>> Narrator: From the Computer Museum in Mountain View, California, it's theCUBE, covering ACG Silicon Valley Grow Awards. Brought to you by ACG Silicon Valley. (electronic music) >> Welcome back, everybody, Jeff Frick here with theCUBE. We're at the ACGSV, it's a mouthful. Association of Corporate Growth Silicon Valley Awards, the 14th annual. We've been coming here for about three years. We're really excited to have tonight's keynote speaker on, many time CUBE alum, Pat Gelsinger, CEO of VMware. Pat, great to see you. >> Great to be here, Jeff, thank you so much. It's always great to be on theCUBE, and so many good friends from theCUBE and great interviews. I really enjoy you guys, thank you. >> We're excited for VMworld later this year, we've got Dell Technology World coming up next week, so... >> Just working on my keynote this morning, so almost ready to go, so. >> But you're going to keynote tonight, so what's your keynote tonight on? >> Well, tonight, it's about tech as a force for good. And I'm going to talk about what I call the four superpowers today. You know in the past, we thought of superpower, like, USSR and the USA. >> Jeff: Right, right. >> Today I believe superpowers are far more powerful, and they're technology superpowers. And the four I talk about are mobile, unlimited reach, cloud, unlimited scale, A.I., unlimited intelligence, an IOT bridging from the digital to the physical world, and how those four superpowers are reinforcing each other today, and literally it's our opportunity to improve the quality of lives for every human on the planet as a result of those superpowers. And really how it's our responsibility as a tech community to shape those superpowers for good. >> It's so good to talk about the "for good" because there's so much bad in the news lately about some of the stuff that's going on, and you know, it's two sides of the same coin always. You can use it for good or you can use it for bad. And unfortunately, the bad has been in the news more than the good, but there's so many exciting things going on in medicine, healthcare, agriculture, energy. The opportunities are almost endless. >> Yeah, it really is, and as I say, technology is neutral. It can be used for good or bad. The Gutenberg Press. The Bible or Playboy, it works for both, and it really is our responsibility as a society, and I'll say even more so today as tech leaders, to be that force shaping those technological superpowers for good. You know, one of the statistics offside of my keynote, is in the last fifty years, we've taken the extreme poverty rate from over forty percent, to less than ten percent on the planet. It's stunning that we've lifted two and a half billion people out of extreme poverty. Healthcare reach, we've increased the length of life by almost twenty years on the planet, over the last fifty years. I mean, these are stunning things, and largely the result of the technological breakthroughs that we're doing, and as I say, today is the fastest day of tech evolution of your life. It's also the slowest day of tech evolution of the rest of your life. >> Of the rest of your life, pretty interesting. And with 5G coming just around the corner, kind of thinking of a world of infinite bandwidth, infinite compute, infinite store. How do you start to design applications and distribution when you can have all that power? And as you said, with cloud really at your disposal. You don't have to build it all yourself, you leverage companies like you guys to put it in place and I as an entrepreneur don't have to build all that stuff anymore. >> That's right, this really is impressive that way, 'cause today we've crossed over half the population of the planet has a persistent connection to the internet over some form of mobile or PC device. Half the population, you can now reach over the internet. I mean, it's just stunning that way. >> Jeff: Yeah. >> You can rent the world's largest super computer for a few thousand bucks. The scale that we're able to now conduct business to be able to develop software to reach customers, and truly to change people's lives. >> Right. You do a lot of work. I follow you on Twitter and you're out in the community, you do a lot of stuff with your faith and outside of work to help people. You see the power that you can bring to this technology. What are some of the inspiring stories that get you up everyday, when you do some of this stuff outside of your day job? >> It really is exciting and one of the charities that my wife and I are very involved in is called Missions of Hope International. They work in the slums of Nairobi primarily, and we help to start schools there that literally today have over fifteen thousand kids in the schools that we helped start. Over the summer, I'm climbing Mount Kilimanjaro, in July, as a fundraise to build the next girls high school for those schools. As the girls get younger, they get pulled back into tribalism. For five camels, they get married off at young ages, and keeping them in school so that they can really advance and become proper members of society versus drug into tribalism, so that's one of my summer projects is doing that. Particularly in Kenya, we've been thrilled, things like M-Pesa, and we work with a company called Node Africa, to deliver farming and agricultural services. You know, the most basic things that give people market access, give people cropped information, and literally are lifting people out of poverty in the country of Kenya today. >> That's great work and like I said, follow Pat on Twitter. You're pretty active on there doing good work. >> Thank you. >> We look forward to your keynote tonight and we'll see you next week in Las Vegas. >> Look forward to it. Thank you so much, Jeff. >> Alright, he's Pat Gelsinger, I'm Jeff Frick, you're watching theCUBE from the ACGSV Awards. Thanks for watching. (electronic music)

(electronic music) >> Announcer: From the Computer Museum in Mountain View, California, it's theCUBE covering ACG Silicon Valley GROW! Awards. Brought to you by ACG Silicon Valley. >> Welcome back everybody, Jeff Frick here with theCUBE. We're at the Computer History Museum in Mountain View, California, for the 14th Annual Association of Corporate Growth Silicon Valley GROW! Awards. We've been here for a couple of years now, and it's a big event, 300 people coming in to talk about an ecosystem of helping other companies grow. And we're excited to have the new CEO, Drue Freeman. Drew, great to meet you. >> Thanks Jeff, pleasure to be here. >> So you've been here two months, I think. What attracted you to the opportunity? >> It's kind of an exciting organization, actually. I've been working with ACG Silicon Valley for a little while now doing some programming with them around autonomous driving and the connected car. And I got to know my predecessor, Sally Pera, through that and through the course of discussions-- She's a wonderful salesperson, she kind of sucked me into the role and here I am. >> Jeff Frick: What is the mission, for people that aren't familiar with ACG? >> Essentially what we are is an organization that's dedicated towards providing networking opportunities, education opportunities, programming for C-Level executives, and other senior-level executives at companies to help them develop their career and also grow their businesses. >> Like you said, Sally's been at it for 13 years, she's stepping out of the role, which opened up the opportunity for you. What's your charter now, as you take the baton from Sally? Fresh enthusiasm, fresh energy, fresh face. What are you excited about? >> Of course, it sounds silly, but to take things to the next level, whatever that means, to try to identify a vision for the organization, going forward. Maybe find some new areas to develop content around. Attract some sponsors in the technology domain, and bring content that will maybe continue the Thought Leadership area. We are recognized as a Thought Leadership within the community here in Silicon Valley, and also within the greater ACG community. But we want to really kind of notch that up a little bit. We're bringing in some university sponsorship now and really looking at some of the leading edge areas that Silicon Valley is on the tip of the spear of, essentially, globally, for innovation. We want to make sure that we're putting that content out really to our community. >> Right. And this is the GROW! Awards, this is an awards banquet, a celebration tonight, but you guys do a number of