>>from the cube studios in Palo alto in boston connecting with thought leaders all around the world. >>This is a cute conversation. Welcome to the cubes coverage of HP discover 2021 I'm lisa martin. I've got three guests with me here. They're going to be talking about the partnership between HP and AMG. Please welcome George hope worldwide Head of partner sales at HP terry, Richardson north american channel chief for AMG and Peter chan, the director of media channel sales at AMG Gentlemen, it's great to have you on the cube. >>Well, thanks for having us lisa. >>All right, >>we're excited to talk to you. We want to start by talking about this partnership terry. Let's go ahead and start with you. H P E and M D have been partners for a very long time, very long history of collaboration. Talk to us about the partnership >>HB named, He do have a rich history of collaboration spinning back to the days of chapter on and then when A M. D brought the first generation AMG equity process department back in 2017, HP was a foundational partner providing valuable engineering and customer insights from day one AmY has a long history of innovation that created a high performance CP roadmap for value partners like HP to leverage in their workload optimized product portfolios, maximizing the synergies between the two companies. We've kicked off initiatives to grow the chain of business together with workload focused solutions and together we define the future. >>Thanks terry George, let's get your perspective as worldwide had a partner sales at HP. Talked to me about H P S perspective of that AMG partnership. >>Yeah, they say it's uh the introduction of the third generation AMG Epic processors, we've we've doubled our A. M. D. Based Pro Lion portfolio. We've even extended it to our follow systems. And with this we have achieved a number of world records across a variety of workloads and are seeing real world results. The third generation am the epic processor delivers strong performance, expand ability and the security our customers need as they continue their digital transformation, We can deliver better outcomes and lay a strong foundation for profitable apartment growth. And we're incorporating unmatched workload optimization and intelligent automation with 360° security. And of course, uh with that as a service experience. >>But as a service experience becoming even more critical as is the security as we've seen some of the groundbreaking numbers and data breaches in 2020 alone. Peter I want to jump over to you now. One of the things that we see H P E and M. D. Talking about our solutions and workloads that are key areas of focus for both companies. Can you explain some of those key solutions and the value that they deliver for your customers? >>Absolutely. It's from computing to HPC to the cloud and everything in between and the young HB have been focused on delivering not just servers but meaningful solutions that can solve customer challenges. For example, we've seen here in India, the DL- 325 has been really powerful for customers that want to deploy video. Hp nmD have worked together with icy partners in the industry to tune the performance and ensure that the user experience is exceptional. Um This just one example of many of course, for instance, the 3 45 with database 3 65 for dense deployments, it's key the 35 That has led the way in big data analytics. Um the Apollo 60 500 breaking new path in terms of AI and Machine learning, quite a trending topic and m D H p are always in the news when it comes to groundbreaking HPC solutions and oh by the way, we're able to do this due to an unyielding commitment to the data center and long term laser focused execution on the M the road map. >>Excellent. Thanks. Peter. Let's talk about the channel expansion a little bit more terry with you. You know, you and the team here. Channel Chief focused on the channel. What is A. M. D. Doing specifically to expand your channel capabilities and support all of the Channel partners that work with Andy >>great question lisa Campbell is investing in so many areas around the channel. Let's start with digital transformation. Our Channel partners consistently provided feedback that customers need to do more with less between A and B and H P. E. We have solutions that increase capabilities and deliver faster time to value for the customer looking to do more with less. We have a tool on our website called the and metrics server virtualization, Tco estimation tool and those who have visually see the savings. We also have lots of other resources such as technical documentation, A and E arena for training and general CPU's departments can take advantage of aside from solution examples, AMG is investing in headcount internally and at our channel part race. I'm actually an example of the investment MD is making to build out the channel. One more thing that I'll mention is the investment that are, you know, lisa su and Andy are making to build out the ecosystem from head Count to code development and is investing to have a more powerful user experience with our software partners in the ecosystem. From my discussions with our channel partners, they're glad to see A and d expanding our our channel through the many initiatives and really bringing that ecosystem. >>Here's another question for you as channel chief. I'm just curious in the last year, speaking and you talked about digital transformation. We've seen so much acceleration of the adoption of that since the last 15 months has presented such challenges. Talk to me a little bit about some of the feedback from your channel partners about what you am, D N H B are doing together to help those customers needed to deliver that fast time to value, >>you know, so really it's all about close collaboration. Um we we work very closely with our counterparts at H P. E just to make sure we understand partner and customer requirements and then we work to craft solutions together from engaging, technically to collaborating on on, you know, when products will be shipped and delivered and also just what are we doing to uh to identify the next key workloads and projects that are going to be engaged in together? So it's it's really brought the companies I think even closer together, >>that's excellent as a covid catalyst. As I say, there's a lot of silver linings that we've seen and it sounds like the collaboration terry that you mentioned has become even stronger George. I want to go to you. Let's HP has been around for a long time. My first job in tech was Hewlett Packard by the way, many years ago. I won't mention how long but talk to me about the partnership with AMG from H P s perspective, is this part of H P S D N A? >>Absolutely. Partnering is our D N A. We've had 80 years of collaboration with an ever expanding ecosystem of partners that that all play a key role in our go to market strategy. We actually design and test our strategic initiatives in close collaboration with our partners so that we can meet their most pressing needs. We do that through like farmer advisory boards and things of that nature. Um but we have we have one of the most profitable partner programs in the industry, 2-3 times higher rebates than most of our competitors. And we continue to invest in the partner experience in creating that expertise so partners can stand out in a highly competitive market. Uh And Andy is in direct alignment with that strategy. We have strong synergies and a common focus between the two companies. >>And I also imagine George one question and one question to that there's tremendous value in it for your end user customers, especially those that have had to everyone pivot so many times in the last year and have talked to me a little bit about George What you're saying from the customer's perspective. >>Well as Antonio Neri said a couple of years back, the world is going to be hybrid and uh, he was right. We continue uh we continue to see that evolution and we continue to deliver solutions around a hybrid digital world with, with Green Lake and the new wave of digital transformation that we refer to now as the age of insight customers want a cloud experience everywhere. And 70% of today's workloads can easily be re factored for the public cloud or they need to stay physically close to the data and other apps at the emerging edge or in polos are in the data centers. So as a result, most organizations are forced to deal with the complexity of having two divergent operating models and they're paying higher cost to maintain them both with Green Lake, we provide one consistent operating model with visibility and control across public clouds and on prem environments. And that applies to all workloads, you know, whether it's cloud native or non cloud native applications. Um we also have other benefits like no cloud block in or no data. Egress charges, so you have to pay a steep price just to move workloads out of the public cloud. And then we're expanding collaboration opportunities within for our partner ecosystem so that we can bring that cloud experience to a faster growing number of customers worldwide. So we've launched new initiatives uh in support of the core strategy as we accelerate our as a service vision and then work with partners to unlock better customer outcomes with Green Lake and of course, hb compute of which I am d is part of is, is the underlying value added technology. >>Can you expand on some of those customer outcomes as we look at, as I mentioned before, this very dynamic market in which we live. It's all about customer outcomes. What are some of those that from a hybrid cloud environment perspective with Green like that you're helping customers achieve? >>Well, at least Greenland has come out with with about 30 different different offerings that package up some solutions. So you're not just buying infrastructure as a service. We have offerings like HPC as a service. We have offerings like uh, V D I as a service, ml, ops as a service. So we're packaging in technology, some are are some are not ours, but into completing some solutions. So that creates the outcome that the customers are looking for. >>Excellent. Thanks, George and Peter, last question to you again with the hybrid cloud environment being something that we're seeing more and more of the benefits that Green Lake is delivering through the channel. What's your perspective from a. M decide? >>Absolutely lisa. So, so I mean I think it's clear with a MD based systems, customers get the benefit of performance, security and fast time to value whether deployed on prem and cloud on a hybrid model. So please come try out our HP system based on name the processors and see how we can accelerate and protect your applications. Thank you lisa. >>Excellent, Peter George terry, thank you for joining me today. I'm sure there's a lot more that folks are going to be able to learn about what AM D and H. P. Are doing together on the virtual show floor. We appreciate your time. Thank you. Yeah, for my guests, I'm lisa martin. You're watching the cubes coverage of HP discover 2021 Yeah.

>>Okay. Okay. Now we're gonna go into the Green Lake Power Panel. Talk about the cloud landscape hybrid cloud and how the partner ecosystem and customers are thinking about cloud hybrid cloud as a service and, of course, Green Lake. And with me or CR Houdyshell, president of Advise X. Ron Nemecek, Who's the business Alliance manager at C B. T s. Harry Zaric is president of competition, and Benjamin Clay is VP of sales and alliances at Arrow Electronics. Great to see you guys. Thanks so much for coming on the Cube. >>Thanks for having us >>would be here. >>Okay, here's the deal. So I'm gonna ask you guys each to introduce yourselves and your company's add a little color to my brief intro and then answer the following question. How do you and your customers think about hybrid cloud and think about it in the context of where we are today and where we're going? Not just the snapshot, but where we are today and where we're going. CR, why don't you start, please? >>Sure. Thanks a lot. They appreciate it. And, uh, again cr Howdy Shell President of advising. I've been with the company for 18 years the last four years as president. So had the great great opportunity here to lead a 45 year old company with a very strong brand and great culture. Uh, as it relates to advise X and where we're headed to with hybrid Cloud is it's a journey, so we're excited to be leading that journey for the company as well as HP. We're very excited about where HP is going with Green Lake. We believe it's it's a very strong solution when it comes to hybrid. Cloud have been an HP partner since since 1980. So for 40 years it's our longest standing OM relationship, and we're really excited about where HP is going with Green Lake from a hybrid cloud perspective. Uh, we feel like we've been doing the hybrid cloud solutions in the past few years with everything that we've focused on from a VM Ware perspective. But now, with where HP is going, we think really changing the game and it really comes down to giving customers at cloud experience with the on Prem solution with Green Lake, and we've had great response from our customers and we think we're gonna continue to see how that kind of increased activity and reception. >>Great. Thank you. Cr and yeah, I totally agree. It is. It is a journey. And we've seen it really come a long way in the last decade. Ron, I wonder if you could kick off your little first intro there, please? >>Sure. Dave, thanks for having me today. And it's a pleasure being here with all of you. My name is Ron Nemecek, business Alliance manager at C B. T. S. In my role, I am responsible for RHP Green Lake relationship globally. I've enjoyed a 33 year career in the I T industry. I'm thankful for the opportunity to serve in multiple functional and senior leadership roles that have helped me gather a great deal of education and experience that could be used to aid our customers with their evolving needs for business outcomes. The best position them for sustainable and long term success. I'm honored to be part of the C B. T s and Annex Canada Organization, C B T s stands for consult Bill transform and support. We have a 35 year relationship with HP or a platinum and inner circle partner. We're headquartered in Cincinnati Ohio. We service 3000 customers, generating over a billion dollars in revenue, and we have over 2000 associates across the globe. Our focus is partnering with our customers to deliver innovative solutions and business results through thought leadership. We drive this innovation VR team of the best and brightest technology professionals in the industry that have secured over 2800 technical certifications 260 specifically with HP and in our hybrid cloud business. We have clearly found the technology new market demands for instant responses and experiences evolving economic considerations with detailed financial evaluation and, of course, the global pandemic have challenged each of our customers across all industries to develop an optimal cloud strategy we have. We now play an enhanced strategic role for our customers as there Technology Advisor and their guide to the right mix of cloud experiences that will maximize their organizational success with predictable outcomes. Our conversations have really moved from product roadmaps and speeds and feeds to return on investment, return on capital and financial statements, ratios and metrics. We collaborate regularly with our customers at all levels and all departments to find an effective, comprehensive cloud strategy for their workloads and applications, ensuring proper alignment and costs with financial return. >>Great. Thank you, Ron. Yeah, Today it's all about the business value. Harry, please, >>I Dave. Thanks for the opportunity and greetings from the Great White North, where Canadian based company headquartered in Toronto, with offices across the country. We've been in the tech industry for a very long time. What we would call a solution provider hard for my mother to understand what that means. But our goal is to help our customers realize the business value of their technology investments just to give you an example of what it is we try and do. We just finished a build out of a new networking and point in data center technology for a brand new hospital is now being mobilized for covid high risk patients. So talk about are all being an essential industry, providing essential services across the whole spectrum