 but a denial that I see what LinkedIn, Twitter, Facebook, Google, I see what those guys are doing, but that's really, you know, you live in the Bay Area and it's kind of wacky, and you know, that doesn't affect us. And I think the big shift that I've seen in the last year is really each of, you know, every CXO around the globe across industries is now starting to see, oh, I'm starting to get how this might affect me, my business and how I need to do things differently. And as you probably heard, you know, listening to the keynotes between Joe Tucci, Pat Gelsinger, and then Paul Moritz this morning, you know, these waves happened and they are transformational, and you know, the fundamental elements of the stack, if you will, change, you know, in each one of these ways for fundamental reasons. And so I think the, and I'm sorry, getting a little long-winded there, but I think the, you know, the point of commodity hardware trends and kind of scale-out architectures, meeting software like Green Plum and Hadoop and you know, kind of technologies to take advantage of the commodity trends and the amount of data that is coming at these organizations or available to the organizations, not just structured data inside of the enterprise, but also unstructured data and then public data. And the idea of how do I start to correlate applications and solutions and create application frameworks that are agile in nature and you know, more real-time, right? Of what's happening in the moment of how I'm going to interact with my customers and different businesses. And so that's profoundly different. And so we have to think about things differently on the application frameworks and the rest of it. So that's what we're seeing and you know, we really like our position, we're very focused on our product strategy, which is a piece of this, building the stack, including Green Plum, Hadoop and Chorus. But as importantly or more importantly would be, you know, the skill sets of the people. How do we think about application development in a different way? How do we think about the frameworks of how people are going to develop, whether it's for a particular environment or in the cloud, right? These things need to span that whole spectrum and we've got to be a good steward of that. We've got to innovate. We've got to drive the technology stacks and then correlate with the people skill sets. That's why we're doing the data science summit here at the event tomorrow. We have the Green Plum Connect event on Thursday of bringing customers and prospects together to talk about these trends and what's happening. Yeah, so you mentioned you were talking to some analysts and I always say that you can sort of see what's happening with a new wave by how the analysts respond to it because as a former analyst, a current analyst or a former analyst, a big firm, analysts can smell a trend, right? And they've got territory, they've got patch and they want to protect it, right? So I'm sure you're talking to storage analysts and BI analysts and the sort of new emerging big data analysts, probably some development types. They're all sort of gravitating around this big data trend much in the same way that did cloud, much in the same way that did internet. And so my question is you're seeing, at least we're seeing in our customer base, a real sort of dissonance between the traditional BI guys and the new emerging, you know, the big data purists, the Hadoop and those guys where one is looking to say, okay, this is a big opportunity, it's going to change the world. The BI guys are sort of maybe not as convinced, you know, trying to figure out how to bring the two together. What are you seeing there? Well, you know, I think everyone has a different perspective about this, right? And it's not that any of them are wrong, right? It's all kind of point in time discussions and the journey. And from my perspective, we're driving innovation to this new world, right? Including Hadoop and the overall infrastructure. And, you know, again, my experience is you have to be respectful of the environments as they exist today. You have to be complimentary to what exists and start to bridge that gap. And so it's really just a trade-off the way I think about it that the problem with just focusing on one specific area or one specific framework of what may exist today is, you know, it can drag you down candidly in what's possible. And so from our perspective, what we're trying to do is create an environment and show the world of what's possible, you know, from the technology stack and the different algorithms from an analytics perspective and start to move more towards real time and correlation of events and the rest of it. And then, you know, those dots will connect over time, meaning, you know, enterprise data warehousing, as we know it, or traditional BI, those things don't go away. It's just really a matter of emphasis, right? Of kind of bridging to the new world and what's possible. And so I don't, you know, I try not to get caught up in that hype, if you will, and say, you know, there's a place for everything, but let's be clear here. There's a fundamental shift going on and this transformational wave is different. It's not just incremental. It's a fundamental change in architecture going forward. And I think, you know, the notion of data and big data and the connotation around that is really important to get. Yeah, so the reason for my bringing this