 From theCUBE Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. We're welcome back to theCUBE's coverage, CUBE Virtual's coverage, CUBE Digital coverage, of AWS Summit, Virtual Online, Amazon Summits, normally in face-to-face, all around the world, it's happening now online, follow the sun. Of course we want to bring the CUBE coverage like we do at the events digitally and we've got a great guest that usually comes on face-to-face, he's coming on virtual. Sanjay Poonan, the Chief Operating Officer of VMware. Sanjay, great to see you, thanks for coming in. Virtually, you look great. Hey John, thank you very much. Always a pleasure to talk to you. This is the new reality. We both happen to live very close to each other, me and Los Altos, you and Palo Alto, but here we are in this new mode of communication. But the good news is I think you guys at theCUBE were pioneering a lot of digital innovation, the AI platform, so hopefully it's not much of an adjustment for you guys to move digital. It's not really a pivot, just move the boat and put the sails up and sail into the next generation, which brings up really the conversation that we're seeing, which is this digital challenge, the virtual world. It's virtualization Sanjay, it sounds like VMware. Virtualization spawns so much opportunity that created Amazon, some say, I'd say. Virtualizing our world, life is now integrated. We're immersed into each other, physical and digital. You've got edge computing, you've got cloud native. This is now a clear path to customers that recognize with the pandemic challenges of at scale, that they have to operate their business, reset, reinvent and grow coming out of this pandemic. This has been a big story that we've been talking about and a lot of smart managers looking at projects saying, I'm doubling down on that and I'm going to move the resources from this, the people and budget to this new reality. This is a tailwind for the folks who are prepared. The ones that have the experience, the ones that did the work. theCUBE, thanks for the props, but VMware as well. Your thoughts and reaction to this new reality, because it has to be cloud native, otherwise it doesn't work, your thoughts. Yeah, I think John, you're right on. We were very fortunate as a company to invent the term virtualization for an X86 architecture and the category 20 years ago and Diane founded this great company. And I would say, you're right, the public cloud is the instantiation of virtualization at its sort of scale format and we're excited about this Amazon partnership. Talk more about that. This new world of doing everything virtual has taken the same concepts to whole new levels. We are partnering very closely with companies like Zoom. I mean, because a good part of this is being able to deliver video experiences in theirs. We talk about that if needed. Cloud native security, we announced an acquisition today and container security that's very important because we're making big moves and security's become very important. I would just say, John, the first thing that was very important to us as we began the shelter in place was the health of our employees. Ironically, if I go back to, in January, I was in Davos, in fact, some of your other folks who were on the show earlier, Matt Garman and Andy, we were all there in January. We didn't, I mean, the crisis already started in China but it wasn't on the world scene as much a topic discussion. Little did we know three, four weeks later, fast forward to February, things were moving so quickly. I remember a Friday, late in February, where we were just about to go the next week to Las Vegas for our in-person sales kickoffs. Thousands of people, we were going to do, I think, five or six thousand people in Las Vegas and then another 3,000 in Barcelona and then finally in Singapore. And it had not yet been categorized a pandemic. It was still kind of this early form of some worry about a virus. We decided for the health and safety of our employees to turn the entire event that was going to happen on Monday to something virtual. And I was so proud of the EMR team to just basically pivot just over a weekend. The entire, to change our entire event, we've been thinking about video snippets. I mean, we have to become in this sort of virtual digital age, a little bit like TV producers like yourself, turn something that's going to be one day sitting in front of an audience to something that's a lot shorter, quicker snippets. So we began that and then the next thing we began doing over the next several weeks while the shelter in place order started was systematically first off tell our employees, listen, focus on your health. But if you're healthy, turn your attention to serving your customers. And we began to see, which we'll talk about hopefully in the context of the discussion, parts of our portfolio experience a tremendous amount of interest for a COVID-centric world. Our digital workplace solutions, endpoint security, SD-WAN. And that trifecta began to be something that we began to see story after story of customers, hospitals, schools, governments, retailers, pharmacies telling us, thank you VMware for helping us when we needed those solutions to better