(bright, upbeat music) >> Thank you, Adam, you're looking great in the studio. Those clouds going behind you in that beautiful blue sky. Okay. We're excited here at the Fira in Barcelona at Mobile World Congress 21. Yes, it's on. Yes, it's alive and I'd say it's pretty well. Andriy Zhylenko is here as the CEO of Porta One and Roman Khalenkov is joining us as well He's the Chief Commercial Officer of Porta One. Gents, great to see you. Thanks for coming on the Cube. >> Thank you very much for having us. >> You're very welcome. You guys are local Barcelonans now. That's awesome. You've came in from Russia. You had this great idea for a company. Tell us about Porta One. >> Well, Porta One exists for over 20 years and we focus on helping Telco operators to deliver services more efficiently or create something new by providing an open architecture platform. And we mostly focus on tier two and three operator. So, I think about us as this weapon they can use to fight the Goliath; the large telecom operators because they need flexibility and the ability to get there faster. >> I mean, I love that, right. And we're going to talk about the cloud is a key part of that because you're now giving the smaller operators the capabilities that the big guys have had but actually doing it a way that may be cleaner and more agile, it's cloud based, they can price differently. It's a whole new ball game, right? I mean, what are you seeing when you talk to customers? What's that? What's the initial conversation like? >> Well, people still, to some extent, are afraid of the cloud but we try to give them different options on premises or in the cloud. It's a software after all. >> Dave: What, what are they afraid of with the cloud? >> They're afraid of not having the full control and usually people are afraid of things, which they don't completely understand and I guess having us here helps them to overcome that fear. >> Well, we saw this with the traditional enterprise IT when we used to have financial services executives on the cube. 10 years ago, they go, we will never put our data in the cloud. It's never going to happen. It was financial services, one of the fastest growing and largest customer segments for the cloud. But you're focusing on, you say, the tier two and tier three, I would think they have a greater motivation, right? Because they see the opportunity to disrupt. Right? >> That's true. I see cloud and other technologies such as SDN as this great equalizer because now it doesn't matter that much how much of the fiber optics you have in the ground or how many base towers you have. The true advantage will come from your platform, from the application and the service you can create. And if there's a company, they can create a great service, if it's in the cloud, it can scale to millions of subscribers easily, they just to find that product market fit. >> And Roman, you've got almost 500 customers, I believe. >> Yes. All around the globe. >> Well, that's the interesting thing, you got like 90 customers or more and so, >> 90 countries >> 90 countries, I meant 500 customers in 90 countries. So you've got local laws, you've got local politics, public policy, different across those countries, you know, provenance etc. etc. How do you see - what's the spectrum like are they open to the tier two and tier three disrupting? I mean, I would imagine some countries are trying to protect, you know, their relationships with the big Telcos because it's such critical infrastructure. What's that spectrum look like? Paint a picture of that diversity. >> It all depends on the specific country. In some countries like South Africa, the market is totally liberalized. You want to become a Telco. Here you go. In other countries like China, for example, it's only for a very small group of national carriers. So we basically follow the lead of the customers. If there are an opportunity in the specific countries, they will pop up like mushrooms. If there is no market liberation, what can you do? >> Right. Okay. So now talk more about what you guys sell to these customers. You're talking about the BSS systems and what exactly am I buying from you? And how is that all working? >> We sell the ability to manage your subscribers, create new services, and then provision and deliver those services to a variety of network elements, equipment and through integrations, and through connections to various types of apps. And right now with the cloud move, I see this as an- it's a challenge and an opportunity at the same time. If Telco has existing infrastructure that's our chance to rethink the architecture and approach. Because if they just think we have a cloud, it's some kind of computer where I'm going to run the applications a bit cheaper, they're missing the point. We were born in Soviet Union and one of my treasures is the jokes from Soviet Union times is one of them is a lady writes to the Central Committee of Communist Party and she says, I work at the Moscow Teapot Factory. And I like my job, I like my colleagues, I'm employee of the month, but, what bothers me; I can never buy a teapot in my store. I go there but they never have teapots. Can