different types of events throughout the year. What are some of the formats of the different ways that people can get involved? >> The one that most people are aware of is our keynote panels because those are open to a larger audience. Typically we get about 100 people there at these events. We bring in a panel of experts and we have a discussion on some topic that's quite current at the moment. But we also have a Public Board Circle, where people who are on public boards of publicly traded companies will have a discussion within that smaller group of people about relevant topics. We have a C-Suite Circle, where C-Level executives come together. We bring in outside experts that will come in and talk about things like economic trends or whatever the current issues are, and then they have a robust discussion around that topic. We have an MNA Circle. We also have an accelerator environment, where we have younger companies, sometimes start-ups, sometimes mid-market companies, where we bring in some experts that kind of help them pop the hood and look at what some of the strategic issues are that they might be facing, et cetera. >> Okay, so that's all great, but let's talk about the stuff I know you're passionate about and is so fun right now, that's autonomous vehicles. It's a really crazy time in the industry. You've got changes in the players. You've got changes in the propulsion. You've got changes in the ownership structure. You've got so many changes happening in the autonomous vehicle space and all the ecosystem around it. I'd just love to get your impressions. You've been playing in that space for a long time, in the automotive space, but to see the changes really accelerate driven in a large part, obviously, by Tesla and Elon Musk. And we're here at the Computer History Museum. They've got that great little display over there with the Google cars. Which they now weigh more and they have to keep changing them out because it went from the little bug-looking thing, now they're driving the vans. I'd love to get your impressions as to the speed, some surprises, not surprises, as we see this autonomous vehicle trend coming down the pipe. >> Technology is evolving at a remarkable speed. That's being driven largely by the availability of increased processing power. You need to address the data bandwidth power, as well. You've got to move a lot of different data around the car to address this technology. And that's really pushing the envelope of what cars can do. The industry itself still needs to make sure they can bring that to the market in a way that the market will accept. That people in Main Street, USA, or Main Street, Europe, or Main Street, Asia are going to be comfortable driving in. Car ownership is going to change a little bit, especially in urban areas. People may not choose to buy a car in the urban areas. They might choose to do carsharing. But in the Midwest, I think car ownership is still going to be a key element, and it's not clear yet how ready people are to have a self-driving car as part of their own ownership. The technology, while we can demonstrate it works, still needs to be demonstrated that it works in a way that makes people feel comfortable. And so, I think there's still a lot of innovation to be done in the software, in the AI, the machine learning, that makes people feel comfortable with that. And there's a lot of great companies working on that. I'm amazed every day at the companies developing not only the sensors and things that enable the perception of the vehicle to improve, but also the AI around that. But honestly, I think the roll-out in-- Making it available to you and I on the street it's going to be a lot slower than I think a lot of us have been thinking about for a while. >> Yeah. The trust issue is so interesting to me. 'Cause on one hand, people do have to have some trust and we've talked to Phantom Auto and some other companies that are trying to kind of insert a person back in at some point in time to help with that trust. On the other hand, you have people driving the Teslas especially, or at least that's the ones we hear the most about, that's a level two assist that people are treating like a level five fully autonomous vehicle. And unfortunately, there's been some fatalities and they're not level five vehicles. So it's really two opposite extremes, that we see people and their interaction with these things. They want it to be fully autonomous today, and it's not but people are treating them that way. It's weird. >> Yeah, and I think that's one of the risks, right? I think level three is one area where I really think you probably will not see a lot of. I think level four, where you can basically have fully autonomous but in a geo-fenced area, will I think be the first area that really takes off. So on campuses, in maybe urban areas that are fenced off from other vehicles. I think you will see that develop first. I don't think mixed-mode traffic where you have a lot of vehicles where they're fully autonomous but you're going to expect the driver to be paying attention all the time and willing to take over the vehicle at any minute. I don't think that works. The human brain doesn't work that way. >> No, it doesn't work. It's funny, we were at a Ford event, and it was a press event so they had the sample driver guy ready to go, and they had a guy sitting in the right seat with a laptop, checking things out. And this poor guy in the left seat, he had his hands half an inch from the wheel on both side, just completely alert and ready to go. You couldn't do this for more than fifteen minutes or twenty minutes. It was the worst of all worlds for this poor guy. It is going to be interesting, that intermediate phase, and it's going to be complicated, but it's clearly coming at an incredible rate of speed. >> Right. Exactly. And then you also have to manage-- How do you manage the traffic when you have mixed mode, when you have human-driven vehicles combined with autonomous vehicles? How do the autonomous vehicles react to the human-driven vehicles and how do the humans react to autonomous-driven vehicles? And we haven't really figured that out yet. >> Right, and then there's all the other law of unintended consequences with, what do you do with the parking structures? I think curb management is an interesting thing that's really been highlighted lately in San Francisco with all the electric scooters that are now littering the sidewalks, which nobody ever really thought about when they rolled out hundreds and hundreds, if not thousands of these scooters all over San Fransisco. Good opportunities and crazy times ahead. >> And that's the beauty of this, right? All of these things actually create opportunities, you just have to stick with it and look at solutions, and there's no shortage of really talented, creative people to go address these opportunities. And it is so fun to be involved in it right now. >> Alright, Drue, well congrats on your new position, and we look forward to watching ACGSV evolve. >> Thank you very much. >> Alright, he's Drue Freeman and I'm Jeff Frick. You're watching theCUBE from the 14th Annual GROW! Awards. Thanks for watching. (upbeat electronic music)

>> Announcer: From the Computer Museum in Mountain View, California, it's theCube, covering ACG Silicon Valley GROW! Awards, brought to you by ACG Silicon Valley. >> Hey, welcome back everybody. Jeff Frick here with theCube. We're at the ACG SV 14th Annual GROW! Awards. It's their big annual event, about 300 people here at the Computer History Museum in Mountain View. We're excited to have one of the board members join us. She's Anita Ganti, SVP and Global Head of Product Engineering Services, for Wipro, and a board member, welcome. >> Thank you, thank you for having me here. >> So how long have you been involved in this organization? >> Not very long. It's just a little over a year. >> All right, and what attracted you to it? >> I actually got introduced by a friend. She connected me to the board of ACG, and I could see what the organization was doing in terms of bringing more growth, more energy here in the Silicon Valley, not that we don't have enough already, but I'm very passionate about it, and so I was really glad to be introduced and brought into the fold, so to speak. >> All right, good. So I'm going to set you up, I did a little research before we have you on, famous Jeffrey Hammerbacher quote, you probably know what I'm going to say, "The best minds of my generation are