>> live from New York. It's the Q covering AWS Global Summit 2019 brought to you by Amazon Web service is >> Welcome back. I'm stupid like co host Cory Quinn. And we're here at the end of a summit in New York City, where I'm really happy to welcome to the program first time guests, but somebody that has a nap, it's on my phone. So, Andy thing, who's the CEO of Door Dash, gave a great presentation this morning. Thanks so much for joining us. >> Absolutely happy to be here, guys. >> All right, so, you know, before we dig into the kind of your Amazon stack, bring us back. You talked about 2013. You know, your mission of the company will help empower local businesses. I think most people know, you know, door dash delivery from my local businesses. Whether that is a small place or, you know, chipotle o r like there. And I love little anecdote that you said the founders actually did the first few 100 deliveries, but it gives a little bit of the breath of the scope of the business now. >> Absolutely. I mean, when we started in 2013 you know, we started out of Ah dorm on Stanford campus and, like you said, we're doing the first couple 100 deliveries ourselves. But, you know, fast forwarding to today you were obviously at a much, much different level of scale. And I think one thing that I mentioned about it, Mikey No, a cz just We've been trying to keep up pays and more than doubling as a business every year. And it's a really fascinating industry that were in in the on demand delivery space in particular, I mean, Dara, the CEO of uber himself, said in May, which is a month and 1/2 ago. He said that you know, the food delivery industry may become bigger than a ride hailing industry someday. >> So just just one quick question on kind of food delivery. Because when I think back when I was in college, I worked at a food truck. It was really well known on campus, and there are people that 20 years later they're like stew. I remember you serving me these sandwiches, and I loved it in the community and we gather and we talk today on campus. Nobody goes to that place anymore, you know, maybe I know my delivery person more than I know the person that's making it. So I'm just curious about the relationship between local businesses and the people. How that dynamic changing the gig? Economy? I mean, yeah, you guys were right in the thick of it. No, it's a >> great question. I think. You know, for merchants, a lot of the things that we talk to them about it is you're actually getting access to customers who wouldn't even walk by your store in the first place. And I think that's something that they find to be very captivating. And it shows in the store sales data when they start partnering with the door dash. But we've also tried to building our products to really get customers to interact with the physical neighborhoods. Aaron the most concrete example of that as we launch a product called In Store in Star Pickup Chronic, where you can order online, skip the line and pick up the order yourself in the store, and I think a way we can build the AB experience around that, you know, you're gonna actually start building kind of a geospatial. Browse experience for customers with the door dash app, which means that they can get a little bit more familiarity with what's around them, as opposed to just kind of looking at it on their phones themselves. All right, >> so the logistics of this, you know, are not trivial. You talked about 325% order growth. You know, your database is billions of rose. You know, just the massive scale massive transaction. Therefore, you know, as a you know, your nap on. You know the scale you're at technology is pretty critical to your environment. So burgers inside that a little? >> Yeah. I mean, we're fortunate enough, and you and I are talking before the show. I mean, we're kind of born on the cloud way started off, actually on Roku. Uh, back in 2013 we adopted eight of us back in 2015. And there's just so many different service is that Amazon Web services has been able to provide us and they've added more overtime. I think the one that I talked about, uh was one that actually came out only in early 2018 which is the Aurora Post product. Um, we've been able to sail our databases scale up our analytics infrastructure. We've also used AWS for things like, you know, really time data streaming. They have the cloudwatch product where it gives us a lot of insight into the kind of our servers are behaving. And so the eight of us ecosystem in of itself is kind of evolving, and we feel like we've grown with them and they're growing with us. So it's been a great synergy over the past couple of years >> as you take a look at where you started and where you've wound up. Can you use that to extrapolate a little bit further? As far as what shortcomings you seeing today? That, ideally, would be better met by a cloud provider or at this point is it's such a simpatico relationship is you just alluded to where you just see effectively your continued to grow in the same simple directions just out of, I guess, happenstance. Yeah, it is a >> good question. I think there are some shortcomings. For example, eight of us just recently