(uptempo techno music) >> Announcer: Live from Washington, D.C, it's CUBE Conversations with John Furrier. >> Hello there and welcome to this special CUBE Conversations here in Washington, D.C. We're getting all the stories, we're at the Halcyon House here with Kate Goodall who is the Co-Founder and CEO of Halcyon for a CUBE Conversation. Thanks for joining me today. >> My pleasure. >> So talk about Halcyon and your mission. You're doing something really important here in societal entrepreneurship. It's a non-profit, it's a really interesting mission. You're having an impact. Talk about what you guys are doing. >> Yeah, we believe in the power of human creativity and the power of compassion to change the world for the better. And by that I mean that we take some incredible change makers with really bold ideas about how they can affect societal change through business and art, and we give them a number of supports including a free place to live in this very expensive city, a fantastic mentor, an office, a community around them, money, and we don't take equity in their ventures. >> And this house that we're here is a mansion in Washington, D.C. Talk about the story about this house and this residence. >> Yeah, it's got very revolutionary roots. It was built by Benjamin Stoddert who was the first Secretary of the Navy during the Revolutionary War. And from then it exchanged hands several times. One of them was a relative of Mark Twain. And he is responsible for most of its 30,000 square feet. And then lastly, it was in the hands of the Dreyfus family before it was bought by Dr. Kuno who is my co-founder and the chair of Halcyon. >> And the Halcyon mission, you guys have a unique formula. Talk about how the fellowships, how do you guys select the ventures, what's the program? They live here. >> Yeah. >> It's a residence. >> Yeah. >> So it's interesting. >> Yeah, we give them three things, everything thing breaks down into three things. Space, community, and access. We believe that if you give people not only physical space, which is important because we have to remember that not everyone has a parents' basement they can live in and friends and family they can go get money from. So it democratizes the playing field to just be able to select people with the best ideas and the most talent and not the best drive. But also head space. What does it mean when you give someone with a brilliant idea five months to just work on their idea? Then community is very, very important. There's a lot of atrocious analogies for entrepreneurship. People compare it to staring into the abyss or chewing glass or... It creates a lot of emotions, lots of ups and downs. So having a built in community, which we have here is very important. Then lastly access, and by that I mean there are not only investors, but these days governments, philanthropists, others that are seeking solutions to some of these very hairy 21st century problems. They want access to these ideas. And if we do our job correctly, we're creating a bridge for these entrepreneurs to those people as well. >> Yeah entrepreneurship certainly is hard. And it's even harder when you're trying to crack the code on societal problems. >> Kate: Yes. >> And so this kind of brings up an interesting trend that we've been seeing emerging really rapidly in the past few years with cloud computing and other... Big data, internet of things technologies on a global scale, is the societal entrepreneurship model where you're accelerating opening up new ways to democratize, crowd source, fund, and change the game and reimagine philanthropy, policy, education, diversity, all in one. >> Yeah. >> You guys are kind of doing that here. It really is a ground zero here in Washington, D.C because of the access and the ecosystem of governments and everything's here. So you're seeing this building up in Washington, D.C. Talk about this new force, this new driving force of change called societal entrepreneurship. >> Yeah so it's, we believe it's definitely one way to really change the game. It's a way to use business principles to attack some of these enormous social problems. Many would argue that philanthropy and perhaps government have failed at some of this recently. Philanthropy was originally designed to solve problems, not to become a charity machine. And certainly, the government finds it hard to do some of those things today as well. And so figuring out how to really attack some of these enormous, hairy 21st century problems using these business principles so that their solutions can also be scaled effectively is absolutely what we're trying to approach. >> It's interesting, you see the old guard, the old ways of doing things, policy, people just checking boxes, philanthropy a big donor kind of model. And then now with cloud computing, new things are emerging. In your mind, what's changed the most now from just even 5, 10 years ago? What's the big difference in today's culture and today's environment in the world and Washington, D.C? >> Oh my gosh, so many things I could talk about. One of the reasons I think that social enterprise really came into being, partially is because there