>>law 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 to Vegas. It's the Cube, live from AWS reinvent 19. Lisa Martin here with John Walls and John. We've been hanging out with about 65,000 folks, or so >>just are best friends. But Wade talked about this just a little bit ago, but I really have impressed again with kind of discontinued energy and focus, and you know it's gonna go well beyond the show. But three days of back to back to back Great presentations, Great programming obviously show for still jam packed a really good show. Hats off Day W s >>absolutely right. The energy has not wavered one bit. And oftentimes, by day three, that challenge. There's so much excitement >>not out here, >>not in Vegas. Don and I are pleased to welcome a couple of guests to the Cube. To my left, we've got Jen Doyle, the VP of operations from one strategy, and Ricardo Madan, VP of technology products and service is from Texas is I got all right, give me carte Blanche on how to pronounce that, By the way. So guys, one strategy and Techsystems general store with you give her audience and understanding of one strategy. What you guys are way you deliver. Yeah, so we >>are a eight of us. Born in the cloud, dedicated partner of our Amazon Web service is we're premier consulting partner who focuses exclusively on delivering to our customers high quality. Eight of US expertise across industries. Yeah, so because we're exclusively in aid of us, it's a cost industries and pretty agnostics for customer size scale. So we have that unique capability to really dive deep on being the experts on the eight of us when our customers are the experts of their own business >>and tech systems. >>So tech systems Global Service is we are a full stack technology consulting professional service is GS I global system integrator on. We really pay attention to that term full stack because we cover every facet of the software systems operation have life cycle. But increasingly, in the last couple of years, what has been the heart and soul of our ecosystem of confidences and practices and capabilities has been cloud and even more so has been a W s, which is one of the reasons that we're super excited about coming together with one strategy. >>Cloud. Obviously, it's not. It's not a thing. It's the thing, right? So So we kind of moved that passed that when people come to your clients come to you and they will understand that this cloud experience, especially if they're if they're native cloud right there. Not not a legacy, not bringing stuff over. But they're gonna want to launch what's kind of the checklist that the preliminary of that elementary looked at you do to assess what their needs are, what they're like. It's what their opportunities are and kind of how you get them to start faking about exactly what they want to get done, because I assume it's It's a big shoulder hunch and a lot of questions about where do we go from here? So how do you get them to, I guess, oriented toward that conversation in that discussion, >>Yeah, so a lot of the way good place to start is just a really understand their business right now. It's no longer just a IittIe side of the house kind of discussion it's a whole business. So our first step is really to dive deep and understand their business schools, their culture and what their actual end goal is going to be. And so we have a really great part program that we partner with eight of us called the eight of US Well-architected Review program, which we were really fortunate to be one of the top initial partners selected for the beta program a few years ago and then a launch partner for them when they went public last year to really dive deep in, be able to figure out exactly what are they doing? What do they want to be doing and how to get there both on scale, vertically and horizontally, howto costs save and how to really make sure when they're doing it they're doing in a year fashion. >>And where are those conversations happening? Are they happening at the White Sea level, or is it really up, as Andy Jassy was talking about Tuesday? These types of transformations have to come from the executive senior level. Are you having these conversations with the heads of business? We've really been >>seeing that kind of transformation, and it's been phenomenal. Where that change in culture is no longer just the I t side of the house, it is senior leadership. Like Andy, Jassy said. It's now a holistic business approach where you need that alignment in the senior leadership down and that inclusivity in that kind of far and a lot of our conversations, you're getting everybody really buying into the eight of us cloud initiatives that are going on and keep me honest. I know on your side as well. Tech is experiencing a lot of that same thing >>indeed, in the wayto kind of, I guess, divide and conquer the vectors from where we lean in tow, handle those conversations and prioritize the needs and even deal with the different audiences Lisa, like you're talking about because, like Enterprise, I T owners and business owners, ultimately they care about making the business better, but they're approaching it from different lenses and a W s language. There is a methodology in a mindset called working backwards, and it really is the process of beginning with those goals those business goals that Jen talked about in framing them up just super tight. Before we talk about how many lines of code or how many servers are gonna be preventing. We don't want to even get into that. So we've got that really good flowing understanding of the quantified needs and howto really kind of celebrate what that is and then work backwards from there. That the conference Because it's such an all encompassing conversation, especially with enterprises that