of technology. Now, in terms of what's happening in the marketplace, our customers are confused. No question about it. They hear about cloud and cloud first, and everyone goes to the cloud. But the reality is there's lots of technology, lots of applications that actually still have to run on premises for a whole bunch of reasons. And what customers want is solid senior serious advice as to how they leverage what they already have in terms of their existing infrastructure but modernized and updated So it looks and feels a lot like a cloud. But they have the security. They have the protection that they need to have for reasons that are dependent on their industry and business to allow them to run on from. And so the Green Lake philosophy is perfect. That allows customers to actually have 1 ft in the cloud, 1 ft in their traditional data center, but modernize it so it actually looks like one enterprise entity. And it's that kind of flexibility that gives us an opportunity collectively, ourselves, our partners, HP to really demonstrate that we understand how to optimize the use of technology across all of the business applications they need to rest >>your hair. It's interesting about what you said is is cloud is it is kind of chaotic. My word not yours, but but there is a lot of confusion out there. I mean, it's what's cloud right? Is it Public Cloud is a private cloud the hybrid cloud. Now, now it's the edge. And of course, the answer is all of the above. Ben, what's your perspective on all this? >>Um, from a cloud perspective. You know, I think as an industry, you know, I think we we've all accepted that public cloud is not necessarily gonna win the day and were, in fact, in a hybrid world, there's certainly been some some commentary impress. Um, you know, that would sort of validate that. Not that necessarily needs any validation. But I think it's the linkages between on Prem, Um, and cloud based services have increased. Its paved the way for customers to more effectively deploy hybrid solutions in the model that they want that they desired. You know, Harry was commenting on that a moment ago. Um, you know, as the trend continues, it becomes much easier for solution providers and service providers to drive there services, initiatives, uh, you know, in particular managed services. So, you know, from from an arrow perspective, as we think about how we can help scale in particular from Greenland perspective, we've got the ability to stand up some some cloud capabilities through our aero secure platform. um that can really help customers adopt Green Lake. Uh, and, uh, benefit to benefit from, um, some alliances, opportunities as well. And I'll talk more about that as we go through >>that. I didn't mean to squeeze you on a narrow. I mean, you got arrows. Been around longer than computers. I mean, if you google the history of arrow, it'll blow your mind. But give us a little, uh, quick commercial. >>Yeah, absolutely. So, um, I've been with arrow for about 20 years. I've got responsibility for alliances, organization, North America for Global value, added distribution, business consulting and channel enablement Company. Uh, you know, we bring scope, scale and and, uh, expertise as it relates to the I t industry. Um, you know, I love the fast paced, the fast paced that comes with the market, that we're all all in, and I love helping customers and suppliers both, you know, be positioned for long term success. And, you know, the subject matter here today is just a great example of that. So I'm happy to be here and or to the discussion. >>All right, We got some good brain power in the room. Let's let's cut right to the chase. Ron, Where's the pain? What are the main problems that C B. T s. I love the what it stands for. Consult Bill Transform and support the What's the main pain point that that customers are asking you to solve when it comes to their cloud strategies. >>Third day of our customers' concerns and associated risk come from the market demands to deliver their products, services and experiences instantaneously. And then the challenges is how do they meet those demands because they have aging infrastructure processes and fiscal constraints. Our customers really need us now more than ever to be excellent listeners so we can collaborate on an effective map for the strategic placement of workloads and applications in that spectrum of cloud experiences, while managing their costs and, of course, mitigating risk to their business. This collaboration with our customer customers often identify significant costs that have to be evaluated, justified or eliminated. We find significant development, migration and egress charges in their current public cloud experience, coupled with significant over provisioning, maintenance, operational and stranded asset costs in their on premise infrastructure environment. When we look at all these costs holistically through our customized workshops and assessments. We can identify the optimal cloud experience for the respective workloads and applications through our partnership with HP and the availability of the HP Green Lake Solutions. Our customers now have a choice to deliver SLA's economics and business outcomes for their workloads and applications that best reside on premise in a private cloud and have that experience. This is a rock solid solution that eliminates, you know, the development costs at the experience and the egress charges that are associated with the public cloud while utilizing HP Green Lake to eliminate over provisioning costs and the maintenance costs on aging infrastructure hardware. Lastly, our customers only have to pay for actual infrastructure usage with no upfront capital expense. And now that achieves true utilization to cost economics. You know, with HP Green Lake solution from C B. T s. >>I love to focus on the business case because it's measurable. That sort of follow the money. That's where it's where the opportunity is. Okay, See, I got a question for you thinking about advise X customers. How are they? Are they leaning into Green Lake? You know, what are they telling you? Is the business impact when they when they experience Green Lake, >>I think it goes back to what Ron was talking about. We have to solve the business challenges first, and so far the reception's been positive. When I say that is, customers are open, everybody wants to. The C suite wants to hear about cloud and hybrid cloud fits, but what we're hearing, what we're seeing from our customers is we're seeing more adoption from customers that it may be their first put in, if you will. But as importantly, we're able to share other customers with our potentially new clients that that say, What's the first thing that happens with regard to Green like Well, number one, it works. It works as advertised and as a as a service. That's a big step. There are a lot of people out there dabbling today, but when you can say we have a proven solution, it's working in in in our environment today. That's key. I think the second thing is is flexibility. You know, when customers are looking for this, this hybrid solution, you've got to be flexible for again. I think Ron said it well, you don't have a big capital outlay but also what customers want to be able to. We're gonna build for growth, but we don't want to pay for it, so we'll pay as we grow. Not as not as we have to use because we used to do It was upfront of the capital expenditure, and I will just pay as we grow and that really facilitates. In another great examples, you'll hear from a customer, uh, this afternoon, but you'll hear where one of the biggest benefits they just acquired a $570 million company, and their integration is going to be very seamless because of their investment in Green Lake. They're looking at the flexibility to add the Green Lake as a big opportunity to integrate for acquisitions and finally is really we see it really brings the cloud experience and as a service to our customers bring. And with HP Green Lake, it brings best to breathe. So it's not just what HP has to offer. When you look at hyper converged, they have Nutanix kohi city, so I really believe it brings best to breathe. So, uh to net it out and close it out with our customers thus far, the customer experience has been exceptional with Green Lake Central has interface. Customers have had a lot of success. We just had our first customer from about a year and a half ago, just re up, and it was a highly competitive situation. But they just said, Look, it's proven it works and it gives us that cloud experience So I had a lot of great success thus far, looking forward to more. >>Thank you. So, Harry, I want to pick up on something, CR said, And get your perspectives. So when you when I talk to the C suite, they do all want to hear about, you know, Cloud, they have a cloud agenda and and what they tell me is it's not just about their I t transformation. They want, they want that. But they also want to transform their business. So I wonder if you could talk Harry about competence, perspective on the potential business impact of Green Lake, and and also, you know, I'm interested in how you guys are thinking about workloads, how to manage work, you know how to cost optimize in i t. But also the business value that comes out of that capability. >>Yes. So, Dave, you know, if you were to talk to CFO and I have the good fortune to talk to lots of CFOs, they want to pay the cost. When they generate the revenue, they don't want to have all the cost up front and then wait for the revenue to come through. A good example of where that's happening right now is related to the pandemic. Employees that used to work at the office have now moved to working from home, and now they have to. They have to connect remotely to run the same application. So use this thing called VD virtual interfacing to allow them to connect to the applications that they need to run in the off. Don't want to get into too much detail. But to be able to support that from an at home environment, they needed to buy a lot more computing capacity to handle this. Now there's an expectation that hopefully six months from now, maybe sooner than that people will start returning to the office. They may not need that capacity so they can turn down on the cost. And so the idea of having the capacity available when you need it, But then turning it off when you don't need it is really a benefit of a variable cost model. Another example that I would use is one in new development if a customer is going to implement and you, let's say, line of business application essay P is very, very popular, you know, it actually, unfortunately takes six months to two years to actually get that application setup installed, validated, test it and then moves through production. You know what used to happen before they would buy all that capacity at front and basically sit there for two years? And then when they finally went to full production, then they were really getting value out of that investment. But they actually lost a couple of years of technology, literally sitting almost idle. And so, from a CFO perspective, his ability to support the development of those applications as he scales it perfect Green Lake is the ideal solution that allows them to do that. >>You know, technology has saved businesses in this pandemic. There's no question about it and what Harry was just talking about with regard to VD. You think about that. There's the dialing up and dialing down piece, which is awesome from an i t perspective and then the business impact. There is the productivity of Of of the end users, and most C suite executives I've talked to said Productivity actually went up during covid with work from home, which is kind of astounding if you think about it. Ben, you know Ben, I We said Arrow has been around for a long, long time, certainly before all of us were born and it's gone through many, many industry transitions during our lifetimes. How does arrow and how do How do your partners think about building cloud experience experiences? And where does Green Lake fit in from your perspective? >>A great question. So from a narrow perspective, when you think about cloud experience and, of course, us taking a view as a distribution partner, we want to be able to provide scale and efficiency to our network of partners. So we do that through our aero screw platform. Um, just just a bit of a you know, a bit of a commercial. I mean, you get single quote single bill auto provision compared multi supplier, if you will Subscription management utilization reporting from the platform itself. So if we pivot that directly to HP, you're going to get a bit of a scoop here, Dave. So we're excited today to have Green Lake live in our platform available for our part of community to consume in particular the swift solutions that HP has announced. So we're very excited to to share that today, Um, maybe a little bit more on Green Lake. I think at this point in time, there it's differentiated, Um, in a sense that if you think about some of the other offerings in the market today and further with, um uh, having the solutions himself available in a row sphere So, you know, I would say, Do we identify the uniqueness, um, and quickly partner with HP to to work with our atmosphere platform? One other sort of unique thing is, you know, when you think about platform itself, you've got to give a consistent experience the different geographies around the world. So, you know, we're available in north of 20 countries. There's thousands of resellers and transacting on the platform on a regular basis, and frankly, hundreds of thousands and customers are leveraging today, so that creates an opportunity for both Arrow HP and our partner community. So we're excited. >>Uh, you know, I just want to open it up and we don't have much time left, but thoughts on on on differentiation. You know, when people ask me Okay, what's really different about H P E and Green Lake? As others you know are doing things that with with as a service to me, it's a I I always say cultural. It starts from the top with Antonio, and it's like the company's all in. But But I wonder from your perspective because you guys are hands on. Are there other differential factors that you would point to let me just open that up to the group? >>Yeah, if I could make a comment. You know, Green Lake is really just the latest invocation of the as a service model. And what does that mean? What that actually means is you have a continuous ongoing relationship with the customer. It's not a cell. And forget not that we ever forget about customers, but there are highlights. Customer buys, it gets installed, and then for two or three years, you may have an occasional engagement with them. But it's not continuous. When you move to a Green Lake model, you're actually helping them manage that you are in the core in the heart of their business. No better place to be if you want to be sticky and you want to be relevant, and you want to be always there for them. >>You know, I wonder if somebody else could add to and and and in your in your remarks from your perspective as a partner because, you know, Hey, a lot of people made a lot of money selling boxes, but those days are pretty much gone. I mean, you have to transform into a services mindset. But other thoughts, >>I think I think Dad did that day. I think Harry's right on right. What he the way he positioned Exactly. You get on the customer. Even another step back for us is we're able to have the business conversation without leading with what you just said. You don't have to leave with a storage solution to leave with a compute. You can really have step back, have a business conversation, and we've done that where you don't even bring up hp Green Lake until you get to the point of the customer says, So you can give me an on prem cloud solution that gives me scalability, flexibility, all the things you're talking about. How does that work then? Then you bring up. It's all through this HP Green link tool. It really gives you the ability to have a business conversation. And you're solving the business problems versus trying to have a technology conversation. And to me, that's clear differentiation for HP. Green length. >>All right, guys. CR Ron. Harry. Ben. Great discussion. Thank you so much for coming on the program. Really appreciate it. >>Thanks for having us, Dave. >>All >>right. Keep it right there for more great content at Green Lake Day. Right back? Yeah.

