(bright upbeat music) >> Greetings, brilliant community and thank you so much for tuning in to theCUBE here for the last three days where we've been live from Detroit, Michigan. I've had the pleasure of spending this week with Lisa Martin and John Furrier. Thank you both so much for hanging out, for inviting me into the CUBE family. It's our first show together, it's been wonderful. >> Thank you. >> You nailed it. >> Oh thanks, sweetheart. >> Great job. Great job team, well done. Free wall to wall coverage, it's what we do. We stay till everyone else-- >> Savannah: 100 percent. >> Everyone else leaves, till they pull the plug. >> Lisa: Till they turn the lights out. We're still there. >> Literally. >> Literally last night. >> Still broadcasting. >> Whatever takes to get the stories and get 'em out there at scale. >> Yeah. >> Great time. >> 33. 33 different segments too. Very impressive. John, I'm curious, you're a trend watcher and you've been at every single KubeCon. >> Yep. >> What are the trends this year? Give us the breakdown. >> I think CNCF does this, it's a hard job to balance all the stakeholders. So one, congratulations to the CNCF for another great KubeCon and CloudNativeCon. It is really hard to balance bringing in the experts who, as time goes by, seven years we've been all of, as you said, you get experts, you get seniority, and people who can be mentors, 60% new people. You have vendors who are sponsoring and there's always people complaining and bitching and moaning. They want this, they want that. It's always hard and they always do a good job of balancing it. We're lucky that we get to scale the stories with CUBE and that's been great. We had some great stories here, but it's a great community and again, they're inclusive. As I've said before, we've talked about it. This year though is an inflection point in my opinion, because you're seeing the developer ecosystem growing so fast. It's global. You're seeing events pop up, you're seeing derivative events. CNCF is at the center point and they have to maintain the culture of developer experts, maintainers, while balancing the newbies. And that's going to be >> Savannah: Mm-hmm. really hard. And they've done a great job. We had a great conversation with them. So great job. And I think it's going to continue. I think the attendance metric is a little bit of a false positive. There's a lot of online people who didn't come to Detroit this year. And I think maybe the combination of the venue, the city, or just Covid preferences may not look good on paper, on the numbers 'cause it's not a major step up in attendance. It's still bigger, but the community, I think, is going to continue to grow. I'm bullish on it. >> Yeah, I mean at least we did see double the number of people that we had in Los Angeles. Very curious. I think Amsterdam, where we'll be next with CNCF in the spring, in April. I think that's actually going to be a better pulse check. We'll be in Europe, we'll see what's going on. >> John: Totally. >> I mean, who doesn't like Amsterdam in the springtime? Lisa, what have been some of your observations? >> Oh, so many observations. The evolution of the conference, the hallway track conversations really shifting towards adjusting to the enterprise. The enterprise momentum that we saw here as well. We had on the show, Ford. >> Savannah: Yes. We had MassMutual, we had ING, that was today. Home Depot is here. We are seeing all these big companies that we know and love, become software companies right before our eyes. >> Yeah. Well, and I think we forget that software powers our entire world. And so of course they're going to have to be here. So much running on Kubernetes. It's on-prem, it's at the edge, it's everywhere. It's exciting. Woo, I'm excited. John, what do you think is the number one story? This is your question. I love asking you this question. What is the number one story out KubeCon? >> Well, I think the top story is a combination of two things. One is the evolution of Cloud Native. We're starting to see web assembly. That's a big hyped up area. It got a lot of attention. >> Savannah: Yeah. That's kind of teething out the future. >> Savannah: Rightfully so. The future of this kind of lightweight. You got the heavy duty VMs, you got Kubernetes and containers, and now this web assembly, shows a trajectory of apps, server-like environment. And then the big story is security. Software supply chain is, to me, was the number one consistent theme. At almost all the interviews, in the containers, and the workflows, >> Savannah: Very hot. software supply chain is real. The CD Foundation mentioned >> Savannah: Mm-hmm. >> they had 16,000 vulnerabilities identified in their code base. They were going to automate that. So again, >> Savannah: That was wild. >> That's the top story. The growth of open source exposes potential vulnerabilities with security. So software supply chain gets my vote. >> Did you hear anything that surprised you? You guys did this great preview of what you thought we were going to hear and see and feel and touch at KubeCon, CloudNativeCon 2022. You talked about, for example, the, you know, healthcare financial services being early adopters of this. Anything surprise either one of you in terms of what you predicted versus what we saw? Savannah, let's start with you. >> You know what really surprised me, and this is ironic, so I'm a community gal by trade. But I was really just impressed by the energy that everyone brought here and the desire to help. The thing about the open source community that always strikes me is, I mean 187 different countries participating. You've got, I