>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back here to AWS reinvent 2019. Great show going on here in Las Vegas, where the Sands were live here on the Cube. Once again, covering it from wall to wall will be here until late tomorrow afternoon. David John Walls were doing by Joined by David. She coaches who is the vice president of product management for hybrid idea Century Lake. Good to see you, You guys and Brandon sweetie, who's the SPP of worldwide cloud sales at Veum With you be with you. This is gonna be a New England sports segment actually surrounded by ruin. Celtics, >>ESPN in Vegas, >>I remind you, the Washington Nationals are the reigning world. Serious shit. Wait a moment. Wait. Shark forever. A moment in time I got stuff. Let's talk about your relationship between via wearing set free like And what brings you here? A WSB offering. You're putting you guys that run on AWS. >>Maybe Maggie jumping and jumping. So look VM wear a long time player in the infrastructure space. Obviously incredible relationship with AWS. Customers want to transform their operations. They want to move to the cloud way have Vienna, where Claude, on a video B s. We continue to take tremendous ground helping customers build and build more agile infrastructure. Make that happen, Van. Where was built on our partners. Right centrally great partner MSP. And we think about helping customers achieve their business outcomes. Key partners like centrally make it happen. You've been a long term partner and done a lot of great things with us. >>Yeah, and really what? What Central Lincoln VM Where have done? I mean, really, we sort of created the manage private cloud market in the early days of managing the Empire solutions for customers, but really were and where we differentiate in other working with GM wear on AWS is really with elements of our network or the ability to take those kinds of solutions and make sure that they're connected to the right networks and that they're tied in and integrated with the customer's existing enterprise and where they want to go as they start to distribute the workload more widely. Because we run that network, we see a lot of the Internet traffic. We see a lot of threat patterns. We see a lot of things emerged with our cyber security capabilities and manage service is. So we add value there. And because of that history with BM wear and in sort of creating that hosted private cloud environment, there's There's a lot of complexity, friendliness inside of our service offer, where we can manage the inn where we can manage it in a traditional model that is cloud verified. And then you could manage it as it starts to move on to the AWS platform. Because, as we all know, and as even you know, Andy has referenced in different points, there's a just about every kind of workload can go to eight of us. But there are still certain things that can't quite go there. And building a hybrid solution basically puts customers in a position to innovate is what a hybrid solution is all about. >>That kind of moves the needle on some of those harder to move working in the M, where is such an obvious place to start? So you try to preserve that existing customer of'em, where customer experience but at the same time you want to bring the cloud experience. So how How is that evolving? >>Yes, it's a couple things, right? So l Tingley customers, they all want to move to the cloud for all the reasons we want security, agility, governance, et cetera. Right, but fundamentally need help. And so partners, like essentially help figure out which workloads are cloud ready, right? And figure that out and then to you, get to know the customer. Really well, begin the relationships that you have, right, and you can help them figure out which workloads am I gonna move right? And then that leads into more relationships on How do I set up d r. Right? How do I offer other service is through eight of us against those work clothes. >>There's a lot of things where being a manage service's provider for a V M were based platform or being. Amanda's service is provided for an AWS platform. There's a lot of things that you have in common, right? First and foremost is that ability toe run your operations securely. You've got to be secure. You know, you need to be able to maintain that bond of trust you need to be auditable. Your your your operations model needs to be something that transparent to the customer. You need to not just be about migrating workloads to the new and exciting environment, but also helping to transform it and take advantage of whether it's a V M where feature tool or next generation eight of us feature it's will. It's not just my great lift and shift, but then helped to transform what that that downstream, long term platform could do. You certainly want Teoh be in a posture where you're building a sense of intimacy with the customer. You're learning their acronyms. You're learning their business processes. You're building up that bond of trust where you can really be flexible with that customer. That's where the MSP community can also come in, because there's a lot of creative things we can do commercially. Contracting wise binding service's together into broader solutions and service level agreements that can go and give the customer something that they could just get by going teach individual technology platform under themselves >>and their ways >>where the service provider community really chips in. >>I think you're right and we think about helping Dr customers success manage service providers because of those engine relationship with customers. We've had tremendous success of moving those workloads, driving consumption of the service and really