>>from around the globe. It's the Cube covering HP. Discover Virtual experience Brought to you by HP. >>Welcome back to the Cube's coverage of HP Discover. 2020. The virtual experience. The Cube. The Cube has been virtualized. My name is Dave Vellante. I'm here with Stuart Minuteman and our good friend Tim Crawford is here. He's a strategic advisor to see Io's with boa. Tim, Great to see you. Stuart. Thanks for coming on. >>Great to see you as well, Dave. >>Yes. So let's unpack. What's going on in that Discover Antonio's, He notes, Maybe talk a little bit about the prospects for HP of coming forward in this decade. You know, last decade was not a great one for HP, HP. I mean, there was a lot of turmoil. There was a botched acquisitions. There was breaking up the company and spin merges and a lot of distractions. And so now that companies really and you hear this from Antonio kind of positioning for innovation for the next decade. So So I think this is probably a lot of excitement inside the company, but I want to touch on a couple of points and then you get your guys reaction, I guess, you know, to start off. Obviously, Antonio's talking about Cove in the role that they played in that whole, you know, pandemic and the transition toe the the isolation economy. But so let me start with you, Tim. I mean, what is the sort of posture amongst cios that you talk to? How strategic is HB H B two? The folks that you talk to in your community? >>Well, I think if you look at how CIOs are thinking, especially as we head into covert it into Corona virus and kind of mapping through that, that price, um, it really came down to Can they get their hands on technology? Can they get people back to work working from home? Can they do it in a secure fashion? Um, keeping people productive. I mean, there was a lot of block and tackling, and even to this day, there's still a fair amount of that was taking place. Um, we really haven't seen the fallout from the cybersecurity impact of expanding our foot print. Um, quite. But we'll see that, probably in the coming months. There are some initial inklings there when it comes to HP specifically I think it comes back to just making sure that they had the product on hand, that they understood that customers are going through dramatic change. And so all bets are off. You have to kind of step back and say, Okay, those plans that I had 60 9100 and 20 days ago those strategies that I may have already started down the path with those are up for grabs. I need to step back from those and figure out What do I do now? And I think each company, HP included, needs to think about how do they start to meld themselves, to be able to address those changing customer needs? And I think that's that's where this really kind of becomes the rubber hits the road is is HP capable of doing that? And are they making the right changes? And quite frankly, that starts with empathy. And I think we've heard pretty clearly from Antonio that he is sympathetic to the plight of their customers and the world >>on the whole. >>Yeah, and I think culturally 10 minutes do I mean I think you know HP is kind of getting back to some of its roots, and Tony has been there for a long time. I think people I think is very well liked. Andi, I think, ease of use, and I'm sure he's tough. But he's also a very fair individual, and he's got a vision and he's focused. And so, you know, I think again, as they said, looking forward to this decade, I think could be one that is, you know, one of innovation. Although, you know, look, you look at the stock price, you know, it's kind of piqued in November 19. It's obviously down like many stocks, so there's a lot of work to do there, and it's too. We're certainly hearing from HP. This notion of everything is a service that we've talked about green like a lot. What's your sense of their prospects going forward in this, you know, New Era? >>Yeah, I mean, Dave, one of the biggest attacks we've heard about H E in the last couple of years, you know the line Michael Dell would use is you're not going to grow by, say, abstraction. But as a platform company, HP is much more open. From what I've seen in the HP that I remember from, you know, 5 to 10 years ago. So you look at their partner ecosystem. It's robust. So, you know, years ago, it seemed to be if it didn't come out of HP Labs, it wasn't a product, you know. That was the services arm all wanted to sell HP here. Now, in this software defined world working in a cloud environment, they're much more open to finding that innovation and enabling it. So, you know, we talk about Green Lake Day. Three lakes got about 1000 customers right now, and a big piece of that is a partner. Port Police, whether it's VM Ware Amazon Annex, were H B's full stack themselves. They have optionality in there, and that's what we hear from from users is that they want flexibility they don't want. You know, you look at the cloud providers, it's not, you know, here's a solution. You look at Amazon. There's dozens of databases that you can use from Amazon or, if you use on top of Amazon, so H p e. You know, not a public cloud provider, but looking more like that cloud experience. They've done so many acquisitions over the years. Many of them were troubled. They got rid of some of the pieces that they might have over paid for. But you look at something like CTP them in this multi cloud world in the networking space, they've got a really cool, open source company, the company behind spiffy, inspire. And, you know, companies that are looking at containers and kubernetes, you know, really respond to say, Hey, these are projects that were interesting Oh, who's the company that that's driving that it's HP so more open, more of a partner ecosystem definitely feels that there's a lot there that I respect and like that hp >>well, I mean, the intent of splitting the company was so that HP could be more focused but focused on innovation was the intent was to be the growth company. It hasn't fully played out yet. But Tim, when you think about the conversations that CIOs are having with with HPI today versus what they were having with hpe HP, the the conglomerate of that the Comprising e ds and PCs, I guess I don't know, in a way, more more Dell like so Certainly Michael Dell's having strategic conversations, CIOs. But you got to believe that the the conversations are more focused today. Is that a good thing or a jury's still out? >>No, it absolutely is a good thing. And I think one of the things that you have to look at is we're getting back to brass tax. We're getting back to that focus around business objectives. So no longer is that hey, who has the coolest tech? And how can we implement that tax? Kind of looking from a tech business? Ah, spectrum, you're now focused squarely is a C i. O. You have to be squarely focused on what are the business objectives that you are teamed up for, and if you're not, you're on a very short leash and that doesn't end well. And I think the great thing about the split of HP HP e split and I think you almost have to kind of step back for a second. Let's talk about leadership because leadership plays a very significant role, especially for CIOs that are thinking about long term decisions and strategic partners. I don't think that HP necessarily had the right leadership in place to carry them into that strategic world. I think Antonio really makes a change there. I mean, they made some really poor decisions. Post split. Um, that really didn't bode well for HP. Um, and frankly, I talked a bit about that I know wasn't really popular within HP, but quite frankly, they needed to hear it. And I think that actually has been heard. And I think they are listening to their customers. And one of the big changes is they're getting back into the software business. And when you talk about strategic initiatives, you have to get beyond just the hardware and start moving up the proverbial stack, getting closer to those business initiatives. And that is software. >>Yeah, well, Antonio talked about sort of the insights. I mean, something I've said a lot about borrowed from the very Meeker conversations that that data is plentiful. Something I've always said. Insights aren't. And so you're right. You've seen a couple of acquisitions, you know, Matt bahr They picked up, I think pretty inexpensively. Kind of interesting cause, remember, HP hp had an investment in Horton works, which, of course, is now Cloudera and Blue Data. Ah Kumar Conte's company, you know, kind of focusing on maybe automating data, you know, they talked about Ed centric, cloud enabled, data driven. Nobody's gonna argue with those things. But you're right, Tim. I mean, you're talking more software than kind of jettisons the software business and now sort of have to rebuild it. And then, of course, do this cloud. What do you make of HP ease Cloud play? >>Yeah, well, I >>mean, >>Dave, you the pieces. You were just talking about math bar and blue data, where HP connects it together is, you know, ai ops. So you know, where are we going with infrastructure? There needs to be a lot more automation. We heard a great quote. I love from automation anywhere. Dave was, if you talk about digital transformation without automation, it's hallucination. So, you know, HP baking that into what they're doing. So, you know, I fully agree with Tim software software software, you know, is where the innovation is. So it can't just be the infrastructure. How do you have eyes and books into the applications? How are you helping customers build those new pieces? And what's the other software that you build around that? So, you know, absolutely. It's an interesting piece. And you know, HP has got a lot of interesting pieces. You know, you talk about the edge. Aruba is a great asset for that kind of environment and from a partnership, that is a damn point. Dave. They have. John Chambers was in the keynote. John, of course. Long time partners. He's with Cisco for many years Intel. Cisco started eating with HP on the server business, but now he's also the chairman of pensando. HP is an investor in pensando general availability this month of that solution, and that's going to really help build out that next generation edge. So, you know, a chip set that HP E can offer similar to what we see how Amazon builds outpost s. So that is a solution both for the enterprise and beyond. Is as a B >>yeah course. Do. Of course, it's kind of, but about three com toe. Add more fuel to that tension. Go ahead, Tim. >>Well, I was going to pick apart some of those pieces because you know, at edge is not an edge is not an edge. And I think it's important to highlight some of the advantages that HP is bringing to the table where Pensando comes in, where Aruba comes in and also we're really comes in. I think there are a number of these components that I want to make sure that we don't necessarily gloss over that are really key for HP in terms of the future. And that is when you step back and you look at how customers are gonna have to consume services, how they're going to have to engage with both the edge and the cloud and everything in between. HP has a great portfolio of hardware. What they haven't necessarily had was the glue, that connective tissue to bring all of that together. And I think that's where things like Green Lake and Green Lake Central really gonna play a role. And even their, um, newer cloud services are going to play a role. And unlike outposts and unlike some of the other private cloud services that are on the market today, they're looking to extend a cloud like experience all the way to the edge and that continuity creating that simplicity is going to be key for enterprises. And I think that's something that shouldn't be understated. It's gonna be really important because when I look at in the conversations I'm having when we're looking at edge to cloud and everything in between. Oh my gosh, that's really complicated. And you have to figure out how to simplify that. And the only way you're going to do that is if you take it up a layer and start thinking about management tools. You start thinking about autumn, and as companies start to take data from the edge, they start analyzing it at the edge and intermediate points on the way to cloud. It's going to be even more important to bring continuity across this entire spectrum. And so that's one of the things that I'm really excited about that I'm hearing from Antonio's keynote and others. Ah, here at HP Discover. >>Yeah, >>well, let's let's stay on that stupid. Let's stay on that for a second. >>Yeah, I wanted to see oh interested him because, you know, it's funny. You think back. You know, HP at one point in time was a leader in, you know, management solutions. You know, HP one view, you know, in the early days, it was really well respected. I think what I'm hearing from you, I think about outpost is Amazon hasn't really put management for the edge. All they're doing is extending the cloud piece and putting a piece out of the edge. It feels like we need a management solution that built from the ground up for this kind of solution. And do I hear you right? You believe that to be as some of those pieces today? >>Well, let's compare and contrast briefly on that. I think Amazon and the way Amazon is well, is Google and Microsoft, for that matter. The way that they are encompassing the edge into their portfolio is interesting, but it's an extension of their core business, their core public cloud services business. Most of the enterprise footprint is not in public cloud. It's at the other end of that spectrum, and so being able to take not just what's happening at the edge. But what about in your corporate data center in your corporate data center? You still have to manage that, and that doesn't fall under the purview of Cloud. And so that's why I'm looking at HP is a way to create that connective tissue between what companies are doing within the corporate data center today, what they're doing at the edge as well as what they're doing, maybe in private cloud and an extension public cloud. But let's also remember something else. Most of these enterprises, they're also in a multi cloud environment, so they're touching into different public cloud providers for different services. And so now you talk about how do I manage this across the spectrum of edge to cloud. But then, across different public cloud providers, things get really complicated really fast. And I think the hints of what I'm seeing in software and the new software branding give me a moment of pause to say, Wait a second. Is HP really gonna head down that path? And if so, that's great because it is of high demand in the enterprise. >>Well, let's talk about that some more because I think this really is the big opportunity and we're potentially innovation is. So my question is how much of Green Lake and Green Lake services are really designed for sort of on Prem to make that edge to on Prem? No, I want to ask about Cloud, how much of that is actually delivering Cloud Native Services on AWS on Google on Azure and Ali Cloud etcetera versus kind of creating a cloud like experience for on Prem in it and eventually the edge. I'm not clear on that. You guys have insight on how much effort is going into that cloud. Native components in the public cloud. >>Well, I