thinking about "how to make people click on ads, and it sucks." You're all about using tech for good, that's what you're passionate about. Not just using it to get people to click ads, but really doing some meaningful work around meaningful things. What are some of your favorite projects you're working on? >> I'll just clarify, right? It's that clicking on ads is a bad thing. I mean, people do need to buy, we need to get commerce going and all that. But with all the technology that we have access to, it seems such a shame that we are not paying attention to real world problems, larger world problems. I think global warming is something that's real. I'm in the camp that believes that it's very real. And there's a lot of harm that some aspects of technology have cost our planet. It's important to really look at not just the First World problems those of us here in the Silicon Valley see every day, but really open our eyes to what's happening in other parts of the globe. The need for water, clean water, water filtration, clean air, combating some of the changes that have been created as a consequence of global warming, having access to information, education. So these are some things that are really personally dear to me. >> Right, right. So we've done some stuff with the Western Digital. I know SAP is part of this work with the United Nations for some of their really big, global goals that they're addressing. A lot of them you talked about. Simple things: water, access to information, better food production. There's so much inefficiency in Ag that we see that people are applying technology to. So there is a real opportunity and we are seeing, I think, some movements into that area. >> Absolutely. And it doesn't always have to be done by the corporate arm that's focused on social issues. We can do that as engineers who are working just in our day-to-day lives. We could be looking for ways in which we apply things like IOT, Internet of Things, to providing services as a service to enable smart cities. Really look for avenues in which we look at technologies that are available to us every day and then just like people invest in social causes without really looking at it as philanthropy, look for for-profit avenues, avenues to enable technology but then keeping the impact to our planet in mind. >> You guys deal with a ton of customers, right? You're out on the leading edge, you're helping people implement technology. So are you seeing people add that in, as kind of a, you think of a public works project or a building project, there's always some carve out for art or other things to keep cities beautiful. Is there similar type of thing you're seeing for social good in some of these projects where there's some carve out, some allocation, to make sure that that base is being covered? >> No, what I want to say is you don't have to think of it as a carve out. You can make that as a part of your mission in what you do. So here in the Silicon Valley we are creating so much technology and all that technology has multiple applications. It's like both sides of the coin. And if we are making technology available for artificial intelligence machine learning, we're creating technology to do things like block chain authentication, distributed ledger, it's just about opening our minds a little bit and then taking those products, taking that technology to other markets. There are in many ways the technology-haves and the technology-have-nots. >> Absolutely. >> A lot of it is not just about making the product but then taking the product you made and then implementing it in various use cases that really make a change come about in the world. So that's something that I'm very passionate about. >> All right, Anita, well thank you for taking a few minutes to stop by and give us the update. And really excited for doing tech for good because we hear so much about the bad these days. So thanks for your time. >> Thank you. My pleasure. >> She's Anita Ganti. I'm Jeff Frick. You're watching theCube from the ACG SV Awards, Mountain View California. Thanks for watching.

>> Announcer: From the Computer Museum in Mountain View, California, it's theCUBE covering ACG Silicon Valley GROW! Awards brought to you by ACG Silicon Valley. >> Welcome back, everybody. Jeff Frick here with theCUBE. We're at the 14th Annual ACG SV GROW! Awards. There's about 300 people coming together. It's their once-a-year big event for the awards. They do about two events a month for the balance of the year. And we're really excited to have one of the speakers on. She's Dr. Karen Lojeski, the founder and CEO of Virtual Distance International. Karen, great to meet you. >> It's great to be here, Jeff. Thanks for having me. >> Absolutely, so virtual distance. What does virtual distance mean? >> Well, that's a long story but the short answer is virtual distance is actually a measure that I discovered that basically describes what's lost when the human being gets translated through our devices and it actually shows up as an emotional and social detachment that grows unconsciously when we are constantly talking through mediated communications. >> Jeff: Right. >> And when virtual distance is high, it has a very significant impact on things we care about as business leaders. But we can predict virtual distance, we can reduce it, we can manage it, and therefore we can improve performance while maximizing the technology but minimizing the impact it's having on human beings. >> So before we jump into that, so virtual distance can be really close physical distance, right? >> Karen: Yeah. >> I think I saw something >> Exactly >> in one of your research, doing some research where people are sending IMs and emails to somebody who's sitting right across the way. >> Yeah. >> So it's just so prolific because we're so used to communicating via these devices. >> That's right. I mean we see it all the time. You go out to restaurant to have dinner and you and I could be sitting just this close and both of us are doing this, there's virtual distance right at that table. >> Right. Right, or the kids not doing what what they're supposed to >> That's right. >> And you text them, "Hey, look up." You know? >> Yeah. >> "Let's pay attention." >> And then it's actually affecting how that child develops or how we feel about each other >> Right. >> but it's invisible. >> So, how do you measure it and what are some of the really key indicators that leaders should be looking for, measuring, keeping track of to try to minimize some of the negative impacts of this? >> Well, we measure through the Virtual Distance Index Assessment and our clients take that and then we generate analytics reports and we actually give them predictive solutions on how to reduce it so that they can impact performance in a positive way. >> So what are some of the examples? Some of these cases you can share that where it just went way one way >> Yeah. >> or way the other way? >> I'm glad you brought up, it can sort of be, virtual distance can be even as close as we are and also between people who are thousands and thousands of miles apart. And we've also seen virtual distance very low between people who sit oceans away and who've never met. For example, I had a large financial services company that actually had 90% of their employees clock in to the same location every day and we went in and measured virtual distance and we found that it had caused multimillion dollar losses in a strategic IT project even though the people on that project were literally as close together as you and I. So, we were able to show that. We knew exactly where it was coming from and we could prescribe solutions to reduce it which they did >> Right. >> And they saw immediate bumps in performance. >> So what are some of the things you can do because we're so addicted to these things? The stats of the number of times we touch them and look at them, it's mind-boggling actually. So what are some of the things you tell people to reduce that virtual distance? >> Well, I actually start by telling them that what they have to realize is that when they're talking to the screen, they're actually talking to themselves. And I know it sounds crazy but that's actually how we operate as human beings. >> Right, right. >> So just by becoming aware that that's what we're doing actually pulls people back and makes them stop and think, "Do I really know what this person means?" Because in essence what happens is we lose all the context we need as human