(upbeat music) >> Live from Toronto, Canada, it's theCUBE. Covering Global Cloud and Blockchain Summit 2018. Brought to you by theCUBE. >> Hello everyone and welcome back to theCUBE's live coverage in Toronto for the Blockchain Cloud Summit, part of the Blockchain Futurist event happening tomorrow and Thursday here in Toronto. I'm John Furrier with Dave Vellante. We're here with Gabriel Abed who's the founder of Bitt and also the Digital Asset Fund. Great story he's been there from the beginning. President at creation in the movement that's now changing the world. Blockchain and cryptocurrency certainly. Infrastructure and token economics, changing how things are doing. And rolling out, reimagining everything from infrastructure to value exchanges. Gabriel welcome to theCUBE. >> Thank you it's great to be here. >> So we were just talking on camera, you like to go after the big changes. You're an entrepreneur, you have that fire in your belly. You've been very successful. Where are we? I mean, you've been part of the movement, we're now on the cusp of mainstream adoption, there's still work to do. >> Oh, plenty of work. Lots of infrastructure still to build, many regulators and legislators still to educate, lots of laws still to be amended and changed. And, at the end of the day, it's happening and it's happening quickly and beautifully right now. The entire industry is changing. >> One of the things that you've done, you've taken on some big projects and you've made change happen. Regulation is one of the hottest topics we're hearing certainly in the United States, it affects innovation and there's so much entrepreneurial activity happening right now. There's so many entrepreneurs, alpha entrepreneurs really want to do great things, and regulation is just a blocker. It's an antibody for innovation. And you've busted through that. And it's probably going to continue. The old guard is either going to be replaced or adapting to the technology. You've done that, and a lot of people want to do what you've done. What's the secret? What's the secret of your success? How have you taken on these big, incumbent positions and taken them over >> But you're not running from regulators, you're embracing them. >> No, no, I think regulators are important to a responsible and sophisticated market. When my partner and I started Bitt in 2013, 2014, we immediately realized that if we wanted to build a product for the monetary authorities around the world, we needed to have the buy-in from the regulators. So from day one we were regulator-friendly. And it's not to say that we don't believe in a decentralized future, I'm as big of an advocate for decentralization and the freedom of information as anyone else, but I'm also a big believer in if you're a product for a market in the traditional world you have to involve the regulators in order to ensure that product does its job, keeps the consumers safe, and ensures that the economy around it doesn't collapse. So regulators are critical in this field. >> Talk about what you guys have done. Take a minute to explain the project you did, how it worked out, the tenacity, but also, what was the outcome? What were you trying to do in the project and where is it right now? >> It depends on the project you're referring to >> Maybe start at the beginning >> The Caribbean >> Let's start at the beginning. >> Yeah, yeah. >> Okay, so, Gabriel Abed, born, raised, educated in Barbados, around the age of 19, I decided I was going to take my computer science education a bit further. I went to Canada, I did a Bachelor of IT, where I majored in network security. In Ontario, the University of Ontario. And, unlike the rest of of my peers, who usually stay in Canada, I decided to go back to my little nation with the education that I had just received. And I took that education home, and started one of the world's first blockchain companies, but at the time I didn't understand blockchain per se, I understood it as a commodity, as a cool investment, I didn't understand the true nature behind the protocol itself. It was only until 2013 that my partner and I ran one of the larger mining operations in the world, that we realized a commodity was actually a protocol. A network tool. A system that you could build on top of. So in 2014, we actually created one of the world's first blockchain assets, on Bitcoin's blockchain. And that a representation of a digital dollar for a central bank. And the notion behind Bitt.com in 2014 was, let's compete with cash, because it's inefficient, it's costly, and it slows down the movement of society. So what we wanted to do is create a digital version of that, that would save economies hundreds of millions of dollars. Cash is expensive to to create, that linen, plastic, paper money, it's easily forged, it can be counterfeited, it's hard to transport, it has an expense to transport, it has an expense to count, it has an expense to secure, and then it has overheads around the entire ecosystem of accountability. Whereas, a blockchain-based digital dollar eliminates all of those efficiencies, and increases the ability for a monetary authority to trace, track, and have a better form of anti-money laundering, counter-terrorism financing and a better overview of their entire society. So that all, we took that notion, went to the central bank of Barbados, who at the time was being led by Dr. DeLisle Worrell, and our very first meeting he had asked me to excuse his office. And 13 meetings later, and a whole two years, lots of development, building out infrastructure around