was recession and millennials didn't have jobs. So they had to create them and they created them in a new model. They created them in a way that gave them satisfaction beyond just getting a paycheck. The Jobs Act gave foundations the ability to invest in for profits and gave us crowd sourcing and crowd funding. And these things have really made some of this cross sectoral pollenization possible for the first time. I think people genuinely are frustrated that this amazing pace of change and Internet of Things and all of this stuff still hasn't solved some of these big problems. So there's so many forces at play. And I think one thing that I'll also point to because as I explained to you, I'm an archeologist and historian by training, and if you look over the course of human history, any time when you've had rapid change in technologies or you've had vast inequalities in terms of wealth, you end up with a depression or a war, or both. And I really believe that the power of social entrepreneurship can, for once, maybe let the gas out of the balloon a little bit more gently, and I think that's something really great to be optimistic about. >> How do you see that happening? I mean, we're a connected society now. >> Yeah. >> We have our mobile devices. >> Yeah, yeah. >> We have our things on our body, Internet of Things. It's all there, is that how you see it? How do you see the relief coming so we don't have a war or a depression? >> Yeah, I think that's the point, we have tremendous power now, right? To just in our hands, to be able solve some of these problems. Human ingenuity is a great thing. I think creativity and compassion are going to be the things that machines replicate last. And so we support that wholeheartedly. And I think maybe we can talk about some examples of some of our ventures, right, and what they're doing because I think that's the best way to paint. What does this mean, what is it? One of our current fellows, Ryan Soscia has created JDoe which is a way to anonymously unite victims of sexual assaults so that they can take legal action. It has a business model, but it's been proven that victims of assault are much more effective when they go as a group instead of alone. So it's a really brilliant way to use technology. Another one from our past cohort, Brandon Anderson is using a chat bot, Raheem AI to collect better data on policing. And then is working with police departments to use that data so that they can have better community relations. So these are both very relevant and timely issues that we're approaching in a non-partisan way using technology to solve. One more I'll give in our current cohort. Pilleve, which is a company that's thinking about the Internet of Things and how it can solve for the opiate crisis. They've created a pill bottle that connects to your phone or your family's phone and can give data and control over medication so that you can really start to attack addiction. >> Kate, talk about the power of we capital, what you've been doing with women's networking in Washington DC. >> Yeah. >> Because it's not just the women in tech inclusion issue, there's a lot of disparity we've been covering certainly at Silicon Angle, but there's really a lot of powerful women and talented folks, whether it's creative or on the business side or technical side, where the societal problems, these are products that are used by the entire population and so there's an effort to have more women involved in not just designing products, but actually being part of these new re-imagined solutions and technologies. >> Yeah. >> How important do you see that here, and what are some of the hurdles and successes that you've had here? >> I agree with that analysis completely. And I'm biased, but I think that Washington is an amazing city for some incredibly smart women. And when we created Halcyon, we created a committee that was diverse and reflective of the diversity we wanted to see how cohorts. So diverse by any factor. Age, gender, race, sexual orientation and what's that resulted in happily is a housing community that has 52% of our ventures founded or co-founded by women, and 58% of our ventures founded by a person of color. But then when we looked around, the investor base didn't exactly reflect our fellows. So we started to think about how we could engender and cultivate investors that were also diverse. And one of the ways to do that was to create a group of women in D.C. that wanted to fund social impact, leaning women led ventures, and it's called the WE Capital. It's led by Dr. Kuno, who is my co-founder and chair at Halcyon, and Sheila Johnson who was one of the founders of BET and has now founded Salamander Resorts. And there's 13 other remarkable women in that contingent and they're all paying it back. But and a very smart way that gets them market rate returns. >> This is interesting, the community paying forward has been the ethos of very robust and successful communities Silicon Valley here in Washington, D.C. How do you scale that? How do you go global with this? Because now you have a global model. Silicon Valley D.C. and all around world where you now have different