beings to actually figure out what people really mean. So I work with leaders to bring that context back and constantly be explicitly referring to it because unconsciously it's all disappeared behind these virtual curtains. >> Right, and consciously we actually see evidence of it all the time. Email I think is one of the worst communication vehicles of all time. It's certainly convenient but so many times the nuance is not carried through. The intention or the degree of pissed-off-ness, I'll just use which is probably not a vocabulary word but that's okay. >> That's okay. >> It doesn't really come through either way over-positive or way over-negative depending on a whole bunch of factors when you read that or just bad choice of words. >> That's right. >> Or unintentional affect onto those words. >> That's right. >> It's not a great form of communication. >> Well, I would add to that that it actually is a good form of communication but in certain circumstances. So what Virtual Distance analytics, measurable, quantifiable things tell us is that email is great for things like, "Jeff, let's have lunch at 12 and meet "at the Computer History Museum." or, "Here's the file you wanted. "Please have a look and give me a call." It is actually a very good tool for things like that. But what we do all the time is we try to explain ourselves in email and that is not a good use of email because as you're saying, what happens is since we have no context we use our own context and that's not good because it's usually wrong. >> Usually wrong. >> And then we misinterpret everything and people think other people are just jerks or something when in fact it's really just virtual distance. >> Now what about Zoom and Webex and the virtual meeting rooms that are so prolific now as an alternative to the actual phone call? Do those things work from your point of view? Do they not work, are they a nice substitute and better than the alternative with all these distributed teams? What's your take on video conferencing? >> Yeah, so the first thing I would say is virtual distance is actually not about the technology, it's about the people, so we have to recenter ourselves on that notion. But things like Zoom and Webex and things can be helpful but only if they work properly when we need them. If they don't, one of the ways to reduce virtual distance in the operational sense is we need to have plan A, plan B, plan D, plan C if that technology goes down because the problem with it is it's not always reliable and you know, you've been on calls, right? >> Right. >> Where if there's a problem, it takes about 10 seconds maybe before you're off doing something else while someone is trying to fix it and that actually adds to virtual distance. >> Still one of my favorite YouTube videos, and very sad that it's still so relevant is the joke one about the Webex meeting or the virtual meeting, especially at the end where it's like, "Bob, you've been here the whole time?" >> Yeah (laughs). >> And it's still the same. It's so much wasted time trying to get the thing to work. So I want to wrap it up with what are the consequences from leadership skills? What should leaders be thinking about? It's the world we live in. We're still connected to these things. What are some of the concrete things that they can do to reduce the virtual distance and have better comms amongst their people? >> Yeah, so the first thing we have to do is to know, I've been collecting data on this for 14 years, more, and virtual distance is now everywhere. It's not a matter of geographic distance as we said in the beginning. First, they have to understand that they have to be managing it all the time. The second thing is that there are issues created operationally day to day that we have to always be on the watch for readiness instants or these technologies failing. But the big thing they have to understand is that they things that cause the most significant and negative impact to performance are the things about us as human beings that lie underneath the surface and that disappear behind virtual curtains. So what leaders need to do is make those explicit in everything they do and we have specific tactics on how to do that so that everybody can see each other in a deeper way because when virtual distance is high we get much lower trust by 90% and it's not just lower trust, it's distrust. >> Jeff: Right. >> So if we reduce virtual distance, we increase trust, we get better performance and it's immediately seen by executives all over the world. >> And trust is one of these foundational things. >> Absolutely. >> That if you don't have trust it just crushes everything. >> No, and without giving away what I'm about to go talk about tonight, I can tell you that we're at the point where we have so much data that statistically speaking, high virtual distance is the statistical equivalent of distrust. So if we lower virtual distance, we statistically get the equivalent of strong trust. >> All right, well if you want to see Karen speak, you got to go watch her key note or I think you've got books and all kinds of great, great research around this. >> Yeah, and they can visit us at virtualdistance.com and all kinds of good places. >> All right, she's Dr. Karen Lojeski, I'm Jeff Frick. You're watching theCUBE from ACG SV. Thanks for watching. >> Karen: Thank you. (upbeat music)

>> Narrator: From the Computer Museum in Mountain View, California, it's the CUBE, covering ACG Silicon Valley Grow! Awards. Brought to you by ACG Silicon Valley. >> Hey, welcome back everybody, Jeff Frick here with the CUBE, we're at the ACGSV, the 14th annual Grow! Awards, Mountain View California. They're just about ready to pull everybody into the keynotes and we are able to squeeze in one more interview. Excited to have Christian Kim, SVP of sales from Dell EMC. Christian, great to meet you. >> Thank you Jeff, good to be here. >> Absolutely, so you know, Dell, EMC merger took place about a year and a half of so ago, seems like it's doing really well, we'll have Michael on next week; we'll be at Dell Tech World in Vegas. >> Excellent. >> And so you're out on the front line, you're out in the sales role. How's it going out there? What's going on with the merger? How are customers digging it? How do you like having all those extra resources at your disposal? >> Well, I would say Jeff, it's a great question. The integration and the merger has gone exceptionally well, in my opinion in our first year. I think when you put the two big companies together like that, generally there's going to be a few bumps in the road but I would say the reception from our customer base has been very positive. I think the biggest thing that we see is, just the whole "better together" message, that all of the resources from the strategically aligned businesses like Dell, Dell EMC, Pivotal, Vmware, VirtuStream, RSA, and SecureWorks all working together to support the customers. >> Pretty amazing group of companies. We've just had Pat on a little while ago, you know, there was a lot of concern a couple years ago, 'what's going on with Vmware?'and they've really done a great job kind of turning that around, getting together with Amazon and that partnership RSA was last week, 45,000 people. Hot, hot hot in the security space and obviously Pivotal just did their IPO, right, last week. >> They did, yes. >> So you guys are in a good space, I mean, I remember when Michael first went private you could tell he was like a kid in a candy store, right, as he's talked about the '90-day shot clock' they didn't have to worry about it anymore. And so, you know, having an aggressive founder as the leader, I think really puts you guys in a great position. >> It does. When the founder's name's on the building, I think generally it sets a good tone for the culture and the objectives for all of the employees across Dell Technologies. >> And he's such a real guy, right? He tweets all the time, he's really out there and I always find it interesting that there's certain executives that like to tweet, that like to be social. Beth Comstock is another one that comes to mind. Pat tweets a little bit when he's really doing some of his philanthropic things, Michael does as well. And then you have other people that are scared of it, but Michael really wants to be part of the community, he tweeted out today his condolences around the crazy tragedy up in Toronto, so it's really nice to have a person running the organization. >> Yeah, he's a very active CEO and Chairman. Likes to be in front of customers, very involved with the employee base, I couldn't ask for anything more. >> Alright, so we're almost out of time, priorities for 2018, we're, hard to believe, a third of the way through, what are some of your priorities, what are you guys working on, what's top of mind? >> I'd say our priorities are certainly customer focused, focusing on business outcomes, the four areas that we really drive and work closely with our customers on are all about digital transformation, IT transformation, security transformation, and workforce transformation. Those are the big things for us this year. >> It's a good place to be. >> Thank you very much Sir. >> Well Christian, we've got to leave it there, they're shooing everybody into the keynote room so thanks for taking a minute. >> You got it. My pleasure. >> He's Christian Kim, I'm Jeff Frick, you're watching the CUBE from the ACGSV Awards, Mountain View California. Thanks for watching. (techno music)

