>> The Cube presents Dell Technologies World brought to you by Dell. (crowd murmuring) >> Welcome back to Las Vegas. It's The Cube live at Dell Technologies World 2022. This is day two of our coverage Lisa Martin, with Dave Vellante. We've had a lot of great conversations all day today half a day yesterday. We've got another great conversation coming up about ESG environmental, social and governance. Please welcome JJ Davis, the Chief Corporate Affairs Officer at Dell Technologies. Welcome to the program. >> Hi, thanks for having me. >> Hey, hey. >> It's great to be here. >> ESG is a very popular topic. >> Yes. >> It's one thing to talk about another thing to actually have a plan, have a strategy, have those 20, 30 moonshot goals and implement. Talk to us about what ESG means for Dell Technologies and some of these great things, that you have going on. >> Absolutely. So you said it, I mean it can be acronym soup. When you think about, is it social impact? Is it corporate social responsibility? Is it ESG and the beauty of having an environmental social governance strategy is we now are bringing ESG much closer to the corporate strategy and how we meet the needs of all of our stakeholders. So I'd love to just back it up for a minute and think about the purpose of Dell Technologies is to create technologies that advance human potential. Our vision is to be the most essential technology company for the data era. The way we do that is we're growing and modernizing our core businesses like PC servers and storage while we're building the technology ecosystem of the future. Well guess what? ESG is embedded in all of that because the future is more sustainable, built by people that represent our customer base with a workforce that is more diverse and a workplace that is more inclusive. We put human rights and the needs of people at the center of what we do as well as the needs of the planet. And when I get to put together purpose planet and profit and bring that strategy together in partnership with so many leaders of across the company and meeting the demands of our customers. ESG is just a part of the way we do business now >> It's part of the DNA. >> Yeah. >> Talk to us about some of the key priorities from a climate perspective, for example. >> Sure. >> What are some of Dell's key focus areas where that's concerned? >> So when we think about our ESG priorities as a whole there are four climate, circular, economy, diverse workplace and digital inclusion. And so within our sustainability pillar of our strategy or the E, we are committed to being net zero across scopes 1, 2 and 3 emissions by 2050. We are revamping our product energy goal right now to relaunch that. When we think about our customers 95% of our big customer RFPs ask about sustainability and our commitment and what we'll be doing to help them because they're going to be reliant on technology to meet their own sustainability and climate goals, whether it's green IT or IT for green and they're going to really be looking to us to help them. >> You know, I love this purpose planet profit. >> Yeah. >> You and I have talked about this a little bit. It's actually good business. Explain why ESG is good business? >> Well, I mean, used to social impact kind of sat off to the side. We might have been called do gooders or people that are passionate about things that maybe don't align to the corporate strategy. And now when you think about business round table and Michael Dell as a member and they came out with their purpose of a company statement it'll be three years in August to really redefine the purpose of a company to meet the needs of all stakeholders from employees, to customers, to shareholders as well. And so we know that new hires and new buyers demand more of their employer and of the companies they buy from. They want their own personal values to align with that of the company they work for or buy from. And so now we need to the needs of our business commitments, but also if companies don't take a leadership role, we're screwed, we're not going to be able to reverse the negative impacts. So climate change and technology plays a big role. >> Yeah. "The earth gets the last at bat," as they say. >> Yeah. >> From an accountability perspective that you mentioned 95% of RFPs are coming in and customers are looking for- >> Yes. >> Dell Technologies's commitment to ESG. Talk about the accountability to your customers to all customers where ESG is concerned and how is it measured? >> Sure. So we've been spending a lot of time over the last year, year and a half on the G of ESG the governance. And so we have been doing this for a couple decades really moving the needle on social impact. Michael talked about it in his key note, that this is in our DNA like you said. But now we have to be able to really measure. You can't manage what you can't measure. We have put a lot of governance around, what do we disclose and why Michael Dell is an active participant in the world economic forum, common metrics project because, you know, there's too many metrics and frameworks to know what companies need to be measuring and how we hold ourselves accountable and what we ultimately report to our shareholders. And so there's a lot of work to get more clarity there. You're seeing the SEC put out new rules around climate and human rights. And so when you start to get regulated that changes the game in terms of how transparent you need to be. And then what are the third party assurances that you need to have to validate the data that you're reporting on? We do have an annual ESG report that comes out every June where we report across several moonshot goals across sustainability, inclusive culture, transforming lives and ethics and privacy. Then we have sub