would say that the first thing is you have to go back to the applications to truly get that cloud native experience. I think HP is putting the components together to a prize. This to be able to capitalize on that cloud like experience with cloud native APS. But the vast majority of enterprise app they're not cloud native. And so I think the way that I'm interpreting Green Lake and I think there are a lot of questions Greenland and how it's consumed by enterprises there. There was some initial questions around the branding when it first came out. Um, and so you know it's not perfect. I think HP definitely have some work to do to clarify what it is and what it isn't in a way that enterprises can understand. But from what I'm seeing, it looks to be creating and a cloud like experience for enterprises from edge to cloud, but also providing the components so that if you do have applications that are shovel ready for cloud or our cloud native, you can embrace Public Cloud as well as private cloud and pull them under the Green Lake >>Rela. Yeah, ostensibly stew kubernetes is part of the answer to that, although you know, as we've talked about, Kubernetes is necessary containers and necessary but not sufficient for that experience. And I guess the point I'm getting to is, you know we do. We've talked about this with Red Hat, certainly with VM Ware and others the opportunity to have that experience across clouds at the Edge on Prim. That's expensive from an R and D standpoint. And so I want to kind of bring that into the discussion. HP last year spent about 1.8 billion in R and D Sounds like a lot of money. It's about 6% of its of it's revenues, but it's it's spread thin now. It does are indeed through investments, for instance, like Pensando or other acquisitions. But in terms of organic R and D, you know, it's it's it's not at the top of the heap. I mean, obviously guys like Amazon and Google have surpassed them. I've written about this with regard to IBM because they, like HP, spend a lot on dividends on share buybacks, which they have to do to prop up the stock price and placate Wall Street. But it But it detracts from their ability to fund R and d student your take on that sort of innovation roadmap for the next decade. >>Yeah, I mean, one of the things we look at it in the last year or so there's been what we were talking about earlier, that management across these environments and kubernetes is a piece of it. So, you know, Google laid down and those you've got Microsoft with Azure, our VM ware with EMS. Ooh! And to Tim's point, you know, it feels like Green Lake fits kind of in that category, but there's there's pieces that fall outside of it. So, you know, when I first thought of Green Lake, it was Oh, well, I've got a private cloud stack like an azure stack is one of the solutions that they have there. How does that tie into that full solution? So extending that out, moving that brand I do here, you know good things from the field, the partners and customers. Green Lake is well respected, and it feels like that is, that is a big growth. So it's HB 50 from being more thought of, as you know, a box seller to more of that solution in subscription model. Green Lake is a vehicle for that. And as you pointed out, you know, rightfully so. Software so important. And I feel when that thing I'd say HPI ee feels toe have more embracing of software than, say, they're closest competitors. Which is Dell, which, you know, Dell Statement is always to be the leading infrastructure writer, and the arm of VM Ware is their software. So, you know, just Dell alone without VM ware, HP has to be that full solution of what Dell and VM ware together. >>Yeah, and VM Ware Is that the crown jewel? And of course, HP doesn't have a VM ware, but it does have over 8000 software engineers. Now I want to ask you about open source. I mean, I would hope that they're allocating a large portion of those software engineers. The open source development developing tooling at the edge, developing tooling from multi cloud certainly building hooks in from their hardware. But is HP Tim doing enough in open source? >>Well, I don't want to get on the open source bandwagon, and I don't necessarily want to jump off it. I think the important thing here is that there are places where open source makes sense in places where it doesn't, um, and you have to look at each particular scenario and really kind of ask yourself, does it make sense to address it here? I mean, it's a way to to engage your developers and engage your customers in a different mode. What I see from HP E is more of a focus around trying to determine where can we provide the greatest value for our customers, which, frankly, is where their focus should be, whether that shows up in open source for software, whether that shows up in commercial products. Um, we'll see how that plays out. But I think the one thing that I give HP e props on one of several things I would say is that they are kind of getting back to their roots and saying, Look, we're an infrastructure company, that is what we do really well We're not trying to be everything to everyone. And so let's try and figure out what are customers asking for? How do we step through that? I think this is actually one of the challenges that Antonio's predecessors had was that they tried to do jump into all the different areas, you know, cloud software. And they were really X over, extending themselves in ways that they probably should. But they were doing it in ways that really didn't speak to their four, and they weren't connecting those dots. They weren't connecting that that connective tissue they needed to dio. So I do think that, you know, whether it's open source or commercial software, we'll see how that plays out. Um, but I'm glad to see that they are stepping back and saying Okay, let's be mindful about how we ease into this >>well, so the reason I bring up open source is because I think it's the mainspring of innovation in the industry on that, but of course it's very tough to make money, but we've talked a lot about H B's strength since breath is, we haven't talked much about servers, but they're strong in servers. That's fine We don't need to spend time there. It's culture. It seems to be getting back to some of its roots. We've touched on some of its its weaknesses and maybe gaps. But I want to talk about the opportunities, and there's a huge opportunity to the edge. David Flores quantified. He says that Tam is four. Trillion is enormous, but here's my question is the edge Right now we're seeing from companies like HP and Dell. Is there largely taking Intel based servers, kind of making a new form factor and putting them out on the edge? Is that the right approach? Will there be an emergence of alternative processors? Whether it's our maybe, maybe there's some NVIDIA in there and just a whole new architecture for the edge to authority. Throw it out to you first, get Tim Scott thoughts. >>Yeah, So what? One thing, Dave, You know, HP does have a long history of partnering with a lot of those solutions. So you see NVIDIA up on stage when you think about Moonshot and the machine and some of the other platforms that they felt they've looked at alternative options. So, you know, I know from Wicky Bon standpoint, you know, David Foyer wrote the piece. That arm is a huge opportunity at the edge there. And you would think that HP would be one of the companies that would be fast to embrace that >>Well, that's why I might like like Moonshot. I think that was probably ahead of its time. But the whole notion of you know, a very slim form factor that can pop in and pop out. You know, different alternative processor architecture is very efficient, potentially at the edge. Maybe that's got got potential. But do you have any thoughts on this? I mean, I know it's kind of Yeah, any hardware is, but, >>well, it is a little hardware, but I think you have to come back to the applicability of it. I mean, if you're taking a slim down ruggedized server and trying Teoh essentially take out, take off all the fancy pieces and just get to the core of it and call that your edge. I think you've missed a huge opportunity beyond that. So what happens with the processing that might be in camera or in a robot or in an inch device? These are custom silicon custom processors custom demand that you can't pull back to a server for everything you have to be able to to extend it even further. And, you know, if I compare and contrast for a minute, I think some of the vendors that are looking at Hey, our definition of edge is a laptop or it is this smaller form factor server. I think they're incredibly limiting themselves. I think there is a great opportunity beyond that, and we'll see more of those kind of crop up, because the reality is the applicability of how Edge gets used is we do data collection and data analysis in the device at the device. So whether it's a camera, whether it's ah, robot, there's processing that happens within that device. Now some of that might come back to an intermediate area, and that intermediate area might be one of these smaller form factor devices, like a server for a demo. But it might not be. It might be a custom type of device that's needed in a remote location, and then from there you might get back to that smaller form factor. Do you have all of these stages and data and processing is getting done at each of these stages as more and more resources are made available. Because there are things around AI and ML that you could only do in cloud, you would not be able to do even in a smaller form factor at the edge. But there are some that you can do with the edge and you need to do at the edge, either for latency reasons or just response time. And so that's important to understand the applicability of this. It's not just a simple is saying, Hey, you know, we've got this edge to cloud portfolio and it's great and we've got the smaller servers. You have to kind of change the vernacular a little bit and look at the applicability of it and what people are actually doing >>with. I think those are great points. I think you're 100% right on. You are going to be doing AI influencing at the edge. The data of a lot of data is going to stay at the edge and I personally think and again David Floor is written about this, that it's going to require different architectures. It's not going to be the data center products thrown over to the edge or shrunk down. As you're saying, That's maybe not the right approach, but something that's very efficient, very low cost of when you think about autonomous vehicles. They could have, you know, quote unquote servers in there. They certainly have compute in there. That could be, you know, 2344 $5000 worth of value. And I think that's an opportunity. I'd love to see HP Dell, others really invest in R and D, and this is a new architecture and build that out really infuse ai at the edge. Last last question, guys, we're running out of time. One of the things I'll start with you. Still what things you're gonna watch for HP as indicators of success of innovation in the coming decade. As we said last decade, kind of painful for HP and HP. You know, this decade holds a lot of promise. One of the things you're gonna be watching in terms of success indicators. >>So it's something we talked about earlier is how are they helping customers build new things, So a ws always focuses on builders. Microsoft talks a lot. I've heard somethin double last year's talk about building those new applications. So you know infrastructure is only there for the data, and the applications live on top of it. And if you mention Dave, there's a number of these acquisitions. HP has moved up the stack. Some eso those proof points on new ways of doing business. New ways of building new applications are what I'm looking for from HP, and it's robust ecosystem. >>Tim. Yeah, yeah, and I would just pick you back right on. What's do was saying is that this is a, you know, going back to the Moonshot goals. I mean, it's about as far away as HP ease, and HP is routes used to be and that that hardware space. But it's really changing business outcomes, changing business experiences and experiences for the customers of their customers. And so is far cord that that eight p e can get. I wouldn't expect them to get all the way there, although in conversations I am having with HP and with others that it seems like they are thinking about that. But they have to start moving in that direction. And that's actually something that when you start with the builder conversation like Microsoft has had, an Amazon has had Google's had and even Dell, to some degree has had. I think you missed the bigger picture, so I'm not saying exclude the builder conversation. But you have to put it in the right context because otherwise you get into this siloed mentality of right. We have solved one problem, one unique problem, and built this one unique solution. And we've got bigger issues to be able to address as enterprises, and that's going to involve a lot of different moving parts. And you need to know if you're a builder, you've it or even ah ah, hardware manufacturer. You've got to figure out, How does your piece fit into that bigger picture and you've got to connect those dots very, very quickly. And that's one of the things I'll be looking for. HP as well is how they take this new software initiative and really carry it forward. I'm really encouraged by what I'm seeing. But of course the future could hold something completely different. We thought 2020 would look very different six months ago or a year ago than it does today. >>Well, I wanna I want to pick up on that, I think I would add, and I agree with you. I'm really gonna be looking for innovation. Can h P e e get back to kind of its roots? Remember, H B's router invents it was in the logo. I can't translate its R and D into innovation. To me, it's all about innovation. And I think you know cios like Antonio Neri, Michael Dell, Arvind Krishna. They got a They have a tough, tough position because they're on the one hand, they're throwing off cash, and they can continue Teoh to bump along and, you know, placate Wall Street, give back dividends and share buybacks. And and that's fine. And everybody would be kind of happy. But I'll point out that Amazon in 2007 spent spend less than a $1,000,000,000 in R and D. Google spent about the back, then about the same amount of each B E spends today. So the point is, if the edge is really such a huge opportunity, this $4 trillion tam is David Foyer points out, there's a There's a way in which some of these infrastructure companies could actually pull a kind of mini Microsoft and reinvent themselves in a way that could lead to massive shareholder returns. But it was really will take bold vision and a brave leader to actually make that happen. So that's one of things I'm gonna be watching very closely hp invent turn r and D into dollars. And so you guys really appreciate you coming on the Cube and breaking down the segment for ah, the future of HP be well, and, uh and thanks very much. Alright. And thank you for watching everybody. This is Dave Volante for Tim Crawford and Stupid men. Our coverage of HP ease 2020 Virtual experience. We'll be right back right after this short break. >>Yeah, yeah, yeah, yeah.

