 They're at their own software code so they're really running on the base element components and the DCS team, the data center solutions team, sells them that. So we still sell storage in that, that's a very different model. That model is the guy owns his own software and he's just looking for hardware. The products that we sell generally to the, you know, the compelling equal logic products are the complete solution and for, you talked about these giant companies, there's only a handful of them because only a few people can do that. They have a huge, huge investment software. Is there any difficulty in sort of differentiating among the customer base between equal logic or compelling, you know, when do you lead with compelling, when do you lead with equal logic? Yeah. Well, yes, there's difficult. Okay. Thank you for your candor. Yeah. I think there is difficulty. I think most of the time it's because of the salesperson, I mean, either came from the compelling side of the equal logic side and they know that products very well and the products do overlap a bit and we're not ashamed of the overlap. We actually intended it for it to be there, but they overlap like if you pick a capacity point and a performance number, they're going to overlap a lot. But if you start asking the customer, well, you know, how are you going to manage this? Who's going to manage this? How many people do you have to manage it? Is this something that you want to ever scale and how big will it scale? You get the answer to those questions and it separates itself into two systems very quickly. Okay. Okay. Our sales team does know how to sort, if you will, ask the questions that define the customer. Yeah. And quite often the customer will look at a system and say, well, you know, I've had very large companies that I thought should have bought, let's say, compelling, and they'll say, no, no, no, I want this system to operate in this environment this way and as soon as they said that, I'll say, oh, that's equal logic. Yeah. So you just can't go by the size of the company. You can't go by whether they're going to put it in a data center or not. You have to actually understand their usage of it before you don't know how they're going to... So it's a pretty consultative sales model then. It's consultative. Sales guy can do the consulting. Our sales guys are pretty well-trained. They can go in and ask the 20 questions. If they need to, we have professional services. So we can come in and do like a half-day assessment and the professional service will definitely sort between these or compelling-like opportunities. They might even say these are power-volt opportunities. Yeah. Because you've got a third line there. Yeah. Right. So let's see. The power-volt line was based on some LSI technology, right? Is it still LSI or is it NetApp now? Yeah, I think it's... No, it stayed with LSI, right? No, no. Oh, you're part of that? Yeah. The MD3000 technology was based on the Ingenio LSI and is now residing with our good friends in NetApp. Your good friends. Yeah, okay. So how's that going? Well, they've confirmed for us. They tend to do the same technology advancements that LSI did. So for us, of course, we put it on our own hardware. So we basically buy a software license for them. So there's much more to it than just that one piece. But the software is pretty robust and the company is continuing to support everything we care about. So as long as they do that, we're pretty comfortable with it. It's not a problem for us. We buy Tate drives from IBM. And we still buy stuff from EMC. So Tate isn't dead? Tate isn't exactly dead. Mostly dead. There's a lot of frenemies out there. No. Yeah. Okay. Well, we'll talk to Tom Georgins and see what he's going to do with that OEM business and we'll get back to you on that. Let me know if there's anything different. I'm sure he's going to talk to you first before he talks about that. That's good. All right. So are you going to stay here for the rest of the conference? Oh, yeah. The reason I closed this is I'm the emcee every morning. I have to come up with new jokes every day. Let's hear one. I'm putting you on the spot. Let's do it. Okay. You know, I have a lot of software engineers working for me, right? You know how to tell the introverted ones from the extroverted ones? How? The introverted ones, when you ask them a question, they'll look at their shoes. You know how that is. Sure. The extroverted ones will look at your shoes. That was fun. Oh, gotcha. That's it. I like his arms. I like his arcs. Yeah. What else are you excited about at the conference itself? Well, I'm excited about all the interest in fluid. Yeah. I mean, that's a big theme here. And Dell has taken this. And we're the ones that create. I'm sure everybody's going to be talking about it here in a few months. But we're the ones that have advanced this concept. We were talking about highly automated intelligent infrastructure. And when we're acquired, a compelling, they basically