believe it's something like 175,000 people contributing to the 140 projects plus that CNCF is working on. But that culture of collaboration extends far beyond just the CNCF projects. Everyone here is keen to help each other. We had the conversation just before about the teaching and the learnings that are going on here. They brought in Detroit's students to come and learn, which is just the most heartwarming story out of this entire thing. And I think it's just the authenticity of everyone in this community and their passion. Even though I know it's here, it still surprises me to see it in the flesh. Especially in a place like Detroit. >> It's nice. >> Yeah. >> It's so nice to see it. And you bring up a good point. It's very authentic. >> Savannah: It's super authentic. >> I mean, what surprised me is one, the Wasm, or web assembly. I didn't see that coming at the scale of the conversation. It sucked a lot of options out of the room in my opinion, still hyped up. But this looks like it's got a good trajectory. I like that. The other thing that surprised me that was a learning was my interview with Solo.io, Idit, and Brian Gracely, because he's a CUBE alumni and former host of theCUBE, and analyst at Wikibon, was how their go-to-market was an example of a modern company in Covid with a clean sheet of paper and smart people, they're just doing things different. They're in Slack with their customers. And I walked away with, "Wow that's like a playbook that's not, was never, in the go-to-market VC-backed company playbook." I thought that was, for me, a personal walk away saying that's important. I like how they did that. And there's a lot of companies I think could learn from that. Especially as the recession comes where partnering with customers has always been a top priority. And how they did that was very clever, very effective, very efficient. So I walked away with that saying, "I think that's going to be a standard." So that was a pleasant surprise. >> That was a great surprise. Also, that's a female-founded company, which is obviously not super common. And the growth that they've experienced, to your point, really being catalyzed by Covid, is incredibly impressive. I mean they have some massive brand name customers, Amex, BMW for example. >> Savannah: Yeah. >> Great point. >> And I interviewed her years ago and I remember saying to myself, "Wow, she's impressive." I liked her. She's a player. A player for sure. And she's got confidence. Even on the interview she said, "We're just better, we have better product." And I just like the point of view. Very customer-focused but confident. And I just took, that's again, a great company. And again, I'm not surprised that Brian Gracely left Red Hat to go work there. So yeah, great, great call there. And of course other things that weren't surprising that I predicted, Red Hat continued to invest. They continue to bring people on theCUBE, they support theCUBE but more importantly they have a good strategy. They're in that multicloud positioning. They're going to have an opportunity to get a bite at the apple. And I what I call the supercloud. As enterprises try to go and be mainstream, Cloud Native, they're going to need some help. And Red Hat is always has the large enterprise customers. >> Savannah: What surprised you, Lisa? >> Oh my gosh, so many things. I think some of the memorable conversations that we had. I love talking with some of the enterprises that we mentioned, ING Bank for example. You know, or institutions that have been around for 100 plus years. >> Savannah: Oh, yeah. To see not only how much they've innovated and stayed relevant to meet the demands of the consumer, which are only increasing, but they're doing so while fostering a culture of innovation and a culture that allows these technology leaders to really grow within the organization. That was a really refreshing conversation that I think we had. 'Cause you can kind of >> Savannah: Absolutely. think about these old stodgy companies. Nah, of course they're going to digitize. >> Thinking about working for the bank, I think it's boring. >> Right? >> Yeah. And they were talking about, in fact, those great t-shirts that they had on, >> Yeah, yeah, yeah, yeah. were all about getting more people to understand how fun it is to work in tech for ING Bank in different industries. You don't just have to work for the big tech companies to be doing really cool stuff in technology. >> What I really liked about this show is we had two female hosts. >> Savannah: Yeah. >> How about that? Come on. >> Hey, well done, well done on your recruitment there, champ. >> Yes, thank you boss. (John laughs) >> And not to mention we have a really all-star production team. I do just want to give them a little shout out. To all the wonderful folks behind the lines here. (people clapping) >> John: Brendan. Good job. >> Yeah. Without Brendan, Anderson, Noah, and Andrew, we would be-- >> Of course Frank Faye holding it back there too. >> Yeah, >> Of course, Frank. >> I mean, without the business development wheels on the ship we'd really be in an unfortunate spot. I almost just swore on television. We're not going to do that. >> It's okay. No one's regulating. >> Yeah. (all laugh) >> Elon Musk just took over Twitter. >> It was a close call. >> That's right! >> It's going to be a hellscape. >> Yeah, I mean it's, shit's on fire. So we'll just see what happens next. I do, I really want to talk about this because I think it's really special. It's an ethos and some magic has happened here. Let's talk about Detroit. Let's talk about what it means to be here. We saw so many, and I can't stress