goals. There's probably about 25 in total. And we're going to tell you our stakeholders every year how we're doing against our 20, 30 commitment. And I think it's that level of transparency and measurement that we have to hold ourselves accountable to and our customers do as well. >> Can you share a little bit about where you are on the 2030 moonshot that was announced about a couple years ago at the beginning of 20, yeah, towards the beginning of 2020. Where is Dell on the that, what's your moonscape look like? >> Yeah, sure. So we are announcing our update from calendar year 21 in June. So I'm not going to get the numbers exactly right. But if you take sustainability so one of our moonshot goals is around 100% of our packaging by 2030 will be made of recycled or renewable content. We're over 90% now. So we're going to probably restate that goal and evolve it or meet it early and set a new one. In terms of product contents. We have a goal that is 50% of our product contents will be from recycled over renewable materials. That's a little harder, plastic is easy, steel is hard. And so we're still working through how across the main components that go into our machines. How does that become more renewed and sustainable? If you think about 50% women in our workforce 25% African American or Hispanic in our US workforce we're making really good progress. And we have scaled programs that are helping us deliver on those commitments. >> Yeah. I think I'm quoting JJ Davis, correct me if I'm wrong but, "ESG marries who we are with what we do." What do you mean by that? >> So when you think about what we do, we build technology that delivers or advances human progress. We help our customers solve their biggest problems but really who we are. We are a founder-led company and Michael Dell was a purpose led driven CEO before that was even a term. And so he always wanted to have an ethical company that just did business above and beyond what the law required. And we'd been recycling PC for more than 20 years. And so we are an inclusive culture where we can bring our full selves to work and we are entrepreneurial. And, you know, if we have an idea and you raise that idea or a problem, you see then oftentimes the management will say, "Okay you go fix that." And so I think just what we do, we build technology. Who we are, is we're problem solvers for our customers. And that is good for business and good for the environment and what it is society really expects of us. And we're empowered to make a difference. Feels good. >> One of, I'm curious to get your perspective on , you know, the events of the last two years. One of the things that's happened is the great resignation. I think we all all know multiple people who have decided they're moving forward, lots of opportunity but where is Dell's ESG strategy as a differentiator for people going, I get it, I support that, that's the kind of company I want to work for? >> Our Chief Human Resources Officer Jen Saavedra calls it, "The great reshuffle." I think that's maybe a more positive way to look at it. And, you know, I've had people actually join my team because they are really positive on our mission and not just our proactive strategy around ESG but how we have handled our response to social issues. >> Yeah. >> I mean, who knew that company CEOs would be expected to speak out on voter access or LGBTQ rights and, you know. So a lot of people are coming to work for us because we are very measured in where we weigh in and what we stand for, how we speak out. But they're also really buying into our ESG strategy. I would also say our flexible work commitment. It's a big part of our DNI strategy as well and helps us attract and retain diverse talent. You can live and work wherever you want to proximity the headquarters is no longer criteria for advancement. And that's going to be a really big differentiator companies that get this right will win the talent war. And that means they'll better serve their customers. >> When you took over this role, I'm guessing you kind of did a scan to see who else was out there, what others were doing, not just in Tech. >> Sure. >> Not just in North America, but globally. What did you find? Where do you get your inspiration? Are there any organizations out there that are really models that you get inspiration from? Or is it so new? You are the model. Can you just talk about that? >> Well I mean, I think we're doing a really good job and we're pretty advanced, but nobody has this figured out and frankly, we need to do it together. This is a space where you don't actually want to compete. >> Right. >> You want to partner. And so we have our own sustainability advisory aboard and companies like Boeing or on that. I serve on a sustain the advisory board from McLaren and Unilever's chief sustainability officers there. That is a company that is really inspirational to us. And so partners like Intel, they're very involved in 50. So the next 50% that needs to get connected to the internet and participate in the digital economy. We're big partner, as you know we're their largest customer. And so there's a lot going on across our competition our customers and our partners. And we're all inspiring each other and figuring it out together. Cause it's evolving so fast. Nobody has all the answers. >> But that's a great point. The evolution is happening so quickly and every day you turn on the news and there's something else that needs to be responded to. >> Yeah. >> I mean, think that from a strategic perspective from that overall vision perspective, it sounds like what and there's been some announcements this week. >> Yeah. >> That respect to issue. What's been some of the feedback from the part of ecosystem, from customers, from investors on