you do something? And she receives a reply saying, well, we can not change the way how we distribute goods in the whole country but there's an exception that will allow you to take one part of teapot, bring it home, and you can assemble teapot for yourself. And then two months later, there's now a letter from the same lady saying, Dear comrades, I did as you told me and now in my backyard, I have an intercontinental ballistic missile SS20 but I still don't have a teapot. So you cannot replicate what already had to just bring it piece by piece into the cloud and expect it's going to be something different, it's going to be better. >> Dave: We call it the Lunar Landing Module, very complex. Okay! Let's talk about the move from and the journey from on-prem maybe through hybrid but to the cloud, ultimately, and it starts with the customer conversation. First of all, they got to be willing. Right? Okay. But what's that journey look like? What are the phases that we should- how should we think about that? >> Over the last 20 years we've been offering our platform on premises and usually with unlimited license. So, whatever you can squeeze out of your physical machines is all yours. We don't count that. And that was a pretty straightforward model because you own your servers. We give you the license to the product, and it's fully separated. In the cloud it's not possible by default. You will provide both the physical infrastructure and software infrastructure. So, we need to change that model and we need to explain to our customers first of all. The next step; no Telco is the same. So, they provide different set of services. They offer their products to different audiences of the end-users. So it can be hosted PPBX or IP Centrics environments. So, we would then price our platform based on the number of active seats or it can be a mobile operator, a full mobile network operator or virtual mobile operator MVNO, or even enabler MVNE. So in that case, we would price our platform based on number of active sims. Many manual customers prefer to diversify. They want to choose different models, serve different market segments and not only deliver voice, but also data, messaging, value added services. We have a huge customer in Brazil, for example, they don't have a single end-user customer because everything what they do is pure IOT. So how do we price the platform? Because the variety of business models is so huge. We use the idea of billable events. So any call, any message, any data session, subscription, or anything which can produce a rate-able file can counter against the capacity of what the customer uses. So it gives a full transparency for the customer and it's easy to predict the future costs >> And you're able to charge accordingly and transparently because you've written software to do that. >> Roman: Absolutely. >> Its in the cloud, I presume. And so, you're able to show your customers exactly what you're paying for and the seat in that instance is somebody who's creating those services or somebody who's administering those services, or it's a developer? >> It's an extension >> Somebody who's using the service. So the end user. >> Ah, right. Yeah, okay. >> And actually we use our own software to charge our customers for using our software. >> Okay so you eat your own dog food or drink your own champagne as people like to say, right? How about from an engineering standpoint? Going from on-prem to the cloud, how should we think about architecting that? What are some of the roadblocks that we potentially see? >> The biggest roadblock we see in the developing countries is data centers not being available yet. That customer in Brazil, they were like knocking on the doors of the data center >> 9: 00 AM when it just opened, because they've been waiting for so long. We have about 15 customers in South Africa. They still are waiting for proper cloud at the center to be open there. But that's just the question of time. We just have to wait a little bit and this will get improved. And then that's a big thing. that you have your data center, you have your cloud software, and then you have your existing operations. You have your systems. So how do you move there? And I'm a proponent of gradual migration and gradual movement because every Telco, if they were in business for at least a few years, they have accumulated the variety of different systems, legacy, different products, different departments. It's difficult to jump in the cloud in one jump. So let's build a ladder. And with our customers, we use a technology called Dual-Version with RADIUS. It's a gradual migration. You don't move it at once You first with the pilot batch of customers, observe them, then add more customers, add more customers, and you keep going until everybody's on the new version. And it helps tremendously with new technology, or just with different user experience, because maybe some things which were improved in our perspective from some users, they don't like the change or they need some adjustments. So we see a way to the cloud. It's starting the small steps and then get them to the cloud and the process doesn't start there because