launched and chaos, which is their in house coffin solution. We're looking for something that's kind of a lot more vetted, right? So we're considering Do we adopt eight of us version or do we try to do it in house, or do we go with 1/3 party vendor? That's >> confidence. Hard to say no to these days. >> Yeah, exactly. And I think, you know, we want to make sure that we are building our infrastructure in a way that way, feel confident in can scale. I mean, with Aurora Post Chris, it's done wonders for us, but we've also kind of been the Pi. One of the pioneers were eight of us for scaling that product, and I think we got kind of lucky in some ways they're in terms of how it's been ableto pan out. But we want to make sure the stakes are a lot higher for us now. And so you know, when we have issues, millions of people face issues, so we want to make sure that we're being more thoughtful about it. Eight of us certainly has matured a lot over the past couple of years, but we're keeping our options open and we want to do what's best for our customers. Eight of us more often than not has a solution, but sometimes we have the you consider other solutions and consider the back that AWS may or may not. So some of the future problems. >> Oh yeah, it's, I think, that it's easy to overlook. Sometimes with something like a food delivery service. It's easy to make jokes about it about what you're too lazy to cook something. And sure, when I was younger, absolutely then I had a child. And when she wasn't going to sleep when she was a baby, I only had one hand. How do I How do I feed myself? There's an accessibility story. People aren't able to easily leave the house, so it's not just people aren't able to get their wings at the right time. This starts becoming impacting for people. It's an important need. >> Yeah, and I think it's been awesome to see just how quickly it's been adopted. And I think another thing about food delivery that you know people don't necessarily remember about today is it was Premier Li, just the very dense urban area phenomenon, like obviously in Manhattan, where we are today who delivers existed forever. But the suburbs is where the vast, vast majority of the growth of the industry has been and you know It's just awesome to see how this case has flourished with all different kinds of people. >> I have to imagine there's a lot of analytics that are going on for some of these. You said. In the rural areas, the suburban areas you've got, it's not as dense. And how do you make sure you optimize for people that are doing so little? So what are some of the challenges you're facing their in house technology helping? >> Exactly? Yeah. I mean, with our kind of a business, it's really important for us again to the lowest level of detail, right? Just cause we're going through 100 25% year on year in 2019 maybe we're growing faster in certain parts of the United States and growing slower and others, and that's definitely the case. And so, uh, one of the awesome things that we've been able to leverage from our cloud infrastructure is just the ability to support riel, time data access and our business operators across Canada. In the United States, they're constantly trying to figure out how are we performing relative to the market in our particular locality, meaning not just, you know, the state of New York. But Manhattan, in which district in Manhattan. Um, all that matters with a business like ours. Where is this? A hyper local economy? And so I think the real time infrastructure, particularly with things like with Aurora the faster up because we're able to actually get a lot of Reed. It's too these red because because it's not affecting our right volume. So that's been really powerful. And it's allowed our business operators to just really run in Sprint. >> So, Andy, I have to imagine just data is one of the most important things of your business. How do you look at that as an asset is their, You know, new things. That new service is that you could be putting out there both for the merchants as well for the customers. Absolutely. I think one of >> the biggest ones we try to do is you know, we never give merchant direct access to the customer data because we want to protect the customer's information, but we do give them inside. That's how they can increase their sales and target customers. I haven't used them before, So one of the biggest programs we launched over the past few years is what we call Try me free so merchants can actually target customers who've never place an order from their store before and offer them a free delivery for their order from that store. So that's a great way for merchants acquire new customers. And it's simple concept for them to understand. And over time we definitely want to be able to personalize the ability to target the sort of promotions on. So we have a lot of data to do that on. We also have data in terms of what customers like what they don't like in terms of their order behavior in terms of how they're raiding the food, the restaurant. So that kind of dynamic is something that is pretty interesting Data set for us to have. You know, you look at a other local companies out there