air nascent to the cloud, they've only dip their toe in the water. Kind of like what What Andy was talking about during his keynote a couple days ago uh, are specific methodology. Under working backwards, we break it up into two pieces. One is called Think big and one is called Act Now and act Now. Starting from there is usually for the folks, and that's like the technology solution there. Fluent enough, they're lucid enough and what their business is going to get out of cloud and out of a migration and out of native development. All that good stuff so we can kind of go right surgically in tow. Hey, how did we just make you better? Based on our combined expertise and our experience? Think big is a little bit more involved, kind where the question was going because you're thinking about O C M. Organizational change management. And how does that culture really In Stan? She ate itself to move fast and be agile and think in a lean way. And, oh, repurpose lots of skills and lots of roles that kind of go extinct after a while. So how do we take in all this? Great talents unorganised ation and UPS killed him. And next gen them to really operate inside of this new cloud ecosystem. >>So you're talking about really organizationally this leadership holster change or shift, if you will, Taking ownership of it from the very top. How do you characterized maybe what that mindset looks like today, as opposed to maybe 45 years ago? It's so easy to put it over. You know, just throw it over the I t guys and developers, and we're gonna focus on our marketing and our sales that we're going to know that you know that the C suite is there, right? Much more president, These kind of discussions. Yeah, you have to have that. Do you know >>how >>to drive that kind of fundamental change? >>For sure. I think a lot of it has to do with the accessibility that AWS Cloud is really bringing to the industry where it's now in such a easily integrating way and your entire business. It's sea level. As you say, down to the interns can have that same accessibility using that tool box. The eight of us allows for them to really jump in hands first and start making things right away. You could be spinning up instances within seconds. It's so simple for people at all levels of knowledge. It's not just the 20 years of I t. That could be the only ones to understand what's going on anymore. >>What are some of the barriers that AWS and Cloud are have removed that 5 10 years ago, customers were concerned with ABC that now those barriers have been mitigated, not be new barriers. But what about the evolution that you've seen A W s really sort of fuel, >>so that way could even think back to some of what What John you were talking about? The kind of erstwhile mindset was a very big iron one. You didn't really look ATT technology and I t as anything more than a utility. Now it's a competitive advantage. Not now you have. That's why you know, you have this whole concept of being a digital native and digital transformation. All these big words. They get so much air time. But that's really been an acceptance in an adoption that technology has gotten to the point where we're moving quicker, better faster is a function of celebrating CX customer experience and enhancing it and using technology to really make organizations move quicker, move faster, adopt new features into whatever their products that is, whether it's online or whether it's packaged whatever. And it's so I think those barriers that AWS has really kind of bubbled up to the surface and then sifted off has been that integration into the business. And that, that is, that's been a transformation that no other company has really enabled outside of AWS for years. Think about like Gartner and forced or an I. D. C. They would talk about the number one objective right is to be aligned with the business, but always in like a subservient role that was more of a foot forward in a leadership role that you see inside of these organizations >>used to be all those of the I t guys. >>Yeah, that's >>what the I t. Guys. Right? I mean, home on the whole thing. Saved. Go. If you look forward, then when you sit down with whomever and you're trying to walk them through their process and get evaluated, What their needs aren't so on so forth. What's the biggest hurdle you gotta get over with down somebody to say, You've got to be You've got to be totally present. This is your your i t offering should be. You should be cloud or your hybrid multi whatever you might be. But you got to be cloud What's the big challenge there? You think you really get somebody jumping in the deep end? >>Honestly, I would really say it's the culture change right now. It's been such a huge digital transformation. You can't deny that. But the culture transformation that's going along with that has really been phenomenal. And that's a lot of people who are at that point of starting their cloud journey, are starting to realize they have to change the way that they look at everything it, as you mentioned several times. It's not just the technical side anymore. It is the business side, and that's the big culture shift of getting over that. There's a lot of technical debt in there, with all the on creme in different areas that people have invested in. And honestly, right now, the day of lift and shift is gonna is kind of going away. It's all of the new cloud. Benefits, like surveillance and containers is really going to be revolutionary, but that education and enabling it really needs to be more prevalent in everybody's vocabulary. And not just the I t. Guy who could tell you about it. It needs to be the sea level, the enablers, the stakeholders in the middle that really understand what's going on. >>So could you talk to us about one strategy