this enough, but I think it really matters. There was a commitment to celebrating place here. Lisa, did you notice this too? >> Absolutely. And it surprised me because we just don't see that at conferences. >> Yeah. We're so used to going to the same places. >> Right. >> Vegas. Vegas, Vegas. More Vegas. >> Your tone-- >> San Francisco >> (both laugh) sums up my feelings. Yes. >> Right? >> Yeah. And, well, it's almost robotic but, and the fact that we're like, oh Detroit, really? But there was so much love for this city and recognizing and supporting its residents that we just don't see at conferences. You uncovered a lot of that with your swag-savvy segments, >> Savannah: Yeah. >> And you got more of that to talk about today. >> Don't worry, it's coming. Yeah. (laughs) >> What about you? Have you enjoyed Detroit? I know you hadn't been here in a long time, when we did our intro session. >> I think it's a bold move for the CNCF to come here and celebrate. What they did, from teaching the kids in the city some tech, they had a session. I thought that was good. >> Savannah: Loved that. I think it was a risky move because a lot of people, like, weren't sure if they were going to fly to Detroit. So some say it might impact the attendance. I thought they did a good job. Their theme, Road Ahead. Nice tie in. >> Savannah: Yeah. And so I think I enjoyed Detroit. The weather was great. It didn't rain. Nice breeze outside. >> Yeah. >> The weather was great, the restaurants are phenomenal. So Detroit's a good city. I missed some hockey games. I'd love to see the Red Wings play. Missed that game. But we always come back. >> I think it's really special. I mean, every time I talked to a company about their swag, that had sourced it locally, there was a real reason for this story. I mean even with Kasten in that last segment when I noticed that they had done Carhartt beanies, Carhartt being a Michigan company. They said, "I'm so glad you noticed. That's why we did it." And I think that type of, the community commitment to place, it all comes back to community. One of the bigger themes of the show. But that passion and that support, we need more of that. >> Lisa: Yeah. >> And the thing about the guests we've had this past three days have been phenomenal. We had a diverse set of companies, individuals come on theCUBE, you know, from Scott Johnston at Docker. A really one on one. We had a great intense conversation. >> Savannah: Great way to kick it off. >> We shared a lot of inside baseball, about Docker, super important company. You know, impressed with companies like Platform9 it's been around since the OpenStack days who are now in a relevant position. Rafi Systems, hot startup, they don't have a lot of resources, a lot of guerilla marketing going on. So I love to see the mix of startups really contributing. The big players are here. So it's a real great mix of companies. And I thought the interviews were phenomenal, like you said, Ford. We had, Kubia launched on theCUBE. >> Savannah: Yes. >> That's-- >> We snooped the location for KubeCon North America. >> You did? >> Chicago, everyone. In case you missed it, Bianca was nice enough to share that with us. >> We had Sarbjeet Johal, CUBE analyst came on, Keith Townsend, yesterday with you guys. >> We had like analyst speed dating last night. (all laugh) >> How'd that go? (laughs) >> It was actually great. One of the things that they-- >> Did they hug and kiss at the end? >> Here's the funny thing is that they were debating the size of the CNC app. One thinks it's too big, one thinks it's too small. And I thought, is John Goldilocks? (John laughs) >> Savannah: Yeah. >> What is John going to think about that? >> Well I loved that segment. I thought, 'cause Keith and Sarbjeet argue with each other on Twitter all the time. And I heard Keith say before, he went, "Yeah let's have it out on theCUBE." So that was fun to watch. >> Thank you for creating this forum for us to have that kind of discourse. >> Lisa: Yes, thank you. >> Well, it wouldn't be possible without the sponsors. Want to thank the CNCF. >> Absolutely. >> And all the ecosystem partners and sponsors that make theCUBE possible. We love doing this. We love getting the stories. No story's too small for theCUBE. We'll go with it. Do whatever it takes. And if it wasn't for the sponsors, the community wouldn't get all the great knowledge. So, and thank you guys. >> Hey. Yeah, we're, we're happy to be here. Speaking of sponsors and vendors, should we talk a little swag? >> Yeah. >> What do you guys think? All right. Okay. So now this is becoming a tradition on theCUBE so I'm very delighted, the savvy swag segment. I do think it's interesting though. I mean, it's not, this isn't just me shouting out folks and showing off t-shirts and socks. It's about standing out from the noise. There's a lot of players in this space. We got a lot of CNCF projects and one of the ways to catch the attention of people walking the show floor is to have interesting swag. So we looked for the most unique swag on Wednesday and I hadn't found this yet, but I do just want to bring it up. Oops, I think I might have just dropped it. This is cute. Is, most random swag of the entire show goes to this toothbrush. I don't really have more in terms of the pitch there because this is just random. (Lisa laughs) >> But so, everyone needs that. >> John: So what's their tagline? >> And you forget these. >> Yeah, so the idea was to brush your cloud bills. So I think they're reducing the cost of-- >> Kind of a hygiene angle. >> Yeah, yeah. Very much a hygiene angle, which I found a little ironic in this crowd to be