for the CMO job for Dell? I did not know that. You hear it before Serrano? That's some trivia that I know. Jeremy Burton can do whatever he wants. That guy's a superstar of a marketer. He's got a lot of talent. They would be fool to lose. So it's going to be really interesting to see if Dell can maintain that type of talent. I think Jeremy would be a big player in this deal. I think he could run one of the big-time divisions on the P&L basis. He's got the juice. I'd be tapping Jeremy if I were Michael. Jeremy's young. He understands business. And he's a fantastic marketer. He's a great executive. So we're hoping there'll be some more nonstop flights going between Austin and Boston now to make this a little bit easier. While Michael Dell probably doesn't need it, they were reporting that he just put a deposit down on a house in the Boston area. But a lot going on. So much change going to happen between now and next summer. And I mean, Dave, as we said, this is, it's 2017 before we really are going to know where things are. All right guys, well, thanks so much. This is theCUBE wrap-up. A little bit longer than usual. Lots to talk about. Actually, lots to talk about. In fact, there's so much more we can get to. There's a lot of good stuff on the transcript, on the crowd chat. Go to crowdchat.net slash Dell world. Go to wikibon.com and check out the analysis. Dave and his team have been doing a great job with the analysis on the EMC merger. There's also a transcript on the EMC Dell thing called crowdchat.net slash Dell EMC. Go to siliconangle.com and go to siliconangle.tv for all the replays. And if you want to see all the showed content from theCUBE at Dell world, go to crowdpages.co slash Dell world. That's it for now for day one. Wrap up. This is theCUBE. We'll see you tomorrow.