like Yelp, Google Maps. They don't actually have verified transaction information, whereas we d'oh. So I think it's really powerful. Merchants actually have that make decisions. >> It's a terrific customer experience. It almost seems to some extent to be aligned with the Amazons Professor customer obsession leadership principle to some extent, and the reason I bring that up is you mentioned you started on Hiroko and then in 2015 migrated off to AWS. Was it a difficult decision for you to decide first to eventually go all in on a single provider? And secondly, to pick AWS as that provider It wasn't >> a hard decision for us to go to. Ah, no cloud provider. That was, you know, ready to like showtime. It's a hero is more of a student project kind of scale at that time. I don't know what they're doing today. Um, but I think a doubt us at the time was still very, very dominant and that we're considering Azure and G C P. I think was kind of becoming a thing back then made of us. It was always the most mature, and they've done a great job of keeping their lead in this space. Uh, Google, an azure have cropped up. Obviously, Oracle clouds coming up Thio and were considered I mean, we consider the capabilities of something like Google Cloud their machine. Learning soft service is a really powerful. They actually have really sophisticated, probably more so than a W s kubernetes service is actually more sophisticated. I guess it's built in house at Google. That makes sense. But, you know, we've considered landscape out there, but AWS has served a lot of our knees up to this point. Um, and I think it's gonna be a very dynamic industry with the cloud space. And there's so much at stake for all these different companies. It's fascinating to just be a part of it and kind of leverage. It >> s o nd I'm guessing, you know, when you look at some of your peers out there and you know, when a company files in s one and every goes, Oh, my God, Look at their cloud, Bill. You know, how do you look at that balance? You send your keynote this morning. You know, you like less than a handful of engineers working on the data infrastructure. So you know that line Item of cloud you know, I'm guessing is nontrivial from your standpoint. So how do you look at that? Internally is how do you make sure you keep control and keep flexibility and your options Yet focus on your core business and you know not, you know, that the infrastructure piece >> of it that was such a great question, because it's something that way we think about that trade off a lot. Obviously. In the early days, what really mattered ultimately is Do we have product market bid? Do we have? Do we have something that people will care about? Right. So optimizing around costs obviously was not prudent earlier on. Now we're in a such a large scale, and obviously the bills very big, uh, that, you know, optimizing the cost is very real thing, um, and part of what keeps, you know, satisfied with staying on one provider is kind of a piece of set up. And what you already have figured there? Um and we don optimization is over the years wear folks on financing now who basically looking at Hey, where are areas were being extremely inefficient. Where are areas that we could do? Bookspan, this is not just on AWS with is on all our vendors. Obviously eight of us is one of our biggest. I'm not the biggest line item there. Um, and we just kind of take it from there, and there's always trade offs you have to make. But I know there's companies out there that are trying to sell the value proposition of being ableto optimize your cloud span, and that is definitely something that there's a lot of. I'm sure there's a lot of places to cut costs in that we don't know about. And so, yeah, I think that's something that way we're being mindful of. >> Yeah, it's a challenge to you See across the board is that there's a lot of things you can do programmatically with a blind assessment of the bill. But without business inside, it becomes increasingly challenging. And you spoke to it yourself. Where you're not going to succeed or fail is a business because the bill winds up getting too high. Unless you're doing something egregious, it's a question of growth. It's about ramping, and you're not gonna be able to cost optimize your way to your next milestone unless something is very strange with your business. So focusing on it in due course is almost always the right answer. >> Yeah, I mean, when I think about increasing revenue or deep recent costs nine times out of 10 we're trying to provide more value, right, so increasing revenues, usually they go to option for us, but they're sometimes where it's obvious. Hey, there's a low hanging fruit and cutting costs, and if it's relatively straightforward to do, then let's do it. I think with all the cloud infrastructure that we've been able to build on top of, we've been able to focus a lot of our energy and efforts on innovating, building new things, cementing our industry position. And, yeah, I think it's been awesome. On top >> of what? Want to give you the final word? Any addressing insights in your business? You know, it's like I like food and I like eating out