this laser focused vision that Dell has with respect to sustainability and ESG? >> So Cassandra Garber, our head of ESG just finished out of cycle road show with investors and had really good conversations. They're asking a lot of questions about our strategy. They're asking questions about executive compensation tied to ESG as an example. Our customers are very positive and responding. They're looking for technology solutions. As I mentioned to meet their own climate commitments. And from our channel partners they really want to partner on our initiatives and really go do good and make an impact together. And we're getting really good feedback. >> So carrot or stick, it's probably not 100% that the channel partners or even suppliers, you know, some just don't have the resource possibly or maybe they don't share your values. >> Right. >> So how do you approach that? Is it through inspiration? Is it through a little tap in the head or a little headlock? How do you deal with that? >> It's both. I mean, our suppliers have to adhere to the contract and the RSA code of conduct that they have to sign on to uphold. And so we very much hold them accountable just like we do our ourselves. And so that is more compliance driven but we do have partners like Western's Green in our supply chain who we're really involved with us in some early work around recycled gold and partners that are involved with us in setting up the ocean plastic supply chain. And so we have great partnership but there are things they have to do from a human rights perspective or commitment to the environment that are required. From a channel partner perspective, you know, we want to incent them. We want to make money together. We are for profit businesses after all. And ESG can be a part of that. And if you don't have the resources to drive your own take back initiative, then we can do that in partnership through our asset recovery services which partners can sell and then use our infrastructure to take back and recycle old equipment. >> I mean, I feel like a lot of my questions are two-way but you feel as though you're in influencing public policy or a public policy is influencing you? >> Both. I mean, early on when the SEC was looking at the climate rules that they just put out, there was, I think we submitted a six page response to their, you know, ask for inquiry and response. And so that's good. We're able to talk to each other and have conversations and shape things, but ultimately we'll be regulated in these areas and that's fine. We just got to make sure that we're ready. >> Great. >> It's always good to have that push and pull it's like with the pandemic all the silver linings that have come out of the acceleration, we talk about that all the time on this show. The acceleration of digital transformation, we were talking about the acceleration of retail in the intelligence store. >> Right. >> And as consumers, we expect that, but that push and pull sometimes those forcing functions are necessary to be able to drive forward. >> For sure. >> Yeah. >> Yeah. >> My last question for you is Dell just came off it's most successful year. >> Yes. >> First time hitting north of 100 billion. >> Yes. >> In the company's history. What are some of the things that we think is the moonshot goals, we're only in 2020. >> I know. >> But as time is going by so quickly, what are some of the things that you are personally looking forward to from a corporate affairs ESG perspective say the next like three to five years? >> Well, I'm really excited about some of the groundwork we've laid in digital inclusion. We just made some new hires there. We're connecting the dots, you know, and we have a lot of initiatives that can really if we can scale them, make a big impact. So we have student tech crew, it's where high school students serve as the technical support in their local high school and get certified. So they are job ready the minute they graduate. If they don't want to go to community college or university they can go right into the workforce. How do we marry that up with other skill building initiatives that we have? And if you add 1 plus 1 it equals 3. And I think this year will be a really big accelerator for us in the area of digital inclusion and how we bring connectivity, community services and support and digital skills together. Because that's what, you know, those that aren't participating in the digital economy we need to partner and really deliver on the promise of what it means to be in technology and at least have the skills to compete >> Right. Start eliminating that digital divide. JJ, thank you for joining David and me today talking about ESG- >> Thank you. >> corporate affairs, such an interesting focused efforts that Dell is really wrapped around. And it sounds like there's that push pull from the customers, from policy, but ultimately going in a great direction that can be measured. Thank you for your insights and your time. >> Thank you. >> For JJ and Dave Vellante I'm Lisa Martin. You've been watching The Cube live from Las Vegas. This is the end of day 2 of our coverage of Dell Technologies World. We thank you for watching. You can find all of our content on replay on theCUBE.net. And of course, we will be here tomorrow with John Farrier and Dave Nicholson as well. Have a great night. We'll see you tomorrow. (upbeat music)

