(rhythmic techno music) >> Hey welcome back everybody, Jeff Frick here with theCube. We're at Oracle Park on the shores of McCovey Cove. We're excited to be here, it's a pretty interesting event. Sports Tech Tokyo World Demo Day. It's kind of like an accelerator but not really, it's kind of like Y Combinator but not really, it's a little bit different. But it's a community of tech start-ups focusing on sports with a real angle on getting beyond sports. We're excited to have our next guest, who's an investor and also a mentor, really part of the program to learn more about it and she is Gayatri Sarkar, the managing partner from Hype Capital. Welcome. >> Thank you. Thank you for inviting me here. >> Pretty nice, huh? (laughs) >> Oh, I just love the view. >> So you said before we turned on the cameras, well first off Hype Capital, what do you guys invest in? What's kind of your focus? >> So Hype Capital is part of one of the biggest ecosystems in sports which is Hype Sports Innovation. We have 13 accelerators all around the world. We are just launching the world's first E-sports accelerator with Epsilon and SK Gaming, one of the biggest gaming company. So we are part of the ecosystem for a pretty long time. And now, we have Hype Capital, VC Fund investing in Europe, Israel, and now in U.S. >> So you mentioned that being a mentor is part of this organization. It's something special. I think you're the first person we've had on who's been a mentor. What does that mean, what does that mean for you? But also what does it mean for all the portfolio companies? >> Sure, I'm a mentor at multiple accelerators. But being a part of Sports Tech Tokyo I saw the very inclusive community that is created by them and the opportunity to look at various portfolio companies and also including our portfolio companies as part of it. One of our portfolio company where we had the lead investors, 'Fun with Balls' they're part of this. >> What's it called, Fun with Balls? >> Fun with Balls, very interesting name. >> Good name. (laughs) >> Yeah, they're from Germany and they came all the way from Germany to here. So, yeah, I'm very excited, because as I said it's an inclusive community, and sports is big. So we are looking at opportunities where deep-techs, where it can be translated into various other verticals, but sports can also be one of the use cases, and that's our focus as investors. >> Right, you said your focus was really on AI, machine learning, you have a big data background a tech background. So when you look at the application of AI in sports what are some of the things that you get excited about. >> Yeah, so for me when I'm looking at investments definitely the diversification of sports portfolio. How can I build my portfolio from esports, gaming, behavioral science in sports to AI, ML, AR, opportunities in material science and various other cases. Coming back to your question it's like how can I look into the market and see the opportunities that, okay can I invest in this sector? Like what's the next big trend? And that's where I want to invest. Obviously, product/market fit, promise/market fit because there's a fan engagement experience that you get in sports, not in any other market the network effect is huge, and I think that's what VVC's are very excited in sports and I think this is right now the best time to invest in sports. >> So promise/market fit, I've never heard that before what does that mean when you say promise/market fit? >> Interesting question so promise/market fit was coined by Union Square Venture VC fund. And they think that where there's the network effect or your engagement with your consumers, with your clients, and with your partners can create a very loyal fan base and I think that is very important. You may see that in other technology sector but, not, it is completely unparalelled when it comes to sports. So, I request all the technologies that are actually trying to build they are use cases, they should focus on sports because the fan engagement, the loyal experience the opportunities, you will not get anywhere else. >> Right >> And I think this is the market that I, and other investors are looking for that, if deep-tech investors and deep-tech technologies are coming into this market we see the sports ecosystem not to be a trillion dollar but a multi-trillion dollar market. >> Right, but it's such a unique experience though, right? I mean some people will joke that fans don't necessarily root for the team, they root for the jersey, right? The players come and go, we're here at Oracle Park which was AT&T park, which was SBC Park, which was I can't even remember, Pac bell I think as well. So you know, is it reasonable for a regular company that doesn't have this innate connection to a fanbase that a lot of sports organizations do that's historical, and family-based, and has such deep roots that can survive maybe down years, can survive a crappy product, can survive kind of the dark days and generally they'll be there when things turn back around. Is that reasonable for a regular company to get that relationship with the customer? >> So, you asked me one of the most important questions in the investors relationship, or