compliance, around finance, around security, and around regulation, we finally got the nod of approval from Dr. DeLisle Worrell to operate a fiat example of a digital dollar in Barbados. And since then, we have been working with several central banks around the world, bitt.com today is the leading central bank provider for digital dollars. A lot has changed, I've developed other tools since, and other businesses, but bitt.com continues to be the best friend for central banks looking to move and transition into the digital arena. >> Why, I mean other than a closed mindset, why wouldn't every government around the world want to move in this direction? Initiate some kind of FedCoin, for example. >> Education, education, it's the fear that the system may not be scalable, it's the fear that the system could be hacked, it's the fear that they could be cut out, their control, at the end of the day, monetary authorities, like the Federal Reserve, they have a control on the money supply. Whereas, something like decentralized cryptographic currencies, there is nobody in control of the money supply. Hence, inflation versus deflation systems. Then there's the issue of hacking and the threat of digital and cybersecurity. Typically, the head of these monetary authorities are older gentlemen who are traditionally conservative. And who are not (mumbles) with cybersecurity. So the fear of hacking is very real for someone like them, whereas someone like me who is trained as a network security expert, those fears can be mitigated with good policy and procedure, cold wallets, and the right process, to ensuring the environment can run without the risk or the fear of malicious attacks. So it really boils down to education. The educated governors of central banks, like there's one, for example, Timothy Antoine. Dr. Antoine is the governor of the Eastern Caribbean Central Bank. And they govern and mandate the currency union of eight islands below them. St. Lucia, Grenada, Antigua, et cetera. Now, he's a governor that gets this and has wrapped his head around it, and understands that this is the future. He gets it so much that he signed an agreement with bitt.com to begin exploring a pilot for his currency union to have a digital dollar implemented in it. You also have governors and presidents like that of Curacao. Or the central bank of Curacao, where we've just signed an agreement to move forward with a phase of looking at the implications of rolling out a digital dollar in a society like Curacao and St. Maarten. What is the ramifications? What is the feasibility study behind that? So, to answer your question, it's not every single regulator, governor, and central bank manager is going to head toward this technology tomorrow. But with more education, and more lobbying, you will see more and more central bank governors moving in this direction, because it's better, cheaper, faster, makes their job easier, gives them more control, gives them more oversight, and provides all the things that they would want as a central bank to continue to do their job for their society. Which is to protect their dollar from alien threats. And to ensure that the dollar remains stable, and to just generally ensure that the society is functioning the way it should. >> Gabriel, what's your vision on what this will enable for the citizens? What's the impact that you see happening? If this continues down the trajectory, what is the adoption look like, impact to people's lives on a everyday basis. >> Well, for a very starting point, you democratize payment. Right now, if I want to make a payment, I have to go through a utility company called a bank. And this bank typically has frictional costs, and frictional overheads and time. That's one of the biggest problems, is that these monopolistic infrastructures hinder the ability for the average participation of a free-flowing payment system. So what you end up having is rather than me being able to make a digital payment in seconds, with no cost, I have to wait days, I have to use manual-based systems whether it's check, cash or the bank's Visa Mastercard system. And then it has frictional costs. So right off the bat, you democratize payment. What does that do for a society in a developing nation? It empowers people. And you're empowered because now as a developer, I can build on this payment system. As an entrepreneur, I can tap in to this payment system. As a merchant, I can utilize this low-cost payment system. As a society, I now have GDP growth because of financial inclusion. The underbanked, who do not have access to banking facilities for one reason or another, maybe they don't like the bank, maybe the banks don't like them. Maybe they don't have two proofs of ID. Maybe they don't have a fixed place of abode. Maybe they don't have the minimum deposit amount. All of these features keep the poor and the underbanked out of the system. Whereas, in developed nations, we have mobile penetration rates that are through the roof. In some cases, like Barbados, over 100 percent. So if you have 100 percent penetration rate of this mobile platform, this thing in my pocket, but I cannot access the banking system, well flip that around, democratize the payment system, allow payments to exist on this mobile phone, and watch how quickly society becomes banked. So what you end up having is full adoption. Why would we not have full adoption when it's cheaper, it's faster, it's more inclusive. >> And the data from that collective intelligence only creates a digital nation >> A more responsible environment. >> Wealth