once you get to version one of Clio cloud software, it's going to be version two and version three and version four. So the first is a general change in the mentality of telco, all this constant gradual improvements. >> You call it radio? Gradual? >> Gradual. >> Okay, so, gradual migration. So when you do a migration and it's gradual what, do you create some kind of abstraction layer so they don't have to freeze everything, right? Or, maybe I do freeze it but I can still operate with the pieces that have moved. >> Exactly. >> So I'm not shutting down my business. >> No, no way. >> That's the problem with migrations, right? I got to, I got to freeze it. And then, so I say, forget it. I don't ever do a migration, but technology allows you to hide that. >> Right. Some freeze may be required because maybe you should not add a new product or change one, which is currently being immigrated. >> Right. >> But to try to minimize the amount of those freezes from a product catalog perspective and the amount of potential inconveniences for the end user while they be integrated. >> Let's talk about the business value. We know that before, we know what it's like, it's a hairball. You described that spaghetti code. It's slow. It's not transparent. It's expensive. What are you seeing in the after state with some of your tier two and tier three customers, in particular, the ones that are disrupting the Telcos, what do you see? Roman. >> It Brings value, first of all. Because the scalability is no longer an issue. Their ability to migrate, ability to update the system to the new releases is also, much more easier in the cloud. So, the industry's changing fast. The consumers are instantly moving from one preferred way of communicating to another. So the Telcos need to change as well, pretty rapidly. So we are trying to give them that set of tools so they are not being dragged behind by the changes. So update faster, scale faster, introduce new products faster, configure new subscription, and get more customers. >> And then that leads to compress time to monetization. >> Roman: Exactly >> Better customer satisfaction. If we talked in this industry about NPS and how it's so negative. Usually people talk about "my NPS is better than Apple's". When they, in this industry, it's like we need to improve the NPS. Unique approach. Okay! Guys, we're almost out of time. Andriy, I'll give you the last word, put a bow on Mobile World Congress 2021 and how poor to seize it. >> Well, I think it's very symbolic, this place we are in right now, it's a space which used to belong to a large telecom software vendor. And now there's a variety of smaller disruptive companies. And I think that's the future. So the days when Telco would shop for a single huge RFP to solve all of their problems, are gone for good. Because now with the cloud, with integration, with API, You, the Telcos, have the power to build what they need, peak the solutions to integrate and create something which will deliver value and allow them to have it (indistinct) >> Fantastic. We are tracking the transformation of Telco and it just coincides with the exit of the post isolation economy. We're really excited to be here in cloud city. Adam, back to you in the studio.

(upbeat music) >> Hey, we're back here in theCube. This is day three of our coverage right here in the middle of all the action of Cloud City at Mobile World Congress. This is the hit of the entire show in Barcelona, not only in person, but out on the interwebs virtually. This is a hybrid event. This is back to real life, and theCube is here. I'm John Furrier with Dave Vellante and D. R. is here, Danielle Royston. >> Totally. >> Welcome back to theCube for fourth time. now at the anchor desk, coming back. >> I don't know. It's been a busy day. It's been a busy week. It's been an awesome week. >> Dave: Feeling good? >> Oh, my god. >> You made the call. >> I made the call. You finished your podcast, what months ago? >> Yeah. >> Made the call. >> Made the call. You're on the right side of history. >> Right? And people were like, "It's going to be canceled. COVID won't be handled." Blahbity blah. >> She's crazy. >> And I'm like, nope. She's crazy. I'm okay with that. Right? But I'm like... >> Crazy good. >> Right, I'm like, I'm forward-looking in a lot of ways. And we were looking towards June, and we're like, "I think this is going to be the first event back. We're going to be able to do it." >> You know, the crazy one's commercial that Apple ran, probably one of the best commercials of all time. You can't ignore the crazy ones in a good way. You can't ignore what you're doing. And I think to me, what I'm so excited about is, 'cause we've been covering cloud. We're cloud bigots. We love the cloud, public cloud. We've been on that train from day one. But when you hear the interviews we did here on theCube and interviews that we talked about with the top people, Google, Amazon Web Services. We're talking about the top people, both technology leaders like Bill Vass and the people who run the Telecom Verticals like Alf, Alfonzo. >> Danielle: Yeah. >> Adolfo, I mean, Hernandez. >> Danielle: Yeah. >> We had