>>And welcome back to the cubes coverage of alias reinvent 2021. I'm Jon furrier, your host of the cube we're onsite we're hybrid. It's a hybrid event. We've got Odile, Shara Dean vice president of north America solution engineering at Salesforce. We deal SIM thank you for coming on the cube >>You John, excited to be >>Here. So w you know, Salesforce obviously, um, being in Palo Alto in the bay area, they've got the Salesforce tower, great business cloud before cloud great innovation. A lot of growth has been very successful at SAS and platform. So you take that to the government, uh, an area public sector where public sector and other areas around this have been exploding with the pandemic with new use cases and just kind of a refactoring and replatforming of L all aspects of digital. It's been a big digital transformation surge, and rightfully so you guys are in the mix here. Um, talk about the Salesforce is positioned as you guys innovate and scale your platform and rethink this architecture with AWS in the public sector. >>Yeah. Thank you, John. So you're spot on Salesforce defines SAS as a delivery of services to customers, and that's really the precursor to where we are with cloud here. So let's talk about public sector and what that means. I'm very proud to work in and around public sector for many years. And I'll Salesforce, public sector group supports any number of use cases, different missions, anywhere from state and local, all the way through to federal use cases on, on a global scale. But what that means, and I mean, right back to your question is how do we deliver those in the cloud in a scalable, responsive way? You mentioned the pandemic and throughout the pandemic, we were instrumental in trying to deliver these services and getting states and localities towns, countries up and running to deliver the critical things that we all learned about in a hurry contact pricing. >>COVID testing all these ideas around vaccine management, what it takes to get vaccines to populations, but many of our customers, many of our governments just weren't well positioned to do that. So what they were relying on was a secure, scalable, flexible environment that allowed them to define their workflows or their business models in a very, very rapid pace as we were dealing with the surge and the constantly changing landscape of the pandemic. So from our perspective, we've spent years investing in public sector to make sure that we need the compliance requirements, whether that's FedRAMP or, or CMMC, or protected being Canada, how do we do that reliably quickly so that our government customers can rely on us for situations like the pandemic to be able to respond? >>Yeah, one of the things we've been doing a lot of reporting around is the idea that the pandemic has kind of forced, and it was a forcing function around digital transformation. Uh, so I have to ask you knowing the history of Salesforce and the greatness of the company that you guys have had over the years, uh, when you get into the public sector, I'm sure you get all kinds of questions. We don't have sales forces, and we don't have sales managers. Um, we don't need a CRM. Um, and we have industry regulations. We're not a commercial thing. How do you answer those? Because you guys have infrastructure, you are a hyperscale, uh, what's your take on that and how do you answer those direct questions when they come up? >>All great questions and yes, we get them all the time. Uh, so how do we answer them? Well, first and foremost, the idea of a CRM is around putting your customer at the center of your view of them. So that customer relationship management means you, you have a view into the services your customer needs and how they're engaging with you, digitally engagement, in-person engagement, et cetera. I would intend that that's no different for a government entity than it is for a consumer. Very sensitive government entity wants to treat their constituents around the services they need and getting that full 360 view of what, what are the services available to them? How do they access them, et cetera, actually fits really well into that CRM model, but it does take some explaining and reinvisioning it, but it plays really well into the digital transformation imperatives that these agencies have, because what you want to do in a digital transformation is also re-imagined all these old systems and legacy systems, how you're going to make them more accessible. >>But also to your point, how do you bring them to this level of expectation that our consumers have? I'm now accustomed to having mobile apps and on-demand, uh, applications and websites for ordering products for ordering needs, et cetera, for booking a restaurant reservation, I've developed the exact same requirements and expectations of my government services and our government customers are clearly aware of this. So they want to bring this capability to the fore and offer their constituents a better experience as well. When you asked about government regulations, this is absolutely critical to how we think about delivering that service, the value of the cloud. Isn't just, you can go get access to a service and not have to worry about that service. It's also, how do we unencumber agencies from these compliance requirements from audits, from privacy checks and needs in a constantly evolving landscape. There's always a legislative imperative to change something, add more constraints, more privacy requirements, compliance requirements, et cetera. So what we want to do is free our customers up from having to worry about that. That's what we undertake. We provide them that level of