investors life which is the cyclicality of the industry and I feel like sports is one industry that has survived the cyclicality of that industry. Because, as you say, a crappy product will not survive you have to focus on customer service so you have to focus, that, okay even if you have the best product in the world how can I make my product sticky? These are the qualities that we are looking into when we are investing in entrepreneurs. But the idea is that if we are targeting startups and opportunities, our focus is that okay, you may have the worlds best product but the founder's should have the ability to understand the market. Okay, there are opportunities, if you look at Facebook if you look at various other companies they started with a product that was maybe like okay, friend site, dating site and they pivoted, so you need to understand the economy you need to understand the market and I think that's what we are looking into the entrepreneurs. And, to answer your question, the family offices they are actually part of this whole startup ecosystem they are saying if there is an opportunity because they are big, they are giant and they are working with legacy techs like Microsoft, Amazon. It's very difficult for the legacy techs to be agile and move fast, so it's very important for them if they can place themselves at a 45 degree angle with the startup ecosystem, and they can move faster. So that's the opportunity for them in the sport's startup ecosystem. >> All right, well Gayatri thanks for taking a few minutes and hopefully you can find some new investments here. >> No, thank you so much thank you so much for your time. >> Absolutely, she's Gayatri, I'm Jeff you're watching The Cube, we are at Oracle Park On the shores of historic McCovey Cove I got to get together with Big John and practice this line thanks for watching, and we'll see you next time. (rhythmic techno music)

>> Hey, welcome back. You're ready, Jeff? Rick! Here with the Cube were Oracle Park recently, A T and T Park just renamed. It's a beautiful day home in San Francisco Giants. They're on the road. We're here at a pretty interesting event is called Sports Tech. Tokyo World Demo Day brought together a coalition of about 100 startups. 25 of them are given demos today on technology as it relates to sports. But even more importantly, that can then be used in other in others. Beyond sports. We're excited to have an athlete on not just another tech crazy guy. He's Brendan Harris. He's an athlete in residence at 76 Capital. Brendan. Thanks for stopping by. >> Thanks for having me. >> So what is the effort, Principles and entrepreneur in residence? Where is the athlete residents do? It is >> essentially a play on the entrepreneur in residence. I was introduced to 76 Capital finished playing in 15 and I was doing my MBA at Warden and in Philly and got introduced Thio Wayne and the guys at 76. And they are kind of putting together an athlete venture group. Whether they're bringing in a lot of athletes don't wannabe investors and kind of providing them access to deal >> flow and >> um, >> and then also leveraging their social capital. So, uh, he was He was kind of tickled when he came when he coined the term athlete residents and he threw it on my business card. And and that's where we're at, >> right? So I'm just curious your perspective as an athlete as you look around at all the technology that's going into sports, right? Kind of the big categories are, you know that which helps the players play better. There's that which helps the people run, the team's better. And then there's that, which is really kind of part of the fan experience. I mean, you actually to go down and try to put wood on a ball coming at you in 90 plus miles an hour. All this other stuff. Do you see it as is it interesting is distraction. Is it entertaining? I mean, how do you look at it from an athlete's perspective? >> So yeah, so a lot to impact. So first of all, I have this ah, equally the equal view of fascination and frustration where a lot of this wasn't he wasn't around when I when I was playing it, certainly from the field. Now we're taking in things like recovery and rest and sleep. Ah, but I think players and me personally are fascinated with How can we improve on field performance? And I think baseball. It's such a perfect game and you fail so often, being able to turn to turn things that were previously subjective and applied data and in tech to make them objective and give you answers. I think it's fascinating and the ways that we can use data to to kind of promote performance and health and and all those things air Very fascinating. So from players, point of view, we're all about it. But at the same time, I think it certainly says why I've loved to get into sports. Tech is there's a lot of data that's just noise that's coming in and things. And so the tough part is, um, kind of weeding through and what is actionable info on what can actually help improve the on field performance? And then along with that, you know, we want to feel the product on the field, but also what the service is for the consumer and the fans are. And how can we improve that and then engage them? Because