communities coming together, all the same mission potentially. How do you blend it all in? How do you take that to the next level? >> That's a good question. We're gradually building what I call a kind Army. Just this amazing community that has ripple effects. We don't feel that we have to own or control this in anyway. Just over 3 1/2 years, we've had 55 ventures come through here. They've raised nearly $40 million dollars. Impacted half a million people around the world in a positive way. They've created nearly 500 jobs. You start to see the exponential growth even just as we sit here in this building. But I do think that's a long way to go in terms of people understanding this social societal entrepreneurship. People have different definitions for it and it's a long way to go in term terms of government and philanthropy really being able to understand it. Because in some ways as I mentioned, they lost touch with who their customers are. >> Okay and I've always been saying in Silicon Valley and on my Facebook page and also on theCube that SiliconValley doesn't get D.C. They try to come in waves around. You don't get it and they're impatient, I would say if I categorize. They get D.C. but I don't think they have the patience for it. It's a new culture here. Also the pace of change is accelerating in D.C. but it's a formula for D.C. What is the secret to be successful in Washington, D.C if you're a tech entrepreneur or investor or someone from Silicon Valley or not from here? >> We do get the advantage of being able to see who does that well and who doesn't. And tech is obviously leading ahead of policy. Policy is trailing tech and I think that can understandably make policymakers nervous. They've got a lot of understanding to do to be able to make some policy decisions. And these tech solutions are very complicated so the people in tech that I see being successful around policy of those that will take the time to really sit down and pick through a problem with policy maker and help them to understand it. Policy makers are actually very smart but they're dealing with a lot. >> John: So education. >> Education, education absolutely. You can't come in here >> Patience. >> And be impatient that they're not getting it. But I think that's going to essential. We've got to figure out how to talk each other and how to talk across different languages, different domain, different sectors and creates some better intersectionality. >> So what's next for Halcyon? What's the vision? What's your vision of how this will go forward? Obviously you've got a great model, batches coming through cohorts, and you have demo days here. I noticed your set up downstairs for a demo day so it's very robust, classic incubator, accelerator model with the residences leading it there. What's next? Where do you go from here? >> We don't take equity in any of our ventures but we are thinking about creating a fund, because so many of our ventures are performing exceptionally well. And we're actually going to be launching a festival that really takes the power of creativity and compassion, and art and technology here in D.C. and that will be in June. And we're hoping it that way, we can reach a wide audience, and that's going to be very exciting. The long term vision really is how can we harness the power of compassionate and creativity to solve 21st century problems, and how can we do that at scale? >> The classic disruption model is gate keepers start being disrupted by the new guard as Andy Jassy would say in Amazon. These a new creative as well. I did a panel at Sundance a few weeks ago where we talked about this creative where democratization is happening at artist level, and the government maker level. And that seems to be happening across all industries. A new creative is developing. What's your view of the digital impact? Because artistry can be sculptures and painting and whatnot to classic artistry or film making but now tech's involved, digital. >> Yeah. >> It's coming together. Is the vision how you see art and science coming together? >> Yeah, artists are fantastic disrupters. Sometimes they don't even need to paint a picture. They just use their ability as an artist to do things other people can't. And that's why they're awfully fun to be round. I think that you're absolutely right. I point to Dee Rees as an great example, who didn't get her funding for her film Mudbound through the the Hollywood machine, instead she went straight to Netflix and now she's getting an Oscar. That's a new way of doing things. We have one of our fellows, DeShuna who created kweliTV which is Netflix for the African diaspora because Netflix just doesn't have the kind of black filmmaking that she wants to see. So yeah I absolutely see people using digital to do different kinds of disrupting including on the outside of things. We have another program, the Arts Lab. Very similar to this but working with excellent artists who are thinking about social justice. One of the artist, Georgia Os-acs is doing a project called Two Future Women. And she's collecting letters that women are writing to other women 19 years from now. They're being archived