assurance, and they focus once again, on that higher value of the business flows, the mission, the constituency context, and how to make that constituent experience better. >>I have to ask you, I had a chance to sit down one-on-one with Adam. Slupski the new CEO of AWS recently prior to re-invent. And he said something to me. I want to get your reaction to, he said with scale, you can get visibility on some new use cases. So this applies to Salesforce. You guys are a hyperscaler, you have this new architecture named hyper force. What is this all about? And how does that tie into celebrities comment? Okay. >>Yeah. Uh, excellent question. And we'll talk a little about that history that brings us to two hype before. So just like many of our customers, we realize that having the ability to scale across the globe and be able to offer our services in different regions, different compliance requirements meant that our investments in first party data centers needed to be reconstructed a little bit. And that posed a bit of a rearchitecture for us as well. But that's what gave us the flexibility then to essentially decouple our architecture from the physical infrastructure layer, but it afforded us then the ability to deploy very quickly and very scaleably on AWS in regions that we previously weren't operating in. So it allows us to move along quicker, allows us to bring that flexibility and that scale to the customer where they are. And then we can meet once again, coming back to compliance and regulations. >>We can meet requirements around data residency and data privacy requirements in different regions that we were somewhat constrained in doing earlier. And that also then gives us the ability, I think, to what Adam might've been alluding to now that we're able to bring that service to the customer, they can say, well, actually here's another use case that I would like Salesforce to deliver on. And it gives us that flexibility. We do a lot in terms of expanding across use cases. And if I can point to the pandemic again, just as a great frame of reference that we're all thrust into. Initially, if you cast your mind back to may of last year, we were all worried about contact tracing, right? No side effects scenes, yet we didn't even have pelvic testing. Well, shortly thereafter, COVID testing became available and states were offering those well that from contact tracing to COVID testing is a massive shift. If you think about the use case for technology. So we enable our customers to move very quickly from contact tracing, to COVID, testing them to vaccine management. They're actually entirely different use cases, even though they all apply to solving for the pandemic where we had so many others, digital outreach, helping with loans and grants and management through the PPP programs, through unemployment programs, all different use cases that we helped our customers extend to, which you can't do that if you're not flexible enough to move quickly and scale effectively to support those. >>I think that value proposition and that notion of having that regional global support is going to really come into the whole data programmability trend. I call data as dev ops kind of vibe where data as code becomes more, more agile, right? You're going to see that. I think that's going to be, that's a big theme at a reinvent this year. So, so I have to ask you now, now we're sitting in this global scale, you've got geopolitics, you got public sector. How does Salesforce government cloud plus, and hyper force help your help governments and their partners because their ecosystems too, right? So it's not a commercial. Now it's looking a lot like a commercial lines between commercial and government looking the same. How do you guys help governments and their partners? >>So having been in this, this, uh, area for so long, I, I like to position this tonight. I use this actually as a good selling point, even in selling the value propositions for investment internally, I think of the government regulations and requirements around privacy compliance as a minimum barrier of entry. So I'll, uh, you mentioned our government cloud, plus that's really more in the U S and it's a FedRAMP, uh, tested at a federal and PI level. We've got privacy of lays. We've got our DOD out for, uh, PA in there we've got HIPAA and PCI compliance bank 10. Those are efforts that if a company or a government customer were to go run through individually, it's going to take them a lot of time, effort, and investment to support those. And you end up creating an operations business that just does that for 24 7. >>That's the only reason for them to exist is to manage those. But then we have the government adjacent industries that you're referring to. What about the parkers that service government, they have their own set of regulations. more recently CMMC coming out, et cetera. We provide all of those as a baseline for our government cloud plus. So that level of assurance is assumed by customers and consumers of the service. And again, they're worried about what type of beta and what type of business workflows they're gonna enable and not, can they meet the basic regulations to stand up the service? >>Yeah, I think that highly of the workflows piece is critical because workflows is the new integration layer, right? So these seeing a lot of that, and again, that's a big theme at a re-invent this year. I'll see the performance is key graviton to all the processor stuff and, and, you know, it's lambed and old serverless, but as you move up to the stack where there's actual agility and modern applications that need to be built, whatever they are, you need to have