>> Narrator: From the Computer Museum in Mountain View, California, it's theCUBE. Covering AGC Silicon Valley GROW! Awards. Brought to you by ACG Silicon Valley. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. The program is just about to begin here at the ACGSV GROW! Awards, 14th Annual. We're excited to be here for our third year. 300 people are going to be giving out some hardware here shortly. But, before we do that we're excited to have Alex Wolf, all the way up from Santa Cruz. He's the dean of the Baskin School of Engineering at UC Santa Cruz. Welcome, Alex. >> Thank you very much, it's great to be here. >> Absolutely. So, what do you think of this organization? How did you get involved? >> Well, it's been great for us. We've been drawn in by some great alumni who have been involved with the organization, and they're interested in helping Santa Cruz UC Santa Cruz School of Engineering, and partnering with ACG is just a perfect way to do it. >> Excellent. So, I was doing a little homework, obviously, before you came on. I was looking through the curriculum of the school, the engineering school, and you've got CS and E, and all the normal stuff, but two things jumped out to me, biomolecular engineering and computational media. >> That's right. >> What are those disciplines? >> Well, let's start with biomolecular engineering. That's where we are doing a lot of work in health and life. Santa Cruz is famous for one particular thing that happened a number of years ago, which was the sequencing of the human genome. Now, Santa Cruz played a huge role in that. This was the place where we were able to assemble the human genome for the first time, and publish it on the web. >> What year was that? >> That was 2003. >> And back then it took massive amount of computer, massive amount of time. >> Lots of time, millions and millions of dollars. This was a project that was run by the government. Many partners and Santa Cruz researchers in School of Engineering were able to crack that nut and get this genome sequenced. >> And now we can do it-- Now, it's getting cheaper and cheaper, we've got researchers who've been working on that, we've spun out a bunch of companies that have worked on less and less expensive, faster and faster sequencing techniques. >> Really, with the goal to get to individualized medicine, right, to get to individualized treatment. >> That's right, personalized medicine, precision medicine, that's the goal. It's amazing what you can do if you know the genome history, if you can apply that to the drug treatments, it's fantastic. >> I think medical science is so interesting, because from whatever point you are, you look back 10 years and it looks like bloodletting. No matter what we do today, in 10 years from now, we're going to look back >> It's true at cancer treatment, like we give people poison until they almost die, >> That's right. >> that's the way we treat 'em? >> That's right, and the genome will tell you so much about that cancer treatment. We're doing other things too, in stem cell and nanopore technology, so there's just a wonderful set of technologies that people are inventing in the school. >> Great, now what about computational media? >> Computational media is a rather different thing. That is a concept where we're looking at how media can be generated through algorithms, and this has very interesting applications in the game industry, in journalism, in many parts of our interaction with humans. It's great to be able to have a computer that really understands how to generate meaningful, realistic text. >> What is the main benefit in some of the early research that you see, because we've seen some really simple versions of this out there, straight little app that kids play sports, you know, you finish the game, you hit the game over, and it generates a nice little article for you. >> Absolutely. You know, you mentioned personalization before. It's the same thing with computational media. You can get a game to be much more personalized to the player. It can understand that experience, understand the interests of the game player, and then tailor itself to that player. >> So, how much do you work with the psychology department in this world, because it's so much human factors, right? >> Absolutely. We have a great collaboration with psychology. That's really, really important. You know, the computational media department is actually going to be growing into Silicon Valley. You see Santa Cruz has recently opened a campus in Silicon Valley. >> Where? >> It's in Santa Clara, and we're right now hiring faculty into that campus. >> So, is it open then, or when will it be open? >> The facility is open. We held an ACG event there in January. We're going to be holding more of them there. It's a great location. >> Excellent. All right, well, maybe we'll have to come by and do a field trip >> Please do. when you get it all outfitted. >> Absolutely, absolutely. >> All right, well, unfortunately, we have to leave it there. They're going to pull everybody into the keynotes, but thanks taking a few minutes. >> I'm looking forward to it. Thank you very much. >> All right, he's Alex, I'm Jeff. You're watching theCUBE from ACGSV, Mountain View, California. Thanks for watching. (techy music)

>> Computer Museum, in the heart of Silicon Valley, extracting the signal from the noise. It's theCUBE. Covering OpenStack Silicon Valley 2015. Brought to you by Mirantis. Now, your hosts John Furrier and Jeff Frick. (upbeat music) >> Okay welcome back everyone. We are here live, broadcasting. This is SiliconANGLE Media, theCUBE, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier, my co-host Jeff Frick this week. Two days of wall-to-wall coverage live in Silicon Valley for OpenStack Silicon Valley or #OpenStackSV or the hashtag for this event today, #OSSV15. Join the conversation. Join our crowd chat, crowdchat.net/OSSV15. Our next guest is Craig McLuckie, who's with Google. He's on the Google Cloud team, CUBE Alum. Welcome back to theCUBE. Got a keynote there, welcome back. >> Thank you so much, great to be with you again. >> So Silicon Valley house leads center of the innovation engine house a lot of investment capital here, a lot of big players, you guys, Facebook, VMware, Intel, you name it. It's the giants of the technology industry. And the bubble conversation's happening. China's going down in terms of economics, and seeing the stock market crash there. But yet, underlying infrastructure change is happening. Cloud certainly is floating, that wealth-creation engine, you guy are a big part of it here in Silicon Valley. Just talk about the state of the Cloud. OpenStack has momentum, you have some stability in the core compute side with OpenStack, virtualization is not going away. New things like Kubernetes, Containers, fast on the scene, rising very fast. What's your take on this innovation engine in the Cloud? >> So I think there's a couple of things that are really exciting and interesting that are happening right now, as we speak. The first is a transition to open. It's a way of rethinking about how you evaluate, acquire, and integrate your software. And I think that OpenStack has established a legitimacy as a technology that's really bringing the value proposition of traditional infrastructure service to everyone everywhere. And we're really starting to see a convergence to that community, a set of technologies that are consistent, of high simatic consistency, is really becoming a thing, which is