enable our people on the front lines. And all VMware's role, John was to be a digital first responder to the first responder. And that gave tremendous amount of motivation to all of our employees into it. Yeah, and I think that's a great point. One of the things we've been talking about and you guys been aligned with as you mentioned some of those points is that as we work at home, it points out that digital and technology is now part of lifestyle. So we used to talk about consumerization of IT or immersion with augmented reality and virtual reality. And they talk about the edge of the network as an endpoint. We are at the edge of the network, we're at home. So this highlights some of the things that are in demand, workspace, VPN provisioning, these new tools that some cases we've been hearing people that never one ever thought of having a forecast of 100% VPN penetration. Okay, you did the air watch and now a deal way back when you first started, these are now fruits of those labor. So I got to ask you, as managers of your customer base are out there thinking, okay, I got to double down on the right growth strategy for this post pandemic world. The smart managers are going to look at the technology as an able for business outcomes. So I have to ask you, innovation strategies are one thing, saying it, putting it in place, but now more than ever, putting them in action is the mandate that we're hearing from customers. Okay, I needed innovation strategy and I got to put it into action fast. What do you say to those customers? What is VM we're doing with AWS, with cloud to make those innovation strategies not only plausible, but actionable? That's a great question, John. We focused our energy before even COVID started as we prepared for this year, going into sales pick offs in our fiscal year around five priorities. Number one was enabling the world to be multi cloud, private cloud and public cloud. And clearly our partnership here with Amazon is the best example of that and they are our preferred cloud partner. Secondly, building modern apps with microservices and cloud native, what we call app modernization. Thirdly, which is a key part of the multi cloud is building out the entire network stack, data center networking, the firewalls and load balancing nasty web. So I'd call that cloud network. Number four, the modernization of workplace with a digital workspace solution, workspace one and five intrinsic security from all aspects of security, network endpoint and cloud. So those five priorities were what we began to think through, organize our portfolio, we call them solution pillars and for any of your viewers who are interested there's a five minute version of the VMware story around those five pillars that you can watch on YouTube that I did. You just search for Sunday food and a five minute story. But then COVID hit us and we said, okay, we got to take these strategies now and make them more actionable. Exactly your question, right? So a subset of that portfolio of five began to become more actionable because it's pointless going and talking about stuff. And it's like, hey, listen, guys, you know, I have a house on fire. I don't care about the curtains and all the wonderful art. You got to help me through this crisis. So a subset of that portfolio became high level. What was those? Think about now your laptop at home or your endpoint at home. People wanted, you know, on top of their Zoom call or you know, surrounding the Zoom call a virtual desktop managed easily. So we began to see workspace one getting a lot of interest from our customers especially the VDI part of that portfolio. Secondly, that laptop at home needed to be secured. Traditional old legacy AV solutions that work enter carbon black. So workspace one plus carbon black one and two. Third, that laptop at home needs network acceleration because we want, we're dialoguing here, John, we don't want any latency enter SD-WAN. So the trifecta of workspace one, carbon black and bellow cloud that began to see even more interest and we began to hone in our portfolio around those three. So that's an example of where you have a general strategy but then you apply it to take action in the midst of a crisis. And then I say, listen, that trifecta, let's just go and present what we can do. We call that the business continuity or resilience part of our portfolio. We began to start talking to customers and saying, here's our business continuity solution. Here's what we could do to help you. And we targeted hospitals, schools, governments, pharmacies, retailers, the ones who are on the frontline of this. And said, again, that line I said earlier, we want to be a digital first responder to you. You are the real first responder. Right before this call, I got off a CIO call with the CIO of a major hospital in the Northeast area. I mean, what gives me great joy, John, is the fact that we are serving them. Their beds are busting at the scene and serving patients. And ransomware is a huge problem. We're serving them. We're serving against them. Great stuff there. Sanjay, I was just on a call this morning with a bunch of folks and the security industry thought leaders was in DC. Some generals were there, some