this programmable cloud scale, but the customization on workflows and machine learning and AI. So this is all beautiful for everyone to think about, but now they have to implement it. So how might your customers and prospects consider expanding their offerings with Salesforce in the cloud? Is there, is there a certain playbook that you see, is there a situational awareness that's needed? How would you advise your customers will want to consider expanding, uh, their portfolio in their, their apps and workflows with Salesforce? >>Yeah, that's a fantastic question. So, John, and I'm going to start with, again, going back a little bit to what is Salesforce and who are we as a company? So in as much as we started talking about Salesforce as the number one CRM platform was SAS, we've also acquired some companies and invested in a lot of different, uh, elements of businesses, uh, Tableau NeoSoft and velocity more recently, the slack acquisition, and they're all slightly outside of our platform in terms of capabilities and what we intend for those to deliver. So our customers have a lot more options in terms of what it means to partner with and invest with Salesforce. Uh, slack is a great example of where that becomes a communications mesh and infrastructure that allows them to integrate, uh, technologies, applications, workflows, et cetera. So you want to rethink almost what is Salesforce and what does it mean in your enterprise? >>And then coming back to, to the core of what we do, a lot of how we enable our customers is here's an environment. We enable these very quickly a customer's access to the environment right away. They can set up testing environments, sandboxes, start playing with workflows and really reimagine what that environment is going to look like for their internal users and their engagement with these applications. So yes, we have runbooks we have playbooks, but we've also got enablers in the form of applications. We have a huge application market, if you will, where customers can download different accelerators and try those. We've got a huge network of partners that have delivered rich value added applications. So in most cases, our customers are going to find someone's already created the use case or the application or the workflow they needed. And maybe it's a case of just announcing that a little bit or updating it a little bit, or creating the integration to an in-house system already. So it makes it very exciting, but also makes it a very quick start to solve a problem. >>Oh, Nielsen, you guys have a great opportunity with the cloud and cloud scale. Obviously, companies successful Salesforce is well-known, but as data and governance has to be more agile, more secure often, that sounds counter-intuitive, but this is the big deal that's happening right now, where you need the leverage, the scale you need to have it secure, which you'd think needs to be protective, but making it more permissive is agility. This is the core theme, your, your reaction to wrap up, >>Uh, all great points and yes, to be the data isn't useful if it's entirely locked up. So at Todd, you bring the user to the data they have access to, and that data to provide them value. But especially in a, we'll put a government lens on this. On the government side, the data is ultimately what our government entities are stewarding. So yes services, but that data is imperative. So our customers understand the value of that data and then also how to not just extract value from it, but how to shepherd and steward the security of that data very well. So for us, it's the ability to get that data to the right users, allow them to construct their business omission flow on that data. But the data has to persist has to add value, has to be available for analytics and so on >>Nielsen. Jardeen vice president of north America solutions engineering at Salesforce. Thanks for coming on the cube and, and sharing your story and congratulate a big opportunity ahead for you guys. Congratulations. >>Absolutely. John, thank you so much. Enjoy the rest of the week. Okay. >>It was coverage of eight of us reinvent 2021. Um, John for a, your host. Thanks for watching.

(Rhythm music) >> Narrator: Live, from Munich, Germany, it's The Cube. Coverage, DataWorks Summit Europe, 2017. Brought to you by Hortonworks. >> Okay, welcome back everyone. We are live in Munich, Germany for DataWorks 2017, formally known as Hadoop Summit. This is The Cube special coverage of the Big Data world. I'm John Furrier my co-host Dave Vallente. Two days of live coverage, day one wrapping up. Now, Dave, we're just kind of reviewing the scene here. First of all, Europe is a different vibe. But the game is still the same. It's about Big Data evolving from Hadoop to full open source penetration. Puppy's now public in markets Hortonworks, Cloudera is now filing an S-1, Neosoft, Talon, variety of the other public companies. Alteryx. Hadoop is not dead, it's not dying. It certainly is going to have a position in the industry, but the Big Data conversation is front and center. And one thing that's striking to me is that in Europe, more than in the North America, is IOT is more centrally themed in this event. Europe is on the Internet of Things because of the manufacturing, smart cities. So this is a lot of IOT happening here, and I think this is a big discovery certainly, Hortonworks event is much more of a community event than Strata Hadoop. Which is much more about making money and modernization. This show's got a lot more engagement with real conversations and developers sessions. Very engaging audience. Well, yeah, it's Europe. So you've go a little bit different