and tech systems coming together tell us a little bit about that, what you're doing together and how you might be an eight, an enabler of that cultural transformation that is absolutely linchpin. >>So there's that that enabler on that accelerator t kind of that that change and not to overuse the word accelerator. But that's just kind of one vector that we can talk about a little bit, and it's really what we're encouraging our customers to look at because they've got a broad choice of size of system integrators like us. But if you're not coming to the table with really depth of expertise, depth of expertise, that can help mute a lot of the complexity that were alluding to. Because even even though we've got so many benefits and so much growth happening inside the Ws world, there's 175 service is today. There have been 2500 feature updates releases across that portfolio Just this year alone, there's 5 to 10 new announcement today and then outside of the Ws stack, you've got hundreds and hundreds of other members of the Dev Ops Tool chain. They get bolted into that so that you know the way that we're kind of getting customers to overcome. Some of that reticence is by muting a lot of that, simplifying it and coming to the table with real accelerators, where we've invested collectively hundreds of thousands of lines of code that we've built and put together for AWS proprietary tools for better adoption, whether it's database freedom and getting like kick started off of your legacy oppressed database environments and into the the purpose built platforms inside of a W s, whether it's micro service's libraries and frameworks that we built for customers to help them start to decompose. Some of those those big, expensive, you know, high technical debt applications that General was talking about into micro service is to containerized to make him run faster in the cloud. So that's, you know, that's where we're leaning in from, Uh, not just with the expertise and the combined resume of hundreds of awesome engagements that we've moved customers to the cloud in and hundreds and hundreds of terabytes that we've moved. But it's it's doing it in a way where the customer knows that they've got a real leader here with them, side by side in the journey. And it doesn't happen in one or two conversations. I mean, this is going on across many different settings and demos and think big sessions like like we were talking about. It takes, it takes some time. >>Yeah, I mean that I think the combined family of Texas one strategy will really be phenomenal for our customers. 48% of the market right now is using AWS cloud and to keep up with that scale of innovation and growth. Just to be able to do that, businesses need eight of US experts and that's who we are. It's in our name our. We have one focus, one strategy and that's eight of us. We are developed based on the same agile, lean leadership principles the eight of us has and with the several competencies that we have. Such a Czar Data and Analytics Machine Learning Dev. Ops Migration Way have a proven track record of not only being the AWS experts but being able to be agile and grow with that same speed that eight of us ours to keep up with the training our teams on that expertise. And I think with tech systems, global footprint and ability to find these amazing talent combined with our skill set, we will be able to create a larger geographical footprint to deliver to our customers in a way that they will not only see our ability to deliver what they're doing but exceed their expectations. >>I imagine the amount of engagement that you're gonna have after an event like this three days you mentioned there after 175 service is that AWS is delivery the volume of announcements. It's incredibly challenging to keep up with that. Plus, there's 2500 sessions. You know, customers can't go to that many. So imagine there's gonna be a lot of leaning on one started Genentech systems to say, Help us deconstruct, deconstruct this digest all the opportunities here. So you guys air. I'm sure going to be very busy after this event. But we thank you for joining John and me today and telling us what you guys were doing individually and collectively together. We appreciate it. Thank you so much for our pleasure. For John. Walls were out. Vegas, baby, this has been the Cube. This is the end of our third day of continuous coverage of lots of stuff going on aws reinvent John. It's been a blast hosting a few segments with you >>as always. >>Nice job. See you next time. >>Thanks for having >>All right. I will see you next time. Thanks for watching

(hopeful futuristic music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We are really excited to have this cube conversation here in the Palo Alto studio with a real close friend of theCUBE, and repeat alumni, Leslie Berlin. I want to get her official title; she's the historian for the Silicon Valley archive at Stanford. Last time we talked to Leslie, she had just come out with a book about Robert Noyce, and the man behind the microchip. If you haven't seen that, go check it out. But now she's got a new book, it's called "Troublemakers," which is a really appropriate title. And it's really about kind of the next phase of Silicon Valley growth, and it's hitting bookstores. I'm sure you can buy it wherever you can buy any other book, and we're excited to have you on Leslie, great to see you again. >> So good to see you Jeff. >> Absolutely, so the last book you wrote was really just about Noyce, and obviously, Intel, very specific in, you know, the silicon in Silicon Valley obviously. >> Right yeah. >> This is a much, kind of broader history with again just great characters. I mean, it's a tech history book, but it's really a character novel; I love