by the museums in D.C. and will be displayed on the eve of the Women's March. Wouldn't it be great to know what the suffragette were thinking? And that all requires technology to be able to successfully collect those, disseminate them, archive them et cetera. >> So New channels to the market place breaking down the barriers for the gate keeper seems to be the trend. How is that happening in your world, in D.C and in philanthropy? You're now creating a new model of entrepreneurship. >> Yes, yes. >> Not just philanthropy, hey nice job or policy check box, it's real change. >> And arguably a new model for philanthropy because very rarely is philanthropy so immersive where we're literally taking these people and we're in the living with them for five months, and giving them all of these supports. And I think it's also a new model and that it's risk taking. It's not a safe and secured, metric based, proven solutions. It's some of these centers are going to fail and I think that that's okay. That's just testing and trying and finding the best and moving forward. I was going to make another point. >> You guys are changing the world obviously, I made a comment on Facebook, we're saving the world at the same time because you mentioned you can actually get ahead of some of these trends with this gap. Whether it's inequity, inequality or however these gaps are causing even war or depression as history points out. Now you have an opportunity to use, not just diagnostic capability but predictive and prescriptive mechanisms. What are some of those things that someone could see and connect the dots around an example of something that's prescriptive. Say wait, wow, time out. We've got something going on over there as a problem space we can solve with a solution. What are some examples that you see playing out where this model could work? >> I'm not sure I quite understand the question. >> If you had the ability to use technology to solve some societal problems, what are some examples that you're seeing here in your incubator that are pointing to this new trend? >> Yeah, I think that our fellows are fantastic examples of that. Many of them are tech enabled whether or not they're using apps or the cloud or just a new actual technology product. One of our fellows is using, he's created a new product that disrupts the vestibular system so that you don't feel motion sickness. Now this is actually a product that is obviously very valuable for just everyday people, who are going to be in driver-less cars trying to do their work. But it turns out very useful for the military and very useful for people who are trying to create virtual reality. 40% of people can not put a virtual reality headset on and not feel nauseous. So I do think that it is tech's job to solve some of the problems that we haven't been able to solve yet. In many ways, the internet and the Internet of Things is our biggest leap forward since fire. Now how are we going to use it to create the disruption that fire did? Fire allowed us to eat more things, grow bigger then start to farm and and I think that we haven't even hit the cusp of what the internet can do yet. It can do way more things and deliver products to our doorsteps. >> Next up at the wheel, you get fired-- >> Right, what's is the tech wheel? I think it's going to be really-- >> Personal question for you, what is the big learnings that you've had over the past few years? (mumbles) say well I didn't expect that to happen or wow, that was super awesome or a failure or a success? What was your big learnings that you've come out-- >> Oh my gosh, do you have an hour? We've learnt how not to do and how to do mentorship very well. You can't take mentorship lightly. This is human chemistry we're talking about and even if you think you've got the perfect match on paper, it may not work. We have certainly learned a lot about how it is really important to have investors that reflect entrepreneurs because to your very point, that work is going to take everyone to create technologies that work for everyone. It also creates and builds even investors who look like everyone because otherwise there is an inherent bias. Really good people have inherent bias and that needs to be solved for. Because I straddle both art and entrepreneurship in my role. These some really interesting things that I've noticed in terms of how entrepreneurs see the world as infinite resource and artist see it as very finite. And how some of our systemic problems are reflected almost identically in both fields. This is an interesting statistic. 