real thoughtful. He's trying to figure out security policy around bio, security COVID-19 and this invisible disruption. They were equating it to, you know, like World War, the World Wars, big, big inflection point. And one of the generals said, in those times of crisis, you need alliances. So I got to ask you, COVID-19 is impactful. It's going to have a serious impact on the critical nature of it. Like you said, the house is on fire. I don't want to wear the curtains. Alliances matter more than ever when you need to come together. You guys have an ecosystem. Amazon's got an ecosystem. This is going to be a really important test to the alliances out there. How do you view that as you look forward? You need the alliances to be successful, to compete and win in the new world as this invisible enemy, if you will, or disruptor happens. What's your thoughts? Yeah, I'll answer in a second. Just for your viewers, I sneezed, okay? I've been on your show dozens of times, John, but in your live show, I mean, if I sneezed, you'd hear the loud noise. The good news digital is I can mute myself when a sneeze is about to happen. And we're able to continue the conversation. So these are some side benefits of the digital part of it. Well, coming to your question on line, super important. Ecosystems are how the world run around. United we stand, divided we fall. We have made ecosystems, you know, I've always used this phrase internally at Gameware, you know, sort of like Isaac Newton. We see clearly because we stand on the shoulders of giants. So VMware is always able to be bigger of a company if we stand on the shoulders of bigger giants. Who were those companies 20 years ago when Dianne started the company? It was the hardware economy of Intel and then HP and Dell at the time IBM, now Lenovo, Cisco, NetApp, BMC. Today the new hardware companies at Amazon, Azure, Google, whoever have you. And we were very, I think, you know, question if you would to think about that and build a strategic partnership with Amazon three, four years ago. I've mentioned on your show before and he's a close friend. He was a classmate of at Harvard Business School. Pat, myself, Raghu really got close to Andy and Matt Garmin and Mike Claiborle and several members of their team, Theresa Carlson, and began to build a partnership that I think is one of the most incredible success stories off a partnership. And you know, Dell has kind of been a really strong partner with us on private cloud. Having now Amazon and the public cloud has been seminal. We do regular meetings and build deep integration of, VMware cloud and AWS is not some body announcement two, three years ago. It's deep engineering between, you know, bass now in a different role, but in its previous role, that and people like Mark Lomar and our team. And that deep engineering allows us to now and tell customers this simple statement, which both VMware and Amazon reps tell their customers today. If you have a workload running on vSphere and you want to move that to Amazon, the best place, the preferred place for that is VMware cloud and Amazon. If you try to refactor that onto native EC2, it's a waste of time and money. The best place for, so if to have the entire army of VMware and Amazon telling customers that statement is a huge step. Because it tells customers, we have 70 million virtual machines running on-prem. If customers are looking to move those workloads to Amazon, the best place for that is VMware cloud and AWS. And we have some incredible customer case studies. Freddie Mac was at VMware last year. IHS market was at VMware last year talking about it. Those are two examples and many more start-ups. So we would like to have every VMware and Amazon customer that's thinking about VMware to look at this partnership as one of the best in the industry and say very similar to what Andy's, I think said on stage at the time of this announcement, it doesn't have to be now a trade-off between public and private cloud. You can get the best of both worlds. That's what we're trying to do here. That's a great point. I want to get your thoughts on leadership as we look at COVID-19, one of our tracks. We're going to be promoting heavily on theCUBE.net and our sites around how to manage through this crisis. Andy Jassy was quoted on the fireside chat which is coming up here in North America. What I saw yesterday in New Zealand time as I time shifted over there, it's a two-sided door versus a one-sided door. That was kind of a theme. You've got to be able to go both ways. And I want to get your thoughts because you might know what you're doing in certain contexts, but if you don't know where you're going, you got to adjust your tactics and strategies to match that. And there's an old expression, if you don't know where you're going, every road will take you there, okay? And so a lot of enterprise CXOs or CEOs have to start thinking about where they want to go with their business. This is the growth strategy. Then you got to understand which roads to take. Your thoughts on this, I mean, obviously we've been thinking it's cloud native, but if I'm a decision maker, I want to make sure I have an architect that's going to carry me forward to the