driving better business outcomes based on those relationships you have. >>So let's talk about workloads, guys. Course. Remember Paul Maritz when he was running the M word? He said Eddie Eddie Workload. Any application called it a device. He called it a software mainframe and Christian marketing people struck that from the parlance. But that's essentially what's happened pretty much run anything on somewhere. I heard Andy Jassy Kino talking about people helping people get off on mainframes. And so I feel like he's building the cloud mainframe. Any work less? But what kind of workloads are moving today? It's not. Obviously, he acknowledged, some of the hard core stuff's not gonna move. He didn't specify, but it's a lot of that hard core database ol TV transit transaction, high risk stuff. But what is moving today? Where do you see that going? >>Don't talk about some customers. >>Yeah, >>so a lot of joint customers we have that. I think you fall into that category. In fact, tomorrow on Thursday, we're actually leading a panel discussion that really dives into some customers. Success on the AWS platform that Central Lincoln are managed service is practice has been able to help them achieve what's interesting about that We have. We have an example from the public sector. We have an example from manufacturing and from from food and beverage example from the transportation industry and airlines. What's really interesting is that in all those use cases that will be diagramming out tomorrow, where VM Where's part of all of them, right? And sometimes it's because I am. Where is a critical part of their existing infrastructure? And so we're trying to be able to do is design, you know, sort of systems of innovation, systems of engagement that they were running inside of an AWS or broadly distributed AWS architecture. But it still needs network integration, security and activity back to the crown jewels and what's kept in a lot of those workloads that already running on the BM where platform So that's a lot of ways. See that a good deal with regards to your moving your sort of innovative workloads, your engagement workload, some of your digital experience, platforms you were working with an airline that wants to start building up a series of initiatives where they want to be able to sell vacation packages and and be very creative in how they market deliver those pulling through airline sails along the way. They're gonna be designing those digital initiatives in AWS, but they need access to flight flight information, schedule information, logistics information that they keep inside of there there. Bm where environment in the centralized data center. And so they're starting to look at workloads like that. We started to look at the N word cloud on eight of us being whereas it a zit in and of itself as a workload moving up to eight of us. There's a range of these solutions that we're starting to see, but a lot of it is still there, and he had the graphic up. There were still, in the very early days of clouded option. I still see a lot of work loads that are moving AWS theater in that system of engagement. How can I digitally engaged with my customers better? That's where a lot of the innovation is going on, and that's what a lot of the workload that are running in launching our >>I mean, we're seeing tremendous momentum and ultimately take any workload, wailed, moving to the cloud right and do it in an efficient and speedy path. And we've got custom moving thousands of workloads, right? They may decide over time to re factor them, but first and foremost, they could move them. They relocate them to the cloud. They can save a lot of costs. Out of that, they can use the exact same interface or pane of glass in terms. How they manage those work clothes, whether they're on Kramer, off Prem. It gives them tremendous agility. And if they decide over time, they have to re factor some workloads, which can be quite costly. They have that option, but there's no reason they shouldn't move. Every single worker today >>is their eyes, their disadvantage at all. If if you're left with ex workloads that have to stay behind, as opposed to someone who's coming up and getting up and running totally on the cloud and they're enjoying all those efficiencies and capabilities, are you a little bit of a disadvantage because you have to keep some legacy things lingering behind, or how do you eventually close that gap to enjoy the benefits of new technologies. Yeah, >>there's a sort of an old saying that, you know, if you're if you're if you're an enterprise, you know, that means you've had to make a lot of decisions along the way, right? And so presumably those decisions added value. It's your enterprise, or else she wouldn't be in enterprise. So it really comes out, too. Yeah, to those systems of records of those legacy systems way talk about legacy systems >>on Lian I t. Is the word legacy. I know it's a positive. United is the word legacy. A majority of >>your legacy is what the value you built up a lot of that, whether it's airline flight data or scheduling, best practices are critical. Crown jewels kind of data systems are really important. It really comes down to it. You're on enterprise and you're competing against somebody that is born in the cloud. How well integrated is everything. And are you able to take advantage of and pace layer your innovation strategy so that you can work on the cloud where it makes sense. You can still take advantage of all the data and intelligence you build up about your customers >>so talking earlier, You guys, it seems like you guys do you see that? That cloud is ultimately the destination of all these workloads. But, you know, Pac