and, you know, it feels like, you know, we've kind of flatten the world in lot is like, You know, I think it was like, uh, like, 556 years ago. The first time I went white and I got addressed to Pok. Everybody in California knows, okay, but I live on the East Coast now. I've got, like, three places within half an hour of me that I could get it. So you know those kind of things. What insight to you seeing you know what's changing in the marketplace? What? What's exciting you these >> days? Yeah, I mean, for us, we've definitely seen phenomenon where different food trans kind of percolate across different areas. I'm going to start in one region and then spread out across the entire United States or even Canada. I would say I don't way try to have as much emergence election on a platform. It's possible so that no matter what the new hot hottest trend is that more likely than not, we're gonna have what you want on the platform. And I think what's really exciting to us over the next couple years is you know, last year we actually started way started satisfying grocery delivery. So, uh, in fact, we power a lot of grocery deliveries for Walmart today, which is exciting, and a lot of other grocers lined up as well. We're gonna see how far we can take our logistics capabilities from that standpoint, But really, we want to want to have as many options as possible for our customers. >> Anything. Thanks so much for joining us. Congressional Congratulations on the progress with your death for Cory Quinn. I'm stupid and we'll be back here with more coverage from eight of US summit in New York City. 2019. Thanks is always watching. Cute

>> live from Boston, Massachusetts. It's the queue covering your red. Have some twenty nineteen. You buy bread. >> Oh, good morning. Welcome back to our live coverage here on the Cube of Red Hat Summit twenty nineteen, along with two men. Timon, I'm John Walls were in Boston. A delightful day here in Beantown. Even made more so by the presidents of Jim White, her's president, CEO, Red hat. Jim, Thanks for joining us. Number one. Number two. What else could go right for you here this week? This has just been a great show. Great keynotes. You had great regulatory news on Monday. I mean, you've got a four leaf clover in that pocket there. I think for him >> to tell you what the weather is holding up well, for us, you're right with great partnership announcements. Amazing product launches. You have been a red hat, but eleven years now and this is only my third rail launch, right? When we deliver it, we commit to long lives. And so But it's awesome to be a part of that. And we had all the engineers on stage. I can't imagine how it could get any better. >> You >> win the lottery >> Oh, yeah? Well, yes. This one step at a time here. Relate and open share for we'LL get to those just a little bit. Let's go back to the keynote last night. First life, you have CEOs of IBM and Microsoft. Very big statements, right? We know about the IBM situation. I think a lot of people got a charge out of that a little bit. You know, Jenny commenting about have a death wish for this company. And I have thirty four billion reasons why I wanted to succeed. But a very good message. I think about this. This linkage that's about to occur, most likely. And the thought going forward from the IBM side of the fence? >> Yeah. I thought it was really good toe have her there. Not only to say that, you know, we're obviously bought it toe to make it grow, but also really making a statement about how important open source is to the future of IBM, right? Yeah. What became clear to me early on when we were talking is this is a major major. I would say that the company might be too strong a word, but it is a major kind of largest possible initiative around open source than you can imagine. And so I can't imagine, uh, imagine a better kind of validation of open source with one large technology companies the world basically going all in with us on it >> to talk about validation of open source, such a nadella up on stage. If you had told me five years ago that within a week I would see Satya Nadella up on stage with the CEO of'Em wear and then a week later up on stage with the CEO, right hat, I'm like, Are we talking about the same Microsoft? This is not the Microsoft that I grew up with on and worked with soap. We're talking your team and walking around. It wasn't just, you know, he flew in from Seattle. I did. The casino left. He was meeting with customers. There's a lot of product pieces that are going together, explain a little bit, that kind of the depth of the partnership and >> what we've made. Just tremendous progress over the last several years with Microsoft, you know, started back in two thousand fifteen. Where were you across certified hyper visors, And that's kind of a basic you know, let's work together. Over the last couple of years, it's truly blossomed into a really good partnership where, you know, I think they've and we both gotten over this, you know, Lennox versus Windows thing. And you know, I say, we've gotten over. I think we both recognized, you know, we need to serve our customers in the best possible way on that