5% of venture capital goes to women, we know that and 1% to African Americans, 0.01% to Black women. In the museum world, in museums in the western hemisphere, 5% of their art collection is women artists, 1% is African American artists. That's not a coincidence, that's a clear picture of how power structures have evolved to make certain types of decisions about who should get capital, who is worth collecting, and we're definitely solving for that. >> And certainly having a lens on that and exposing that-- >> Kate: Absolutely. >> Is the way to-- >> It's very important. >> Talk about artistry, one of the things we've been talking about in the software and in the tech business is the role of artistry and craft. And that we see that swinging back with cloud computing. I would say to the craft out a software development but you're seeing these integrated solutions where craftsmanship and art are coming together. We're seeing examples, certainly in Asia, in China we're seeing examples where the development world, the technical world has come together with artistry world to create these new solutions. So you've got creative and you've got technical coming together. That's what you're doing. >> Yeah, no absolutely. >> What's the success formula? Is there one? Is it right brain, left brain, what's the-- >> I don't know. We've just got this bubbly caldron of creativity and we're pulling stuff out of it as we go, but I think it's important for us not to forget about art. Art has been at the forefront of every social change, every movement. If it does its job, it's of the moment and it tells us a lot about ourselves. But there's also that important thing about art with technology, and with consumer products. The reason that the iPhone was so successful is because it's a thing of beauty, and everyone is in awe of it. So design is critical, it's absolutely critical when you're thinking about scale or consumer products or tech that works. >> And having a good taste for a good art is also a skill. >> Yeah. >> Knowing what's beautiful. >> Of course. >> Tech guys love to have that skill. >> You could argue that that's getting democratized and disrupted as well. >> Kate, thanks so much for spending some time here. >> My pleasure, this is fun. >> Cube Conversation, Kate Goodall, co-founder and CEO of Halcyon here in Washington, D.C. Changing the world, societal entrepreneurship. A lot of great actions. This is theCube coverage. Thanks for watching. (uptempo techno music)

>> Announcer: Live from Washington, DC it's theCUBE. Covering .conf2017. Brought to you by Splunk. >> Welcome back here on theCUBE we continue our coverage of .conf2017 here at the Splunk event with about seven thousand plus Splunkers. Along with Dave Vellante, John Walls. I like that Splunkers. >> You a Splunker? >> Not sure I'd be qualified. >> I'm learning how. >> I'm not qualified. >> to be come one. >> I don't think. >> I think we're kind of in the cheap seats of Splukism right now. Certainly there's a definitely vibe and I think that there's this whole feeling of positivity amongst our community right, that is to get a sense of that here. >> Dave: Hot company, data centers booming. >> It's all happenin', so we are in the Walter Washington Convention Center day two of the convention. We're joined now by of Stephen Hunt who is the CIO of an organization called Team Rubicon. Stephen thanks for joining us here on theCUBE. Good to have you Sir. >> Thank you for having me. >> And CTO too correct? >> And CTO. >> So first off let's talk about Team Rubicon. Veterans based organization, you team up with disaster emergency responders, first responders, to come in a crisis management times of disasters I'm sure extremely busy right now. Gave birth to this organization back in 2010 after the Haiti earthquakes. So tell us a little bit more about your mission and what you're doing now I assume you're up to your ears and all kinds of work, unfortunately. >> Yeah so our, just speaking to our mission, our purpose is to leverage the skills a military vets and first responders in disaster. The capacity and skills that vets bring after active duty in the in the services, is remarkable resource that we've learned to tap to help people in need around the world. This is one of our or this is our busiest time right now. You know we're responding in the greater Houston area in Florida, the Florida Keys, British Virgin Islands, Puerto Rico, Mexico, Turks and Caicos. And it's just it's incredible what we're able to do and in aiding people from the point of search and rescue to recovery and resilience, there's a broad spectrum of activities that are our people engage in to make that all happen and across a diversity of locations. It's been truly remarkable and challenging in ways that we never imagined right now. >> And I should add that you're a veteran yourself. Paratrooper, 82nd Airborne, a reservist, but also have an engineering background MIT Lincoln Laboratories for 20 some plus years. So you've got this interesting combination of experiences that have brought you into a company that is also a beneficiary of the Splunk for Good Program part of the Splunk pledge Program. So are you bring a pretty interesting portfolio to the job here Stephen. >> It's a bit unusual I do understand how a lot of the world works, not because I'm the smartest person in the room, I have a bit of a head start there's a lot of experience there and so bringing my engineering skills to the field, as well as to the business office and how we operate. And working with companies like Splunk, you know I can see, pretty quickly, what's hard, what's easy. I understand that Splunk needs our requirements in order to deliver product that's meaningful to us and our mission. So tying