thinking about PacBell Singer, he talked about the laws of physics, the laws of economics and the laws of the land so that he makes the case for the hybrid >>Murphy's Law. >>Yeah, so that makes the case for the hybrid world. And it seems like Amazon. To a certain extent, it's capitulating on that, and it seems like we got a long way to go. So it's almost like the cloud model will go to your data wherever it iss. You guys, I think, helped facilitate that. How do you look at that? >>Yes. I mean, part of that answer is how much data centers are becoming sort of an antiquated model right there. There there is a need for computing and storage in a variety of different locations. Right, And there's that we've been sort of going through these cycles back and forth of you use the term software mainframe and the on the Palmer. It's kind, a model of the original mainframe decentralizing out the client server now centralizing again to the cloud as we see it starting to swing back on the other direction for towards devices that are a lot smarter. Processors that are, you know, finally tuned for whatever Internet of things use case that they're being designed for being able to put business logic a whole lot closer to those devices. The data. So I think that is what one of things that I think that said that one of the BM wears. A couple of years ago, data centers were becoming centers of data. And how are you able to go and work with those centers of data? First off, link them all together, networking lies, secure them all together and then manage them consistently. I think that's one of the things I am has been really great about that sort of control playing data plane separation inside your product design that makes that a whole lot more feet. >>I mean, it is a multi cloud, and it's a hybrid cloud world, and we want to give customers of flexibility and choice to move their workloads wherever they need, right based on different decisions, geographic implications, et cetera, security regimens and mean fundamentally. That's where we give customers a tremendous, tremendous amount of flexibility. >>And bringing the edge complicates >>edge, data center or cloud. >>It's so maybe it's not a swing back, you know, because it really has been a pendulum swing, mainframe, decentralized swing back to the cloud. It feels like it's now this ubiquitous push everywhere. >>Pendulum stops. >>Yeah, >>because there's an equal gravitational pull between the power of both locals >>and compute explodes everywhere. You have storage everywhere. So bring me my question of governance, governance, security in the edicts of the organization. You touched on that. So that becomes another challenge. How do you see that playing out what kind of roles you play solving that problem >>on the idea of data governance? Governance? Yeah. I mean the best way to think about our. In our opinion, the best way to think about data governance is that is really with abstraction. Layers and being ableto have a model driven approach to what you're deploying out into the cloud, and you can go all in with the data model that exists in the attraction layers in the date and the model driven architecture that you can build inside things like AWS cloud formations or inside things like answerable and chef and been puppet, their model, different ways of understanding what your application known state should be on. That's the foundational principle of understanding what your workloads are and how you can actually deliver governance over them. Once you've modelled it on and you then know how to deploy it against a variety different platforms, then you're just a matter of keeping track of what you've modelled, where you've deployed it and inventorying those number of instances and how they scale and how healthy there that certainly, from a workload standpoint, I think governance discipline that you need in terms of the actual data itself. Data governance on where data is getting stored There's a lot of innovation here at the show floor. In terms of software to find storage and storage abstractions, the embers got a great software to find storage capability called the San. We're working with a number of different partners within the core of our network, starting to treat storage as sort of a new kind of virtualized network function, using things like sifts and NFS and I scuzzy as V n F that you can run inside the network we want. We have had an announcement here earlier in the week about our central bank's network storage offer. We're actually starting to make storage and the data policy that allows you to control words replicated and where it's stored. Just part of the network service that you can add is a value add >>or even the metadata get the fastest path to get to it if I need to. If I prefer not to move it, you're starting to see you're talking about multiplied this multi cloud world. It seems like the connections between those clouds are gonna be dictated by that metadata and the intelligence tow. You know what the right path is, >>And I think we want to provide the flexibility to figure out where that data needs to reside. Cross cloud on, Prem off from, and you can just hear from the conversation, David, level of intimacy some of our partners have with customers to work through those decisions. Right, if you're gonna move those workloads effectively and efficiently, is where we get a lot of value for our joint customers. >>I mean, she's pretty fundamental to this notion of digital transformation that's ultimately what we've been talking about. Digital transformation is all about data putting data at the core, being able to access that, get insights from it and monetize, not directly, but understand how