future. I need to make sure that I know where I'm going so I know what road I'm on. Versus not knowing where I'm going and every road looks good. So your thoughts on leadership and what people should be thinking around knowing what their destination is and then the roads to take. John, I think it's the most important question in this time. Great leaders are born through crisis, whether it's Winston Churchill, Charles de Gaulle, Roosevelt, any of the leaders since then in any country, Mahatma Gandhi in India, the country I grew up, Nelson Mandela, MLK, I mean, all these folks were born through crisis, sometimes severe crisis, they had to go to jail, they were born through wars. I would say listen, similar to the people you talked about, yeah, there's elements of this crisis that's similar to World War II. I was talking to my 80-year-old father, he's doing well. I said, when was the world like this? He said second World War. I don't think this crisis has been the last six years. It might be six or 12 months, but I really don't think it'll be six years. No, even the healthcare professionals aren't. So what do we learn through this crisis? We have, it's a test of our leadership and leaders are made a broken during this time. I would just give a few guides to leaders. This is something that, Andy's a great leader. Pat, myself, we all are thinking through ways by which we can exercise this. Think of Sully Sonberger who landed that plane on the Hudson. Did he know when he flew that Airbus, US Airways Airbus, that a few flock of birds are gonna get in his engine and that he was gonna have to land his plane in the Hudson? No. He was making decisions quickly and what did he exude to his, the rest of his, you know, scope-hided and to the rest of staff, calmness and confidence and appropriate communication. And I think it's really important as leaders first off that we communicate, communicate, communicate to our employees. First, our obligation is first to our employees. Could be a whole, a family first, and then of course to our company employees all 30,000 at VMware. And I'm sure similarly Andy does it too is one of a 60, 70,000 and AWS. And then you wanna be able to communicate to them authentically and with clarity. You know, people are gonna be reading between the lines of everything you say. So one of the things I've sought to do with my team, all the front office functions report to me is do half an hour Zoom video conferences in the time zone that's convenient to them. So Japan, China, India, Europe, in their time zone. So it's 10 o'clock my time because it's convenient to Japan. And it's just 10 minutes of me speaking of what I'm seeing in the world, empathizing with them, but listening to them for 20 minutes. That is communication, authentically and with clarity. And then turn your attention to your employees because they're just, you know, we're going stir crazy sitting at home. I get it. And we've got to abide by the ordinances of whatever country we're in. Turn your attention to your customers. I've gotten to be actually more productive during this time in having more customer conference calls, video conference calls on Zoom or whatever platform with them. And I'm looking at this now as an opportunity to engage in a new way. I have to be better prepared. Like I said, these are shorter conversations. They're not as long, good news. I don't have to fly all that place. That's better for my family, better for the mission of the world and also probably better for my life long term. And then the third thing I would say is pick one area that you can learn and improve. For me, the last two years, two, three years it's been security. I wanted to get the company into security. As you saw today, we've announced more moves. So I helped architect the acquisition of problem black. Very similar to kind of the moves I made six years ago around the air watch, very key part to all of our focus to getting more into security. And I made it a personal goal that this year at the start of the year, before COVID, I was going to meet 1000 CISO and the Fortune 1000 Global 2000. Okay, guess what? COVID happens. And quite frankly, that goal's gotten a little easier because it's much easier for me to meet a lot more people on Zoom video conferences. I could probably do five, 10 per day. And if there's 200 working days in a day, I can easily get there if I average about five per day. And sometimes I'm meeting them. So maybe we can get you on the cube more often too because you have access to a video camera. So that is my growth mindset for this year. So pick a growth mindset area, right? We went, Satya Nadella puts this pretty well. Move from being a know it all to a learn it all. And that's the mindset, great company. Andy has that same philosophy for Amazon. I think the great leaders right now who are running these cloud companies have that growth mindset. Pick an area that you can grow in this time and you will find ways to do it. You'll be able to learn online and then be able to teach in some fashion. So I think, communicate effectively, authentically, turn your attention to serving your customers and then pick some growth area that you can learn yourself. And then we will