that all together it is a bit unusual for an NGO to have someone like me around. I got involved simply to help people. When they told me at some point are that we're going to build a business to help people, I said I don't come here to build a business. And it took me a little while to get oriented around the fact that as we expand the brand as we bring it around the globe, it takes a strong business model and a strong technical model in how we project humanitarian aid in austere settings. >> In order to scale right. >> So Tell us more about the organization how large is the organization, you know, where do you get the resources, how is it funded. >> So we're almost a 100% privately funded. So corporations, foundations, individual donors from across the country and across the world. We have about sixty thousand members and these are volunteers in and globally, so how in the world do you do that? Well, it turns out we grew up at about the same time the cloud industry grew up, we've been around seven years. And I would like to say that I'm some kind of genius and I said well we should follow the cloud, it was a judgment call and it was what we could manage. Today we have about thirty five to forty cloud software products that drive everything from donor management, volunteer management, how we deal with our beneficiaries, as well as our employees. And and it's not just about product in mission it's about protection and seeing through what's happening at the company at scale. We have about anywhere from eight hundred to 15 hundred people sign up to join, to become a part of Team Rubicon every week. >> Dave: Every week? >> And we couldn't do that without scale, without cloud technology it's been truly remarkable. >> And the volunteers or or all veterans, is that right? >> About 80, 75 to 80% military vets, first responders and others. >> Okay, so they just they make time to take time off from work, or whatever it is and go volunteer. They'll get permission from whom ever. Their employers, their wives and husbands. >> The payment that we provide is a renewed sense of purpose. When you know you take off the uniform there is a certain part of your identity that goes on the hanger and people don't see in you that's missing and we get that back. Through service and being around like minded individuals it's just amazing when we bring all of our people together and they align to work to this common mission. >> So in the in the take a recent examples in Florida and Houston are they predominantly people that are proximate to those areas? Are you are you having to fly people in, how does that all work? We literally have people coming in from all over the world. Generally, with the way we run operations to keep them cost effective as we look first within 450 miles of an affected area, and and bring in people in close proximity. If there is need greater than that, then we expand the scope of the distance if you will. Logistically, where we bring folks in. we're all the way now to bring in people from Australia, Norway, Canada, as well as the UK and working alongside each other seamlessly and that's really due to our standards and training. You can imagine when we scale it's not just the technology but it's how you use it, in the field, and in the business environment in the office. >> Are they responsible for figuring out where they sleep, where they eat, I mean how does that all work. >> Yeah, we set that up, in the early days we kind of took care of it ourselves, you know we reach into our own pockets and the small groups run around the planet and help people. It was kind of a club, now it's a whole different story. When we're bringing in 500 people a day, we need to know how they're fed, is this safety, security and protection, not just physically, but also emotionally. You want to make sure that we're really looking after people before, during and after they deploy and help people. So we put them up, and typically it's not the Ritz, you know might be a cot in a warehouse somewhere. But I've stayed at hotels with Team Rubicon members and maybe sometimes eight in the room. My old job Wasn't like that, all these guys are fighting to see who's going to sleep on the floor. I mean it's it's a really interesting you know. >> You have very different dynamic I'm sure. So you talk about these global operations expanding what four or five countries you mentioned with thoughts of one larger. I know communications are huge part of that you have a partnership now with a a prominent satellite firm you know in Inmarsat and how is that coming to benefit your operations and does Splunk come in the play with that global communications opportunity? >> Inmarsat and Splunk have been truly remarkable impacting and working toward greater impact in how we deliver aid around the globe. And make a couple of very clear points and deliver a metric here. We're running maybe 15 simultaneous operations distributed across all those areas I just discussed earlier. And historically, in all the time that I've been with Team Rubicon we've always had outages when it comes to communicating with our staff in these austere settings. You know we