data affects the monetization of your business. That's what your customers >>and I think we >>wantto. Besides, I think we want to simplify how you want to spend more time looking up. Your applications are looking down your infrastructure, right? Based on all the jury, are drivers across the different business needs. And again, if we can figure out how to simplify that infrastructure, then people could spend more time on the applications because that's how they drive differentiation in the market, right? And so let's simplify infrastructure, put it where it needs to be. But we're going to give you time back to drive innovation and focus on differentiating yourself. >>You know, it's interesting on the topic of digital transformation reindeer. So right, sort of an interesting little pattern that plays out for those of us that have been in the service of writer community for a little while that a lot of the digital transformation success stories that you see that really get a lot of attention around the public cloud like eight of us. The big major moves into going all in on the public cloud tend to come from companies that went all in on the service provider model 10 years ago, the ones that adopted the idea. I'm just gonna have somebody do this non differentiating thing for me so that I can focus on innovation, are then in a better position to go start moving to the cloud as opposed to companies that have been downward focused on their infrastructure. Building up skill sets, building up knowledge base, building up career, path of people that, actually we're thinking about the technology itself as part of their job description have had a hard time letting go. It sort of the first step of trusting the service provider to do it for you lead you to that second step of being able to just leverage and go all in on the public lab. >>And customers need that help, right? And that's where if we can help activate moving those workloads more quickly, we provide that ability, put more focus on innovation to Dr Outcomes. >>I know you're talking about legacy a little bit ago and that the negative connotation, I think. Tom Brady, Don't you think I wanna run number seven? I haven't had a home smiling Would always do it back with more. We continue our coverage here. Live with the cube, where a w s rivet 2019.

>> Live from Las Vegas, it's theCUBE. Covering Dell Technologies World 2019, brought to you by Dell Technologies and it's ecosystem partners. >> Welcome back everyone. So CUBE's live coverage here in Vegas, day three as we wind down three days of deep coverage, two sets, a lot of content flowing on siliconangle.com and theCUBE.net. I'm John Furrier, Dave Vellante. Day Three's still got a lot of action to it. Rick, Rich Steeves, Senior Director, Worldwide Partner Programs welcome to theCUBE. We just talked about people calling you Rick. >> It's going to happen. >> Rich, welcome to theCUBE. >> It's been an, I'm really honored to be on with you guys. >> Worldwide Partner Programs. Obviously, VMware is hot. Revenue's up, Pat Gelsing was on yesterday. >> That's right. >> Everything's going up and to the right. Lot of things that the bets that VMware made paying off. Still great customer base growing. Cloudified, multiple partnerships. So you guys are in a good market position. >> Clearly. >> Now with the Dell Technologies integration you got touchpoints with Azure. VCF, the VMware Cloud Foundation. >> That's right. >> You have a foundational bedrock now to integrate into multiple environments. Really puts the software-defined data centers in play for everybody. >> That's correct. >> Now you're bringing it out to the partners for money-making opportunities where they can deliver value. >> Exactly. >> And get paid for it. Make a lot of profit. >> Win, win, win. >> This is the equation of partnering. >> Correct. >> Where are you guys at right now? Again, a lot of now, partnering, you do joint programs. It seems complex to me. Break if down for us. >> Yeah, well clearly we're at a great moment right now. Where the portfolios coming together. The market opportunities coming together. And we're really looking to help drive a change in the vision in the way that we partner together in the marketplace. To win together with our customers. You know, we feel like our responsibility is if we're going to have the opportunity to win the business with our partners for the foreseeable future and to become that essential, ubiquitous digital platform to help drive innovation together with our partners for our customers during their digital transformation. We fundamentally have to change the way that we look at the business and the way that we engage in the marketplace. We have to make it radically simple. Simple to engage, drive profitability and drive growth. And spend less time focused on, maybe, some of the traditional motions that have been aligned in the channel programs of the past. Around traditional routes to market or silos of complexity within the program. >> Rick, what's an example of old versus new? Give us a couple of them. >> You know, I've had the opportunity to lead and drive some of the changes and transformations. Some of the larger vendor programs in the marketplace. I think there are some pitfalls and traps we've all fell into in the past. And a lot of that has come into really siloing our partners based on traditional routes to market. Here's the bar program. Here's the distributor program. Here's the OEM program. But what we're seeing in this cloud, hybrid cloud, mobile first world, is that our partners are delivering value across the spectrum. And yet, many vendors are continuing to look at their partners as individual segments and silos. We've got