clearly means is two of the largest infrastructure software providers working closely together and what's been interesting. As we've gone forward, we find more and more common ground about how we could better serve our customers. Whether that's you know what might sound mundane. That's a big deal sequel server on Realm and setting benchmarks around that or dot net running on our platforms. Now all the way to really be able to deliver a hybrid cloud with a seamless experience with open shift from, you know, on premise to to Azure and having Deutsche Bank on State's twenty five a thousand containers running in production, moving back and forth to your >> you know what getting customers to change is challenging. You know, it's a little surprising even after that this morning to be like Oh, yeah. Let me pull up windows and log in and do all this stuff. We've talked to you a lot over the years about culture, you know, loved your book. We've talked a lot about it, but I really enjoyed. Last night is I mean, you had some powerful customers stories talking about how red hats helping them through the transformation. And like the Lockheed one for me was like And here's how we failed at first because we tried to go from waterfall to scrum Fall on. Do you know he definitely had the audience you're after? >> Yeah, I really wanted to make Mikey No talking about it called How we have so many great What's to talk about your rela a open ship for bringing all those capabilities from for OS. But I really wanted Teo talk about the hell, because that actually is the hardest part for customers. And so having kind of customers back in back to back to back, talking about success stories and failures to get there, and it really is about culture. And so that's where we called the open source way, which we kind of coin, which is, you know, beyond the code. It's, you know, meritocracy and how you get people to work together and collaboration. That's what more and more our customers want to talk about. In fact, I'd say ninety percent of the customer meetings I'm in, which are, you know, more CIA level meetings they're all about. Tell me about culture. Tell me how you go about doing that. Yeah, We trust the technology's gonna work. We don't have that issue with open source anymore. Everybody assumes you're gonna have open source. It's really how do you actually make that effective? And so that's what I really wanted to tow highlight over the course of the evening. >> You know, there was a lot of conversation, too. And you have your talking to Jenny about culture last night that you have multiple discussions over the course of the negotiation or of the conversations. So it wasn't just some cursory attention This I mean, the both of you had a really strong realization that this has to work in terms of this, you know, merging basically of philosophies and whatever. But you've had great success, right with your approach. So if you can share a little bit about how those cops is ations How you went through what transpired? Kind of how we got to where we are Now that you know, we're on the cusp of successful moment for you. Yeah, >> sure. So, yeah. I mean, from day one, that was the center of the discussion, I think early on. So year Agos, um, IBM announced, contain arising their software on open shift. And I think that's when the technical light went off about Hey. Having the same bits running across multiple clouds is really, really valuable in open shifts. The only real way to do that. And yes. Oh, Arvind was here from IBM on stage talking about that. And so I think technically, it was like, OK, ding, this makes sense. Nobody else could do it. And IBM, with their capabilities and services integration center. Just lot of strategic logic, I think the difficult part. Even before they approached this. Now, kind of looking back on it, having all these discussions with him now it's okay. Well, culturally, how do we bring it together? Because, you know, we both have strong cultures, mean IBM has a famous culture. We do that air very, very, very different. And so from the moment Jenny first approached me literally, you know, Hey, we're instant this, But let's talk about cultural, how we're going to make this work because, you know, it is a lot of money to spend on a company with No I p. And so you know, I think as we started to work through it, I think what we recognized is we can celebrate the strength of each other's cultures, and you know the key. And this is to not assume that there's one culture that's right for everything. We have a culture hyper optimized for collaboration and co creation, whether that's upstream with our source communities or downstream with our customers or with our employees and how that works. And that's great. Let's celebrate that for what it is. And, you know, IBM kind of run some of those big, most mission critical systems in the world, you know, on mainframes and how you do that looks and feels different. And that's okay. And it's okay to be kind of different. But together, if we can share the same values if we can, you know, share the same desire to serve our customers and put them first how we go about doing it. It's okay if