completely honest with you. >> John: Don't leave the lights on theCUBE. That's what they say. >> Yeah. >> I mean we are theCUBE so it would be unjust of me not to show you a Rubik's cube. This is actually one of those speed cubes. I'm not going to be able to solve this for you with one hand on camera, but apparently someone did it in 17 seconds at the booth. Knowing this audience, not surprising to me at all. Today we are, and yesterday, was the t-shirt contest. Best t-shirt contest. Today we really dove into the socks. So this is, I noticed this trend at KubeCon in Los Angeles last year. Lots of different socks, clouds obviously a theme for the cloud. I'm just going to lay these out. Lots of gamers in the house. Not surprising. Here on this one. >> John: Level up. >> Got to level up. I love these 'cause they say, "It's not a bug." And anyone who's coded has obviously had to deal with that. We've got, so Star Wars is a huge theme here. There's Lego sets. >> John: I think it's Star Trek. But. >> That's Star Trek? >> John: That's okay. >> Could be both. (Lisa laughs) >> John: Nevermind, I don't want to. >> You can flex your nerd and geek with us anytime you want, John. I don't mind getting corrected. I'm all about, I'm all about the truth. >> Star Trek. Star Wars. Okay, we're all the same. Okay, go ahead. >> Yeah, no, no, this is great. Slim.ai was nice enough to host us for dinner on Tuesday night. These are their lovely cloud socks. You can see Cloud Native, obviously Cloud Native Foundation, cloud socks, whole theme here. But if we're going to narrow it down to some champions, I love these little bee elephants from Raft. And when I went up to these guys, I actually probably would've called these my personal winner. They said, again, so community focused and humble here at CNCF, they said that Wiz was actually the champion according to the community. These unicorn socks are pretty excellent. And I have to say the branding is flawless. So we'll go ahead and give Wiz the win on the best sock contest. >> John: For the win. >> Yeah, Wiz for the win. However, the thing that I am probably going to use the most is this really dope Detroit snapback from Kasten. So I'm going to be rocking this from now on for the rest of the segment as well. And I feel great about this snapback. >> Looks great. Looks good on you. >> Yeah. >> Thanks John. (John laughs) >> So what are we expecting between now and KubeCon in Amsterdam? >> Well, I think it's going to be great to see how they, the European side, it's a chill show. It's great. Brings in the European audience from the global perspective. I always love the EU shows because one, it's a great destination. Amsterdam's going to be a great location. >> Savannah: I'm pumped. >> The American crowd loves going over there. All the event cities that they choose are always awesome. I missed Valencia cause I got Covid. I'm really bummed about that. But I love the European shows. It's just a little bit, it's high intensity, but it's the European chill. They got a little bit more of that siesta vibe going on. >> Yeah. >> And it's just awesome. >> Yeah, >> And I think that the mojo that carried throughout this week, it's really challenging to not only have a show that's five days, >> but to go through all week, >> Savannah: Seriously. >> to a Friday at 4:00 PM Eastern Time, and still have the people here, the energy and all the collaboration. >> Savannah: Yeah. >> The conversations that are still happening. I think we're going to see a lot more innovation come spring 2023. >> Savannah: Mm-hmm. >> Yeah. >> So should we do a bet, somebody's got to buy dinner? Who, well, I guess the folks who lose this will buy dinner for the other one. How many attendees do you think we'll see in Amsterdam? So we had 4,000, >> Oh, I'm going to lose this one. >> roughly in Los Angeles. Priyanka was nice enough to share with us, there was 8,000 here in Detroit. And I'm talking in person, we're not going to meddle this with the online. >> 6500. >> Lisa: I was going to say six, six K. >> I'm going 12,000. >> Ooh! >> I'm going to go ahead and go big I'm going to go opposite Price Is Right. >> One dollar. >> Yeah. (all laugh) That's exactly where I was driving with it. I'm going, I'm going absolutely all in. I think the momentum here is building. I think if we look at the numbers from-- >> John: You could go Family Feud >> Yeah, yeah, exactly. And they mentioned that they had 11,000 people who have taken their Kubernetes course in that first year. If that's a benchmark and an indicator, we've got the veteran players here. But I do think that, I personally think that the hype of Kubernetes has actually preceded adoption. If you look at the data and now we're finally tipping over. I think the last two years we were on the fringe and right now we're there. It's great. (voice blares loudly on loudspeaker) >> Well, on that note (all laugh) On that note, actually, on that note, as we are talking, so I got to give cred to my cohosts. We deal with a lot of background noise here on theCUBE. It is a live show floor. There's literally someone on an e-scooter behind me. There's been Pong going on in the background. The sound will haunt the three of us for the rest of our lives, as well as the production crew. (Lisa laughs) And, and just as we're sitting here doing this segment last night, they turned the lights off on us, today they're letting everyone know that the event is over. So on that note, I just want to say, Lisa, thank you so much. Such a warm welcome to the team. >> Thank you. >> John, what would we do without you? >> You did an amazing job. First CUBE, three days. It's a big