>> theCUBE presents Dell technologies World, brought to you by Dell. >> Hey everyone. Welcome back to theCUBE's live coverage of Dell Technologies World 2022, from the show floor, the Venetian in lively Las Vegas. Lisa Martin here with Dave Vellante. We're having a little reunion with our guests that we haven't seen in a couple years. Please welcome back to theCUBE, Doug Schmitt, President of Dell Technologies and Services. Alex Barretto joins us as well, the Senior Vice President at Emerging Services and Technology. Guys, it's great to see you in 3D. >> I know great to be back. >> Yes. >> Its Awesome to be back. >> Isn't it great? >> And fantastic. >> It is. >> We were talking about how we have to get our sea legs back about, even just interacting with in life. >> That's exactly right. Being able to see everybody be back in person at these events. And it's great to see everybody it's like coming back to family. >> It is, it's been a reunion since Sunday. One of the, obviously the last two years have been quite challenging for everybody, for customers. Dell is coming off it's best year ever in FY22, over 100 billion in revenues, 17% growth year over year, astounding growth. The voice of the customer is always strong here at Dell technologies. But Doug, talk to us about some of the things that have been going on services perspective and how you really stepped in to help customers across industries succeed in the dynamic times we've been living in. >> Well. Yeah, thank you, and you're right. Coming off a very great, great year. And I think as you can see behind us and in the room here just great solutions for our customers. And that's what it's about, delivering the outcomes. And service is a huge piece of that, of making sure we bring all that together, deliver the outcomes our customers are looking for. If you look at the overall services organization just to take a step back just a little bit, we are a team around over 60,000 folks in 170 countries. And look, it's about this life cycle of services we provide. Everything from consulting to deployment to our support, manage services, security, education services, residency services, all the way to asset sustainability and recovery. So we can get all of the material back in and recycle it. So we have a great suite of services, and it's bringing all that together for the customer again to deliver with the products and the solutions and the software, the outcomes they're looking for. You asked a little bit about just to kind of double click that, about what our customers really saying, kind of what they're hearing, what we're hearing. I think there's three things. When I think about what they're looking for, one is the trusted advisor. You heard this during Michael's keynotes speech, that is key. They're navigating through the digital transformation, hybrid cloud, all of these things. Determining what they need to do to deliver their outcomes. And Dell can bring that trusted advisor status to them. So we can consult with them professional services, help bring that. The second thing is really around that life cycle services I talked about, all those different services that we bring. We allow our customers clearly the choice to say what pieces of the services do they need. Now we think we can bring everything together into a managed solution for them, but if there's certain pieces that they need to just, double click on, we can help with that. And then look, the third item that I'm hearing and that we can bring and that we have for them is flexible consumption. They can choose the way they want to consume the technology. You consume it by usage. You can consume by month, by quarter, or if you want the stability of long term contracts one, two, three years we'll do that. So really it's about trusted advisor and choice to help them deliver their outcomes. >> So a lot changed during the isolation economy. You guys obviously had to support new initiatives. First of all, budgets got squeezed in 2020. Then boom back, so they sort of slingshot it, real focus on obviously client solutions, remote work, endpoint security, identity access, VDI. Now in the post isolation economy, it's like, okay, some of the stuff at HQ you maybe needs to be updated, maybe we're rethinking the network. So, what are you hearing from customers? Where are they in their digital transformations, Alex? You know, what's hot. >> Yeah, so we actually recently created an emerging services group. And the reason for that is exactly what you're alluding today. So we actually talked in that group everything in this emerging. So APEX, telco, edge, data management, all the things our customers are asking for and we are convening new solutions, new services to meet their needs, and all that is housing in one unit, and we're thinking about the product management, the technology that goes with it, and we're working partnership with our customers to actually build and develop solutions that they're looking for. >> Yeah, there was no as a service really. I mean, you could do it with financial machinations before, now it's becoming much more mainstream. I mean, I know it's not a hundred percent of your business and maybe never will be. >> Yeah. >> But that's a whole new mindset. What else is changing in the business that you guys see? >> Well, yeah, I think there's, I think that's what comes back to what we saw, first of all we listen to the customers, follow what their needs are, and you're right. As far as the, as a service, I think it's back to that choice. If they want to purchase or consume as flexible or as needed, we'll do that. They want the contracts, the standard CapEx model, we'll do that as well. Look, there's three things. Professional services is really changing as well. We're seeing the needs again for going in and being able to deliver the services to customers, but also manage that in a lot of cases, they're asking us to take the workloads from them so that they can go and change their transformation, and their digitalization is one of the things that we're clearly hearing. And I know you're hearing the second one, security. I mean that is top of mind for everyone. And