phenomenal. At the same time we're also seeing another disruption happening. And it was really a disruption that was triggered by the emergence of Docker as a technology to support a new way of thinking about packaging and deployment. And it's really part of a bigger story around a move towards Cloud -Ntive computing. This is a computing set of patterns that was really inspired by the internet giants by the Google's, the Facebook's, the Twitter's. But it's really been cracked open and been accessible by folks like Docker who have opened up those container technologies and now we're seeing a lot of the players start to really focus on this and look at bringing the value proposition of that new style of computing to enterprises everywhere. >> You know you start to see maturity in a market specially when platforms are involved, platform wars, whatever the bloggers want to put the headline out there, when you see abstraction layers develop. And one of the things that you talked about in your keynote I'd like you can elaborate on is ending the distinction between what's under the hood. Containers you mentioned bring out this notion that, "I'm a developer I want interoperability." >> Right. >> "I want cross platform API's." This is the economy so I want you to explain that. What is this disruption with containers and Kubernetes? Do, for this abstraction, do we care about the features any more? And that's one of the signals of maturity. Is that you're not talking speeds and feeds and infrastructure to service, platform as a service. When those conversations go away you know things are moving. >> Right. >> Or is that true, what's your take on all that? >> I think that's a very good observation. I think that one of the things we as a community have looked for for a while is a separation between the world of tools and infrastructure that people interact with on a day to day basis to build applications and in the systems that actually take those built applications and run them for you. And a big part of our focus has been to make the set of subsystems that are actually responsible for the operations of applications, transparent to the end developer. And we're looking to formalize that interface that exists between how you create an application, how you package up it's dependencies and how you offer up the infrastructure and then how you run it. One of the most exciting and energizing things for me is to see the emergence of a standard set of abstraction that interface between these two worlds so it creates massive opportunities for innovation. By standardizing that interface you have incredible innovation in the tooling area with technologies like Docker or continuous integration of delivery frame works. You know new development environments that are producing an artifact that can be universally consumed everywhere else. And then on the infrastructure side you have a lot of innovation around running that artifact for the developer, the end enterprise efficiently and intelligently whether it's being deployed into a virtual machine on OpenStack with being deployed into a main-source cluster running on the metal or whether it's been deployed into a next generation Kubernetes cluster running in one of those environments or somewhere else. We're looking to create this common abstraction and it's going to drive a lot of innovation at every level of the stack. >> You know at Wikibon research one of the things that they're putting out, some cutting edge research around the innovation around some of the technologies under the hood. Conversion infrastructure, cloud technologies, flash, storage, software defined networking all that stuff under the hood is evolving as fast as well. So you have underlying core technology and tooling exploding. >> Right. >> So some really good stuff coming out Wikibon.com. And with that and your comment I want to ask, kind of a pointed question which is: Does hybrid cloud really exist? Is it a concept or is it a category? Do people buy hybrid-cloud? Do they buy into it? It seems to be that's the conversation people are talking about now. But I just don't see hybrid-cloud existing other than being part of private and public. >> Right. >> And talk about that. >> It's a great question. I love that question. It exists but not the way that people think of it existing. Right so you can think about it this way when you are building an application on your laptop and deploying it into a cloud it's kind of hybrid-cloud right? But it's not the way that people think about hybrid-cloud. When you want to run a continuous integration server for your company and have it hosted in the cloud and have it create artifacts that are deployed into you on-prem production clusters. That's hybrid-cloud but it's not the way people have come to think about it. And so what I think about it is really about the ecosystem. About establishing a common set of tools and capabilities so that first and foremost people can choose the destination for an application based solely on the technical merits of the infrastructure that they're ruing on. Google offers some very high quality, robust, fast, affordable cloud infrastructure. But we recognize and embrace the fact that for some customers you have very legitimate regional requirements. For some of the applications you might really want to run them on premises. And so the first step toward achieving legitimacy for hybrid-cloud is establishing a common set of patterns and tools and capabilities that exist in both places. The next step is going to be around creating a common services abstraction that let's you start to access things from other environments. And then over time you might actually see people deploy these sort of cloud bursting scenarios et cetera. But the path to get there is really through infrastructure. You know like a common set of abstractions, a common set of tools, a common set of pattern, and making those available to people everywhere. And then over time we will start building these fused together, legitimately hybrid solutions. >> So hybrid-cloud then is a paradigm, it's a concept that highlights the common tooling interoperability so developers can actually work in these environments without having to do anything. That's where Docker comes in, that's where Kubernetes come in? >> Exactly. And it's really, hybrid needs to be first and foremost about being able to use a common set of technologies to build an application for A or B. >> So let's take it forward. So let's put the brainstorming hat on. Let's talk about the future and let's kind of play with some scenario's. Internet of things opens up a huge can of worms and challenges, engineering challenges around: How do I manage the data? How do I drive workloads to these devices? Whether their wearables or cars or stacks or devices? Anything that's on the edge of the network is now considered a device. PC, mobile, internet of things. So for a developer to work in that kind of environment they need these toolings. Is that how you see it? >> Absolutely, I think that's a great way to think about it. You know it's an interesting thing you raise. Because if you think about it Cloud-Native has really been the domain of internet companies, right? It's really been something that Google's done because it's the only way to practically achieve a certain level of scale. We've seen co-evolution of this, of these patterns inside Twitter, eBay, Facebook, Netflix. Everyone's been doing it on their own terms. Now the reality is when IoT happens every enterprise has to kind of become a internet company right? And what we've seen consistently across, you know all of the internet companies that exist today is there's one pattern that really works well to actually deploy computational infrastructure, at scale efficiently. And that's this pattern around container package, dynamically schedule, microservices oriented computing. And so our mission is really to bring these technologies in a democratized way to enterprises so that they can actually tackle problems that were previously only really solved by the internet giants. Without having to make Google level investments or Facebook level investments in technology. >> Yeah. When we hear that Internet companies, just clarify like a hyperscaler like with Yahoo and Google did. Building large scale systems in a seamless way that's kind of abstract to the user. >> Right. >> Just pure performance all, everything is running and it's kind of a brilliant concept. That brings up