show. You got staying power, I got to say. >> Lisa: Absolutely. >> Look at that. Not bad. >> You said it on camera now. >> Not bad. >> So you all are stuck with me. (all laugh) >> A plus. Great job to the team. Again, we do so much flow here. Brandon, Team, Andrew, Noah, Anderson, Frank. >> They're doing our hair, they're touching up makeup. They're helping me clean my teeth, staying hydrated. >> We look good because of you. >> And the guests. Thanks for coming on and spending time with us. And of course the sponsors, again, we can't do it without the sponsors. If you're watching this and you're a sponsor, support theCUBE, it helps people get what they need. And also we're do a lot more segments around community and a lot more educational stuff. >> Savannah: Yeah. So we're going to do a lot more in the EU and beyond. So thank you. >> Yeah, thank you. And thank you to everyone. Thank you to the community, thank you to theCUBE community and thank you for tuning in, making it possible for us to have somebody to talk to on the other side of the camera. My name is Savannah Peterson for the last time in Detroit, Michigan. Thanks for tuning into theCUBE. >> Okay, we're done. (bright upbeat music)

>> Announcer: Live from Madrid Spain, it's theCUBE covering HPE Discover Madrid 2017. Brought to you by Hewlett Packard Enterprise. >> We're back. This is theCUBE that you're watching, the leader in live tech coverage. We're at HPE Discover 2017 in Madrid. My name is Dave Vellante, I'm here with my co-host for the week, Peter Burris. Peter, it's been great working with you this week. >> Indeed, it's been great. >> We're winding down, and we're really excited to have Ric Lewis, >> Great ideas. >> Senior Vice President and General Manger of the Software Defined and Cloud Group. Many time CUBE guest with HPE, and Jeff Wike of Dreamworks. CTO, thanks for coming on. >> Yeah. Thank you. Thanks for having me. >> Great to see you. You're welcome. Been a good week? >> It's been a fantastic week. >> Things are coming into focus? >> They are. >> You killed it on the keynote, how are you feeling? >> Feeling really good, feeling really good. I mean, the momentum in the software defined and cloud arena is just fantastic. You know, there were times when I used to visit with you guys and we were only talking about what's coming in the future. Now we're talking a lot about what we have, what customers are buying, where we have momentum. And still introducing new things, so it's just a whole lot of fun. >> Jeff, Senior Vice President, CTO, can we talk a little bit about your role? What the scope is? >> Sure. Sure, so Dreamworks Animation, you may have heard of it. >> Yeah. We do we make animated films. >> Good friend Kate Swanberg's been on a number of times. >> Kate's, love her. We make animated films, we do a lot more than that. We're a digital content creation company. So we, we're the largest TV animation studio in the world. We're doing theme park ride work, cause we've got, we're now under NBC Universal. So we're doing a lot of projects, it's a very busy time for us. >> So, Synergy, we talked about Synergy a lot, there's nothing >> Yeah. >> like Synergy we've heard. >> Yeah, yeah. >> Fluid pools of infrastructure. >> Yeah, it just gets better. >> Wait and see and so, what can you tell us? How's the momentum? >> Yeah let's talk a little bit about that. So the momentum on Synergy is fantastic. We started shipping in volume at this conference last year, basically December of last year. And the response has been fantastic. We've looked at Momentum for new infrastructure plays. You know if you look back at our history, whether it was the C7000 or whether it was UCS from Cisco or whether it was VCEs built on UCS, Nutanix. If you kind of look at the first year of a new infrastructure play, Synergy looks like it's the fastest growing thing ever. It's just fantastic, really growing for us. We have over 1100 customers on Synergy now. You know, and that's in 11 months of shipping. And the business, it just continues to grow quarter by quarter. Just really thrilled with the progress there, so happy. >> And you guys are customers? >> We're big customers, if we're not the biggest customer, we're certainly the biggest fan. >> One of the biggest, one of the biggest customers, maybe the biggest fan. >> Certainly the biggest fan. >> Okay so Jeff, tell us, take us back to sort of pre-Synergy, you know, what was it like before and after and what has it done for your business in particular? >> Well one of the things that that we face going forward is we developed, in our infrastructure, and inner data center, we do a lot of rendering to make a movie. That's our largest high performance compute. You know, 80 million render hours, CPU hours to make one of these films. And we're making a lot of them at the same time. We really defined that work flow, and how we optimize the data center hardware to be able to go through that work flow and be able to be as efficient as possible. The issue came with we have a lot of other projects that are coming in, and since we are now under NBC Universal, there's a lot of other work that's happening there. And also, different types of media that's coming, you know, around the corner. And we want to be able to prepare for that. What we would have done traditionally would be to buy to peak, you know because it is rather cyclical, and that's what we would do that on prem, peak. But if we had a special project, we might buy or segment a portion of that and say, you know, this is for this purpose. This is for that purpose, but that's very inefficient. So with Synergy, the beauty of it is