creation environment. >> It creates a more traced, tracked, and accountable society so that the monetary authorities in the government can now start making educated decisions on data. They now know who's buying milk, who's gambling, who's paying their taxes and who's not. >> The downstream benefits of this are massive. >> The downstream benefits are massive, enormous. They're disruptive. This is a brand new fiscal tool, a monetary tool, being given to central banks to start eroding the field of private e-money systems, and to start bringing about a uniform standard towards payments. Plain and simple. We're going to the central banks and introducing a new monetary instrument, that they're in control of. That now the commercial banks, the financial institutions, the corporatocracies, the citizens, and the merchants can all fall under one roof issued by their monetary authority. And this is not a cell phone company or a bank building their own private system that I have to jump through some hoops and some red tape and sign away my first born and give away my left arm to enter. This is a free and open source standard system. >> And it's networked, as you said, penetration is 100 percent on mobile or roughly that, it's a network society that now has digital fabric built into it. This is the future. >> But I played this out in terms of, when you talked about this in your panel, now every device, every thing, every physical asset will be instrumented. >> Yes. >> And as a result, theory can be coconuts. >> You're building the deep infrastructure. I remember we met with World Bank back in 2014 and they coined this term for me. Because they were saying we want to help entrepreneurs and it's important to help entrepreneurs in developing nations because they're the lifeblood of it. But what we are building is the deep infrastructure. And that's exactly what it is. It's the infrastructure that would allow the entrepreneur and the developer to now have a framework that they can build against to provide more uplift. So in essence, it's really going to be exponential growth once systems like this are implemented. The stock market can move digital, and people could buy stocks using digital dollars. E-commerce can occur because I can now buy things online or sell things online with digital dollars. I can now be part of a global, financial ecosystem, with my smartphone and my wallet. >> That's a great use case, congratulations on amazing success, so much is on your plate, you've had great success in this new era, what's on your plate now, what are you working on, what's happening in your world now? >> So in 2017, we realized Bitt was entering a new growth phase. It was no longer a battle of trying to convince regulators and central banks, our product had been proven. Our reputation had been proven. It was time now to scale the company into a professional level of dealing with these regulators around the world. At the end of the day, we would like to digitize cash, wherever cash exists. And to provide those tools for central banks around the world. That would require professional management, and that is not I. >> (laughs) >> So, our investors and shareholders were quite comfortable with our proposal of bringing on that professional management, so in 2017 I resigned as CEO, retained a board position and still single largest shareholder, but with the idea of what other types of infrastructure can I build, now that a deep infrastructure had been put in place. So I've been attacking three major markets, the banking sector, an actual commercial banking enterprise working with a group from the United States towards looking at deploying the future of where we think commercial banking is going. I think that the community, the crypto community in general, there's a lot of noise happening in the chats. And therefore we built a machine learning chat bot to start looking at market sentiments and aggregating market information and of course building common tools for community members. So we've launched a agent called Gabby, the form to gab. My name's Gabriel and my mom calls me Gabby, so it works out quite well. >> You have the gift of gab that's for sure. >> And then I launched a mutual fund with a very sophisticated former managing director of JPMorgan. A guy named Richard Galvin. And we launched the world's first protocol-only fund. We focus only on protocols. And that's called Digital Asset Fund. And we launched that in late 2017 and got full regulatory approval to become a professional fund, that handles 100 percent, solely crypto. And that's basically been my ride, and then outside of that, just your standard consulting, because everybody from World Bank, to IADB, to some government agency to some private organization wants to know about blockchain they want advice, and they need a team of people to give them that advice. So it's just been, all around, looking at how I can be an entrepreneur in this space, while finding great leaders, and partnering with those leaders to build out great companies. While still focusing on ensuring bitt.com becomes the solution for dollars, digital dollars, worldwide. >> Got a great mission, entrepreneur, builder, congratulations. >> Thank you. >> Industry's lucky to have you, congratulations. >> Thanks for coming on. >> Thanks for coming on theCUBE. >> Thank you guys. >> CUBE coverage here, live in Toronto for the first Global Cloud and Blockchain Summit in concert with the Blockchain Futures Conference happening in the next two days after today. More coverage from theCUBE we're live here, stay with us for more great coverage after this short break. (upbeat electronic music)