to do better, right? And that's really the business proposition and some of the exciting announcements we've had recently. >> Well, I would just add just some complexity standpoint. Because of data and AI and, now, scalable infrastructure, you now have every vertical industry with specialty capabilities apps. >> Quite right. >> So, in a way, your service area for partnering is increased. So not only do you have to simplify the programs, you've got a bigger landscape to take territory on. >> Clearly. As we look at building on the foundation that we've built. Through the compute layer and b-sphere, and the ecosystem of incredibly valuable partnerships that we've built. As we take that across and hyperfocus on accelerating the cloud journey, but also transforming networking and security, or also empowering digital workspace. We've got to look at that broad base of partners and how they're delivering value to their customers. >> So what is the segmentation if it's not by the old traditional buckets? What are the new buckets or seams, really? >> It's a great question. I think we're coming to the market with a simpler proposition that says we want to offer our partners greater flexibility and choice to choose the business model that makes sense for how they want to go to market to solve their customers most pressing IT needs and priorities. Whether I'm a reseller or a cloud-service provider or an OEM. I want to have one engagement model. A consistent experience as I engage with VMware. And I want you to recognize the total value I'm bringing to the customer relationship, rather than the individual piece parts. So, one agreement, any business model, one single program. >> So, let's take some friction out of the complexity, make it simpler. What about specific programs? What are you guys launching? What are some of the news that you're rolling out to get these guys up and running quickly? >> We're really excited. We've had the opportunity over the last few weeks to change what has been in the past the tradition of over a decade the VMware Partner Network evolving to become the VMware Partner Connect Program. So we announced three weeks ago to our most strategic partners the introduction of that one-program framework, offering simplicity and choice. To focus on their customers rather than how we've asked them to engage based on how we're aligned often internally by business unit or route to market. And the reception's really just been incredible. >> The other thing that partners want, and I hear this a lot from my friends that are in the business, own a bunch of firms. Hey, what's in it for me? I need to make some cash. I would need simplicity. I don't need a lot of high cost of sales. And I want to have high margins on what we're doing. But also want to wrap services around it. >> Clearly. >> How are you guys helping that scenario? >> Really in multiple ways. I think for VMware, as we look at the opportunity, and I know you guys had a chance to catch up with Pat. We've got some really bold statements of where we want to grow the business in the coming years, together with our partners. I mean, it's a pretty powerful position to say, we want to double the business together with you in the next three-to-five years. We want to go from 5% of revenue, delivered through SAS and subscription to 20% together with our partners. And that's going to come through a vibrant and committed partner ecosystem. And that vibrancy as we go forward is really going to be in the way that partners differentiate, based on their skill sets and capabilities. Rather than program tiers, names and brands. I'll give you an example. We've had the opportunity in this last year to introduce our Master Services Competencies. Really industry best-of-breed recognition of where partners are unlocking value for their customers. So whether they're driving data-center virtualization, network virtualization or desktop and mobility. We now have the ability to say to our fields, to our services organization, and most importantly, to customers, here is the partner that is going to drive and deliver on the transformation. Through, for the partner, margin-rich services opportunities. And, again, in a lot of these conversations with our partners, as they're making that change and transition many of them from traditional resale business models to cloud. A lot of the services opportunity is really delivering most of the profitability. >> So part of that transition, you just mentioned it, is quadrupling the subscription component. How are you dealing with the obvious challenge of how you compensate for that? What a lot of SAS companies will do is say, "Yeah, SAS, pay by the drink. "But you got to sign up for three years." (laughter) So, it's really not cloud. So how are you dealing with that challenge and how is the channel absorbing it? >> It's a great question. If we look at the economics of the relationship in the past, it's been really focused on the initial transaction. But that transaction in the cloud world, it is an important milestone along the customer journey, but it's only the initial step, right? In this try, buy, proof-of-concept life cycle, we've got to do a better job of taking our investment envelope and wallet and spreading that across the customer journey. Looking at monthly recurring revenue. Looking at the ways that our partners are unlocking value and driving consumption. So, moving it from the initial transaction to deployment, consumption and expand opportunities with our customers. It's going to add tremendous value to the equation. >> So you've got a new playbook, things are changing. >> That's right. >> How you got here is not how you're going to move forward. Whole new ball game. What kinds of mechanisms you guys going to put in place? 