Google's top networking executive. We had their industry leader in the telecom, Microsoft, and the Silicon. All are validating, and it's like surround sound to what you're saying here. And it cannot be ignored. >> I mean, we are coming to a big moment in Telco, right? And I mean, I've been saying that it's coming. I called 2021, the year of public cloud and Telco. It helped that Ericcson bailed. So thank you, Ericcson people. >> Dave: It was a gift. >> It was a gift. >> John: It really was. >> It really was a gift. And it was not just for me, but I think also for the vendors in the booth. I mean, we have a Cloud City army, right? Here we go. Let's start marching. And it's awesome. >> He reminds me of that baseball player that took a break 'cause he had a hangover and Cal Ripken. >> Cal Ripken, right, yeah, yeah. What was that guy's name? >> Did it really happen? >> Yeah, he took a break and... >> The new guy stepped in? >> Yeah, and so we'll go to Cal Ripken. >> No, no, so before it was it? Lou Gehrig. >> Lou Gehrig, yeah. >> Right, so Lou Gehrig was nobody. And we can't remember the guy's name. Nobody knows the guy's name. >> Danielle: Yeah, yeah. >> What was that guy's name? Nobody knows. Oh, 'cause Lou Garrett, he got hurt. >> Danielle: And Lou Gehrig stepped in. >> He sat out, and Lou Gehrig replaced him. >> Danielle: Love it. >> And never heard of him again. >> Danielle: I'll take that. >> Never missed a game. Never missed a game for his entire career. So again, this is what Ericcson did. They just okay, take a break and... >> But I mean, it's been great. Again, I had a great day yesterday. My keynote was delivered. Things are going well with the booth. We had Jon Bon Jovi. I mean, that was just epic, and it was acoustic, and it was right after lockdown. I think everyone was really excited to be there. But I was talking to a vendor that said we'd been able to accomplish in three days what normally it would take three years from a sales funnel perspective. I mean, that is, that's big, and that's not me. That's not my organization. That's other organizations that are benefiting from this energy. Oh, that's awesome. >> The post-isolation economy has become a living metaphor for transformation. And I've been trying to sort of grok and put the pieces together as to how this thing progresses. And my interview with Portaone, in particular, >> Danielle: Yeah. >> really brought it into focus for me, anyway. I'd love to get your thoughts. One of the things we haven't talked much about is public policy. And I think about all the time, all the discussion in the United States about infrastructure, this is critical infrastructure, right? >> Danielle: Yeah. >> And the spectrum is a country like South Africa saying, "Come on in. We want to open up." >> Danielle: Yeah. >> "We want to innovate." And to me that's to me, that's the model for these tier two and tier three telcos that are just going to disrupt the big guys. Whereas, you know, China, may be using the other end of the spectrum, very controlling, but it's the former that is going to adopt the cloud sooner. It's going to completely transform the next decade. >> Yeah, I think this is a great technology for a smaller challenger CSP that still is a large successful company to challenge the incumbents that are, they are dinosaurs too. They move a little bit slow. And maybe if you're a little bit faster, quicker dinosaur you'll survive longer. Maybe it will be able to transform and a public cloud enables that. And I think, you know, I'm playing the long game here, right? >> Dave: Yeah. >> Is public cloud ready for every telco in every corner of the world? No. And there's a couple of things that are barriers to that. We don't really talk about the downsides, and so maybe we sort of wrap up with, there are challenges, and I acknowledge there are challenges. You know, in some cases there are data regulations and issues, right? And you can't, right? There's not a hyperscaler in your country, right? And so you're having a little bit of challenges, but you trend this out over 10 years and then pace it with the hyperscalers are building new data centers. They're each at 25 plus each, plus or minus a few, right? They're marching along, and you trend this out over 10 years, I think one of two things happens. Your data regulations are eased or you a hyperscaler appears in a place you can use it. And those points converge, and hopefully the software's there, and that's my effort. And, yeah. >> You know what's an interesting trend, D. R., John? That is maybe a harbinger to this. You just mentioned something. If the hyperscalers might not have a presence in a country, you know what they're doing? And our data shows this, I do that weekly series "Breaking Analysis," and the data, OpenStack was popping up. >> Danielle: Yeah. >> Like where does OpenStack come from? Well, guess what. When you cut the data, it was telcos using open source to build clouds in regions where there was no hyperscaler. >> Where it didn't exist, yeah. >> So it's a-- >> Gap-filler. >> Yeah, it's a gap-filler. It's a Band-aid. >> But I think this is where like Outpost is such a great idea, right? Like