>> Narrator: Live from Las Vegas, it's theCUBE, covering Interconnect 2017. Brought to you by IBM. >> Okay, welcome back everyone, we're live in Las Vegas for IBM Interconnect 2017, this is theCUBE's three-day coverage, we're in day two, wall-to-wall coverage with theCUBE, I'm John Furrier, with my co-host, Dave Vellante. Our next guest is Jason Kelley, Vice President, he's a partner at IBM's Global Business Solutions, GBS Solutions and Design, part of the group that brings it all together in the digital transformation for IBM. Welcome to theCUBE. >> Grand to be here, thanks for having me. >> So, we were just talking about South by Southwest, before we kicked on the cameras, and you guys had a huge presence there. But you're an interesting part of IBM, and I want you just to make a minute to explain what you do, because everyone talks about, "Oh UX design, you're going to develop the future," it's a lot more complicated than just saying UX design. >> That's true, very true. >> There's some work involved, so take us through what this design experience concept's about, and how does it work, and why everyone's so buzzed-up about it, 'cause it's gettin' a lot of traction. >> Great question to start with, and I always get to spin that then back to you. So as you said UX, first thing that came out, you said design and UX, so tell me, when you hear design, what do you think of? Do you think of cool ties, jackets, what do you think? >> I don't know, a nice cube setup with good user-- >> A couple good lookin' guys. >> Interface on the website. >> I was thinking devices. >> Dave's tie. >> I think of cool visuals, right? I think of movies, actually. >> Okay, okay. So, they are things that give you some type of experience. >> Dave: Yeah, they create a feeling inside, an emotion, it's a motive. >> All right, okay. So, now we're headed in that direction. So take that emotion piece, set that to the side, and think about what also came out, you said device, so it's something that you use. And often when you say design now, they think of the wonderful things like-- >> John: The iPhone. >> You got it, iPhone. They say, "Oh, what wonderful design." That design evokes emotion. And so, when we think of emotion, take that and put that into business, and think about creating an elegant solution for the outcomes of the end user in a business. So, you have a business that has a problem, they need to solve it, and you want to create a solution that evokes emotion. So that as they experience, like you can't set down that phone, we don't want them to set down their IBM solutions, that's the type of design that I'm talking about. >> Jason, this is interesting, Dave and I always talk about this in theCUBE when we get into this kind of like, get into The Cloud and look down at the world, the computer industry has always been centered on how many users do you have? I mean user, are you a drug user? What kind of user are you? It's the consumer, right? So, now you're really getting at the heart of design transcending computer, a user on a terminal. They're all consumers. So this is kind of the new normal. >> That's right, the new norm is, the consumer, meaning the focus. We'll go back to your phone, you think about this consumable capabilities and that consumption. You think back when we thought were cool and you would say, "This is my home office, "and I've got my fax machine here and I've got my-- >> John: A pager! >> "I've got my pager, I've got my telephone, "I've got all these things." >> My stereo. >> You had all those, and now... Here it is. And who did this? This is the consumer. And so, having consumable solutions that a consumer would be excited about, but taking that to the enterprise, at scale. At scale, did I send someone a great text there? >> No, I was just plugging in. (Jason and John laughing) >> So that you have to-- >> It's got a cognitive energy in it, so it's designed well. (all laughing) >> Honey, bring me more milk and bread. What we do from a consumability perspective is just that: how do you make sure that you have consumer grade solutions that the enterprise can enjoy? Right? So that is key, and this is what you pivot around. >> One of the things that we also were watching last week, we were at the Big Data event that we had in Silicon Valley, you can judge 'em as Strata Hadoop is, the collision course between the big data world which tends to be analytics: Watson's got cognitive, and then The Cloud, you've got brute force blocking and tackling, Cloud under the hood, hard IT problems, in-production workloads; and then you have the cool, sexy, sizzley web app, and mobile apps, creativity, kind of comin' together. So, on one hand you got creativity, you have energy, you have emotions, all this kind of outcome-based consumer thinking, and then you got the hard scaffolding, the iron under the hood, like workloads, hard stuff. So, how do you balance that when you get into the Design Center? It's not what people might think, "Oh, they got the crazy ideas, and I'm going to do this, "change the world," but at the end of the day you got to go implement it, so take me through that process. >> So you think about implementation, and we have, here over the last four years, established 26-plus IBM Design Studios globally. And our clients love to come to those studios because they get to talk about what you're asking me here, "Look we have all these things, these piece parts, "some things new, some things legacy. "How do I