up is part hype, but really more a practical factor. And that is that, you know, we hear of the belief that every organization has to make data a core competence. And so when you think about the Data Science Summit, you're going to attract a lot of data scientists. And I'm curious as to whether or not you think you'll attract a lot of the traditional BI guys because our premise is those worlds do have to come together because they play important roles in the data strategy of an organization. So what's your expectation there? Yeah, I mean, we've been very careful about the positioning and hopefully you guys have picked up on that. But when we talk about data scientists, we talk in terms of the data science community. And when we talk in terms of data science, it's really the expertise across that whole spectrum of fields. Yeah, BI and data architects and executive line of business executives that all have to be collaborative, right, in those discussions. Data scientists is obviously an important part of this and the PhDs that get the data models and what's possible with the tools. I don't want to diminish the importance of that. But as you said, I think, rightfully, there's a broader ecosystem that we need to connect with that tie this into business value and the rest of it. And that whole community is part of this transformation that's occurring. So that brings me to chorus. You mentioned collaboration. And so it seems to me that when you have all these disparate sort of groups off doing their own thing now you've got this lightning rod of data. Chorus is sort of designed to facilitate those interactions and help people create value. So give us an update on chorus and is that the correct premise? No, it's exactly the correct premise. I mean, I think you know some of the background and maybe I'll just pause for a second on chorus. The background on chorus was as we started to work with our key customers and the data science community and data scientists, we were asking them why, you know, when you think about analytics and predictive analytics, given these scale out architectures, why aren't we seeing this technology be more pervasive across organizations? More like we're seeing today, candidly, but this is two and a half years ago that we started this journey. And you know, they identified basically three areas that basically get in their way of being more productive. And that was the foundation of chorus and three elements were really data access, meaning all the data I need to get my arms around doesn't sit inside of my current database. So how do I get access to these data sources that sit inside of my enterprise and outside of my enterprise? That was one problem statement. The second problem statement was around provisioning. When they talked about, hey, I want to do a 10 terabyte, what if, analytic sandbox, that means I call my CIO, I have them roll in a box, set it up, you know, it's months, not days, to get this environment set up, that's not where this world needs to go. I need to be able to provision on the fly, mouse click, like, I have an idea, I want to go test it. Yeah, it's been up a 10 terabyte sandbox for me. And so provisioning and virtualization, obviously I worked with VMware, was really critical to that. And then the third element was this notion of collaboration, kind of a front end user interface, user friendly tool that allows not only the data scientists and the data architects and the analysts, but the executive and anyone involved in the process to be part of this communications. Like, how do I communicate a good idea? And how do I have them expose the data that I'm working with in my insights so that I can build upon that? Because it's very iterative in how they work. And yet there wasn't infrastructure or tools for that to happen. So those were the three foundational elements of Chorus and we built it for the community, for this data community, and that's why ultimately we've decided to open source it, as you know, to create it as a platform for people to build applications and solutions and their frameworks on top of. And I think it's an important element of the kinds of technology that need to be contributed to this movement if it's truly going to be transformational. So Jeff Kelly, the lead big data analyst at Wikibon, the leading analyst in the business, you got the head of Green Plum here. What's the big question on your mind? Well, kind of talking about the open source community and we're seeing a lot of activity, of course, Hadoop and the open source community and some of the peripheral sub-projects around Hadoop. But it seems to me there is certainly a tension between a proprietary approach and the open approach. And Green Plum has been very heavily involved, adopted to Hadoop very early, in my opinion, in this movement. So how do you deal with that tension between the two and how does a company like Green Plum EMC operate in a community that really does focus very much on the open source aspects of the business? I think we have to be a good steward of both, right? In some sense. So we want to be a good citizen and participant in the open source movement, doing things like Hadoop and Chorus and be part of that community and contribute to that community. But the other side is people are always looking for more features, more scalability, more enterprise type capabilities. And so I don't view it as a tension candidly. I view it as you can be a