getting Outposts, and I think Microsoft has the ability to do this as well, Google less so, right. They're not providing the staff. They're doing Anthos, so you're still managing this, the rack, but they're giving you the ability to tap into those services. But I was talking to a CE, a CTO in Bolivia. He was like, "We have data privacy issues in our country. There's no hyperscaler." Not sure Bolivia is like next on the list for AWS, right? But he's like, "I'm going to build my own public cloud." And I'm like, "Why would you do that when you can just use Outposts?" And then when your data regulations release or there's a, they get to Bolivia, you can switch and you're on the stack and you're ready to go. I think that's what you should do. You should totally do that. >> Yeah, and one of the things that's come up here on the interviews and theCube and here, the show, is that there are risk takers and innovators and there's operators. And this has been the consistent theme around, yeah, the on-premises world. You mentioned this regulation reasons and/or some workflows just have to be on premise for security reasons, whatever. That's the corner case. >> Danielle: Yeah. >> But the operating model of the technology architecture is shifted. >> Danielle: Yep. >> And that reality, I don't think, is debatable. So I find it. I've got to ask you this because I'm really curious. I know you get a lot of people steering 'ya, oh the public cloud's just a hosting, but why aren't people getting this architectural shift? I mean, you mentioned Outpost, and Wavelength, which Amazon has, is a game changer. It's Amazon Cloud at the hub. >> Yeah, at the edge, yeah. >> Okay, that's a low latency again, low-hanging fruit applications, robotics, whatnot. I mean, that's an architectural dot that's been connected. >> Yeah. >> Why aren't people getting it? >> In our industry, I think it is a lot of not invented here syndrome, right? And that's a very sort of nineties thought, and I have been advocating stand on the shoulders of the greatest technologists in the world. Right? And you know, there is a geopolitical US thing. I think we lived through a presidency that had a sort of nationalistic approach and a lot of those conversations pop up, but I've also looked to these guys and I'm like, you still have your Huawei kit installed, and there's concerns with that, too. So, and you picked it because of cost. And it's really hard to switch off of. >> John: Yeah. >> So give me a break with your public cloud USA stuff, right? You can use it. You're just making excuses. You're just afraid. What are you afraid of? The HR implications? Let's talk about that, right? And the minute I take it there, conversation changes. >> I talked to Teresa Carlson when she was running the public sector at AWS. She's now president of Splunk. I call her a Renaissance woman. She's been a great leader. In public sector there's been this weird little pocket of AWS where it's, I guess, a sales division, but it's still its own company. >> Danielle: Yeah. >> And she just did the CIA deal. The DOD and the public sector partnerships are now private, a lot more private relationships. So it's not like just governments. You mentioned government and national security and these things. You start to see the ecosystem, not, not just be about companies, government and private sector. So this whole vibe of the telecomm being regulated, unregulated, unbundled is an interesting kind of theory. What's your thoughts and reactions to this kind melting pot of ecosystem change and evolution? >> Yeah, I mean, I think there's a very nationalistic approach by the telcos, right? They sort of think about the countries that they operate in. There's a couple of groups that go across multiple countries, but can there be a global telco? Can that happen, right? Just like we say, you were saying it earlier, Netflix. Right? You didn't say Netflix, UK, right? And so can we have a global telco, right? That is challenging on a lot of different levels. But think about that in a public cloud starts to enable that idea. Right? Elon Musk is going to get Mars. >> Dave: Yep. >> John: Yeah. >> You need a planetary level telco, and I think that day is, I mean, I don't think it's tomorrow, but I think that's like 10, 20 years away. >> You're done. We're going to see it start this decade. It's already starting. >> Danielle: Yeah. >> But we're going to see the fruits of that dividend. >> Danielle: Right, yeah. >> I got to ask you. You're a student of the industry and you got so much experience. It's great to have you on theCube and chat about, riff about, these things, but the the classic "Who's ready for disruption?" question comes up. And I think there's no doubt that the telcos, as an industry, has been slow moving, and the role and the importance has changed. People need the need to have the internet access. They need to access. >> Danielle: Yeah. >> So and you've got the Edge. Now applications are now running on a, since the iPhone 14 years ago, as you pointed out, people now are interested in how packets move. >> Danielle: Yeah. >> That's fast, whether it's a doctor or an emergency worker or