take this, and how do I tie it all together?" They usually come with these business challenges and say, "Look, I have a front office, and a back office, "and I'm tyin' to get all this," we go "Wait a second. "What you've just described is really one office, "and in that one office, "at the center of all those challenges are data, typically." And you're tryin' to figure out, "How can I make this data work?" And then, as soon as you solve that problem you say, "Wait a minute, then there's business process, "that's working between the front office, "and the back office, and this middle office." And then "Oh wait, there's also then some regulation "that I have to worry about." So now, you have this crashing of these different capabilities, you have this challenge of saying, "How do I make the business architecture, "work with the technical architecture, "work with my human architecture?" And that's where design comes in, that's where you begin to weave those things together by understanding how each one of those diverse pieces of the business work in harmony. >> So Jason, what are some of your favorite examples of an outcome that drove business value? >> I'll use a great example, and it was one with a client I was just havin' a wonderful dinner with last night, the Bank of the Philippine Islands. Banking has each one of these things that I've talked about: trying be more nimble on the front end, as well as having a very complicated, and often regulated back end. This wonderful, wonderful client of IBM said, "Listen, could you come in "and help me solve my data problem? "Because we have a big data challenge." I said, "Sure, well let's understand that, "let's get under the covers of this data problem," in a design workshop with them, walking them through their end users, their end users being all the way through their enterprise, our process realized, wait a minute, it's not our data problem that we have, it's a start-up problem. We're always going to have a data problem, but we can't run like a start-up, we can't move fast, we're not as agile as we think we are. We think we do DevOps, but our DevOps hit separate from agile, and by the way, this design-thinking thinking is great, how do you weave all of that together? What they found then in their start-up was now that we know what our problem is, you've wowed us, we're wowed. But then, how do we execute? We use this term, if I can wow you, you will definitely then how me, right? So how do we do this? And this is where the design came in where we said, "Look, now let's understand how you move like a start-up," which then did get under the covers with: well we need a Cloud capability; we need to have some tooling, like Bluemix, where we can go ahead and quickly assemble those things together; and we need to understand how we can apply some of our analytics, and maybe even cognitive, towards our clients. So, that's something that started one way, here's the problem, and it's data, that really ended up another way. And as they will tell you if you were to ask Bank of Philippine Islands, they'd say, "Listen, the design doesn't stop." And what they've learned from us is that design never stops, everything's a prototype in a sense, and design only stops when the problem is solved. And I can ask you, is the problem ever solved? >> No, it's a moving train every day. >> Jason: You're never done. >> The Design Center, really Studio is a great idea, I think it's phenomenal. The question I want to kind of probe into is how much of it is therapy for the customer to kind of, "Doctor, am I okay? "I think what's goin' on with me, can you look around me?" 'Cause they're lookin' from kind of that 360 blind spot, and how to be innovative. And so, you kind of rub their shoulders, "You been doin' okay, you're going to survive," and then you got to wow them. So before you wow them, you have to kind of whip 'em into shape and get their perspective, so how much of the percentage of time is herding the cats in a therapeutic way? Or is it not a factor to then, when you get that momentum going? Take us through the psychology of the buyer, your customer, because I can almost imagine the opportunities is somewhat intoxicating these days. So you go, "Hey, I got pressure to go Cloud native, "but I know it's going to be a disaster if I do." >> You're on a great point, and I like the thought of the therapy because look, it is somewhat of a Dr. Phil moment that they have. Where you sit back and what we find client after client is that sure, we could tell them, "Here are your pain points. "We're IBM, we deal with thousands of clients every week," but that doesn't cause change. I mean, you really have to change in the way that you're acting, so you can't really, we like to use this phrase-- >> Hit the playbook, run the offense. >> That's right. >> You got to have the culture. >> And you will have some people say that you have to have a culture, so you can't think your way into a new way of acting, you have to act your way into a new way of thinking. And so that's the process, is where you bring this discovery by way of using the basics of empathy, and this is design thinking, in the core of its essence. >> Empathy, great word. Business empathy is really the challenge because, I hate to use the example of will the parachute open? You know I always say to my kids, "Pack your own parachute, learn how to pack a parachute." Not that I tease that dangerous, but it can be, I mean, security breaches are one of those things where the blind trust that's out there, and some opportunities, to Jenny's