we can purchase you know that hardware, but then if we want to be able to use it for another project, we can do that. And we can do that very very quickly. >> You said you repurpose that across your application portfolio. Or your project portfolio. >> Yeah. Yeah, it gives us, I like to say it future proofs us. Because now no matter what the parent company or our own creative ambitions are, we can handle that. We can't say no, well we never say no. We usually say not right now, or wait a couple of weeks or a couple of months to be able to provision that. And now it's, it's instantaneous. >> And I know what Ric's answer would be to this, but I want to hear from the customers. Is this really different than other products that you've experienced. >> It's totally unique. We haven't experienced it before. And I'll give you, I'll give you a little example. We just got our order. We got about 200 servers of Synergy that arrived a couple of months ago. And within seven working days, we were using it in production. And I just want to say, we took, I don't know if I told you this story, but we were able to provision all of that from the time we mounted in the racks within five hours, which is incredible. It would have taken us easily three weeks before. In fact, it took us longer to take it out of the cartons than it did to provision. >> Well, so let me see if I... You're talking about maybe 200 servers. You're probably talking about 8,000 individual tasks configured. To get it done in five hours you probably perform what, 40, 50 tasks? Administrative steps? >> By the way, first time doing it. And our engineers were saying, we could've used more parallelism. We could've done it faster. You know, it's almost a challenge to see just how easy you can do this. >> But I got that right? Is it really like 98 percent reduction in the administrative tasks? >> Absolutely. >> Really? >> That's incredible. >> It is. >> Huh, alright. >> That's before you start flexing work, flexing resources against different workloads and dynamically reprovisioning. This is just provisioning the first time. But it, if you think about it, if you're gonna do it dynamically, it can't take forever, so you've gotta make it, the first time it's gotta be super fast. >> Okay. >> So, I have to admit I'm a little stunned, I didn't know that. So, and as you said, the whole point is that you can reprovision >> Yes. >> Over and over. Which means that the... There's something in economics and technology that's known as an asset specificity. And an asset has high specificity when you buy it and can appropriate it to a specific purpose. And about the only thing in tech that makes something an asset specificity is the administrative tasks of changing it to prepare it to do something else. And you just told me that I can remove nearly 100% of the transaction costs associated with taking an asset from this and applying it to that. >> If you're gonna destroy silos in the data center, that's what you have to do. >> But that's... >> Right, so silo is this asset specificity. If you can repurpose it immediately. >> So I'm excited, that's my second question. How did your people respond to this? Because I talked to a lot of other CIOs that say one of the biggest challenges I'm having, or CTOs, one of the biggest challenges I'm having is I'm able to converge hardware, I'm able to converge to some software, I'm able to converge Administrative tasks, but my people don't like converge. What, they don't like to converge. How are you walking your people through some of these changes to liberate these opportunities? >> Well we've been moving toward, from more traditional, we'll call it IT for now. From traditional IT to dev ops environment and, you know what, it's change. So we've been bringing people along in that you know, to, and some people adapt to it. They say wow this is gonna be great for my career. And engineers want to always use the new stuff, so from that aspect of I know how I work, and I know what I do, to here's a better way of doing it to be more automated, it's been a good experience for people. And you know what, the chance of human error in configuring things... If I look to my long history at Dreamworks, 21 years, I look at any down time we've had or any problems, 90% of that has been from misconfiguration. And it's usually from somebody fat fingering, you know a parameter in the set up of the servers. And now, that's virtually eliminated. >> Did you have to go through some kind of organizational, internal sort of discussion, transformation, whatever you want to call it to actually get to the point where you could buy this way, buy a sort of single SKU of Synergy? Because you maybe previously you were buying bespoke, kind of roll your own components. A little server here, maybe some storage over there, maybe some networking here. Now maybe it's all HP that made it simpler, but you probably had specialist in each of those areas, did you not? >> We did. >> How did you deal with that organizational friction? >> You know, that was an issue as and by the way, there's so many, there's so much technology that's being developed some of it open source, some of it in this partner ecosystem that you have. And trying to stay abreast of that has been a real challenge. And one of the things that we always dreamed of is wouldn't it be nice if there was one way that you could control that. The single pane of glass, which is you know, to be able to have an API layer that everybody could hook in to. I think you've got a company like Hewlett Packard Enterprise that has that dominance in the market place to be able to dictate, I'm using