it. >> Well thanks, yeah; I mean, I really wanted to find people. They had to meet a few criteria. They had to be interesting, they had to be important, they had to be, in my book, a little unknown; and most important, they had to be super-duper interesting. >> Jeff Frick: Yeah. >> And what I love about this generation is I look at Noyce's generation of innovators, who sort of working in the... Are getting their start in the 60s. And they really kind of set the tone for the valley in a lot of ways, but the valley at that point was still just all about chips. And then you have this new generation show up in the 70s, and they come up with the personal computer, they come up with video games. They sort of launch the venture capital industry in the way we know it now. Biotech, the internet gets started via the ARPANET, and they kind of set the tone for where we are today around the world in this modern, sort of tech infused, life that we live. >> Right, right, and it's interesting to me, because there's so many things that kind of define what Silicon Valley is. And of course, people are trying to replicate it all over the place, all over the world. But really, a lot of those kind of attributes were started by this class of entrepreneurs. Like just venture capital, the whole concept of having kind of a high risk, high return, small carve out from an institution, to put in a tech venture with basically a PowerPoint and some faith was a brand new concept back in the day. >> Leslie Berlin: Yeah, and no PowerPoint even. >> Well that's right, no PowerPoint, which is probably a good thing. >> You're right, because we're talking about the 1970s. I mean, what's so, really was very surprising to me about this book, and really important for understanding early venture capital, is that now a lot of venture capitalists are professional investors. But these venture capitalists pretty much to a man, and they were all men at that point, they were all operating guys, all of them. They worked at Fairchild, they worked at Intel, they worked at HP; and that was really part of the value that they brought to these propositions was they had money, yes, but they also had done this before. >> Jeff Frick: Right. >> And that was really, really important. >> Right, another concept that kind of comes out, and I think we've seen it time and time again is kind of this partnership of kind of the crazy super enthusiastic visionary that maybe is hard to work with and drives everybody nuts, and then always kind of has the other person, again, generally a guy in this time still a lot, who's kind of the doer. And it was really the Bushnell-Alcorn story around Atari that really brought that home where you had this guy way out front of the curve but you have to have the person behind who's actually building the vision in real material. >> Yeah, I mean I think something that's really important to understand, and this is something that I was really trying to bring out in the book, is that we usually only have room in our stories for one person in the spotlight when innovation is a team sport. And so, the kind of relationship that you're talking about with Nolan Bushnell, who started Atari, and Al Alcorn who was the first engineer there, it's a great example of that. And Nolan is exactly this very out there person, big curly hair, talkative, outgoing guy. After Atari he starts Chuck E. Cheese, which kind of tells you everything you need to know about someone who's dreaming up Chuck E. Cheese, super creative, super out there, super fun oriented. And you have working with him, Al Alcorn, who's a very straight laced for the time, by which I mean, he tried LSD but only once. (cumulative laughing) Engineer, and I think that what's important to understand is how much they needed each other, because the stories are so often only about the exuberant out front guy. To understand that those are just dreams, they are not reality without these other people. And how important, I mean, Al Alcorn told me look, "I couldn't have done this without Nolan, "kind of constantly pushing me." >> Right, right. >> And then in the Apple example, you actually see a third really important person, which to me was possibly the most exciting part of everything I discovered, which was the importance of the guy named Mike Markkula. Because in Jobs you had the visionary, and in Woz you had the engineer, but the two of them together, they had an idea, they had a great product, the Apple II, but they didn't have a company. And when Mike Markkula shows up at the garage, you know, Steve Jobs is 21 years old. >> Jeff Frick: Right. >> He has had 17 months of business experience in his life, and it's all his attack for Atari, actually. And so how that company became a business is due to Mike Markkula, this very quiet guy, very, very ambitious guy. He talked them up from a thousand stock options at Intel to 20,000 stock options at Intel when he got there, just before the IPO, which is how he could then turn around and help finance >> Jeff Frick: Right. >> The birth of Apple. And he pulled into Apple all of the chip people that he had worked with, and that is really what turned Apple into a company. So you had the visionary, you had the tech guy, you also needed a business person. >> But it's funny though because in that story of his visit to the garage he's specifically taken by the engineering elegance of the board >> Leslie Berlin: Right. >> That Woz put together, which I thought was really neat. So yeah, he's a successful business man. Yes he was bringing a lot of kind of business acumen value to the opportunity, but what struck him, and he specifically talks about what chips he used, how he planned for the power supply. Just very elegant engineering stuff that touched him, and he could