the point of Google envy. I mean you hear this all the time in the enterprise. "I want to be more like Google." "I want to be more like Facebook." And what they really are saying is: "I want to have Ops." Right so. >> Right. >> DevOps, Cloud-Native do you hear hat often? And when you hear that: "I want to be more like Google." What does that really mean from your stand point? How do you guys internalize that? >> Right. >> How do you talk back to customers? >> So I think you know when I say I want to be more like Google I think there's a lot of different sort of angles that you might have there. I've heard people coin this phrase GIFEE to describe what we're trying to do: Google Infrastructure for Everyone else. But I think the heart of it is really this: If you're a Google engineer, it's like you have a superpower, right. You have access to this amazing almost unlimited mass of infrastructure that's just at your disposal immediately. At very little cost or overhead. And you don't have to worry about the mechanics of actually where the thing I built is run, right. Operations is just a function of the platform. The developer gets to focus on their application and their application operations and what they get for free is this cluster environment where cluster operations is handled for you. The process of actually mapping an atom of code into a distributors systems environment. The ability to use some very powerful services that make it trivial to build distributable systems. The fact that I'm not paged all the time because what I deploy is understandable by some very smart subsystems, they can watch it, they know what it's supposed to be doing. They can tell when it's not doing that and they know how to fix it, right. And so traditionally when you go out of operating parameters in a traditional system you get paged. And for me a lot of what this operate like Google really means is one is I want to be able to Access Compute at an unprecedented level easily and two is I don't want to get paged by my applications that are doing that. >> Yes so let's bring that up, the API economy. Let's bring this to the next level. Today applications are either Legacy or their Cloud-Native so and I ask everyone the question, even on our own Wikibon team we have a debate. And I ask Dave Alante: "Dave name the Cloud-Native Apps that are out there?" I don't think there are any Cloud-Native apps out there. I mean who has a Cloud-Native App? Now that's a trick question because he goes: "Amazons an App, Google has Cloud-Native." Well they're already hyperscaled. >> Right. >> So the question is what, where are the Cloud-Native apps? Where are the examples? Now Facebook's a Cloud-Native App because they built it from the ground up to be Cloud-Native. >> Sure. >> Google same way. So as an enterprise, what is the Cloud-Native App to the enterprise and how do they get there? And what Legacy do they have to throw away because its synchronous and API interactions is fundamental. >> Right. >> How do you ease that out? >> This is actually a fascinating topic and I think one of the most dangerous things people assume is that to accomplish Cloud-Native you have to go fully along the API-Fication path, right. Now the reality is that of you look at they way that people access data today the fast majority of business data's stored in relational database's. People have great tools to access data in relational databases. They want to be able to move that forward. And to me if you force API-Fication, if you force a protocol specific approach to actual integration, if you force people to use a specific authentication scheme you're going to alienate a very broad array of your customers and you're going to create this cognitive hurdle that's very hard for people to get over. So when I think about Cloud-Native, I think about it as providing a different paradigm for deployment management, activation et cetera. But it has to make allowances for integration with your existing systems. And so I think at the forefront of this is the notion of a service or a microservice. And a microservice has to be a minimal atom of software consumption, the easiest way to find and consume something and you can't force an opinion around how people project that, right. So if you build something that runs in a cluster you should be able to access an Oracle database as if it were a microservice running inside your cluster. You should be able to access a sales force SAS endpoint as if it were a microservice running inside your cluster. And so as I think about my mission and Google's mission around the move towards Cloud-Native computing, you can't create this experiential cliffs, you can't create these artificial boundaries to your system. You have to make natural allowances where, look there's some stuff that just works better in a vertically scalable VM. If you want to run a big database with a Dune Kernel and a few other things, by all means put it in a VM. And we are absolutely committed to the idea of creating a natural set of experiences when you want to go from that to some portion of the application that's doing stateless, front and serving. Or a portion of the application that's running in a cloud-friendly, distributed scaled out database. You shouldn't have to take the pull and be stuck in this world. You should be able to mix these. >> So you're saying it's dangerous to force API-Fication, if that's a term I can't even spell it, It's too may I's at the end there, I like that hyphen in there. But if you force API-Fication or movement, you can foreclose future performance and functionality by alienating existing apps. >> By alienating the existing system. It is a very dangerous, there's a lot of. It's very attractive to drive API-Fication but it has to be, you have to create this pressure grading that attracts people up it by adding value at every stage of the game. And you can't build your management systems around a predicated, sort of, opinionated API framework. We saw this with, in the world of SOA, I mean I don't know if you remember the SOAP and SOA stuff. >> Yeah, yeah. >> You know way back when. >> That was just another way of describing API-Fication and we've saw where it went. The problem was that. >> It wasn't ready, the market wasn't ready for web services at that time. >> And it was, but it was beyond that, it was like, no one's willing to make a massive infrastructure investment to get you to ground zero, where you can actually start building. >> So let's look at that web services back in 2000, 2001 when you saw SOAP, XML, SAM all those things emerging. At that time who did take advantage of that? It was the hyperscalers. It was internet companies cause they needed it, right. So the mainstream market now is adopting that kind of concept around microservices. Explain that. >> But it wasn't, the interesting thing is when you look at what the adoption was around microservices, it wasn't around interoperable SOAP, it was around discrete, highly optimized RPC protocols. It was around relatively closed systems at that time. And it worked well, right? The challenge. >> It was controlled. >> It was controlled and it worked well inside a closed ecosystem. Now what, the thing that really held people back is that to get there you had to do a big ESP deployment. You had to then go and SOA-fy a bunch of your components and it required a huge investment in terms of sort of infrastructure and capabilities to get, before you started realizing value. And it was inaccessible to most people and it alienated technologies that didn't fit well into that model. Right like how do you take your database and put it into that model? It was purely optimized around a certain portion of it. And so now we're in a world where we make it available to everyone. We reduce barriers to entry and you get immediate value without having to make huge investments. So let's take microservices and let's unpack that for the audience out there. You're seeing DockerCon, ContainerCon, KubeCon, MasosCon. All these conferences are around developers. And this is all about scale right? >> Right. >> Operating a scale, abstraction layers. I think it's, we need to be careful not to pigeonhole this as about operating at scale. It is the only practical way to operate at internet scale but the value proposition is just as applicable if you're running something in five virtual machines, at a more humble scale. >> So let's talk about development versus operation team. >> Right. >> Where does the