smaller show than North America but to me, IOT, Internet of Things, is bringing the other cloud world with Big Data. That's the forcing function. And real time data is the center of the action. I think is going to be a continuing theme as we move forward. >> So, in 2010 John, it was all about 'What is Hadoop?' With the middle part of that decade was all about Hadoop's got to go into the enterprise. It's gone mainstream in to the enterprise, and now it's sort of 'what's next?' Same wine new bottle. But I will say this, Hadoop, as you pointed out, is not dead. And I liken it to the early web. Web one dot O it was profound. It was a new paradigm. The profundity of Hadoop was that you could ship five megabytes of code to a petabyte of data. And that was the new model and that's spawned, that's catalyzed the Big Data movement. That is with us now and it's entrenched, and now you're seeing layers of innovation on top of that. >> Yeah, and I would just reiterate and reinforce that point by saying that Cloudera, the founders of this industry if you will, with Hadoop the first company to be commercially funded to do what Hortonworks came in after the fact out of Yahoo, came out of a web-scale world. So you have the cloud native DevOps culture, Amar Ujala's at Yahoo, Mike Olson, Jeff Hammerbacher, Christopher Vercelli. These guys were hardcore large-scale data guys. Again, this is the continuation of the evolution, and I think nothing is changed it that regard because those pioneers have set the stage for now the commercialization and now the conversation around operationalizing this cloud is big. And having Alan Nance, a practitioner, rock-star, talking about radical deployments that can drop a billion dollars at a cost savings to the bottom line. This is the kind of conversations we're going to see more of this is going to change the game from, you know, "Hey, I'm the CFO buyer" or "CIO doing IT", to an operational CEO, chief operating officer level conversation. That operational model of cloud is now coming into the view what ERP did in software, those kinds of megatrends, this is happening right now. >> As we talk about the open, the people who are going to make the real money on Big Data are the practitioners, those people applying it. We talked about Alan Nance's example of billion dollar, half a billion dollar cost-savings revenue opportunities, that's where the money's being made. It's not being made, yet anyway with these public companies. You're seeing it Splunk, Tableau, now Cloudera, Hortonworks, MapR. Is MapR even here? >> Haven't seen 'em. >> No I haven't seen MapR, they used to have pretty prominent display at the show. >> You brought up point I want to get back to. This relates to those guys, which is, profitless prosperity. >> Yeah. >> A term used for open source. I think there's a trend happening and I can't put a finger on it but I can kind of feel it. That is the ecosystems of open source are now going to a dimension where they're not yet valued in the classic sense. Most people that build platforms value ecosystems, that's where developers came from. Developer ecosystems fuel open source. But if you look at enterprise, at transformations over the decades, you'd see the successful companies have ecosystems of channel partners; ecosystems of indirect sales if you will. We're seeing the formation, at least I can start seeing the formation of an indirect engine of value creation, vis-à-vis this organic developer community where the people are building businesses and companies. Shaun Connolly pointed to Thintech as an example. Where these startups became financial services businesses that became Thintech suppliers, the banks. They're not in the banking business per se, but they're becoming as important as banks 'cuz they're the providers in Thintech, Thintech being financial tech. So you're starting to see this ecosystem of not "channel partners", resell my equipment or software in the classic sense as we know them as they're called channel partners. But if this continues to develop, the thousand flower blooming strategy, you could argue that Hortonworks is undervalued as a company because they're not realizing those gains yet or those gains can't be measured. So if you're an MBA or an investment banker, you've got to be looking at the market saying, "wow, is there a net-present value to an ecosystem?" It begs the question Dave. >> Dave: It's a great question John. >> This is a wealth creation. A rising tide floats all boats, in that rising tide is a ecosystem value number there. No one has their hands on that, no one's talked about that. That is the upshot in my mind, the silver-lining to what some are saying is the consolidation of Hadoop. Some are saying Cloudera is going to get a huge haircut off their four point one billion dollar value. >> Dave: I think that's inevitable. >> Which is some say, they may lose two to three billion in value, in the IPO. Post IPO which would put them in line with Hortonworks based on the numbers. You know, is that good or bad? I don't think it's bad because the value shifts to the ecosystem. Both Cloudera and Hortonworks both play in open source so you can be glass half-full on one hand, on the haircut, upcoming for Cloudera, two saying "No, the glass is half-full because it's a haircut in the short-term maybe", if that happens. I mean some said Pure Storage was going to get a haircut, they never really did Dave. So, again, no one yet has pegged the valuation of an ecosystem. >> Well, and I think that is a great point, personally I think, I've been sort of racking my brain, will this Big Data hike be realized. Like the internet. You remember the