that word. >> Yeah. >> Maybe dictate isn't the right word. >> Offer. >> Offer. (group laughing) >> That's the word we use. Enable. >> Enable, you know those APIs. And all of those are being developed you know almost in parallel. >> Yeah, yeah, yeah. >> So this stuff is really coming in. Now we have our own... We're a snowflake like everybody else is to your point. And what we've done is we brought in the Pointnext team to go in and write those northbound APIs so that we can hook in to one view. To be able to manage all of our legacy, I'll call it legacy, our previous infrastructure along with you know, the new tech that we're buying. So that it makes it easy to manage. >> They made it match the composable API that we put into Synergy. It's natively integrated. All the ecosystem partners are adapting to it. And they said we'll just use that as our standard to even manage our legacy infrastructure. Plus, since Oneview runs on legacy infrastructure, all of the HPE stuff, it just adapts like that. So it's been a very good, good project. >> So you've got a lot of experience with this now. Can you share with, maybe you can quantify it, maybe you can't, but even subjectively the developer impact or the animator impact, the business impact to Dreamworks? >> So the biggest impact... Well I have three things that are my, actually I got this from Meg Whitman, I had a list of 12 objectives for the studio for technology and she said at one of the CIO summits, you've gotta have three. So I said okay, I've gotta pare it down to three. And one of those is provide the technology, the software and infrastructure to meet the creative needs. The second one was innovate for competitive advantage. And the third one was drive efficiency into operations. And if you look at what Synergy provides, it hits every single one of those. So we've actually, you know, over the past year or two, we've actually reduced the number of people that we have maintaining our infrastructure, which is amazing if you consider the fact that this year we doubled the size of our infrastructure. In what other business, in what other area can you actually reduce the amount of people that are maintaining something while you're doubling the amount that you're maintaining. That never happens. And I think it's because of this software defined infrastructure and the fact that you can write these recipes or profiles, whatever you want to call them, personalities. >> Yep, yep, yep. >> To be able to... And test them and harden them. And by the way, that reminds me, one of the things I really like about this is our ability to do proofs of concept, to try different workflows and all that without having to take away resources from the main thing that we're doing which is the artistic community. So we can actually say, you know what? We're gonna go in, reimage these servers. We're gonna do that at night to run this test, in the morning they're back, they're back in the pool. And that's an amazing thing. >> That's dynamic provisioning. No one else can dynamically provision. >> Yeah. >> All the converge systems, all the hyper converge, they're provisioned a certain way. They run VMs a certain way. They stay that way for their lifetime. This stuff dynamically reprovisions, and you guys, you're not even talking about kind of doing containers with VMs and containers with your bare metal, you can dynamically reprovision across that as well. >> Yeah, what he said. (laughter) >> Listen, we're just getting started so just relax, okay. These guys are telling me we gotta wrap. We're not gonna wrap. >> No. >> We haven't even gotten to One Sphere yet. >> We have other topics. Exactly. >> So let's get to One Sphere. >> Yeah. >> Yeah I want to talk about One Sphere. But I do want to say. >> Go ahead, last thought. >> One more thing, so you talked about artists, but the other part of it is for developers so one of the things we don't want the engineering teams to be a hindrance to the developers. Because they want to be able to move quickly, they want to be able to be assessing, and I think one of the things that's not just an impact on our artists, to be able to do these new projects, but also it makes our developers more efficient. They don't have to wait. >> Yeah. >> Okay, great. Now let's talk multi cloud. >> Yep. >> A lot of complexity, the more things get simple, the more complex they seem to get. So, One Sphere. You guys announced yesterday. >> Yeah, so. A core pillar of the HP strategy, make hybrid IT simple, right. And you can see from this conversation we're making hybrid IT simple on-prem. Not only do we have Synergy, but we have a fantastic offering in our Simplivity space. And that platform's over 2,000 customers and growing like crazy as well. But after we did that, we said look, we've got fantastically simple virtualization clusters in Simplivity, we've got great dynamic reprovisioning and composable infrastructure, but customer are not... That's part of their hybrid IT problem, that's the on-prem part. They're also wrestling with I've got multiple cloud instances, I need to get insights into where I'm spending my money, where workloads are deployed and all that. So we started this program, HPE OneSphere. We've had it going for almost three years. We had a small team on it early on. We ramped up the staffing a couple years ago. And what it really does, it's pretty simple. It allows you to build clouds, deploy apps, and gain insights extremely fast. So it's designed for IT ops to be able to build and deploy a private cloud as fast as they can and assemble that with their public cloud assets. And provide one place to look at all