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas. Lisa Martin with John Ferrier. You're watching the Cube live at Del Technologies World twenty nineteen. This is our second full day of Double Cube set coverage. We've got a couple of we're gonna really cool conversation coming up for you. We've got Robbie Pender County, one of our alumni on the cue back as VP product management server solutions. Robbie, Welcome back. >> Thank you, Lisa. Much appreciated. >> And you brought some Hollywood? Yes. Glenn Glenn ER, president of Sony Innovation Studios. Glenn and welcome to the Cube. >> Thank you very much. It's great to be here. >> So you are love this intersection of Hollywood and technology. But you're a filmmaker. >> Yeah. I have been filming movies for many years. Uh, I started off making motion pictures for many years. Executive produced him and over so production for them at one of our movie labels called Screen Gems, which is part of Sony Pictures. >> Wait a tremendous amount of evolution of the creative process being really fueled by technology and vice versa. Sony Innovation Studios is not quite one year old. This is a really exciting venture. Tell us about that and and what the the impetus was to start this company. >> You know that the genesis for it was based out of necessity because I looked at a nice Well, you know, I love making movies were doing it for a long time. And the challenge of making good pictures is resource is and you never get enough money believing not you never get enough money and never get enough time. That's everybody's issue, particularly time management. And I thought, Well, you know, we got a pretty good technology company behind us. What if we looked inward towards technology to help us find solutions? And so innovation studios is born out of that idea on what was exciting about it was to know that we had, uh, invited partners to the game right here with Del so that we could make movies and television shows and commercials and even enterprise solutions leaning into state of the art and cutting edge technology. >> And what some of the work prize and you guys envision coming out this mission you mentioned commercials. TV is it going to be like an artist's studio actor? Ackerson Ball is Take us through what this is going to look like. How does it get billed out? >> I lean into my career as a producer. To answer that one and say is going to enable that's one of the greatest things about being a producer is enabling stories, uh, inspiring ideas to be Greenland. That may not have been able to be done so before. And there's a key reason why we can't do that, because one of our key technologies is what we call the volumetric image acquisition. That's a lot of words. You probably say. What the heck is that? But a volumetric image acquisition is our ability to capture a real world, this analog world and digitize it, bring it into our servers using the power of Del and then live in that new environment, which is now a virtual sets. And that virtual set is made out of billions and trillions in quadrillions of points, much like the matter around us. And it's a difference because many people use pixels, which is interpretation of like worry, using points which is representative of the world around us, so it's a whole revolutionary way of looking at it. But what it allows us to do is actually film in it in a thirty K moving volume. >> It's like a monster green screen for the world. Been away >> in a way, your your your your action around it because you have peril X so these cameras could be photographing us. And for all you know, we may not be here. Could be at stage seven at Innovation Studios and not physically here, but you couldn't tell it. If >> this is like cloud computing, we talking check world, you don't the provisional these resource is you just get what you want. This is Hollywood looking at the artistry, enabling faster, more agile storytelling. You don't need to go set up a town and go get the permit. All the all the heavy lifting you're shooting in this new digital realm. >> That's right. Exactly. Now I love going on location on. There's a lot to celebrate about going on location, but we can always get to that location. Think of all the locations that we want to be in that air >> base off limits. Both space, the one I >> haven't been, uh, but but on said I've been I've walked on virtual moons and I've walked on set moons. But what if we did a volumetric image acquisition of someone set off the moon? Now we have that, and then we can walk around it. Or what if there's a great club, a nightclub? This says guys want you shoot here, but we have performances Monday night, Tuesday night, Wednesday night there. You know they have a job. What if we grab that image, acquired it, and then you could be there anytime you want. >> Robbie, we could go for an hour here. This is just a great comic. I >> completely agree with you. >> The Cube. You could. You could sponsor a cube in this new world. We could run the Q twenty four seven. That's absolutely >> right. And we don't even have >> to talk about the relationship with Dale because on Del Technologies, because you're enabling new capabilities. New kind of artistry was just totally cool. Want to get back to the second? But you guys were involved. What's your role? How do you get involved? Tell the story about your >> John. I mean, first and foremost one of things that didn't Glendon mention is he's actually got about fifty movies to his credit. So the guy actually knows this stuff, so which is absolutely fantastic. So we said, How do you go take average to the next level? So what else is better than trying to work something out, wherein we together between what Glenn and Esteem does at the Sony Innovation Labs for Studio Sorry. And as in Dead Technologies could do is to try and actually stretch the boundaries of our technology to a next tent that when he talks about kazillion bytes of data right one followed the harmony of our zeros way have to be able to process the data quickly. We have to be able to go out and do their rendering. We probably have to go out and do whatever is needed to make a high quality movie, and that, I think, in a way, is actually giving us an opportunity to go back and test the boundaries of their technology. They're building, which we believe this is the first of its kind in the media industry. If we can go learn together from this experience, we can actually go ahead and do other things in other industries. To maybe, and we were just talking about how we could also take this. He's got his labs here in Los Angeles, were thinking maybe one of the next things we do based on the learnings we get, we probably could take it to other parts of the world. And if we are successful, we might even take it to other industries. What if we could go do something to help in this field of medicine? >> It's just thinking that, right? Yes. >> Think about it. Lisa, John. I mean, it's phenomenal. I mean, this is something Michael always talks about is how do we as del technologies help in progress in the human kind? And if this is something that we can learn from, I think it's going to be phenomenal. >> I think I think that's so interesting. Not only is that a good angle for Del Technologies, the thing that strikes me is the access toe artist trees, voices, new voices that may be missed in the prop the vetting process the old way. But, you know, you got to know where we're going. No, in the Venture Capital way seen this with democratization of seed labs and incubators, where, if you can create access to the story, tells on the artists we're gonna have one more exposure to people might have missed. But also as things change, like whether it's Ray Ray beaming and streaming, we saw in the gaming side to pull a metric or volumetric things. You're gonna have a better canvas, more paint brushes on the creative side and more. Artist. Is that the mission to get AC, get those artists in there? Is it? Is that part of the core mission submission? Because you're going to be essentially incubating new opportunities really fast. >> It's, uh, it's very important to me. Personally. I know it speaks of the values of both Sony and L. I like to call it the democratization of storytelling. You know, I've been very blessed again, a Hollywood producer, and we maybe curate a certain kind of movie, a certain kind of experience. But there's so many voices around the world that need to be hurt, and there are so many stories that otherwise can't be enabled. Imagine a story that perhaps is a unique >> special voice but requires distance. It requires five disparate locations Perhaps it's in London, Piccadilly Circus and in Times Square. And perhaps it's overto Abu Dhabi on DH Libya somewhere because that's part of the story. We can now collapse geography and bring those locations to a central place and allow a story to be told that may not otherwise have been able to be created. And that's vital to the fabric of storytelling worldwide's >> going change the creative process to you don't have to have that waterfall kind of mentality like we don't talk about intact. You're totally distributed content, decentralized, potentially the creative process going change with all the tools and also the visual tools. >> That's right. It's >> almost becoming unlimited. >> You wanted to be unlimited. You want the human spirit to be unlimited. You want to be able to elevate people on. That's the great thing about what we're trying to achieve and will achieve. >> It is your right. I mean, it is interesting, you know, we were just talking about this, too. Uh, we're in, you know, as an example. Shock tank. Yes, right. I mean, they obviously did it. The filming and stuff, and then they don't have the access. Let's say to the right studio. But the fact is, they had all this done. Andi, you know, they had all the rendering they had captured. Already done. You could now go out and do your chute without having all the space you needed. >> That's right. In the case of Shark Tank, which shoots a Sony Pictures studios, they knew they had a real estate issue. The fact of the matter is, there's a limited amount of sound stages around the world. They needed to sound stages and only had access to one. So we went in and we did a volumetric image acquisition of their exit interview stage. They're set. And then when it came time to shoot the second half a season ten, one hundred contestants went into a virtual set and were filmed in that set. And the funny thing is, one of the guys in the truck you know how you have the camera trucks and, you know, off offstage, he leaned into the mike. Is that you guys, could you move that plant a couple inches to the left and somebody said, Uh, I don't think we can do it right now, he said, We're on a movie lot. You could move a plant. They said No, it's physically not there. We're on innovation studios goes Oh, that's right. It's virtual mind. >> So he was fooled. >> He was pulled. In a way, we're >> being hashing it out within a team. When we heard about some of the things you know Glenn and Team are doing is think about this. If you have to teach people when we are running short of doctors, right? Yeah, if you could. With this technology and the learnings that come from here, if you could go have an expert surgeon do surgery once you're captured, it would be nice. Just imagine, to take that learning, go to the new surgeons of the future and trained them and so they can get into the act without actually doing it. So my point and all this is this is where I think we can take technology, that next level where we can not only learn from one specific industry, but we could potentially put it to human good in terms of what we could to and not only preparing the next of doctors, but also take it to the next level. >> This was a great theme to Michael Dell put out there about these new kinds of use case is that the time is now to do before. Maybe you could get there technology, but maybe aspirational. Hey, let's do it. I could see that, Glenn, I want to ask you specifically. The time is now. This is all kind of coming together. Timing's pretty good. It's only gonna get better. It's gonna be good Tech, Tech mojo Coming for the creative side. Where were we before? Because I can almost imagine this is not a new vision for you. Probably seen it now that this house here now what was it like before for, um and compare contrast where you were a few years ago, maybe decades. Now what's different? Why? Why is this so important >> for me? There's a fundamental change in how we can create content and how we can tell stories. It used to be the two most expensive words in the movie TV industry were what if today that the most important words to me or what if Because what if we could collapse geography? What if we could empower a new story? Technology is at a place where, if we can dream it. Chances are we can make it a reality. We're changing the dynamics of how we may content. He used to be lights, action camera. I think it's now lights, action, compute power action, you know, is that kind of difference. >> That is an amazing vision. I think society now has opportunities to kind of take that from distance learning to distance connections, the distance sharing experiences, whether it's immersion, virtual analog face, the face could really be powerful. Yeah, >> and this is not even a year old. >> That's right. >> So if you look at your your launch, you said, I think let june fourth twenty eighteen. What? Where do you go from here? I mean, like we said, this is like, unlimited possibilities. But besides putting Robbie in the movie, naturally, Yes, of course I have >> a star here >> who? E. >> So I got to say he's got star power. >> What's what's next year? Exactly? >> Very exciting. I will say we have shark tank Thie Advanced Imaging Society gives an award for being the first volume met you set ever put out on the airwaves. Uh, for that television show is a great honor. We have already captured uh, men in black. We captured a fifty thousand square foot stage that had the men in black headquarters has been used for commercials to market the film that comes out this June. We have captured sets where television shows >> and in hopes, that they got a second season and one television show called up and said, Guys, we got the second season so they don't have to go back to what was a very expensive set and a beautiful set >> way captured that set. It reminds me of a story of productions and a friend of mine said, which is every year. The greatest gift I have is building a beautiful set and and to me, the biggest challenges. When I say, remember that sent you built four years ago? I need that again. Now you can go >> toe. It's hard to replicate the exact set. You capture it digitally. It lives. >> That's exactly it. >> And this is amazing. I mean, I'd love to do a cube set into do ah, like a simulcast. Virtually. >> So. This is the next thing John and Lisa. You guys could be sitting anywhere going forward >> way. You don't have to be really sitting here >> you could be doing. What do you have to do? And, you know, you got everything rendered >> captured. We don't have to come to Vegas twenty times a year. >> We billed upset once. You >> know you want to see you here believing that So I'LL take that >> visual is a really beautiful thing. So if we can with hologram just seeing people doing conscious with Hollywood. Frank Zappa just did a concert hologram concert, but bringing real people and from communities around the world where the localization diversity right into a content mixture is just so powerful. >> Actually, you said something very interesting, John, which is one of the other teams to which is, if you have a globally connected society and he wanted try and personalize it to that particular nation ethnicity group. You can do that easily now because you can probably pop in actors from the local area with the same. Yeah, think about it. >> It's surely right. >> There's a cascade of transformations that that this is going Teo to generate. I mean just thinking of how different even acting schools and drama schools will be well, teaching people how to behave in these virtual environments, right? >> How to immerse themselves in these environments. And we have tricks up our sleeves that Khun put the actor in that moment through projection mapping and the other techniques that allow filmmakers and actors to actually understand the world. They're about to stepped in rather than a green screen and saying, OK, there's going to be a creature over here is gonna be blue Water falls over there will actually be able to see that environment because that environment will exist before they step on the stage. >> Well, great job the Del Partnership. On my final question, Glenn, free since you're awesome and got a great vision so smart, experienced, I've been really thinking a lot about how visualization and artistry are coming together and how disciplines silo disciplines like music. They do great music, but they're not translating to the graphics. It was just some about Ray tracing and the impact with GP use for an immersive experiences, which we're seeing on the client side of the house. It del So you got the back and stuff you metrics. And so, as artist trees, the next generation come up. This is now a link between the visual that audio the storytelling. It's not a siloed. >> It is not >> your I want to get your vision on. How do you see this playing out and your advice for young artists? That might be, you know, looked as country. What do you know? That's not how we do it. >> Well, the beautiful thing is that there are new ways to tell stories. You know, Hollywood has evolved over the last century. If you look at the studios and still exist, they have all evolved, and that's why they do exist. Great storytellers evolved. We tell stories differently, so long as we can emotionally relate to the story that's being told. I say, Do it in your own voice. The cinematic power is among us. We're blessed that when we look back, we have that shared experience, whether it's animate from Japan or traditional animation from Walt Disney everybody, she shares a similar history. Now it's opportunity to author our new stories, and we can do that and physical assets and volumetric assets and weaken blend the real and the unreal. With the compute power. The world is our oyster. >> Wow, >> What a nice >> trap right there. >> Exactly. That isn't my job. The transformation of of Hollywood. What it's really like the tip of the iceberg. Unlimited story potential. Thank you, Glenn. Thank you. This has been a fascinating cannot wait to hear, See and feel and touch What's next for Sony Animation studios With your technology power, we appreciate your time. >> Thank you. Thank you both. Which of >> our pleasure for John Carrier? I'm Lisa Martin. You're watching the Cube lie from Del Technologies World twenty nineteen We've just wrapped up Day two we'LL see you tomorrow.