internet hyped up, then it crashed; no one wanted to own any of these companies. But it actually lived up to the hype. It actually exceeded the hype. >> You can get pet food online now, it's called amazon. [Co-Hosts Chuckle Together] All the e-commerce played out. >> Right, e-commerce played out. But I think you're right. But everybody's expecting sort of, was expecting a similar type of cycle. "Oh, this will replace that." And that's now what's going to happen. What's going to happen is the ecosystem is going to create a flywheel effect, is really what you're saying. >> Jeff: Yes. >> And there will be huge valuations that emerge out of this. But today, the guys that we know and love, the Hortonworks, the Clouderas, et cetera, aren't really on the winners list, I mean some of their founders maybe are. But who are the winners? Maybe the customers because they saw a big drop in cost. Apache's a big winner here. Wouldn't ya say? >> Yeah. >> Apache's looking pretty good, Apache Foundation. I would say AWS is a pretty big winner. They're drifting off of this. How about Microsoft and IBM? I mean I feel in a way IBM is sort of co-opted this Big Data meme, and said, "okay, cognitive." And layered all of it's stuff on top of it. Bought the weather company, repositioned the company, now it hasn't translated in to growth, but certainly has profitability implications. >> IBM plays well here, I'll tell you why. They're very big in open source, so that's positive. Two, they have huge track record and staff dealing with professional services in the enterprise. So if transformation is the journey conversation, IBM's right there. You can't ignore IBM on this one. Now, the stack might be different, but again, beauty is in the eye of the beholder because depending on what work clothes you have it depends. IBM is not going to leave you high and dry 'cuz they have a really you need for what they can do with their customers. Where people are going to get blindsided in my opinion, the IBMs and Oracles of the world, and even Microsoft, is what Alan Nance was talking about, the radical transformation around the operating model is going to force people to figure out when to start cannibalizing their own stacks. That's going to be a tell sign for winners and losers in the big game. Because if IBM can shift quickly and co-op the megatrends, make it their own, get out in front of that next wave as Pat Gelsinger would say, they could surf that wave and then tweak, and then get out in front. If they don't get behind that next wave, they're driftwood. It really is all about where you are in the spectrum, and analytics is one of those things in data where, you've got to have a cohesive horizontal strategy. You got to be horizontally scalable with data. You got to make data freely available. You have to have an abstraction layer of software that will allow free movement of data, across systems. That's the number one thing that comes out of seeing the Hortonwork's data platform for instance. Shaun Connolly called it 'connective tissue'. Cloudera is the same thing, they have to start figuring out ways to be better at the data across the horizontal view. Cloudera like IBM has an opportunity as well, to get out in front of the next wave. I think you can see that with AI and machine learning, clearly they're going to go after that. >> Just to finish off on the winners and losers; I mean, the other winner is systems integrators to service these companies. But I like what you said about cannibalizing stacks as an indicator of what's happening. So let's talk about that. Oracle clearly cannibalizing it's stacks, saying, "okay, we're going to the red stack to the cloud, go." Microsoft has made that decision to do that. IBM? To a large degree is cannibalizing it's stack. HP sold off it's stack, said, "we don't want to cannibalize our stack, we want to sell and try to retool." >> So, your question, your point? >> So, haven't they already begun to do that, the big legacy companies? >> They're doing their tweaking the collet and mog, as an example. At Oracle Open World and IBM Interconnect, all the shows we, except for Amazon, 'cuz they're pure cloud. All are taking the unique differentiation approach to their own stuff. IBM is putting stuff that's relate to IBM in their cloud. Oracle differentiates on their stack, for instance, I have no problem with Oracle because they have a huge database business. And, you're high as a kite if you think Oracle's going to lose that database business when data is the number one asset in the world. What Oracle's doing which I think is quite brilliant on Oracle's part is saying, "hey, if you want to run on premise with hardware, we got Sun, and oh by the way, our database is the fastest on our stuff." Check. Win. "Oh you want to move to the cloud? Come to the Oracle cloud, our database runs the fastest in our cloud", which is their stuff in the cloud. So if you're an Oracle customer you just can't lose there. So they created an inimitability around their own database. So does that mean they're going to win the new database war? Maybe not, but they can coexist as a system of records so that's a win. Microsoft Office 365, tightly coupling that with Azure is a brilliant move. Why wouldn't they do that? They're going to migrate their customer base to their own clouds. Oracle and Microsoft are going to migrate their customers to their own cloud. Differentiate and give their customers a gateway to the cloud. VVMware is partnering with Amazon. Brilliant move and they just sold vCloud Air which we reported at Silicon Angle last night, to a French company recently so vCloud Air is gone. Now that puts the VMware clearly in bed with Amazon web services. Great move for VMware, benefit to AWS, that's a differentiation for VMware. >> Dave: Somebody bought vCloud Air? >> I think you missed that last night 'cuz you were traveling. >> Chuckling: That's tongue-in-cheek, I mean what did they get for vCloud Air? >> OVH bought them, French company. >> More de-levering by Michael. >> Well, they're inter-clouding right? I mean de-leveraging the focus, right? So OVH, French company, has a very much coexisted... >> What'd they pay? >> ... strategy. It's undisclosed. >> Yeah, well why? 