Kubernetes, where does the microservices model fit in? And how do companies avoid the trap of alienating existing apps? How do they get the system up and running? What is the roadmap? And differentiate from a Dev standpoint and an Ops standpoint. >> I think one of the most important things you're going to start seeing is a specialization of the operations function. Today it's all kind of glum together and if you ask a developer to actually run an application they have to be cognizant of which virtual machine it's in. You force them into the ugly world of infrastructure Ops. And sort of common services Ops. And what we're going to start seeing, and what I hope to help companies achieve, is a specialization of the operations function. So Infrastructure Ops should be relegated to a set of people that actually understand the physical infrastructure. They will create an optimal physical environment surround your application. There'll be a small number of specialized people that know how to do that and they will rack and stack and wire and configure and do what ever needs to be done to tune the infrastructure. Above that you're going to see this Cluster Operations. So a common Services Operation team that provide a basic operational platform and common services to everyone. So these are a highly specialized set of people that provide you the tools you need to be able to autonomously run a distribute system. They are unlikely to be involved in the day to day operations because most of these systems will be autonomous but they're there to answer the call if something happens in, in that system. So it becomes a very specialized function. And Google does this with our SRE folks that actually manage our, like the Boar clusters that run all our infrastructure. Small number of highly specialized people providing a very valuable service to a lot of folks. And then at the top level you're going to have Application Operations. And that really just becomes the developers function. And it should really be about understanding and managing your code and you should never have to think about: Where it's running? How it's running? You never, should never have to SSH into an instance to try and debug it. All that should be presented to you through your tools. So the developer's experience becomes one of of using logical infrastructure. And so I think what we're going to start seeing is companies making investments in these clustering technologies. Offering up these simple, clustered service environments for their departments. And then having portfolio's of container package applications that can be easily taken, adjusted and run in these environments. And we'll naturally see the specialization of operations emerge. >> So we're running out of time. Jeff didn't get one question in but maybe next time. >> He has a role in that. >> Brendan Burns, Brendan Burns I think on your team. >> Yeah. >> Brendan, so he brought up something. He brought up the hybrid-cloud is kind of the way, meaning the way you described it, not as a category. But he also brought up the different aspects of Google Cloud in our last crowd chat last month. How do customers mix and mach with the cloud? I mean you guys offer Linux, you guys offer Windows. I mean if I want to work with Google Cloud what are the touch points? How do people ingratiate in? How do they engage with Google? What are some of the use cases? Can you share just put the plug in for Google Cloud what you guys have up and running that's mature, stable, >> Right >> Shipping. And how do customers get into the Google Cloud? >> So we've really seen Google Cloud, it needs to be in all of the above sort of capabilities. The operating characteristics. The thing that make Google Cloud unique is the quality of the basic infrastructure. We offer by far the most price performing basic infrastructure out there. It's an innovative clouds, you know it's driving and active in a lot of the sort of disruptions we're seeing around the container space. It's an open cloud. It's a cloud that's invested in making sure that we engage and connect with the OpenSource community. So if you want to work with Google Cloud there's a lot of different ways to do it. One is you can go and just buy beautiful, clean, pristine, powerful, affordable infrastructure in large chucks through Google compute engine. And we're seeing a tremendous amount of adoption. You don't have to make massive capex down payments to get our best price. We really focus on doing that. You can also come in if you just want to write a bit of code, have it run, we have a wonderful Pass product called Google App engine that's becoming very naturally integrated into the container ecosystem and is a natural sort of path. It's a great entry point for people that just want to operate on a higher level and want to take some code and then have it easily deployed and run on your behalf. And then we're also, another entry pointy that isn't obvious to people is, you can help us build the Google Cloud. What we're building with our next generation set of offerings with technologies like Google Container Engine, is an opensource cloud. It's been built in public. Come join our community, work with us. Try it out. Give us feedback and be part of actually building the next generation of clouds. >> Okay so the question I have for you is, let's just say I'm an Amazon customer and I want to go to Google Cloud, do you have like an elastic Beanstalk application containers an App Engine, how do I get I there? I mean there are some things that Amazon has you might have some things. How do you talk to that, Beanstalk particulars. >> That's a great question. So Beanstalk you know provides the ability to you know deploy and run applications. The closest analogy is App Engine. So Beanstalk traditionally was a Java base platform that you could provide your Java code and it would run it for you. App Engine gives you that equivalent capability. And with the new generation of App Engine we actually provide the ability to deploy into directly into VM. So that it feels a lot, it feels a lot like the Beanstalk experience. But it comes with a lot of other high value services. And so that's a natural starting point. And App Engine it self is being rebased on a lot of the Kubernetes concepts. So that you have this immediate, easy, accessible experience for code but when you reach an edge and you want to actually integrate it naturally with a vertically scaled database that runs in a VM, we have compute engine waiting for you and all very natural, it will feel natural to actually just integrate those two things together and snap together these more holistic solutions. >> You guys have a, final question. I now you guys have a lot of track record with developers certainly Google's history and OpenSource, everything is great. But other competitors, more commercial IBM and Amazon, they're providing marketplaces for distribution, where people can make some cash and some cabbage. >> Right. >> What's the plans Google? Is there anything there? How do I make money if I'm a developer with Google? Or is there plans there, what's the state of that? >> It's a great question and obviously we have aspirations in that space. I can't go into all the details right now. But you know the we are obviously investing in that area. And one of the things that we're really like though is looking at containers as a standard distribution framework, let's you plug into everyone's market places. So one of the things that I see around marketplaces historically is that they offer immediate value in connecting a producer and consumer of software but they're not offering steady state value. So once those two have been connected the marketplace isn't adding significant ongoing value. So when you think about what we want to do, we want to make sure that one is, we become a market maker, we let lost of different market places emerge and that we support those. But then in our own efforts we actually add legitimate value to both the producer and the consumer of the software. And the we're not just taking a cut off the top. So but that's, it will become much more clearer in the face of time. >> Craig, thanks for spending some time and congrats on a great keynote. Good to see you again. Thanks for jumping in and sharing the data here on theCUBE, really appreciate it. We are live here in Silicon Valley. It's theCUBE at OpenStackSV, join the conversation #OSSV15. We'll be right back after this short break. (upbeat music)