>> Hello and welcome to a special CUBE Conversation. I'm John Furrier, the co-founder of SiliconANGLE on theCUBE. We're here in Sundance 2018 at the Intel Tech Lounge for a panel discussion with experts on the topic of The New Creative. We believe a new creative renaissance is coming in application development and also artistry. The role of craft and the role of technology and software coming together at the intersection. You're seeing results in the gaming industry. Virtual reality, augmented reality, mixed reality. A new wave is coming and it's really inspiring, but also there's a few thought leaders at the front end of this big wave setting the trends and they're here with us in this special panel for The New Creative. Here with us is Brooks Browne, Global Director of VR at Starbreeze Studios, a lot to share there, welcome to the panel. Lisa Watt, VR Marketing Strategist at Intel, Intel powering a lot of these VR games here. And Winslow Porter, co-founder and director of The New Reality Company. Many submissions at Sundance. Not this year, but a ton of experience talk about the role of Sundance and artistry. And then we have Gary Radburn who's a director of commercial VR and AR from media within Dell, Dell Technologies. Guys, welcome to this panel. Lisa, I want to start off with you at Intel. Obviously the Tech Lounge here, phenomenal location on Main Street in Sundance. Really drawing a massive crowd. Yesterday it was packed. This is a new generation here and you're seeing a younger demographic. You're seeing savvier consumers. They love tech, but interesting Sundance is turning into kind of an artistry tech show and the game is changing, your thoughts on this new creative. >> Yeah, it's been amazing to watch. I've been here for, this is my third year coming back with VR experiences. And it's really just been incredible to see. Sundance has been on the leading edge of exploring new technologies for a long time and I think this is, I feel like you know this feels like the break out year really. I mean, it's been successful the last few years, but something about this year feels a little bit different. And I think maybe it's the people are getting more familiar with the technology. I think the artists are getting more comfortable with how to push the boundaries. And then we certainly are getting a lot out of seeing what they're doing and how we can improve our products in the future. >> We were talking yesterday, Lisa, about the dynamic at Sundance. And you were mentioning that you see a few trends popping out. What is the most important story this year for the folks who couldn't make it, who might be watching this video that you see at Sundance? Obviously it's a great day today, it's snowing, it's a white day, it's beautiful powder, greatest snow on Earth. But there's some trends that are emerging. We had a march this morning, the Women's March. You're seeing interesting signals. What's your view? >> I think there's a lot less desire to put up with subpar experiences. I mean I think everyone is really starting to push the boundaries, I mean, we saw a lot of 360 video which we love for a linear narrative. But they're really breaking out and really exploring what does it mean to have autonomy especially in the virtual reality experiences, a lot more social is coming to the forefront. And then a lot more exploration of haptics and the new ways of extending into more 4D effects, etc. So I think it's very very exciting. We're really excited to see all the new innovations. >> Winslow, I want to ask you, if you can comment, you've been an active participant in the community with submissions here at Sundance. This year you're kind of chilling out, hanging out. You've been on the front lines, what is your take on the vibe? What's the sentiment out there? Because you're seeing the wave coming, we're feeling it. It feels early. I don't know how early it is, and the impact to people doing great creative work. What's that take? >> Well yeah, it's kind of like VR years are like dog years, you know. Like a lot can happen in a month in the VR space. So I had a piece here in 2014 called Clouds. It was an interactive documentary about Creative Code, but that was back when there was only two other VR pieces. It's interesting to see how the landscape has changed. Because CCP Games had a piece there. An early version of E Valkyrie. And unfortunately in the last three months, they had to close their VR wing. So, and then Chris Milk also had a Lincoln piece with Beck. Which was a multi camera 360, actually it was a flash video that they recorded to the DK1. And so that was, seeing that everyone was, saw the potential. The technology was still pretty rudimentary or crude even, we should say. Before any tracking cameras. But every year people learned from previous Sundances and other festivals. And we're seeing that Sundance kind of raises the bar every year. It's nice that it's in January because then there's all these other festivals that sort of follow through with either similar content, newer versions of content that's here, or people have just sort of learned from what is here. >> So I got to ask you. You know, obviously Sundance is known for pushing the boundaries. You see a lot of creative range. You see a lot of different stuff. And also you mentioned the VR. We've seen some failures, you've seen some successes, but that's growth. This market has to have some failures. Failures create opportunities to folks who are reiterating in that. What are some of the things that you can point to that are a positive? Things that have happened whether they're failures and/or successes, that folks can learn from? >> Well, I think that this year there's a lot more social VR. We're connecting people. Even though they're in the same space, they're able to be in this new virtual world together. There's something amazing about being able to interact with people in real life. But as soon as you have sort of a hyper reality where people are able to be experiencing a Sufi ritual together. Things that you wouldn't normally... That they're not possible in the real world. And also, I think that there's issues with lines too. Obviously every year, but the more that we can have larger experiences with multiple people, the more people we can get through. And then more impact we can make on the audience. It's really... We were in claim jumper last year. And we could only get one person in every 10 minutes. And that makes things pretty tricky. >> And what are you doing at Sundance this year? You've obviously got some stuff going on with some of the work you've done. What's your focus? >> So yeah we have a company called New Reality Company where we produce Giant and Tree. It's part of a trilogy where Breathe is going to be the third part. We're going to be completing that by the end of this year. And right now, I would say the best thing about Sundance is the projects, but also the people. Being able to come here, check in, meet new people, see partners that we've been working with in the past. Also new collaborations, everywhere you turn, there's amazing possibilities abound. >> I want to talk about empathy and social. I mentioned social's interesting in these trends. I want to go to Brooks Brown, who's got some really interesting work with Starbreeze and the Hero project. You know, being a pioneer, you've got to take a few arrows in your back, you've got to blow peoples' minds. You're doing some pretty amazing work. You're in the front lines as well. What's the experience that you're seeing? Talk about your project and its impact. >> Well for us, we set out with our partner's ink stories, Navid Khonsari, a wonderful creative, and his entire team to try to create that intensely personal experience kind of moving the opposite direction of these very much social things. The goal, ultimately being to try to put a person inside of an event rather than a game style situation where you have objective A, B, or C. Or a film that's a very, very hyper linear narrative. What is that sort of middle ground that VR itself has as unique medium? So we built out our entire piece. Deep 4D effects, everything is actually physically built out so you have that tactility as you walk around. Things react to you. We have smell, temperature, air movement, the audio provided by our partners at DTS is exceptional. And the goal is ultimately to see if we put you in a situation... I'm doing my best not to talk about what that situation is. It's pretty important to that. But to watch people react. And the core concept is would you be a hero? All over the world, every day people are going through horrific stuff. We're fortunate because we're the kind of people who, in order to experience, say a tragedy in Syria, we're fortunate that we have to go to Park City, Utah and go in virtual reality to experience something that is tragic, real, and deeply emotional. And so our goal is to put people through that and come out of it changed. Traumatized actually. So that way you have a little bit more empathy into the real world into the actual experiences they went through. >> And what's the goal? This is interesting because most of the some stuff you see, the sizzle out there is look at the beautiful vistas and the beaches and the peaks and you can almost be there. Now you're taking a different approach of putting people in situations that probe some emotional responses. >> Yeah. It's a big deal to us. The way Navid like to put it, and I'm going to steal this from him, is you see a great deal of people prototyping on hardware and all of these things, and it's great cause we need that. We need to be able to stand on the shoulders of those giants to be able to do these things. But you see very few people really prototyping what is the concept of story as per VR? We've been doing, at Starbreeze, we've been doing location based for some time now and I've been getting thousands upon thousands of pitches. And whenever you get a pitch, you can pretty much identify, oh you come from a film background, you come from a games background. There's very few people who come down that middle line and go, well this is what VR is supposed to be. This is that interesting thing that makes it very deeply unique. >> What's the confluence and what's the trend in your mind as this changes? Cause you mentioned that gamers have affinity towards VR. We were talking about that before we came on the panel. You know, pump someone in mainstream USA or around the world who does email, does work, may not be there, you're seeing this confluence. How is that culture shifting? How do you see that? Cause you're bringing a whole nother dimension. >> We're trying to go back to a little bit, something about this Sundance being a little bit different. I think in general in VR, you're seeing this sort of shift from a few years ago it was all potentiality. And I think a lot of us, the projects were great, but a lot of us who work in VR were like oh I see what they're trying to do. And people like my dad would be like I don't. I don't see what they're trying to do. But that is shifting. And you're seeing a larger shift into that actuality where we're not quite there yet where we can talk about the experiences every day Americans are going to have. What is the real ready player one that we're actually going to have existing. We're not there yet, but we're much closer every time. And we're starting to see a lot of these things that are pushing towards that. Final question before I go to some of the speeds and feeds questions I want to get with Intel and Dell on is what is the biggest impact that you're seeing with your project and VR in general that will have the most important consequences for societal impact? >> Well, we were fortunate yesterday we had a number of people come through Hero. And a number of them simply actually couldn't handle it. Had to come out. We had to pull people out. The moment we took the headset off, they were, tears were streaming down their face. There's a level of emotional impact VR is extremely able to cut through. It's not that you're playing a character. It's not that you're in a separate world. You are you inside of that space. And that is a dangerous but very promising ability of VR. >> Winslow, could you take a stab at that, I'd like to get your reaction to that because people are trying to figure out the societal impact in a positive way and potentially negative. >> Yeah I mean, so with that, whenever you traumatize somebody else or have the ability to possibly re-traumatize somebody... In Giant, we made sure that we gave them a trigger warning because yeah these things can be intensely intimate or personal for somebody who already has that sort of baggage with them or could be living in a similar experience. In Giant, we witnessed the last moments of a family. As they're convincing their daughter that the approaching bomb blast is a giant that actually wants to play with her. And so we put haptics in the chair so the audience was also surprised. But we let them know that it was going to be taking place in a conflict zone. So if that was something that they didn't want to participate in, that they could opt out. But again, like we didn't know... We had to go and buy tissues like right off the bat because people were crying in the headset. And that's kind of a... It's an interesting problem to have for the sake of what are sort of the rules around that? But also it makes it more difficult to get people through the experience in a timely fashion as well. But yeah, but we're seeing that as things become more real then there's also a chance to possibly impact people. It's the... >> So it's social for you? You see it as a social impact? >> Well, I mean if everyone's experiencing the same thing that can be social, but again if it's a one on one experience, it's sort of like up to the filmmaker to make sure that they have the scruples that they are playing by the rules. Cause there's right now most every piece of content is being released through Oculus, Steam, or Viveport. But there will be... It's heavily regulated right now, but as soon as there's other means of distributing the content, it could take a different sort of face. >> Certainly some exciting things to grab on, great stuff. I want to get to the commercial angle. Then we're going to talk more about the craft and the role of artistry in the creating side of it. Gary, you're the commercial VR expert at Dell. You're commercializing this. You're making the faster machines. We want faster everything. I mean everyone... Anyone who's in VR knows that all the graphics cards. They know the speeds and feeds. They're totally hardware nerds. What's going on? Where's the action? >> Okay, that's such a large question. I mean we've had some great stuff here that I also want to comment on as well. But inside the commercial side, then yeah everybody wants bigger, stronger, better, faster. And to Winslow's comment about the dog years, that really puts the pressure on us to continue that innovation and working with partners like Intel to get those faster processors in there. Get faster graphics cards in there so that we can get people more emotionally bought in. We can do better textures, we can get more immersion inside the content itself. We're working a lot around VR in terms of opening peoples' eyes for societal impact. So VR for good for instance. Where we're taking people to far flung corners of the Earth. We work with Nat Geo explorer Mike Libecki to show the plight of polar bears in Greenland and how they're gradually becoming extinct for an edutainment and a learning tool. The boundaries are really being pushed in entertainment and film. That's always been the case. Consumer has always really pushed that technology. Commercial's always been a bit of a lagger. They want stability in what's going on. But the creation that's going on here is absolutely fantastic. It's taken what is essentially a prosumer headset and then taking it into that commercial world and lit it up. 360 video, its very inception, people are using it for training inside of their businesses and so that's now going out into businesses now. We're starting to see advances in 360 video with more compute power needed. Where, to the point about immersion and getting people emotionally bought in. Then you can start doing volumetric, getting them in there. And then we're also working with people like Dr. Skip Rizzo who was on our panel yesterday where we're starting to go into, okay, we can treat PTSD. Help people with autism, through the medium of VR. So again, that buys into... >> These are disruptive use cases that are legit? >> Yeah. >> These are big time, market moving, helping people... >> Absolutely. And that where it becomes really, really powerful. Yes, we want our companies to embrace it. Companies are embracing it for training. But when you start seeing the healthcare implications and people crying inside of headsets. That's effecting you deeply, emotionally. If you can make that for good, and change somebody's trigger points inside of PTSD, and the autism side of helping somebody in interview techniques to be able to be more self sufficient, it's absolutely awesome. >> This is the new creative. So what's your take on the new creative? What's your definition? Cause you're talking about a big range of use cases beyond just film making and digital artistry. >> Yeah, absolutely so the new creative is like with all the great work that's here, people are looking at film and entertainment. Now the world really is the oyster for all the creatives out there. People are clamoring out for modelers, artists, story tellers, story experiencers to be able to use that inside their commercial environments to make their businesses more effective. But they're not going to have a 360 video production company inside of their commercial organization. And it's then leveraging all of the creative here and all of the great