come out of this crisis collectively, individuals and as partners like VMware and Amazon. And then collectivities of society, I believe will come out strong. Awesome, great stuff. Great insight there, Satya. I really appreciate you sharing that leadership. Back to more of the technical questions around leadership is cloud native. It's clear that there's going to be a line on the sand, if you will. It'll be a right side of history. People are going to have to be on the right side of history. And I believe it's cloud, cloud native. You're starting to see this immersion. You guys have some news. You just announced today, you acquired a Kubernetes security startup around Kubernetes, obviously Kubernetes needs security. It's one of those key new enablers, disruptive enablers out there. Cloud native is a path. That is a destination opportunity for people to think about why that acquisition, why that company, why is VMware making this move? Yeah, we felt as we talked about our plans in security, backing up to kind of things I talked about in my last few appearances on your show at VMworld, when we announced Carbon Black, was we felt the security industry was broken because there was too many point vendors. And we figured there would be three to five control points, network endpoint cloud, where we could play a much more pronounced role at moving a lot of these point vendors. I described this as not having to force our customers to go to a doctor and say, I've got to eat 5,000 tablets to be healthy, you make it part of your diet, you make it part of the infrastructure. So how do we do that? With network security, we're after the races, we're doing a lot more data center networking, firewall, load balancing, SD-WAN. I mean, really reality is we can eat into a lot of the point vendors there that are just doing pieces of it. Quite frankly, what's happened to us very gratifying the network security area, you've seen the last few months, some firewall vendors are buying SD-WAN players kind of following our strategy. That's a tremendous validation of the fact that the network security space is being disrupted. Okay, move to end point security. Part of the reason we require Carbon Black was to unify the client side. Workspace one and Carbon Black should come together and we're well underway in doing that. Make Carbon Black agentless on the server side with vSphere, we're well underway in doing that. You'll see that very soon, whether both those things are something that the traditional endpoint players can't do. And then bring out new forms of workload. You know, servers that are virtualized by VM or it's just one form of work. What are the workloads, AWS, the public clouds and containers, containers is another workload. And we've been looking at container security for a long time. What we didn't want to do was buy another static analysis player, another platform and re-platform it. We felt that we could get great technology. We have incredible brand around containers now. I mean, it's sort of like Red Hat and us that they only do companies who are doing Kubernetes skills. It's not any of these endpoint players who understand containers. So Kubernetes, VMware's got an incredible brand and relevance and knowledge there. The networking part of it, service mesh, which is kind of a key component also in this. We've been working with Google and others on Istio and service mesh. We've got a lot of IP there that the traditional endpoint players, Symantec, McAfee, Trend, CrowdStrike, don't know either 10 sort of Kubernetes or service mesh well. We add now container security into this. We really distinguish ourselves further from the traditional endpoint players with bringing together not just the endpoint platform that can do containers but also Kubernetes service mesh. So why is that important? As people think about their future in containers, they'll want to do this at the runtime level, not at the static level. They'll want to do it at build time and they'll want to have it integrated with some of their networking capabilities like service mesh. Who better to think about that IP and that evolution than VMware? And now we bring, I think it's 12 to 14 people who are bringing in from this acquisition, several of them in Israel, some of them here in Palo Alto and they will build that platform into the tech that VMware has onto the Carbon Black Cloud and we will deliver that this year. It's not going to be yours from now. Did you guys talk about that? Back from the NARC capability and then we could bring the best of Carbon Black with Tanzu, service mesh and even future innovation. Like for example, there's a big movement going around this thing called Open Policy Agent OPA, which is an open source effort around policy management. You should expect us to embrace that. There could be aspects of OPA that also play into the future on this container security movement. So I think this is a really great move for Patrick and his team. I'm very excited. When he came, Patrick is the CEO of Carbon Black and the leader of that security business unit and he came to me and said, listen, one of the areas we need to move in is container security because it's the number one request I'm