those aren't exact. And as we got more comfortable with that, um, that's when I got more comfortable with it. And then, most importantly for me is we talk about culture. But a lot of our culture comes from the fact that we're truly a mission kind of purpose driven company, right? We're all about making open source the default choice in the world. And you know, to some extent remember, have these conversations with senior teams like, Hey, we were going to think we're going to change the world. You know? How better can we propel this for? This is such a huge platform to do it, and yet it's going to be hard. But aren't we here to do hard things? >> So it talked about it, You know, it's it's always been difficult selling when you don't have the. There's been a lot of discussions in the ecosystem today, as companies that build I p with open source and some of the models have been changing and some of the interactions with some of the hyper scale companies and just curious when you look at that, it's you know, related to what you're doing, what feedback you have and what you're seeing. >> Yeah. Look, first, I'LL say, I can't talk about that as an interested observer because our model is different than a lot of open source software companies. You know, Paul talked about in his keynote today, and we talked a lot about you know, our models one hundred percent open source, where we take open source code, typically getting involved in existing communities in creating life cycles, et cetera, et cetera, et cetera. And so that model's worked well for us. Other open source companies where I think this is more of a challenge with the hyper scale er's right more of the software themselves. And obviously they therefore need to monetize that in a more direct way. You know, our sins are businessmen always say it's a really bad business model the right software and give it away. You know, that's not what we do where hundreds and open source, but you know, if you look at our big communities were, you know, ten to twenty percent of the contribution, because we want to rely on communities. The issue for those companies that are doing Maur. The code contribution themselves is there's a leakage in the open source license, which is, you know, the open source, like the viral licenses. You know, if you make changes and you redistribute, you have toe also, you know, redistribute your code as well. And redistribution now is to find in a hyper scale is just different. So there's kind of a leakage in the model. I think that ultimately gets fixed by tweaks to the licenses. I know it's really controversial, and companies do it, but, you know, Mongo has done it. I think you'LL see continuing tweaks to the length the licenses would still allow broad use, but kind of close that loophole if you want to call that a loophole. >> Yeah, well, it's something that you know as observers. We've always watched this space and you know, when you talk about Lennox, you know, you've created over three billion dollar company, But the ripple effects of Lennox has been huge. And I know you've got some research that we want to hear about when we've looked at like the soup space. When you look at the impact of big data and now where is going you know, the hoodoo distribution was a very, very small piece of that. So, you know, talk a little bit about the ripples. Is some new research that >> way? Had some research that was that we commission to say, What is the impact of Lenin's right hand and press linens? And then we were all blown away. Ten trillion dollars. I mean, so this isn't our numbers or we had really experts do this and e. I mean, it really blew us away. But I think what happens is if you think about how pervasive it is in the economy, it's ultimately hard to have any transaction done that doesn't somehow ripple into technology and technology. Days primarily built around Lynn IQ. So in red headed President X is the leader, so it just pervades and pervades. When you look at the size in the aperture and you make a really good point around, whether it's a duper lennox, I mean, we could look a red hat, the leader and Lennox and we're, you know, less than four billion dollars of revenue. But we've created this massive ecosystem the same thing with the Duke. You think about how big an impactful. Big data and the analytics and built on it are massive. The company's doing are only a couple hundred million dollars, and I will say I've become comfortable with I'd say, five years ago, I used to say in my glass half empty day I'd be like we're creating all of this value yet we're just only getting this little tiny sliver. Um, I've now flip that around and say My glass Half full days I look and say Wow, with this lever we have with this little bit of investment were fundamentally changing the world. And so everybody's benefiting in a much larger scale around that. And when you think about it, that aperture is something really, really, really excited >> about. Well, you talk about, you know where the impact will be. Talk about Cloud, that the wave of container ization, you know, Where do you see that ending up? You know, I look, you know, Cooper Netease is one of those