stuff here. Which is really going to help the whole world a lot. >> Lisa, I want to get your thoughts on this cause you guys at Intel here at the Tech Lounge have a variety of demos, but there's a range of pro and entry level tools that can get someone up and running quickly to pro. And so there's a creative range not only just for digital artistry, but also business we're hearing. So what's the... Cause AI's involved in a lot of this too though. It's not just AI, it's a lot of these things. What's the Intel take on this. >> Well I think it's really an interesting time for us at Intel because one of the things that we have that I think probably nobody else has. We have this amazing slate of products that really cover the end to end process. Both from the creation side of the house all the way to the consumption side. And we talk a lot about our processors. We worked on an amazing project, a couple of huge scenes inside of the Sansar environment. Which is a great tool for really democratizing the creation of spaces. It's a cloud hosted service but it utilizes this amazing client-server architecture. We created four huge spaces in a matter of eight weeks to launch at CES. And some of the technologies that Gary was referring to just in pure processing power like two generations old processors were taking three hours to render just a small portion of a model where our newest generation Core i9s with our opting technology took that time to 15 minutes. So when we think about what we can do now, and those technologies are going to be available in even portable laptop form factors. We've got the piece where we were working here SPHERES. They were able to actually make some corrections and some tweaks basically immediately without having to send them off to some render farm. They were able to do those things. And I know Winslow has talked about that as well. What does it mean to you to be able to react real time. And be able to do your creative craft where you are and then be able to share that so readily. And then you know... I just think that's kind of an amazing equalizer. It's really democratizing the creation process. >> Okay the next question that begs for everyone to address is where are we in this progression? Early? What work needs to get done? Where are we holding back? Is it speeds and feeds? Is it the software? Is it the routines, libraries, art? Where's the bottleneck? Why isn't it going faster? Or is it going faster? >> I would, and I'm sure the team would agree here, I would say that one of the key things is the creator tools themselves, right. They are still somewhat cumbersome. We were talking to another filmmaker. He was like I can't even, I have to play the whole piece from the beginning, I can't just go in and edit, you know change control, being able to collaborate on these pieces with other people. I mean, if you can collaborate in a real world space, you should be able to also collaborate in VR and have change control and all those sorts of things that are necessary to the iteration of a project. So we're trying to work with our software partners. They're all doing a really great job of trying to iterate that, but it's going to take some time. I mean I think that's probably the bigger thing that's holding everything back. We're going to be right there with the processing power and the other technologies that we bring to the table. OEM partners are going to be right there with the best devices. I really think it's something we've all got to push for as far as those tools getting better. >> Brooks, comment on anything? You're in the... >> So for me, the thing that's holding back VR in general is actually the art form itself. One of the great challenges, if you look back, at say the history of film... We're at Sundance, so it's probably fairly apropo. Very early on in the early movies, aside from penny arcade machines that you'd actually stare at, they were 10 minute almost like plays that people would go to almost a playhouse and they'd watch this thing. There were not cuts, there were no angles. It was a single wide shot. Great Train Robbery came around and there was this crazy thing they did called an edit. Where they spliced film together. And if you go back and you read, and they did these dolly shots. People will have no idea what they're watching. There's no way people will be able to follow that. Like people were not happy with it at the time. Now it's stuff that children do on their iMacs at home. They do iMacs all the time, they do it on their iPhones, on their Android devices. These are normal languages of film that we have. VR doesn't have that yet. And there's not a great deal of effort being made in that direction. There's people here doing that. So I'm kind of speaking in the middle of the group, but outside of these people, there's only a handful who are really doing that and it's a significant challenge. When people who are the mainstream consumer put on a VR headset, it needs to be more than just a magic trick where they go oh that's cool. And that tends to be the vast majority of experiences. So what is the thing that is going to make someone go oh I get why we have VR as a medium. And we're not there yet. We're in the direction, but that's >> So you mentioned earlier the point where you can tell if someone's from film or gaming or whatever when you talk to them about VR. Who is the future VR developer? Is it a filmmaker? Is it a gamer? Is it a digital artist? What is this evolving? >> It's a kid in his basement who no one knows and is screwing around with it and is going to do something that everyone thinks is stupid. Like, it's going to be that. Basically every major leap in gaming is kind of the same thing. It's when we understand how ludonarrative dissonance works inside of telling how people move around a space. It's about how we do Dutch angle suddenly in film. And these things get invented. It's going to be some kid who's just screwing around who doesn't have the baggage of the language of film. A lot of the people I know in VR have been fortunate to work in film, in games and interactive or web dev. So you come from a lot of places but someone's going to come along who has none of that baggage. And they're going to be... >> Well you guys are pioneers and you're doing it. So for the first person out there that's in their basement, that inspirational soundbite or comment. How can you guys talk to that person or that group? Because this is the democratization, this is what's happening. It's not the gatekeepers. It's real creatives out there that could come from anywhere. YouTube generation, Twitch generation, gaming. What would you say to that person to motivate them and to give them that passion? >> Well it's only going to get easier, faster, cheaper, all these things are happening. But again, yeah I totally agree with what Brooks said. It's really about the culture and about educating the audience and getting them up to speed. There are some VR experiences that as soon as they put on the headset, like somebody who's never done it before, immediately will take it off cause they'll get nauseated. And then there's people, like kids who are like jet fighters. They've seen everything. You could throw like a 30 frames per second experience at them and that doesn't even phase them. They can be, all of a sudden their worlds are changing and they're like bring it because they're ready for that. So I think it's sort of about raising the bar for what the audience is comfortable with, familiar with, educating the community. There's a lot of tools right now, you know with Unreal and Unity that allow people who have very little... They don't need to know C# or C++, they can get started in a lot of like visual. What you see is what you get. Being able to drag things into a virtual room. And the windows headsets that are out. They refer to them as mixed reality, but just even having the ability to flip up the screen and transition from the virtual world to the real world in milliseconds, it allows you to be able to create things more at the speed of thought instead of coming up with an idea, coding it, and making sure it works, and then eventually putting on the headset. The sooner that we can actually be ideating inside this virtual environment is when things will get really interesting. >> So the next question is to take to the next level is what's the playbook? How does someone get involved? How does someone ingratiate into a community? If I'm an artist, I want to get, and I'm proficient with technology, or maybe not, how do they get involved? Is it community driven? Is it social? You guys mentioned seeing social's a big trend here. How do people get involved? What's the track? >> Well yeah you don't just need to go to a grad school or... There's a lot of programs out there that are popping up. Almost every single major state school has like an interactive art program now. And that wasn't the case like two or three years ago. So we're seeing that that's a big shift in the culture. But again, VR is still... It's expensive and it's you know, like VR, I refer to it's in the stage of it's almost like in the neo geo phase, maybe a little before that. But it's the really expensive thing that your friend's neighbor has. Or his older brother or something. You get to play it a little bit, you're like that's great but there's no way in hell I'm going to... You know, I can't afford that or like that just doesn't really work with my lifestyle right now so it needs to incorporate itself into our everyday, our habits. And it needs to be something that... If we're all doing it then it makes sense for us to do it together not just somebody in their basement doing it by themselves. >> Yeah feel free to comment, this is a good topic. >> Oh yeah, absolutely. So what we're doing is sort of about democratization and accessibility. So for people to get into the then they're going to need a rig, they're going to need a headset and previously it's actually been quite expensive to actually take that first plunge into it. So now by democratizing and bringing price points down, it makes it more accessible. That helps content creators because there's now more of an audience that can now consume that content. And the people that can then play with the medium and consume it now have a better reason to do it. So we're working on that. We're also working on the education pieces like Key. It's actually going out there to schools and actually letting them experience VR and play with VR. Because it is a whole new different medium. We've seen film directors and filmmakers go into the VR space and things that worked in 2D film like fast pans and whatever else so the points have already been made don't really translate into VR without somebody losing their lunch. So it is going to be somebody who's coming up who hasn't got the baggage of previous skill sets inside of 2D doing it inside of VR. So we're going to see that. And in terms of the technology, everybody's wanting things to progress. That shows the level of excitement out there. And everybody wants to get into it. Everybody wants to see it go further. And I'm reminded of the mobile phone. Mobile phone, 30 years ago? Two suitcases for batteries, a large brick on the ear and a car antennae. Okay, so where we are now, if you had a time machine and you went back in time to talk to the inventor of the mobile phone, well, I'd be a lot richer because I know sports results and all, but that aside, but you go back and talk to them and you said do you know in 30 years time, everybody is going to be carrying that device? Everybody's going to be dependent on that device? They're going to get social anxiety and separation anxiety if they lose it. And they will probably laugh in your face. >> Alright so since you brought up the phone analogy, since I love that example, are we in the Blackberry moment of VR and no one yet has built the iPhone? Because the iPhone was the seminal moment for smartphones. And you see what happened there. Is VR needing that kind of break? Or is it there? >> I think we're on the cusp. Where we are at the moment with technology, we've had the headsets, which I say have been more in the consumer space, they've been designed to hit a certain price point. We had CES the other week where we've had advancements now in the resolutions of headset that are now coming out. One of the issues was well I can't see texts, I can't read texts. So from a working environment, if you're actually using tools that you would normally use on a 2D screen, you can now translate that and read that text. However, in terms of the tools that people use, why are we trying to put 2D screens into a VR headset? We've got a whole new way of interacting with data. We've got a whole new way of doing things that are going to be more intuitive than the mouse and keyboard interaction that we're used to. Why just translate that. Let's push that envelope and those are the developments that we're pushing our partners and our ISVs to really embrace. >> So it's an evoution. >> It's absolutely an evolution. >> You guys have any thoughts on that comment. That we have that inflection point, are we hitting that, will we see it soon, is it here? >> Well I think it's a very interesting symbiotic relationship between multiple factors. So you know, we hear the cost factor, we hear the technology factor, then we have the content factor. You know I saw an interesting evolution at CES we had created this virtual booth experience so that you could still come to the CES Intel booth without actually having to be there. And I met a guy in there and I was like hey where are you? He goes I've been in here like all week. (laughter) And I was like oh yeah, where do you live? He goes oh I'm in my basement in Nebraska. But he had just, this was Friday when I met him. He'd been in there all week, but in 2D mode. And he had gone out the night before and bought a headset just so he could come back and go in VR mode. And I think, yes, all these factors have to kind of line up, but I do think that content, those experiences that are going to keep people coming back for more. Like these guys literally kept coming back to our booth. Right, to see... >> Content gain. >> To see who was there. And to them at that point, it wasn't really a barrier of cost. It was like there is something that I want to consume therefore I am going to go get what I need to consume it. And I use the analogy of HDTV, right. When we kind of moved over that hump where there was enough content people didn't really care how much that television cost. >> Sports was great. Sports really highlighted HD. >> Yeah. >> But this is a good point. This is a good question to ask. Brooks, I'd love to get your thoughts. Content drives experiences, amazing experiences, but we're building the scaffolding of everything at the same time. So where are we, what's your opinion? >> So here on the Starbreeze side, we're fortunate because we have our own headset. We have the StarVR headset we've been building with Acer. 5K all of that stuff and we're upgrading it over the next year. Our focus has been, we skipped the consumer market very much. We went straight to location based and enterprise. And the reason we did that is because there's a promise of VR at a basic, I don't want to say technology stand point, but from an experience perspective, when it comes to that resolution, when it comes to that field of view, when it comes to these things people expect. Average consumers who go to a movie and they see these giant screens. They want that translated. They don't have the understanding like we do of well, LED panels are actually a pain in the ass to build and it takes a little bit and they flip at their own speeds. Time to photon is not a thing my dad will ever see in his life. But there's a reality that people have a need for that. And it is extremely expensive. It's again the reason we went straight to LBE. But for us it's about marrying the two and consistently trying to match what's happening. So when we're talking about, as I mentioned earlier the technology and how we're standing on the shoulders of giants very very quickly, someone who's doing technology is going to see what we're doing content wise and go well I can do that better technology wise. And then we're just going to keep leap frogging. And it's very similar to the phone in the same way that we're not at the final stage of the phone. Like we're at our stage of the phone and no doubt in 30 years people will laugh at us for carrying anything. The same way we laugh about the briefcases and the giant batteries in the cars we had to pull with us. So it's one of those things that's continually transitional. And VR's in an odd, amazing place. >> Well you know, it was a lot of waves that we've all seen. You mentioned the mobile phone, that's a good one to point to. It feels like the PC revolution to me because the same culture of entrepreneurs and pioneers come from a bunch of different backgrounds. So I'd like to get Brooks perspective and Winslow's perspective on this because I think there's an entrepreneurial culture out there right now that's just emerging very fast. It's not like your classic entrepreneur software developer. So in this movement, in this wave, the entrepreneur is the filmmaker, it could be the kid in the basement, could be the gamer. Those entrepreneurs are trying to find a path. >> Yeah, it's a weird mix. VR is at this odd point where not only is it the people who are wanting to be cutting edge in terms of content or technology, but also that first mover strategy from the business side of things. And so everyone wants to be those guys who are charging ahead because in reality, if you look at the financials around all of this, VR is one of those things that you don't want to finance. It's not nearly as safe as say Marvel Avengers or the next Call of Duty. >> You've got to be, you've got to hustle. >> Yeah you've got