I, we have launched a lot of services around this. Some of those like MDR or Managed Detection Response our cyber vault, as well as our APEX cyber recovery services as well that we've announced here. So security's number two. And then the third one is this sustainability, again very important for us and our customers, is we have a 2030 goal around this as I'm sure or you've heard, but more importantly, that's something I know my team and I and everyone at Dell, that's a great personal feeling too. When you're getting up and you're doing something that you know, is right, really just doing it to help the customers as well is just an extra added benefit. So those would be the three things professional services changing, doing more and more of the manage take workloads off, two is the security, and the third is the sustainability clearly. >> We talked with JJ Davis yesterday, and we're talking a lot about ESG and how a tremendous percentage of RFPs come in wanting to know what is Dell technologies doing from an environmental, social, governance perspective. That it's really your customers wanting to work with companies like Dell who have a focused clear agenda on ESG. One thing that I'm curious when you talk about the increase in advantage services, the great resignation. We've all, that's been happening now for a couple years. It's probably going to persist for a while. Customers suddenly, labor shortages and the supply chain issues. How have you helped organizations deal with some of the challenges that they're going through from a labor perspective is that why one of the reasons the managed services is we're seeing an increase there. >> Yeah. I'm sure that can be and I wouldn't doubt that, you mean in terms of our customer is wanting more and more the managed and the professional. Yeah, I think that is a piece of it, but I also think part of that is that speed matters and customers are looking for the additional assistance to take things off, that they may have traditionally done so that they can, they can really get this transformation, this hybrid cloud, getting things moving very, very quickly. There's just so much to be done in terms of data management and bringing information to their end user customers. And they want to spend more time doing that. And so I'm hearing that more, but you are right. There's absolutely, there's absolutely the times where we have a residency service, we, and that has been growing very, very fast. And that tends to be why they ask for it, is because people have either left or are leaving >> Alex, Doug really kind of alluded to an area that I want to probe a little bit. And it's that's, I was talking to Jen Felch recently she's going to be on soon. And the, you mentioned security, Doug, as the top initiative clearly. And the distance between number two is widening, but number two is cloud migration. Now I asked Jen about that, because internally Dell has its own cloud. And I said, how do you interpret that? Or how do you, what's your second priority? She goes, well, I would translate that into modernization. So we're essentially building our own cloud is how I interpreted it. So my question to you is, are you seeing that with customers, how closely do you work with your own IT to take those learnings to your customers? And what does modernization actually mean to your customers? >> Yeah, that's a great question. It's actually the essence of why we're here. Talking to our customers and showcasing what we do within services, what we do within IT. Jen and I talk very often about her roadmap, our roadmap, and we want to showcase that to our customers because it's a proof point, it's a proof point of how they can do the transformation on their own. Do we have a whole slue of products from a services standpoint that are tied with what Jen is doing as well? And that's what we bring to market. So whether that's on APEX, that we announced right here two days ago, the cyber recovery services available now, that's working very closely with our IT counterparts. And we have a whole slue of roadmap with high performance computing, to be announced soon and machine learning operations, all that is to meet the customer needs, and what they're asking for. And if you look at the emergence of needs from a customer standpoint, it goes in a multitude of uses. We have telco customers, they have very specific needs and we're looking to meet those needs. We have the traditional customers, which may be going at a slower speed in their adoption of the cloud, we're there to help them. And we're all about to hybrid cloud. Hybrid cloud is a hundred percent of our strategy. So whether you want to go cloud based, whether you want to be OnPrem or you want to be hybrid, we're there to solve your needs. >> What's the partner story in terms of delivering services, we know that the Dell technologies' partner ecosystem is massive. We know how important partners are to the growth. I think I saw 59 billion in revenue came through the channel last year alone. How do you enable partners to deliver some of those key services that you talked about? >> To leverage the partners for the, on the broader ecosystem for that? >> Yes. >> Yes, well, you're right. We do have a very large partner network and we're very flexible on that. Again, it sounds like we are flexible in everything and we are by the way, for our customers and our partners, 'cause look it is about delivering first of all, how our customers want their service. I do like this idea and we talk about modernization, transformation, digitalization all these things are kind of the same thing about going in and looking about how we're improving the overall infrastructure and these outcomes. And to that end, we work with the customer on what