things. There's a lot of excitement and rightfully so. It was going to change the market, but it's not about a Cuban aunties distribution. It's going to be baked into every platform out there. Yeah, gunships doing quite well. And you know all the cloud providers, your partner with them and working with them. It's less fighting to see who leads and Maura's toe. How do we all work together on this? >> Well, you know, I think that's >> the great thing about ah well functioning, mature, open source projects is it behooves everybody to share. Now we'LL compete ultimately, you know, kind of downstream. But it who's everybody to share and build on this kind of common kind of component. And, you know, like any good open source project, it has a defined set of things that it does. I think you hit on a really important point. Cooper Netease is such an important layer. Doesn't work without Lennox, right? I mean, lyrics is, you know, containers or Lennox. And so how do you think about putting those pieces to gather manageability and automation thinks like answerable. And so, you know, at least from our perspective, it's How do you take these incredible technologies that are cadence ng, you know, at their own pace and are fundamentally different but can't work unless you put them all together? Which to us, you know, that creates a big opportunity to say, How do I take this incredible technology that thousands of, of really technically Swiss cave people are working on and make it consumable? Archer Traditional model has been like linnet, simply saying We're going to snap shot. We're going created to find life we're going back for, you know, do patching for what? And we still do that. But there's now an added sir sort of value, something like open shift, where you can say, Okay, we could put these pieces together in life cycle and together. And, you know, we see instances all the time where an issue with Cooper Netease requires, you know, a change analytics. And so being able to life cycle in together, I think we can really put out a platform where we literally now we're saying in the platform you're getting the benefits of millions of people working on overtime on Lenox with tens of thousands people working on Cooper, Netease and the Learnings are all been kind of wrapping back into a platform. So our ability to do that is it kind of open source continues to move up. The stack is really, really exciting. >> Now. You were talking about transformative technologies on DH. How great it is to be a part of that right now. You alluded to that last night in the keynote. So you're talking about this, You know your history lessons. You know how much you love doing that? Your ki notes and you know, the scientific method Industrial Revolution open source. Just without asking you to re can you are a recount. All that. Just give us an idea about how those air philosophically aligned it. How you think those air open source follows that lineage, if you will, where it is fundamentally changing the world. It is a true global game change. Yeah, And >> so the point last night was a really kind of illustrate how a change in thinking can fundamentally change the world we live in. And so what I talked about just kind of quickly is so the scientific method developed and kind of the fifteen hundreds ish time frame was a different way to discover knowledge. So it goes from kind of dictates coming down from, you know, on high, too. Very simple hypothesis, experiment, observation of the results of the things that go through that process and stand the test of time and become what we consider knowledge right? And that change lead immediately to an explosion of innovation, whether that with the underpinnings of the industrial revolution or enlightenment, what we've done in medicine, whole bunch of areas. And yeah, the analogy I came to was around well, the old way we just try to innovate constrains us in a more open approach is a fundamentally better way to innovate. But what I found so interesting in and I think you picked up on it if it didn't emphasize this much, wanted to excite and having a lot of time, its many of the same characteristics of scientific discovery. So the idea of you know, independence anybody could actually do this pinpoints the importance of experimentation and learning those Air Corps components of, you know, tef ops and agile and open source, right? It's very, uh, in the end, the characteristics are actually quite similar as well. I think that's just fascinating to see happen. >> So e think about that. And if you could bring it back to the customers you're talking to, you have a lot of executive conversation, said You focus a lot on the how is really challenging. We understand. You know, the organizational structure of most companies goes back over a hundred years to military. So you know, what you see is some of the one of the biggest challenges that, you know, executive thieves we're facing these days. And, you know, how are they getting past that? Stuck? >> Yeah. And so, you know, I think the simple is way to state. The problem, which I hear over and over again, is we tried an agile transformation, and it failed because our culture