someone. >> What would we have done in 2020 without the internet and broadband and our mobile phones? I mean. >> Dave: We would have been miserable. >> You know, I think about 1920 when the Spanish flu pandemic hit a hundred years ago. Those guys did not have mobile phones, and they must have been bored, right? I mean, what are you going to do? Right? And so, yeah, I think, I think last year really moved a lot of thinking forward in this respect, so. >> Yeah, it's always like that animal out in the Serengeti that gets taken down, you know, by the cheetah or the lion. How do you know when someone is going to be disrupted? What's the, what's the tell sign in your mind? You look at the telco landscape, what is someone waiting to be disrupted or replaced look like? >> Know what? They're ostriches. Ostriches, how do you say that word right? They stick their head in the sand. Like they don't want to talk about it. La, la, la, I don't want to. I don't want to think about it. You know, they bring up all these like roadblocks, and I'm like, okay, I'm going to come visit you in another six months to a year, and let's see what happens when the guys that are moving fast that are open-minded to this. And it's, I mean, when you start to use the public cloud, you don't like turn it on overnight. You start experimenting, right? You start. You take an application that is non-threatening. You have, I mean, these guys are running thousands of apps inside their data centers. Pick some boring ones. Pick some old ones that no one likes. Move that to the public cloud. Play with it, right? I'm not talking about moving your whole network overnight tomorrow. You got to learn. You have no, I mean, very little talent in the telco that know how to program against the AWS stack. Start hiring. Start doing it. And you're going to start to learn about the compensation. And I used to do compensation, right? I spent a lot of time in HR, right? The compensation points and structures, and they can bear AWS and Google versus a telco. You want Telco stock? Do you want Google stock? >> John: Right, where do you want to go? >> Right? Right? And so you need to start. Like that's going to challenge the HR organization in terms of compensate. How do we compensate our people when they're learning these new, valuable skills? >> When you think about disruption, you know, the master or the professor of disruption, Clay Christensen, one of the best lectures he ever gave is we were at Cambridge, and he gave a lecture on the steel industry and he was describing it. It was like four layers of value in the steel industry, the value chain. It started with rebar, like the lowest end. Right? >> Danielle: Yeah, yeah. >> And the telco's actually the opposite. So, you know, when the international companies came in, they went after rebar, and the higher end steel companies said, "Nah, let them have it." >> Danielle: Let it go. >> "That's the low margin stuff." And then eventually when they got up to the high end, they all got killed. >> Danielle: It was over, yeah. >> The telcos are the opposite. They're like, you know, in the connectivity, and they're hanging on to that because it's so big, but all the high value stuff, it's already gone to the over-the-top players, right? >> It's being eaten away. And I'm like, "What is going to wake you guys up to realize those are your competitors?" That's where the battle is, right? >> Dave: That's really where the value is. >> The battle of the bastards. You're there by yourself, the Game of Thrones, and they're coming at you. >> John: You need a dragon. >> What are you doing about it? >> I need a dragon. I need a dragon to compete in this market. Riding on the dragon would be a good strategy. >> I know. I was just watching. 'Cause I have a podcast. I have a podcast called "Telco in 20," and we always put like little nuggets in the show notes. I personally review them. I was just reviewing the one for the keynote that we're putting out. And I had a dragon in my keynote, right? It was a really great moment. It was really fun to do. But there's, I don't know if you guys are Game of Thrones fans. >> Dave: Oh, yeah. >> John: For sure. >> Right? But there's a great moment when Daenerys guts her dragons, the baby dragons, and she takes over the Unsullied Army. Right? And it's just this, right? Like all of a sudden, the tables turn in an instant where she has nothing, and she's like on her quest, right? I'm on a quest. >> John: Comes out of the fire. >> Right, comes out of the fire. The unburnt, right? She has her dragons, right? She has them hatch. She takes over the Unsullied Army, right? Slays and starts her march, right? And I'm like, we're putting that clip into the show notes because I think that's where we are. I think I've hatched some dragons, right? The Cloud City Army, let's go, let's go take on Telco. >> John: Well, I mean to me... >> Easy. >> I definitely have made it happen because I heard many people talking about cloud. This is turning into a cloud show. The question is, when does this be, going to be a cloud show? You know it's just Cloud City is a big section of the show. I mean, all the big players are behind