of those. For developers, it provides a common multi-tenant environment that has all the services and tools they need to be able to deploy an application whether it's on-prem or off-prem, and you can choose, you can build applications that have some of both inside that developer environment. And then for the business, it shows insights into where's the money being spent? Where are those workloads running and what's it costing me? So, think of it almost as composable at that next level where it's not just resources within chassis, now it's resources across the hybrid IT estate. It actually is public cloud assets from any of the public clouds, whether it's AWS, Azure, Google, Cloud28+, as well as your private cloud assets. And it automates the life cycle stuff that we were just talking about through this application into OneView. It's a SaaS environment, so actually OneSphere is software as a service. It lives in the cloud, it's a subscription that our customers buy, and it does all of this capability to simplify their hybrid environment and taps into the capabilities we just talked about. It's fantastic, nobody has anything like it. >> Okay well we've heard that before, but now... >> Exactly. >> You're putting your money where your mouth is. >> So I was right on that one. >> Okay but it's early days for OneSphere. >> Okay. >> And your private cloud is what we call a true private cloud. >> Which you said on stage yesterday. >> I did that's exactly right. >> It's evidence by your ability to reduce staff to manage infrastructure. >> It's a con experience wherever the data requires is how we put it. >> Yes, yes. We want the simplicity of management and the availability of apps that you get in public cloud in the private cloud. >> And the pricing. Yeah? >> Well, yeah, well... No, cause it's actually more expensive to go public cloud. >> I mean pricing models. >> Oh yes, yeah. >> The consumption is what you're basically talking about, yeah. >> And so you, Jeff you guys are OneSphere or OneSphere betas? >> Yeah, you bet. >> So what were you trying to learn? What were you kicking the tires on, testing? Where'd you focus? >> We, you know, if we look at the future, we're not gonna be on-prem forever, and I certainly don't want to be on-prem forever, I want to take advantage of flexing to public cloud, but again, for our films, you know, we want to be able to provide the producers of those movies, what is that gonna cost me? What is that, how can I tell you what that costs? And where can we move as we start to do more different types of projects? Which ones should go to the public cloud? Which ones should stay inside? And be able to understand that. The other thing that made us nervous about public cloud. Was what they call the zombie cloud instances, you know where you went in, you provision something and then you forget about, and you, but you're paying, you know. And that's, a lot of money is made. >> Kind of like app subscriptions. >> Group: Yes, exactly. >> I'm still paying for that? (laughter) >> Exactly but this gives you all of that... >> 4,000 dollars a month. >> A little different right. >> Or 15,000 a month. (laughter) >> Yeah, that's for sure. That visibility is something that all... We talk about it, CFOs hate this thing... Some of the consumption model is shifting from cap ex to op ex, but CFOs hate surprise op ex. And that's where they're actually surprised by oh my gosh look at that bill. Well this provides visibility into all of those assets, whether they're on-prem or off-prem and what they're costing you. And it's always up to date, and it's always consistent across your entire farm, so you can choose and say that's costing me too much, I want to move those apps over here. And immediately do it. And for a lot of our customers, they're over-provisioned so they have spare capacity on-prem they're not taking advantage of. Why not use some of that and it's instantly provisioned. >> And that's where you initially, anyway, see the business value of OneSphere. >> Well, look, it's OneSphere to rule them all. And I believe whether it's private, public, you know we really want to have what is my total resource availability? So in the future, we never say no anymore. Really, we can tell them how much, but you don't have to say no. And the other thing is we can do this stuff instantly. So, we don't even say when, we just go now here's what you have to pay if you want to do it, we can provide those options. It's a new world. >> I love the demo of, I don't know if you guys saw it, there's a demo with Pong, you know, it's the IT guy of the past. >> Yeah the guy saying no. >> And then they made it vertical. It's the IT guy of the future. So, alright my last question. What cool movies can we anticipate? What's coming? >> Well you know what, How to drain... How to Train, how to drain your tragon I was gonna say. (laughter) How to Train Your Dragon 3 is our next film out and it's gonna be unbelievable. >> I'll bet. >> So my last question. Am I gonna have to continue to sit through 15 minutes of IT credits at the end of future Dreamworks movies as a consequence of Synergy? >> There's less, cause there's less resources required to manage your Synergy hardware. So it's less people. >> I know you don't sit through the credits. (laughter) >> I do. (laughter) I love credits. Alright guys, thanks very much for coming on. >> Thank you. >> It's been a great pleasure. >> Thank you, always fun. >> Alright keep it there everybody, Peter and I will be back to wrap up HPE Discover 2017 from Madrid, you're watching theCUBE. (upbeat music)

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