'Cuz it wasn't a big number. That's my point. >> Back to the other cloud players, Google. I think Google's differentiating on their technology. Great move, smart move. They just got to get, as someone who's been following them, and you know, you and I both love an enterprise experience. They got to speak the enterprise language and execute the language. Not through 19 year olds and interns or recent smart college grads ad and say, "we're instantly enterprise." There's a dis-economies of scale for trying to ramp up and trying to be too heavy on the enterprise. Amazon's got the same problem, you can't hire sales guy fast enough, and oh by the way, find me a sales guy that has ten 15 years executive selling experience to a complex strategic sales, like the enterprise where you now have stakeholders that are in multiple roles and changing roles as Alan Nance pointed out. So the enterprise game is very difficult. >> Yup. >> Very very difficult. >> Well, I think these dupe startups are seeing that. None of them are making money. Shaun Connolly basically said, "hey, it used to be growth they would pay for growth, but now their punishing you if you don't have growth plus profitability." By the way, that's not all totally true. Amazon makes no money, unless stock prices go through the roof. >> There is no self-service, there is no self-service business model for digital transformation for enterprise customers today. It doesn't exist. The value proposition doesn't resinate with customers. It works good for Shadow IT, and if you want to roll out G Suite in some pockets of your organization, but an ad-sense sales force doesn't work in the enterprise. Everyone's finding that out right now because they're basically transforming their enterprise. >> I think Google's going to solve their problem. I think Google has to solve their problem 'cuz... >> I think they will, but to me it's, buy a company, there's a zillion company out there they could buy tomorrow that are private, that have like 300 sales people that are senior people. Pay the bucks, buy a sales force, roll your stuff out and start speaking the language. I think Dianne Green gets this. So, I think, I expect to see Google ... >> Dave: Totally. >> do some things in that area. >> And I think, to you're point, I've always said the rich get richer. The traditional legacy companies, they're holding servant in this. They waited they waited they waited, and they said, "okay now we're going to go put our chips on the table." Oracle made it's bets. IBM made it's bets. HP, not really, betting on hardware. Okay. Fine. Cisco, Microsoft, they're all making their bets. >> It's all about bets on technology and profitability. This is what I'm looking at right now Dave. We talked about it on our intro. Shaun Connolly who's in charge of strategy at Hortonworks clarified it that clearly revenue, losing money is not going to solve the problem for credibility. Profitability matters. This comes back to the point we've said on The Cube multiple years ago and even just as recently as last year, that the world's flipping back down to credibility. Customers in the enterprise want to see credibility and track record. And they're going to evaluate the suppliers based upon key fundamentals in their business. Can they make money? Can they deliver SLAs? These are going to be key requirements, not the shiny new toy from Silicon Valley. Or the cool machine learning algorithm. It has to apply to their product, their value, and they're going to look to companies on the scoreboard and say, "are you profitable?" As a proxy for relevance. >> Well I want to keep it, but I do want to, we've been kind of critical of some of the Hadoop players. Cloudera and Hortonworks specifically. But I want to give them props 'cuz you remember well John, when the legacy enterprise guys started coming into the Hadoop market they all said that they had the same messaging, "we're going to make Hadoop enterprise ready." You remember that well, and I have to say that Hortonworks, Cloudera, I would say MapR as well and the ecosystem, have done a pretty good job of making Hadoop and Big Data enterprise ready. They were already working on it very hard, I think they took it seriously and I think that that's why they are in the mix and they are growing as they are. Shaun Connolly talked about them being operating cashflow positive. Eking out some plus cash. On the next earnings call, pressures on. But we want to see, you know, rocket ships. >> I think they've done a good job, I mean, I don't think anyone's been asleep at the switch. At all, enterprise ready. The questions always been "can they get there fast enough?" I think everyone's recognized that cost of ownership's down. We still solicit on the OpenStack ecosystem, and that they move right from the valley properties. So we'll keep an eye on it, tomorrow we'll be checking in. We got a great day tomorrow. Live coverage here in Munich, Germany for DataWorks 2017. More coverage tomorrow, stay with us. I'm John Furrier with Dave Vallente. Be right back with more tomorrow, day two. Keep following us.