to hustle. You've got to make... >> What's your advice? >> Start doing it. That's really it. It's the same advice I used to give to game makers when people would be like well I want to learn how to make games. It's like go to YouTube, download a thing and go do it. There's literally no reason why you can't. >> Are there meetups or like the Homebrew Computer Club that spawned the Mac. >> There are, there are infinite groups of VR people who are more than happy to give you all the terrible and wonderful opinions that come with that. There's no shortage of people. There's no shortage and it's an amazingly helpful group. Because everyone wants someone else to figure out something so they can steal that and then figure out something else. >> Winslow, your advice to entrepreneurs out there that are young and/or 14 to 50, what should they do? Jump right in obviously is a good one. >> Well yeah, experiment, break things, that's really the only way to learn. I would say watch as much VR as you can because sometimes bad VR is the best VR. Because you can learn don't do that. And if you learn, if you put all that together, you can really... It's like this lexicon that you can really follow. Also, I think we... As people in tech, we kind of get obsessed with things like resolution, frame rate, and these are very important, but it's also good to remember, or at least for me, I watch some of the best experiences from storytelling when I was a kid, eight years old on a 12 inch screen that was 640 by 480. You know, like scan lines on the VHS. But for me the story still resonated and it's important to think of story first, but obviously it's a dance between the story and the technology. They kind of have to both organically work together. And if they don't, one thing in the story that doesn't work because the tech isn't supporting it, can throw you out of the experience. >> Other concern entrepreneurs might have is financing. How do I get someone to help me build it? And then doing relationships. Finding relationships that could... One plus one equals more than two, right. So how do you? >> You have to get really creative when it comes to funding right now. Unless you're doing location based, which also requires a certain amount of investment to get it up to a bar where you want to be showing it to people with all the haptic effects when it's heat, smell, vibration, stuff like that. You know, it's not cheap to develop. But as far as like working with film foundations, we're fortunate enough to be sponsored by Fledgling Fund and Chicken and Egg. But we also were able to get partnerships with people like Intel and NVidia. And also work with people who come from a traditional film background. There's not one way to successfully fund a project. There's a million. And that's why it's interesting that the technology's innovating, but also the market place is as well. >> One of the things I want to ask is as any new industry gets building, is cultures form early. DNA forms in the entrepreneurs, in the pioneers. And one of the big hottest topics in the creative world is inclusion and diversity. So what's the makeup of the culture of this new generation? Because democratization means everyone can participate, everyone's involved. What's the state of the community vis a vis diversity, inclusion, and the role of the actors in the community. >> Well I think it's important to understand that VR has a profound ability to place you in somebody else's shoes. The trick though is to make sure that those feel like they're your shoes. But I think that we're learning a lot more about story telling techniques and we're able to empower people that their voices you know were previously not heard. The tricky thing is being able to yeah, educate all different groups of people how to use the technology, but once they're enabled and empowered to do it, it's amazing what you can experience inside the headset. >> So VR can be an enabler for education, outreach, a variety of things? >> Yes, I mean the term empathy, empathy machine gets thrown around a lot. You could do a drinking game around it. For panels when people are talking about it. But it's important to know there is a truth to that. And it's, yeah the perspective shift from looking at a screen, a 16 by 9 screen where you can look away, then dissolving the screen and becoming that person. Becoming the director, the actor, the camera person, the editor. When you're in the first person perspective, there's so much more... It feels more personal and that's a really interesting angle that we're going to continue to explore. >> So you could walk in someone's shoes, literally? >> Yes, you literally can. You just have to make sure that you got a... The tracking system's proper or else you'll look like there's... It can be come a horror movie pretty quickly if your leg is behind your head. >> Lisa, your thoughts on this, I know it's important to you. >> Yeah, I mean I think it's fascinating because I've been in tech for a really long time. And seen many, many trends. I mean the first job I had at Intel I was a PC tech and as you can imagine as a female, I think there was one other tech female in the department at the time and I would get funny looks when I would show up with my bag. They were like hi can I help you? I'm like I'm not here to deliver coffee, I'm here to fix your computer, you know. So I've seen a lot of trends and it's super exciting to me to see so much diversity cross culture, cross country, I mean we're having... We had guys come in from all over the world. From even war torn, they've escaped their country just several years ago and they're coming and they're bringing all that creativity to the market. We're seeing very, very strong female contingent from the filmmaker perspective so it's this wonderful, wonderful just primordial soup of people that I think are growing their own voice and their own power. They're breaking molds as far as how you actually get content produced. Distribution is kind of crazy right now. I mean, how do you get it distributed? There's like so many different ways. But all of those things are so important to the evolutionary and biological process of this. Yes, we need to let it go and sometimes we're frustrated. We're like where's the standards? Where's the one ring to rule them all? Where there's not going to be one. And it's good for us that there's not right now. It's frustrating from a business perspective sometimes. You're like, I can't peanut butter myself around all of these places, but I think it's just a very unique time where so many people are... The technology is accessible, that means that so many creators can now bring their fresh voice to this space and it's just going to be fascinating to continue to watch. >> That's awesome. Well two more questions and I'll give you some time to think about the last one which is your perspective on Sundance, what's happening this year, your personal view of what you think's happening, what might happen during this year. But the question I have for you now is to go down the line. We'll start with Brooks here, and talk about the coolest thing that you're involved in right now. >> It actually has to be Hero. We're debuting it here at Sundance. We've been working on it and not talking about it for about nine months. And it's been very difficult. Again it's sacrosanct to the experience that you don't know literally what you're getting in to. And the emotional response has been essentially our goal, trying to find out how far can we take that. You actually being in a space, moving around, having that interactivity, doing what you would do. But it being your story and how deeply we can absolutely effect a human being. And again, watching people come out, it's one of those things, I've been doing game development, I've worked on films, I've done all kinds of stuff. And you usually get a chance when someone experiences something you've made, you walk up to them and you go so what'd you think? And that's not at all what we can do with ours. >> How has it impacted you, that reaction? >> Well, I personally suffer significant PTSD and I've had some traumas in my life. And so it's been incredibly powerful to be able to share these things with people. Share this emotion in a deeply profound, yet amazingly personal way. Which I'm amazingly fortunate to be able to be a part of it. >> Alright thanks for sharing. Coolest thing that's going on with you right now here at Sundance. >> Just the fact that I'm here at all. I mean, it's incredible right? Personally was able to be an advisor on the SPHERES project that is premiering here with Eliza McNitt. She's someone who was an Intel Science Fair winner back in high school and kind of came back to us. So just to see the evolution of an artist really from the beginning to the point where they've been able to come here to Sundance. I'm also very passionate about the work that we're doing with Sansar. I kind of consider myself one of the chief storytellers at Intel around Virtual reality and this new move into social where people are like well what's this game. I'm like, it's not a game. It's you are the game, you are the interactivity. You become the person that makes the space interesting. We're just really setting the scene for you. And there's so many... You know there's a lot of different people kind of chasing this be togetherness. But what we've been able to produce there. And just to be able to explore some of my own personal ideas has just been such a gift. Then to be working with guys like these on the panels and see what they're doing and just be in touch is really just an exciting time. >> John: Awesome. >> Probably what, other than the people on the projects, or the projects that are being shown here, we're working on our new project, which we would have loved to premiere here, but we did... Basically when you get in, you have two months to create a piece, so you have a demo and you have to finish it, so we're taking a little bit more time. This one's going to be about a year development cycle. It's called Breathe where we take you from where Giant left off, where, in Giant, the ceiling collapses on a family. They're in front of you. In this experience, we use a breathing apparatus to basically bring yourself back to life. And then you realize you're trapped under rubble and you remove the... We actually want to have physical objects on top of you that are going to be tracked. So you're moving rubble from you and you realize that you're a six year old girl. You're the survivor from Giant. And you get to witness what it's like to be a future refugee sort of in different key moments of her life that use breath. Whether it's a flirtatious moment, blowing a dandelion, seeing your own breath in snow as a drone shows you a message that your parents pre-recorded on your 18th birthday. This is all in the future, obviously, but every time you walk around an object, you actually grow 10 to 15 years older in the experience. As you get older, the world becomes smaller. And then we witness what's like for her last breath. From being six years old to being 90 years old. But it's a profound personal experience. >> John: That sounds cool, cool. Gary, coolest thing that you're involved in right now at Sundance. >> Wow. I could say it's all cool that would be a bit trite. They say if you enjoy what you do, is it really a job? And I'm lucky enough to be in that position. Because working with all these guys here and like people around the place, they're doing such great things that every day I wake up and I'm astounded of where the industry's going. In terms of what we're doing here at Sundance, then we're really starting to push those envelopes as well. I've been lucky enough to be involved with Dunkirk and Spider-Man: Homecoming. Like last year, so some great pieces there. And moving out into this year, we've got some other developments which I can't mention at this point, but we're showing things like AR and VR mashup. So we haven't talked much about augmented reality here. It's an evolutionary, it's not a replacement. Both can be used and we've started to really start to blend those two technologies now. So you can still see the outside world. Just touching on the commercial side, and health care's very big for me. That's where I think the really cool stuff is happening. Entertainment is great and that's really pushing the envelope and allowing us to then take it for the good of human kind. >> It happens everywhere, it's not just entertainment. >> Yeah absolutely. You start looking at MRI scans inside of VR or AR. Talking a patient through it so they can actually see exactly what you're talking about. You're now no longer pointing at flat things on a screen. You're now actually taking them through it. If you're using AR, you can actually judge the responses of the patient as for how they're reacting to the news. And effectively, inside of the VR, and what's really cool for me is seeing people's reaction to that content and to the entertainment content. >> That's awesome. Okay final question. This is a little bit of self serving because I'd like you to help me do my job at SiliconANGLE. If you were a reporter and you were going to report the most important stories happening this year at Sundance or really kind of what's really happening versus what's kind of being billed to be happening here. What's the story? What is the story this year at Sundance 2018 in your personal perspective? We'll go down the line and share your observations. >> Well, mine here, I'm a Sundance newbie. This is my first year of being here. I'm absolutely astounded by the community spirit that's around. I go to a lot of technical trade shows and technical presentations. People coming here with a willingness to learn. Wanting to learn from other people. It's been touched on already. It's the pool of knowledge that's available inside of Sundance that everybody that comes here can actually tap into to create better content, to learn not what to do as well as learn what to do. And I just think that's brilliant because in that community spirit, that's really going to help enable this industry quickly. >> John: Winslow, you've got some experience, what's your thoughts? >> Obviously, this Intel house, just a little plug for you Lisa. (laughter) Tech Lounge. We got that? Okay good. I mean, yeah, the people that's here. Every year we come here and see where the high water mark is. All these people are... Some of these teams first started with two people and then they grew to six and then by the end of it, there's 100 people working around the clock, pulling all-nighters to be able to give the latest and greatest of what's available with these current tools. So it's amazing because the work itself doesn't really mean anything until people get to experience it. So that's nice that they make a big splash. The people here are very attentive to it. It's a very nice audience and this will continue the momentum for future festivals throughout the year, but also will excite people that have never done VR before. People who have never been to Sundance before. We're seeing that there's a lot of new people. And that will continue to influence many years to come. >> John: So you think VR is the top story here being told? >> As far as like just to generalize, I would say last year kind of the big VR year. This is kind of the big AR year. Next year's going to be the AI year. Then after that we're going to start putting them all together. >> John: Great, great feedback. >> I think it's just exciting for Intel just to be back here. I think Intel hasn't been here in quite some time. Dell coming in here probably one of the breakout years for us to come back and really talk to creators what we're doing from the Intel Studios all the way through to the stuff you can take home and do at home. And I think coming in, we're coming back here with a purpose really, not just to be here to be seen. We're really here with real things and want to have real conversations on how tech can enable what people are doing. Not just from a brand perspective, but from a real hands on point of view. >> John: Yeah, some great demos too, phenomenal tech. >> Really just, yeah everything from the AI stuff we have to the social to the great new pieces that have been submitted here like we mentioned with SPHERES. So I think, yeah, it doesn't feel gratuitous to me you know that Dell or Intel is here this year. We've really come with a purpose. >> You guys are moving the needle, it's really awesome. We need more horsepower. >> Brooks, your thoughts on Sundance this year. Observation, the vibe, what would you tell your friend back home when you get back? >> If, for me, I think it's almost the non-story. It's like the opposite of a story. It's just the deep integration of VR into the normal Sundance flow I think has been interesting. Some people have been here for a few years. And back in the day when it was one or two, it was a lot of oh, you do VR? What's that then? Whereas now, you see a lot more people who are crossing over. Going to see documentaries, then they come to see a VR piece and it's just a part of the normal flow. And the team at New Frontier has done exceptional work to kind of make sure that they have this ridiculous high level of broad content for all kinds of people. All kinds of experiences, all high end things. But it's not that VR's here. Oh good, we have a VR section. It's a lot more of an integrated set up. And it's been really encouraging to see. >> Well you guys have been great. It's been very inspirational. Great information. You guys are reimagining the future and building it at the same time so entrepreneurially and also with content and technology. So thanks so much for sharing on this panel The New Creative. This is SiliconANGLE's coverage of Sundance 2018 here at the Intel Tech Lounge at the Sundance Film Festival. I'm John Furrier thanks for watching. (upbeat music)