had trademarked the fluid data architecture. And so we said that fits. And that's a good container, if you will. It's a good message to make that statement about. So the whole fluid data, it has crystallized our thinking. Instead of us thinking, well, what's the next microprocessor that's going to make this faster? Or how can we make thin provisioning a little thinner or a little faster? Instead of that, we're now kind of elevating up to the customer value set of what makes the whole system more efficient? What makes the whole system be able to behave like a customer's need to behave in a world where there's 35 zettabytes of data out there? How do you do that? And so I would suggest this whole concept has raised our game. And unlike most companies, we took our the thing that keeps us awake at night, fluid data. And we brought it to this conference. And we asked the customers here, what do you think? What does this do for you? And we're getting great feedback from them on what keeps them awake at night. And this is kind of a hallmark of Dell. It was a hallmark of equal logic. It was a hallmark of compelling. We get our best answers from our customers, who then turns out, by the way, actually buy the equipment because it's what they want. So that's pretty exciting. So when you feel yourself starting to get in a rut, I mean, people can typically feel that in terms of innovation, like you were talking about before, is it really the customers that bring you back? Yeah, I'd say it's a, you know, it's kind of a, there's a three-legged stool here. There's the customers. There's the technology, the industry itself, whether you're going to acquire the company or not. There's always the technologists out there. We can OEM from these companies. We can learn from these companies. So there's an enormous amount of technology evolving. And that's always kind of exciting, especially for the geek engineers. Totally. And then the third leg of this is the business models are having to change. So, you know, everybody used to license software and just sell, you know, if you wanted, if you wanted this feature, you had to pay, you know, 100,000 extra for that. You want OEM. Oh, by the way, we brought you all new hardware. So it's another 100,000 to keep that feature going. One of the things that really excites me is we're changing that game. Dell is changing that game. None of our products have the licensing model that is, that we keep coming back to you to ring the doorbell and have you send us more money. We're actually changing that. And I will tell you, the customers love it. You talk to one of our customers. They love the technology. They love co-pilot. They love this. But you talk about our licensing model and the CIO puts his cell phone down and looks up. Because he understands what that means. Or the CFO, he does too. And so these things are breakthroughs. And that's always pretty jazzy. Somebody described Dell to me recently as sort of the IBM for the SMB. I like that. It was interesting analogy. One of the big components of IBM's ability to do what they do is their IBM Global Finance and the ability to make those sort of do that financial engineering. Is that an area of interest for Dell? Well, we have Dell financial services. So for the SMB, I'd say we're pretty good at that. And I'm not an expert at it, but I know we can do leasing. We can do pay as you go. We can pre-install equipment and turn it on when you're ready to accept it. So we've got some pretty innovative things there. So I hadn't ever thought of it. I don't necessarily like comparing myself to other companies. No, I understand that. I didn't do it. But you repeated it. I get what I repeated it. I may not repeat it anymore, but we are that go-to company for infrastructure for the SMB. Now the interesting thing about the SMB is they're not a bunch of name droppers. It's not like when you go to the enterprise and it's, well, I'm at this shop or I'm at that shop. The SMB is all about solving their problems at their price point quite often. They could care less how somebody else did it. They may not want to go out on a limb and buy something that is never been bought before, but they're certainly not, they're not lemmings. They're not following that. Certainly a lot of them did, because a lot of people bought Compellent and a lot of people bought Equalogic when they were small, right? Yeah, exactly. So they are willing to take a risk. Yeah, they really are, if you deliver real value. Exactly, and it has to be the value that they value. It has to be what they care about. Yeah, yeah. Value is a good point to leave it on. Well, we really appreciate your time. Thank you for stopping by and I'm gonna go watch some of your jokes. Do you wanna leave us with one more? No. Oh, no. I gotta save something. Okay. Well, thank you for coming. It was great to connect with you again, Cal. I appreciate it. Great to have you here with us. All right, thank you. All right. I'm gonna exit stage record.