hearing from our CISOs and customers that said, go, go ahead, Patrick. Find out who are the best player you could acquire. But you have to triangulate that strategy with the Tanzu team and the NSX team. And when you have a unified strategy, what we should go, we'll go and make the right acquisition. And I'm proud of what he was able to announce today. And I noticed you guys on the release didn't talk about the acquisition amount. Was it not material? Was it small amount? Yes, I mean, we don't disclose small, it's a tuck in acquisition. You should think of this as really bringing us some tech and some talent and being able to build that into the core of the platform of Carbon Black. Carbon Black was the real big move we made. We are looking to, usually what we do, you saw this with AirWatch, right? Anchor on a fairly big move, we paid I think 2.1 billion for Carbon Black and then build and build and build on top of that. Partner very heavily. We didn't talk about that. We have just time we could talk about it. We announced today a security alliance with the top SIM players in what's called a SOC alliance who was announced in there. Splunk, IBM Curator, Google Chronicle, Sumo Logic and ExoBeam. Five of the biggest SIM players are embracing VMware in endpoint security saying Carbon Black is who we want to work with. Nobody else has that type of partnership. So build, partner and then buy. But buy is always very carefully thought through. We're not one of these companies like CA of the past that just bought every company and then they becomes a graveyard of dead acquisition. Our view is we're very disciplined about how we think about acquisitions. Acquisitions for us are often the last resort because we prefer to build and partner. But sometimes for time to market reasons, we acquire and we acquire as thoughtful. It's well organized within VMware and we take care of our people because we want, I mean, listen, why do acquisitions fail? Because the good people leave. So we're excited about this team, you know, the team in Israel and the team in Palo Alto that come from Octorine. We're going to integrate them rapidly into the platform. And this is a good evidence of VMware investing more in security. Now Q3 earnings called John, I said, sorry, we said that the security business was a billion dollar business at VMware already, primarily from network but some from endpoint. This is evidence of us putting more fuel behind that fire. It's only been six, seven months and Patrick made his first acquisition inside Carbon Black. So you're going to see us investing more in security. It's an important priority for the company. And I expect us to be a very prominent player in these three pillars, network security, endpoint security, endpoint is both the client and the workload and cloud, network endpoint cloud. They're the three areas where we think there's lots of room for innovation and security. Well, we will be watching, we'll be reporting and analyzing the moves. Great playbook, by the way. Love that organic partnering and then key acquisitions which you build around. It's a great playbook. I think it's very relevant for this time. The most important question I have to ask you, Sanjay and this is a personal question because you're the leader of VMware. I noticed that we all know you're into music. You've been putting music online, kind of a virtual band. You've also hired a CUBE alumni, Victoria Varengo from McAfee who also puts up music. You got some musicians but you kind of know how to do the digital moves there. So the question is, will the music at VMworld this year be virtual? Oh, man. Victoria's actually an even better musician than me. I'm so, I'm excited about his marketing gifts but I'm also excited to watch him. I mean, yeah, you've heard him sing. He's got a voice that's somewhat similar to Sting. So we just have fun. In Diwali, which is an Indian celebration in last year, Tom Korn myself and a wonderful lady named Divya who's got a beautiful voice had sung a song which was off the soundtrack of the Bollywood movie, Secret Superstar. And we just for fun decided to record that in our three separate homes and put that out on YouTube. You can listen to it just a two or three minute run and it kind of went a little bit viral. And I was thinking to myself, hey, this is one way by which we can let the VMworld community know that, hey, you know what, art conquers COVID-19. You can do music even socially distant and bring out the spirit of VMworld, which is community. So we went build on that idea. Victoria and I were talking about that last night and saying, hey, maybe we do a virtual music kind of concert of maybe 10 or 15 or 20 voices in the various different countries, record piece of a song and music and put it out there. I think these are just ways by which we're having fun in a virtual setting where people get to see a different side of VMworld. I mean, the intent here, we're all amateurs and we're not like great. I mean, there are gonna be mistakes in this music. If you listen to that audio, it sounds a little tinny because we're turning it off our iPhone and our iPad microphone, but we'll do the best we can. The point is just to show the human spirit