 I want to welcome out the CEO of Red Hat, Jim Whitehurst. Good morning. Good morning. Thanks for joining us. I know that you've had a busy week. You just wrapped up the Red Hat Summit here in Boston last week. Oh yeah, we had a great week. So I see a lot of familiar faces. Hope you enjoyed the weekend if you stayed here. So I wanted to start off by asking you. I know that as you have come into Red Hat, openness and open organizations has become kind of a passion of yours. And I wanted to hear how did that get started, because that wasn't the background that you had previous to Red Hat. Is that correct? Yeah. So before Red Hat, I was chief operating officer at Delta Airlines, ran it through a very difficult period of time. And one of the first things I noticed about Red Hat is just how different everything operated. And I always just say I'm the frog who got thrown in the boiling water. And what you realize is traditional organizations are really built to drive efficiency and a static environment. And they're really good at that. You prescribe what people do and people execute against it and you hold them accountable. The issue is more and more the world's moving to where the simple rote jobs are being automated and the pace of competition and technology is moving so fast that everyone's worried about being Uberized. So now you don't know what the future's going to be. And so how do you organize for that world? And a more, while they create a context for people to do their best work, a more open organization makes sense in that world. So, you know, there's nothing wrong with traditional bureaucracies for driving efficiency, but those are horrible in innovation and there needs to be a new, much more open model that I think actually optimizes to drive better innovation. And I mentioned earlier in my keynote how we kind of saw that play out in practice where the OpenStack community took the initial concepts of cloud and then kind of went off in a variety of directions to meet different needs. Where do you see that going in the future, you know, in terms of technology development? Well, first off, I mean, one of the things that got us so excited about OpenStack initially was it had just such a great outcome in architecture participation. You had vendors involved, yes, but you had large IT users involved, yet enterprises involved. And so, if you have this nice community and then you have a governance structure and a culture that we call kind of creating a context for great things to happen, you don't have to worry about the roadmap. The roadmap will take care of itself. And so, you know, when I look at where OpenStack is today, I feel the same way. It's certainly different than we thought it was going to be three years ago because it's reacted to, you know, the demands and changes in technology and role in marketplace. And I don't necessarily know if we know where it will be in five years, but that's the beauty of having faith that if you've built the right kind of context in the right community, the right things will happen over the next several years. You recently wrote a book about this called The Open Organization, and in there you relay an anecdote where at Red Hat at one point you had a technology decision and you kind of had to decide if you worked in the broader community context around it or if you kind of tried to approach it internally and how that was a big lesson learned for you. I wonder if you could talk a little bit about that. Was this the KVM decision? Yeah. Well, there was a couple parts around that decision. One is just having worked in a big traditional company, the idea that an engineer in front of his boss and his boss's boss and his boss's boss's boss would say all of them are wrong to the CEO. That person would have been fired. Most companies that person would have been fired before the end of the day. So we have a very open culture that can actually kind of talk about things like that. This particular discussion I think is a great example that we still think about, which was Red Hat was initially an early contributor to Zen as a hypervisor, but the Zen community fragmented and we were part of that. You had Zen sources in which recognized weren't just different flavors coming off of one tree. They were three different trees. And so one of the reasons, I think architecturally KVM is a better architecture anyway, but putting that aside, one of the reasons it was successful is it was under the Linux Foundation, and so it stayed together. And yeah, there can be our flavor, and Ubuntu's flavor, and other flavors of KVM out there, but they're still coming off of one upstream. And that's one of the real powers that we think of OpenStack as well is the governance structure is kept kind of one upstream, and sure, they're different kind of distributions, and we have distributions and others do as well, but if you can kind of keep the community as one ultimately, and a governance model that makes that happen, it just is so much more powerful. Yeah, I agree, and we've seen people who have attempted to do sort of splinters off of it that haven't been successful, because I think as you say, you know, those open organizations that have context, they can just move together so thanks for joining us. I would love to keep talking, but we're actually out of time, and you know, I read your book, I enjoyed it. I think it's a pretty interesting read to see your take on how to apply the principles that probably a lot of us here are familiar with from the open source world, but apply them not just to communities, but actually, you know, businesses that are out there trying to make a profit, and so thanks for sharing that with all of us and joining us here today. Great to be here. Thank you very much.