they're looking for. And then we'll either do a couple things with working with the partners. Either we take prime and we'll take that and take the pieces that they can deliver and we can deliver together. But again, it's with the customer in mind of how they want to do that, working with the customer. We do have code delivery services as well. And look, we're very open with our partners about if they want to be prime and then leverage those same lifecycle services we have. What this is about is about getting this transformation and this technology and these so into the hands of the customers in the best way possible. >> So, I could white label as a partner. Could I white label your services? >> We don't have the white label. >> Okay. >> We do have co-delivery. >> Okay. So that's what I could do. I can say, okay, I'm bringing this value. Dell's bringing that value. You're visible to the customer. >> That's correct. >> Which is I presume a benefit to the customer. >> Correct, correct. >> The trust that you've built up. >> Now that gets, just the white label you would say like our ProSeries, ProSupport, ProDeploy, ProManage, all of those things. Isn't a white label, but at the same time our customers especially in the professional service side of it could be the prime, which would be the same thing as a label. >> How are client? This is kind of interesting thought I had the other day. How are client services changing? Do you see the point where, I mean, maybe you're doing it already. It's just a full manage all my client devices and just take that away from me, and Dell you take care of that and I'll pay you a monthly fee. >> Well, yeah, we are seeing that. And one of the things that they like the best about is doing that management, is bringing kind of the AI and the BI to it that we can with our support assist and all of the data that we give back, we're actually able to help manage those environments much better. And in terms of an end to end, keep things updated, upgraded, manage it. But more importantly, what we see when we do have those client managed services end to end, the customers are actually coming back and asking us to help improve their operational performance. And, and what I mean by that is, all of a sudden you'll see things where the trouble tickets are coming in 'cause we're seeing that. And we're actually going back in with that information to help alleviate or improve their operational processes, so that they're able to function and spend more time on their business outcomes >> And reduce that complexity, sorry, Dave. >> No worries. How about the tip of the spear, the consulting piece? What are you seeing there? Are we going through and as we modernize, are we going through another wave of application rationalization, people trying to figure out their digital transformation, what to double down on? What to retire? What to sun set? What's that like? >> Yeah, I think it's similar to the managed service conversation we just had. It's really pivoting to technology. Even in the services space, it was all about our physical footprint. Five, six years ago, our physical capabilities, the number of people, depots et cetera that we had, right now, our customers and even internally what we're pivoting towards is technology. They want to know how are you going to do is solve our problems, whether it's consulting or managed services using technology. Precisely to the point that Doug was making, because they want insights, value add from the services we provide, not just consult for me, not just manage my service, but provide me value added service on top of that so that I can actually differentiate my services, my solutions and that's where we're building, that's what delivering really leveraging technology. You look at the number of software engineers we have, data scientists, the algorithms we're building now inside services. It's really become a technology hub, whereas it used to be a physical hub. >> I'm just going to, oh, I'm sorry please. >> No, go ahead. >> Follow up. >> Where it's really headed is, if you look at this it's going to become this outcome based services. When I talk about outcome based services, it's not managing just the IT infrastructure, that you have to do, you have to modernize and transform. However you want to say that to customers. But in addition to that, they're looking for us to take that information and help change their business models as well, with the data and the and the insights we're getting back. >> Their operating model. >> Absolutely. >> But changing that in the last couple years and pivoting over and over again, to survive and to thrive, talk to us, Alex about the emerging services and how you've maybe a particular customer example of how you've helped an organization radically transform in the last two years to be competitive and to be thriving in this new economy in which we're living. >> Yeah. I think a great example is Dish. If you look at Dish, they're actually launching one of the first Open RAN networks. Leveraging the power of 5G. And we're working very closely with them on the services and solutions to enable them to deliver that service to their customers. And that's a new area for us, a new area for them. So we're actually working together in innovating and coming up with solutions and bringing those to the market. It's a great example. >> Lot of collaboration guys, thank you so much for joining us. Great to see you back in person again after couple years, probably three. We appreciate your time and your insights. >> Thanks guys. >> Thanks for having us. >> Our pleasure. Dave Vellante, Lisa Martin here, you're watching theCUBE's live from Dell Technologies World 2022. Stick around. Be right back with our next guest. (gentle music)