point on stage today, trust economy. >> That's very true. >> This could be a dangerous world, so you don't want to just trust the parachute's going to open. >> No, no, I will tell ya in a prior life I used a parachute, I jumped Airborne Ranger, jumped out of planes, and I always joked saying, "Hey, no one is going to get shot out, "or have to jump out of an airplane today," so it'll be fine. Well, I can laugh and joke, but you're right because you sit there and to any of our clients, it's not a joke. That trust economy that we're in is reality, and it has to be underlayed with the confidence that we can bring that to-- >> Well Cloud, I have said The Cloud which underpins all this is going to move at the speed of trust, if you don't trust The Cloud, you're not going to use it. >> Jason: Very true. >> That example you gave, I want to go back to it, 'cause we talked about the emotion. So, the emotion comes from what, the consumer experience? You know the bank, that you gave that example. So, take us through sort of what that outcome was, I mean, it was the entire experience that was reimagined? Is that right? >> Well that's exactly, the experience was when the diverse team across the bank was in one room, and going through some of the exercises we take them through to use this empathy for the enterprise. Not just for the individual, or design for a product, this is design for an entire business. As they sit there and they look across that, what they got out of that was this thought that, "Wait a second, this is very complicated "for my part of the business. "Oh but wait, your part of the business "is having similar challenges, and oh, yours as well." And then you have the aha moment you're like, "Wait, we're all having similar challenges." And this becomes the emotion, the emotion goes, "Wait a second, you've just helped me see something "that was right in front of me, it was right there." Thank you, this is the Dr. Phil moment, because then you say, "Oh well, "then we're doing this together." And you go, "Yes, now let us walk you through, "walk you through walking us through "what we might do together collaboratively," and that's where you get this new step change of action. >> So, you're a business therapist, but also can implement. >> Right, because ultimately you have to make, and we have these steps where we look at how we walk through our cycle. If you think of an infinity sign, we go through: you must understand, reflect and make. And we have those as stages of this infinity sign, that you never stop going through those loops, as we call it, the loop of understanding, reflecting and making. >> Jason, I want to talk about the, you mentioned a Dr. Phil moment, this empathy, really a legitimate thing that goes on but-- >> Yeah, you're going to think I'm Dr. Phil, right? >> But also, a lot of customers I can imagine are grounded in disappointment. I mean, the way I felt when Duke lost in the March Madness, I'm like, and then like, "Oh my God, how could they be out?" I had them goin' all the way, it kind of screws up the brackets. So, like that's IT. IT's a lot like, you know, you make a bet, and sometimes it doesn't pan out, you got to be agile. So coming into the disappointment, clients come into the Design Center, probably with either an itch they're scratching, I want to innovate, and then problems that they're trying to solve, which might be some baggage, some sort of issue. Is there a pattern that you see when you have prospects come through, and clients come through the Design Center that are consistent? Like is there a trend, a trending chart, like top three, stack-ranked, issues fall into categorically, Cloud transformation, Watson analytics, is there a trend line? And by the way, did you have Duke to go all the way? >> I thought they would. In the trend that we see, there's some common things that come to mind where a client will say, "I want to move faster." And none of these are going to be surprises: I need to move faster, okay; I need to be agile; I would love to be more innovative; I would like to take my innovation and put it in action; how do I do all of there things? And you'll find if you work with them you go, "So why?" "Why?" We play the game of 5-Whys, and eventually you get to what the true, the true need is, and that true need is to get to get an outcome very quickly, they all have something right in front of them, and it's to be agile, innovative, and out in front of the market. All of those things require what you've already called-out with the technologies, and they are just technologies, the challenge is putting them in action. >> So with the Whys, you get to the outcome, that's the real pain point, and then you settle in to a variety of solution architectural choices. >> Yes, because that architecture battle, as we hear from Jenny, it's going to be the architecture battles on cognitive, on AI and data. And finding those three areas, that's where it has to be knit together. >> Enterprise strong, data first, and cognitive to the core. >> Well said. >> See, I was listening Jenny, I've listened to all your words in your speech, and I don't need Watson for that, but I'll forget tonight after I have a few cocktails. Jason, thank you so much for comin' on theCUBE, appreciate the insight. >> I appreciate the time. >> Be safe jumping out of the airplanes. >> All right, take care guys. >> Thanks so much. More live coverage here from theCUBE after the show, stay with us, some more interviews still on day two to come. Great content here, great guests, more after the short break.