'Cause you guys had, Tranel has tried and trued programs. Soft dollars, training. You got to get the word out. >> That's right. >> You got to watch the journey, so you got to instrument that. >> That's right. >> What are some of the things you guys doing to be new and be fast and be relevant? >> It's a great question. I mean, a lot of it comes down to the evangelism, and I'd say frankly, doing a better job of listening to our partners. We've had the advantage through VMware Partner Connect, through our partner advisory boards and councils. Doing the listening along the way to say that this is a program that not only is VMware building, but this is the co-investment and co-building together with our partners. So, from inception to design and concept and, ultimately, to the announcement and rollout. We've had our partners hip-to-hip with us in this rollout. We'll certainly look to leverage opportunities, like VMworld, hopefully we'll see you guys there. >> We'll definitely be there. >> We'll see you guys there. To amplify that message. But the key piece, and this is what our partners tell us, is help me leverage the investments I've made in my VMware relationship today, but position me for the opportunities ahead. Give me a sense of, where do I need to invest. Sometimes ahead of the curve to make sure I'm taking advantage of the program. >> And are you guys funded for that right now? Is Pat getting behind this with actual cash to prime the pump here? What's the update there? >> This is from Pat and e-staff on down. A commitment for the organization. Brandon Sweeney, Maurizio Carli, everyone's really rallied around us. It's one of our top priorities. Pat wants to ensure that we've got that vibrant, committed partner ecosystem that is bringing incremental value to our customer relationships and we're putting the money behind the commitment. >> You got to get the community action going, got to get some content. Doing a great job right here. Question on the customer piece, I want to just shift gears, because end of the day you're, it's an indirect channel ultimately for VMware, but you've got to get deep in it and enable your partners to be successful. They, then, have to think about your customer, too. Their customer, the joint customer. How has that world changed? 'Cause we were talking before we came on camera that with the VMware Cloud Foundation and all the, now, bundling that going on and all the integration. You've got a tight relationship with Dell Technologies, as well as other partners. There's a lot of cross-wired programs. Who gets credit for what, there's some complexity there. But, ultimately, it's an opportunity for the partner, your customers and then their customer, to actually be a cloud-service provider. >> That's right. >> A whole new generation. Take away the system integration challenges that customers want to get rid of. >> That's right. For us, it really comes down to being disruptive by being radically simple, right? Really boiling it down. And you talk about the relationship. There's some great announcements this week around the Dell Technologies Partner Program, change and evolution. And one of our partners, as well as our customers, frankly, have been asking us is, make it easier for us to do business across the full Dell Technologies family, right? All of the strategically-aligned businesses. Whether you look at our VMware cloud, on Dell EMC, VXrail, any number of the engineered solutions that we're bringing to market. It's about adding value to the customer, simplifying the engagement and, really again, driving the profitability for our partners. >> I think being agile, Rich, is going to be key for success for you. And making sure that it's funded, and that the money's going into the partners, >> That's right. >> In the gas tank to get then go faster >> Clearly. And we feel like we have one of the richest programs in the industry that's really driving incremental value for our partners. And I think what you'll see us do is, again, a better job of differentiating of partners that are, certainly, co-investing in VMware. But most importantly, and this is what we hear from our customers, is invest in the partners that have demonstrated the ability to unlock value in this engagement. >> Well, thanks for sharing the insight. We love this topic. I know it's kind of like a channel thing, but it's becoming a very key part for creating value, and also delivering a simple solution for customers. Give a quick plug for what's going on at VMworld, you mentioned VMworld. How do you guys run your partner programs, events? What's on the schedule? Take a quick minute to give a quick plug. >> We've got a few opportunities ahead of us. We're really excited to continue the success around our VMware Empower events. Where we bring both sales and technical enablement conversations to our partners. Certainly, VMworld to be able to-- >> What is that event? The one... >> Empower coming up in Lisbon. We're really excited towards the end of May. VMworld in the U.S., as well as in Amia, >> Do you co-locate an event within VMworld? >> Yes. We also do our Distribution Advisory Board, our Partner Advisory Board. Trying to add as much value, but also, again, do a good job of listening to our partners. >> Great. Rich, thanks for coming on, appreciate it. We'll be following all, we'll be following the money. That's at the end of the day, success is where people exchange of value. You guys doing a great job. We're bringing you all theCUBE content here. Day three, wall-to-wall coverage. I'm John with Dave Vellante. Stay with us for more after this short break. (synth music)