recognize that they were so far ahead of the curve. And I think that's such another interesting point is that things that we so take for granted like mice, and UI, and UX. I mean the Atari example, for them to even think of actually building it that would operate with a television was just, I mean you might as well go to Venus, forget Mars, I mean that was such a crazy idea. >> Yeah, I mean I think Al ran to Walgreens or something like that and just sort of picked out the closest t.v. to figure out how he could build what turned out to be Pong, the first super successful video game. And I mean, if you look also at another story I tell is about Xerox Park; and specifically about a guy named Bob Taylor, who, I know I keep saying, "Oh this might be my favorite part." But Bob Taylor is another incredible story. This is the guy who convinced DARPA to start, it was then called ARPA, to start the ARPANET, which became the internet in a lot of ways. And then he goes on and he starts the computer sciences lab at Xerox Park. And that is the lab that Steve Jobs comes to in 1979, and for the first time sees a GUI, sees a mouse, sees Windows. And this is... The history behind that, and these people all working together, these very sophisticated Ph.D. engineers were all working together under the guidance of Bob Taylor, a Texan with a drawl and a Master's Degree in Psychology. So what it takes to lead, I think, is a really interesting question that gets raised in this book. >> So another great personality, Sandra Kurtzig. >> Yeah. >> I had to look to see if she's still alive. She's still alive. >> Leslie Berlin: Yeah. >> I'd love to get her in some time, we'll have to arrange for that next time, but her story is pretty fascinating, because she's a woman, and we still have big women issues in the tech industry, and this is years ago, but she was aggressive, she was a fantastic sales person, and she could code. And what was really interesting is she started her own software company. The whole concept of software kind of separated from hardware was completely alien. She couldn't even convince the HP guys to let her have access to a machine to write basically an NRP system that would add a ton of value to these big, expensive machines that they were selling. >> Yeah, you know what's interesting, she was able to get access to the machine. And HP, this is not a well known part of HP's history, is how important it was in helping launch little bitty companies in the valley. It was a wonderful sort of... Benefited all these small companies. But she had to go and read to them the definition of what an OEM was to make an argument that I am adding value to your machines by putting software on it. And software was such an unknown concept. A, people who heard she was selling software thought she was selling lingerie. And B, Larry Ellison tells a hilarious story of going to talk to venture capitalists about... When he's trying to start Oracle, he had co-founders, which I'm not sure everybody knows. And he and his co-founders were going to try to start Oracle, and these venture capitalists would, he said, not only throw him out of the office for such a crazy idea, but their secretaries would double check that he hadn't stolen the copy of Business Week off the table because what kind of nut job are we talking to here? >> Software. >> Yeah, where as now, I mean when you think about it, this is software valley. >> Right, right, it's software, even, world. There's so many great stories, again, "Troublemakers" just go out and get it wherever you buy a book. The whole recombinant DNA story and the birth of Genentech, A, is interesting, but I think the more kind of unique twist was the guy at Stanford, who really took it upon himself to take the commercialization of academic, generated, basic research to a whole 'nother level that had never been done. I guess it was like a sleepy little something in Manhattan they would send some paper to, but this guy took it to a whole 'nother level. >> Oh yeah, I mean before Niels showed up, Niels Reimers, he I believe that Stanford had made something like $3,000 off of the IP from its professors and students in the previous decades, and Niels said "There had to be a better way to do this." And he's the person who decided, we ought to be able to patent recombinant DNA. And one of the stories that's very, very interesting is what a cultural shift that required, whereas engineers had always thought in terms of, "How can this be practical?" For biologists this was seen as really an unpleasant thing to be doing, don't think about that we're about basic research. So in addition to having to convince all sorts of government agencies and the University of California system, which co-patented this, to make it possible, just almost on a paperwork level... >> Right. >> He had to convince the scientists themselves. And it was not a foregone conclusion, and a lot of people think that what kept the two named co-inventors of recombinant DNA, Stan Cohen and Herb Boyer, from winning the Nobel Prize is that they were seen as having benefited from the work of others, but having claimed all the credit, which is not, A, isn't fair, and B, both of those men had worried about that from the very beginning and kept saying, "We need to make sure that this includes everyone." >> Right. >> But that's not just the origins of the biotech industry in the valley, the entire landscape of how universities get their ideas to the public was transformed, and that whole story, there are these ideas that used to be in university labs, used to be locked up in the DOD, like you know, the ARPANET. And this is the time when those ideas start making their way out in a significant way. >> But it's this elegant dance, because it's basic