was already and cultures Mohr of, ah always tell the executor when they said to me, It's like, Okay, but recognized cultures and output, not an input. And it's an output of leadership behaviors, beliefs, values what's been rewarded over time. So if you want your culture to change, actually to think about changing the way that you lied and manage and broadly, the structures, the hierarchies, the bureaucratic systems that we have in place today are really good at driving efficiency in a static environment. So if you're trying to slightly take a little bit of cost out building a car, you start with what you did last year. You get a bunch of scientists are consultants to look at it, and then you direct some fairly small changes. So the structure were in places other wrong with them. When value creation was about standardization of economies of scale. The hierarchies work really, really well to distribute tasks and allow specialization and optimization. The problem is now most value creation. It's requiring innovation. It's how doe I innovate and how I engage with my customer. You know the example I used a couple years ago? Its summit was, you know, the average cars use ninety minutes today. So if you think about how to reduce the cost of transfer port ation, is it taking two percent out of the cost of building a car? Or is it figuring out whether it's ride sharing or other ways? Teo. A fractional ownership. Whether it is to increase the average utilization of the car, it's clearly the ladder. But you can't do that in about bureaucratic hierarchical system that requires creativity and innovation, and the model to do that requires injecting variants in. That's what allows innovation to happen. So as leaders, you have to show up and say, all right, how do I encourage descent, you know, how do I accept failure? Right. So this idea of somebody tries something and it fails. If you fire him, nobody's gonna try anything again. But experimentation by definition requires a lot of failures and how you learn from it. So how do you build that into the culture where as executives you say holding people accountable doesn't mean, you know, firing him or beating him up. If they make a mistake, it's how do I encourage the right level of risk taking in mistakes, you know, even down to the soft side. So you know, how do you hold somebody accountable in an agile scrum, right. Your leaders have to be mature enough to sit down, have a conversation. Not around here. The five things you were supposed to do and you did forum. So you get in eighty right now, you can't say exactly what they need to do because it's a little blurry. So you have to have leaders mature enough to sit down and have a conversation with somebody is I think you got an eighty. Thank you. Got an eighty because here's what you did well, and here's what you didn't. But it's subjective. And how do you build that skill and leaders? They oughta have those subjective conversations, right? That sounds really, really soft, but it's not gonna work if you don't have leaders who can do that right? And so that's why it's hard. Because, you know, changing peep people is hard. And so that's why I think so. Many CEOs and executives want to talk about it. But that's what I mean by it's a soft side. And how do you get that type of change to happen? Because if you do that, pick ours honestly, pick somebody else's, you know, agile Davis with methodologies. They'LL work if you have a culture, this accepting of it >> before they let you go. There were two things to our quick observations about last night. Number one rule Samant hitch up on the licensing, so I know you've got your hands full on that. Good luck with that. You mentioned licensing a little bit ago, and I learned that thirty four billion dollars is a good deal. Well, right, that's what you said I heard it from are absolutely well. Things >> were a separate entity. We don't have licenses. So I don't know how we would go into an l A >> given. We don't have a license to sell. So got some expectations setting >> we need to do with our customers and then, you know, but separately, You know, I think people do forget that Red Hat is a not only a really fast growing company were also really profitable company. Most of the other software companies that are growing at our pace on a gap basis makes little to no money. We have because we get the leverage of open source, we actually generate a very large amount of free cash flow. And if you actually not to get the details of the financials. But we look at our free cash flow generation in our growth, I would argue, was a smoking good deal. That thirty four. I was asking for a lot more than that. >> You could had smoking good the last night that was gonna work to give thanks for the time. >> It's great to be here. >> Thank you. Thank you for hosting us here. Great opportunities on this show for I know that's exciting to see two but continued success. We wish you all >> thanks. So much. Thank you for being here. It's great to have you, >> Jim. White House joining us back with more live coverage here on the Cube. You are watching our coverage here in Boston of Red Hat Some twenty nineteen. Well,