good participant in both camps, right? And offer a proprietary systems or solutions on top of open source solutions. I mean, that was the heritage of Green Plum. As you recall, coming back to our Postgres days. And I think the tension that you probably speak to is how do you balance those two objectives? And that's something we want to be thoughtful about and be part of the community. I mean, it's candidly, it's in our self-interest to be involved in the community and have the community prosper and flourish and get a lot of users. I think that's just not only good from a technology, it's what we believe in and our core that we want to create a platform that's more universal. We will do quite well as a business, right? If we help with that whole community move towards this new transformation that's occurring. So I don't really view them at odds. It's actually a fairly simple or easy decision from our perspective. We're not trying to be all things to all people. We're trying to create and build the world's best big data platform, if you will, a combination of MPP technology like Green Plum, Hadoop. We're all in on Hadoop. And things like Chorus that we'll innovate on top of. And then we want to have a broad ecosystems of partners and solutions that are going to build these new frameworks and new applications for industries and enterprise customers to leverage this platform. So the economics work well for us, candidly. Yeah, Tim O'Reilly has to say, you create more value than you extract. That's sort of the tentative of open systems. And he says it's a self-serving premise in which I totally believe it. I totally agree. That's why I don't view it somewhat conflicted. I mean, I think from our perspective, you just want to be very genuine and very kind of open about your view of it. And I think we are, and we're trying to be that kind of company and deliver good value, not only to the customers, the enterprise side of this, but also the developers. Our acquisition of Pivotal Labs was really about the developer community. And as you know, you were there when you kind of peel the onion back, you know, what Rob, me has really built there, even though they do projects and they help people with their application development. I mean, in his core, he's a trainer. I mean, he's trying to teach people the agile framework because he fundamentally believes in that, that will help in the way applications need to get written into the future. And so that's what we're trying to do with Pivotal because I think those dots do connect around big data agility and these new application frameworks and kind of the skill sets they bring to the table. That was great acquisition. It certainly caught a lot of our attention. Bold move, I mean, it's a non-conventional move in a way. And now it's under green light. Have we been known to be conventional? Well, no, but still, I mean, in a lot of times, I could see a lot of people just talking you out of making an acquisition like that. And I had to be one of these like, it just feels right, we're going to do it type of things. Now, if you can maintain that culture, that is I think a huge win because you mentioned agile. They even talked about DevOps. I mean, they're at the forefront of development trends. You see what's happening with VMware and the big land grab that's going on in the development community. That Pivotal Labs acquisition, I thought was really outstanding. Well, I mean, I think we'll take some credit for it. And obviously, you know, Scott Yarra was critical to this was Scott's really vision of where things are going and why it was so important. Us getting to know Rob a little bit and his team was really critical because that's got to be a cultural fit as well. But you know, to answer your question, I think if you talk to Joe Tucci or Pat Gelsinger, they were equally excited about the acquisition. So even though we were the catalyst for it, it was important for us that they understood the positioning and actually became believers in that because it wasn't the natural, maybe next step, you know, it did catch some people by surprise. And so to me, that was a reflection on how excited we were about us being acquired by EMC and really signing on to the right company between EMC and VMware to deliver on this mission that we set off to do, you know, many years ago. Right, all right, Bill. Well, we just got the break sign. Green Plum seems to be doing really well. It seems like the EMC Salesforce is really starting to understand we're going, we heard several months ago, a lot of POCs going on and now we're seeing those turned into real deals. You get a lot of traction. I think I'm personally very impressed. We've seen EMC invest in Green Plum. We've seen other acquisitions. I mean, I'll note Vertica and HP is not in a position, I guess, right now to invest in. And that's too bad because I think there's some real innovation that could occur across the ecosystem, but clearly EMC sees that opportunity doubling down. I'm sure you are. But so congratulations on the progress you've made. I think it's frankly exceeded my expectations. And I'm looking, now my expectations are way high, so I'm looking for really big things. So good luck with that. Thanks very much for coming on theCUBE. Thank you, thanks so much. All right, keep it right there. We'll be back. We got Rich Napolitano coming up live from EMC World. This is theCUBE, siliconangle.tv. Keep it right there.