it. >> Danielle: Yeah, yeah. >> Amazon Web Services, Google, Azure, Ecosystem, startups thinking differently, but everyone's agreeing, "Why aren't we doing this?" >> I think, like I said, I mean, people are like, you're such a visionary. And how did, why do you think this will work? I'm like, it's worked in every other industry. Am I really that visionary? And like, these are the three best tech companies in the world. Like, are you kidding me? And so I think we've shown the momentum here. I think we're looking forward to 2022, you know? And do we see 2022, you get to start planning this the minute we get back. Right? >> John: Yeah. >> Like I wouldn't recommend doing this in a hundred days again. That was a very painful, but you know, February, I was, there's a sign inside NWC, February 28th, right? We're talking seven months. You got to get going now. >> John: Let's get on the phone. (John and Dave talking at the same time) >> I mean, I think you're right on. I mean, you know, remember Skype in the early days? >> Danielle: Yeah, yeah, yeah, yeah. >> It wasn't regional. >> Danielle: Yeah. >> It was just plug into the internet, right? >> Danielle: It was just Skype. It was just WhatsApp. >> Well, this great location, and if you can get a shot, guys, of the people behind us. I don't know if you can. If you're watching, check out the scene here. It's winding down. A lot of people having happy hour now. This is a social construct here at Cloud City. Not only is it chock full of information, reporting that we're doing and getting all the data and with the presentations on the main stage with Adam and the studio and the team. This is a place where people are meeting and there's deals being done face to face, intimate relationships. The best of the best are here. They make the trek, so there's been a successful formula. Of course theCube is in the middle of all the action, which we love. We're excited to be back. I want to thank you personally while we have you on stage here. >> I want to thank you guys and the crew. The crew has been amazing turning out videos on short order. We have all these crews in different cities. It's our own show has been virtual. You know, Adam's at Bristol, right? We're here. This was an experiment. We talked about this a hundred days ago, 90 days ago. Could we get theCube there and do the show, but also theCube. >> You are a visionary. And you said, made for TV hybrid event with your team, reduced television shows, theCube. We're digital. We love you guys. Great alignment, but it's magical because the content doesn't end here. The show might end. They might break down the beautiful plants and the exhibits, but the community is going to continue. The content and the conversations. >> Yeah. >> So. >> We are looking forward to it and. >> Yeah, super-glad, super-glad we did this. >> Awesome. Well, any final moments that you would like to share? And the last two minutes we have, favorite moments, observations, funny things that have happened to you, weird things that have happened to you. Share something that people might not know or a favorite moment. >> I think, I mean I don't know that people know we have a 3D printer in the coffee shops, and so you can upload any picture, and there are three 3D printing coffee art, right? So I've been seeing lots of social posts around people uploading their, their logos and things like that. I think Jon Bon Jovi, he was super-thankful to be back. He thanked me personally two different times of like, I'm just glad to be out in front of people. And I think just even just the people walking around, thank you for being brave, thank you for coming back. You've helped Barcelona, and we're happy to be together even if it is with masks. It's hard to do business with masks on. Everyone's happy and psyched. >> The one thing that people cannot do relative to you is they cannot ignore you. You are making a great big waves. >> Danielle: I shout pretty loud. It's kind of hard to ignore me. >> Okay, you're making a great big wave. You're on the right side, we believe, of history. Public cloud is driving the bus down main street of Cloud City, and if people don't get out of the way, they will be under the bus. >> And like I said, in my keynote, it's go time. Let's do it. >> Okay, thank you so much for all your tension and mission behind the cloud and the success of... >> Danielle: We'll do it again. We're going to do it again soon. >> Ketogi's hundred million dollar investment. Be the CEO of Togi as we follow that progress. And of course, Telco D. R. Danielle Royston, the digital revolution. Thanks for coming on theCube. >> Thank you, guys. It was super-fun. Thank you so much. >> This is theCube. I'm John Furrier with Dave Vellante. We're going to send it back to Adam in the studio. Thanks the team here. (Danielle clapping and cheering) I want to thank the team, everyone here. Adam is great. Chloe, great working with you guys. Awesome. And what a great crew. >> So great. >> Thank you everybody. That's it for theCube here on the last day, Wednesday, of theCube. Stay tuned for tomorrow, more action on the main stage here in Cloud City. Thanks for watching.