research, and they want it to benefit all, but then you commercialize it, right? And then it's benefiting the few. But if you don't commercialize it and it doesn't get out, you really don't benefit very many. So they really had to walk this fine line to kind of serve both masters. >> Absolutely, and I mean it was even more complicated than that, because researchers didn't have to pay for it, it was... The thing that's amazing to me is that we look back at these people and say, "Oh these are trailblazers." And when I talked to them, because something that was really exciting about this book was that I got to talk to every one of the primary characters, you talk to them, and they say, "I was just putting one foot in front of the other." It's only when you sort of look behind them years later that you see, "Oh my God, they forged a completely new trail." But here it was just, "No I need to get to here, "and now I need to get to here." And that's what helped them get through. That's why I start the book with the quote from Raiders of the Lost Ark where Sallah asks Indy, you know basically, how are you going to stop, "Stop that car." And he says, "How are you going to do it Indy?" And Indy says, "I don't know "I'm making it up as I go along." And that really could almost be a theme in a lot of cases here that they knew where they needed to get to, and they just had to make it up to get there. >> Yeah, and there's a whole 'nother tranche on the Genentech story; they couldn't get all of the financing, so they actually used outsourcing, you know, so that whole kind of approach to business, which was really new and innovative. But we're running out of time, and I wanted to follow up on the last comment that you made. As a historian, you know, you are so fortunate or smart to pick your field that you can talk to the individual. So, I think you said, you've been doing interviews for five or six years for this book, it's 100 pages of notes in the back, don't miss the notes. >> But also don't think the book's too long. >> No, it's a good book, it's an easy read. But as you reflect on these individuals and these personalities, so there's obviously the stories you spent a lot of time writing about, but I'm wondering if there's some things that you see over and over again that just impress you. Is there a pattern, or is it just, as you said, just people working hard, putting one step in front of the other, and taking those risks that in hindsight are so big? >> I would say, I would point to a few things. I'd point to audacity; there really is a certain kind of adventurousness, at an almost unimaginable level, and persistence. I would also point to a third feature at that time that I think was really important, which was for a purpose that was creative. You know, I mean there was the notion, I think the metaphor of pioneering is much more what they were doing then what we would necessarily... Today we would call it disruption, and I think there's a difference there. And their vision was creative, I think of them as rebels with a cause. >> Right, right; is disruption the right... Is disruption, is that the right way that we should be thinking about it today or are just kind of backfilling the disruption after the fact that it happens do you think? >> I don't know, I mean I've given this a lot of thought, because I actually think, well, you know, the valley at this point, two-thirds of the people who are working in the tech industry in the valley were born outside of this country right now, actually 76 percent of the women. >> Jeff Frick: 76 percent? Wow. >> 76 percent of the women, I think it's age 25 to 44 working in tech were born outside of the United States. Okay, so the pioneering metaphor, that's just not the right metaphor anymore. The disruptive metaphor has a lot of the same concepts, but it has, it sounds to me more like blowing things up, and doesn't really thing so far as to, "Okay, what comes next?" >> Jeff Frick: Right, right. >> And I think we have to be sure that we continue to do that. >> Right, well because clearly, I mean, the Facebooks are the classic example where, you know, when he built that thing at Harvard, it was not to build a new platform that was going to have the power to disrupt global elections. You're trying to get dates, right? I mean, it was pretty simple. >> Right. >> Simple concept and yet, as you said, by putting one foot in front of the other as things roll out, he gets smart people, they see opportunities and take advantage of it, it becomes a much different thing, as has Google, as has Amazon. >> That's the way it goes, that's exactly... I mean, and you look back at the chip industry. These guys just didn't want to work for a boss they didn't like, and they wanted to build a transistor. And 20 years later a huge portion of the U.S. economy rests on the decisions they're making and the choices. And so I think this has been a continuous story in Silicon Valley. People start with a cool, small idea and it just grows so fast among them and around them with other people contributing, some people they wish didn't contribute, okay then what comes next? >> Jeff Frick: Right, right. >> That's what we figure out now. >> All right, audacity, creativity and persistence. Did I get it? >> And a goal. >> And a goal, and a goal. Pong, I mean was a great goal. (cumulative laughing) All right, so Leslie, thanks for taking a few minutes. Congratulations on the book; go out, get the book, you will not be disappointed. And of course, the Bob Noyce book is awesome as well, so... >> Thanks. >> Thanks for taking a few minutes and congratulations. >> Thank you so much Jeff. >> All right this is Leslie Berlin, I'm Jeff Frick, you're watching theCUBE. See you next time, thanks for watching. (electronic music)