have to life safety is everything. That's the most important thing on my list, is the welfare of the people I'm looking after, and our employees, volunteers and our beneficiaries. When we can't communicate if something goes wrong it's a problem Inmarsat has set us up with communications gear in such a way that even though running all these operations at our most challenging time, I haven't had one complaint. About not being able to communicate. And what's Splunk is doing, is integrating with the Inmarsat backend to provide us the status of all of that equipment and and so from a perspective where are they all located, what is the status of the you know the data usage to make sure that somebody doesn't get arbitrarily shut off, you know that strategic view of what's happening across the globe. And this was something that we've negotiated or Inmarsat asked us to do, and Splunk is stepping up to take care of that for us so that we can ensure life safety and coordination happen seamlessly. Just one more point about this, if you could communicate with everyone everyday you're planning team isn't sitting idle wondering what it needs to do next. So this tertiary effect, is really driven our planning team to perform in a way that guides material and resources that I didn't really think about, But it's quite remarkable. >> So, you please, I thought you finished, I apologize. >> No, it's OK. >> I'm excited. >> It's fantastic. >> So the tech let's get into the tech side of this. You got SaaS apps, you got logistics, you got comms, you got analytics stuff, you got planning, you got collaboration and probably a hundred other things that I haven't mentioned. Maybe talk about you put your CTO hat on. >> Oh no, absolutely, so one of the things I say to our people, you know the technology is important but people are more important. And and so how we work with technology, its adoption as a CIO is critical. I need to say that when we're provided quality top tier software technologies to support education and training, as I mentioned, volunteer management, information management and security. And they were adopted naturally and they take off like a fire on a dry day, it means Splunk and other companies produced a great product. And we've seen this time and again with our ecosystem. So it's a general statement about the cloud technologies. Many companies have just done an exceptional job at building products that our people can work with. So I don't really complain too much about adoption across the board or struggle with it, I should say. So Google, Microsoft, Splunk, Cornerstone OnDemand, Salamander, Everbridge, Palantir. >> Be careful it's like naming the kids you're going to leave somebody out. So many of these great benefactors. >> Yeah, they're used to it but we work with all and our new COO came in, I apologize, I was CIO/CTO of Team Rubicon USA for about three years and I just moved over to Team Rubicon global to help orchestrate our global footprint. And we've set up licensing and a model for where instances of software are located to meet the legal regulatory framework for doing business internationally. And but the the COO of USA, and I'm so proud of what USA is doing right now, it's just blowing up. I mean what they're accomplishing as the largest Team Rubicon entity. But he looked at me, he said, Steve we got to get rid of some of these software products, and I said well, tell me what you don't want to do and I'll delete it, happy to. And instead the numbers gone up by 10 you know since that conversation. So there's some great challenges with and great opportunities, but as you know when your capacity increases, working with data and information your risk also goes up. So we work hard it impacting the behaviors of all of our people, it doesn't happen in a month or two months it takes years. So that everyone is security minded and making good decisions about how we work with information and data, you know whether it's a collective view provided by a product like Splunk which gives us this global view of information. You know if we have people working in a in a dangerous area and all of a sudden we know where all of our people are we just don't post that up on the open internet right. That's a bad idea just to give you a simple example. Down to the PII of our members and employees. And we're becoming very good at that. And for an NGO that's unusual and we're going to be driving an independent security audit fairly soon, to push it even further with the Board of Directors and executives, and so the business team can make decisions about how what we do technically based on you know liability in business model, right for how we work, but for me, the highest priority's protection of everyone. >> Well, it is a wonderful organization and we sincerely Dave and I both thank you for your service, present and future tense, for your service absolutely. Team Rubicon they will accept contributions, both time and treasure so visit the website Team Rubicon and see what you might be able to do to lend help to the cause, great cause that it is. Thank you Stephen. Back with more from .conf2017 here in DC, right after this.