and the show that we care. And at the end of the day, we are all, see the COVID-19 virus has no prejudice on color of skin or nationality, it's affecting the whole world. We all went into the public different times. We will come out of this tunnel together and we will be a stronger human fabric when we're done with this. We shall absolutely overcome. Sanjay, give us a quick update to end the segment on your thoughts around VMworld. It's one of the biggest events. We look forward to it. It's the only event left standing that theCUBE's been to every year of theCUBE's existence. We're looking forward to being part of theCUBE virtual. It's been announced, it's virtual. What are some of the thinking going, thinking going on at the highest levels within the VMware community around how you're going to handle VMworld this year? Listen, when we began to think about it, we had to obviously give our customers and folks enough notice so we didn't want to just bring that sometime this summer. So we decided to think through it carefully. I asked Robin to really, Robin, our CMO to talk to many of the other CMOs in the industry. Good news is all of these are friends of ours. Amazon, Microsoft, Google, Salesforce, Adobe, and even some small companies IBM did theirs. And if they were in the first half of the year they had to go virtual because we're sheltered place and IBM did theirs, Optor did theirs. And we began to watch how they were doing this. We're kind of in the second half because we were August, September. And we just sensed a lot of hesitancy from our customers and wanted to get on a plane to come here. And even if we got just 500 or a thousand or a few thousand it wasn't going to be the same. And there would always be that sort of, even if we were getting back to that some worry. So we figured we'd do something that might be semi-digital. In other words, we may have some people in the room but the bulk of it is going to be useful. And it's, we changed the dates to be a little later. I think it's September, 20, 29. Tonight now it's all public now we announced that. And we're going to make it a great program. I mean, some senses like we're becoming TV producers. I told our team we've got to be like Disney or ESPN or whoever your favorite show is, YouTube. And when produce a really good several hour program that has got a different way in which digital content is provided. Smaller snippets, very interesting speakers, great brand names, make the content clear, crisp and compelling. And if we do that, this will be, I don't know, maybe it's the new norm for some period of time where it might be forever. I don't know. We're all learned. You know, in the past we had huge conferences that were busting 50, 70, 100,000. And then after the dot com kind of era those all shrunk to like smaller conferences. And now with the advent of companies like a Amazon Salesforce, we have huge events that like the big events. We may move to a environment that's a lot more digital. I don't know what the future of in-presence physical conferences are. But we like others and we're working very closely with AWS in terms of their future with re-invent, what Microsoft's doing with Ignite, what Google's doing with Next, what Salesforce is going to do with Dreamforce. All those four companies are good partners of ours. We'll study this, we'll work together as a community the CMOs of all those companies and we'll come together with something that's a very good digital experience for our customers. That's really what comes. Today I did a webinar with a partner. Typically when we did a briefing in our briefing center, 20 people came. There were a hundred people attending this. I got a lot more participation in this QBR that I did with this particular SI partner with the top SIs of the world. In an online session with them, then I would have gotten it, they'd all come to follow up. That's goodness. Should we take the best of that world and some physical presence maybe in the future? We'll see how- Content quality. I mean, you know, you know content. Content quality drives everything online. Good engagement creates community. That's a nice flywheel. I think you guys will figure it out. You got a lot of great minds there. And of course the Cube Virtual will be helping out as we can. And we're rethinking- We're going to open-minded to new ideas and hey, whatever is the best content we can deliver whether it's Cube or with you guys or whoever we're looking forward to. Sanjay, thanks for spending the time on this Cube Keynote coverage of AWS Summit. Since it's digital, we can do longer programs. We can do more diverse content. We've got great customer practitioners coming up. Talk about their journey and their innovation strategies. Sanjay Poon and CEO of VMware. Thank you for taking your precious time out of your day today. Thank you, John. Always a pleasure. Thank you. Okay, more Cube Virtual, Cube Digital coverage of AWS Summit 2020. The Cube.net is where streaming and of course there's tons of videos on innovation, DevOps and more. Scaling cloud, scaling on-premise, hybrid cloud and more. We've got great interviews coming up. Stick with us all day coverage. I'm John Furrier. Thanks for watching.