certainly sports are part of the culture and part of life now, and it's fascinating. These fans want to know more and more and more, certainly what's going >> on. And it's been It's been a >> great journey, >> right? So on the fan experience specifically, and we've been we've been here a number of years. Bill Styles, a good friend of mine off another word and other work. Brad and and, you know, talking about high density WiFi and you know the app on your phone and delivered, you know, food delivered to your seats. I mean, >> as a as an >> athlete on the field. Do you look at kind of all these things is as a distraction. Do you appreciate? It's kind of a more competitive environment these days in terms of people's attention and kind of that entertainment dollar. But I would imagine from between the lines it looks like Hey, you know, the game's down here people. It's been >> interesting because, um, you know, one of the problems of a major league baseball's been trying to address his pace of games right. And if you really look at the data, they're not that much longer. What's different? We're wired differently, right? So our attention spans are short and we're constantly so our technology. So these, you know, guys like Bill, you are trying to leverage that and try to have your food delivered and try to increase the social component. Increased the value in the in venue experience so that you're not only watching the game, but you're socially enjoying at the same time and kind of fill in those gaps. Ah, lot of it is yes on. And I think there's been balls flying into the stands since baseball's been playing, but they need to put the netting up. Has come a lot of times because nobody's watching. Some people aren't not nobody, but a lot of people aren't watching. The games are getting hit with a lot of these foul balls. So there is that component where you know there's there's some unbelievable things are going off on the sides. But um, you know it's baseball is still gonna be kind of very somewhat within within the confines. >> The other piece that I find really interesting on the data side, right? Is there so much data? Right? There's data data data. Obviously, baseball is built on data and arguments about data and conversations about data, but now it's kind of gone to this next Gen with, you know, wins over replacement and all these other things. But sometimes it's funny to me. It feels like they're forgetting the object of the game is to win the game. And it feels like sometimes the metadata has now become more important than the data. Did you win or lose and is not necessarily being used as a predictor for future performance? But it's almost like a standalone game in and of itself. Like we forget. The object is to win the game and win a championship, not to have the highest war number views since that frustration is that sound? Yeah, I think what you're getting >> into a lot of times is our know how are we making decisions right? And in the game? A lot of times people forget that human beings are out there performing and so I think that's how we've gotten into Moneyball 2.0, looking at development and certainly mental health in focus and game preparation have come into play more and you're seeing some managers. I mean, Mickey Callaway just came out and said 80% my, you know, Susan's go against the data, which which I thought was a little bit interesting, but, ah, so there is that fine line right where you have to filter in what's noise and what's actionable. And at the same time, um, you know, allow you know, your managers and your decision makers some flexibility to go with, You know, they're they're in the heat of the battle and they kind of know their guys. And they know the human element that's involved. So it's it's an interesting, you know, trying to balancing act, >> right? So from your from your new job in your new role, what are some of the things you hope to see today? What are some things that you're excited about? Um, you know, from kind of an investor. And having played the game as well. As you know, I'm looking forward to the evolution of sports. Two >> things specifically how the, uh certainly bias the performs on the field in the human element. And certainly everybody wants workout secrets, and I don't feel like it's whether it's athletes or the kind of weekend warrior or people that are, you know, kind of your senior citizens. And I don't think it's a simple as this has worked, and you should do this. It's a very personalized experience now. And I think some of this personalized digital fitness is fascinating to me on and then how it relates to and how your body relates to, you know, your diet and nutrition, your sleep, your recovery. I think all those air fascinating that, uh, advances that I want to look into more. And the second is a CZ, I kind of mentioned is the fan engagement aspect. How do we drive those those fans that digital, >> um, and >> make it actionable and monetize, right? So that you know, you have your fans that are following you know, your Facebook, twitter and all those things. And so how do you not only gauge them, but collect that data and then kind of personalized that experience? Engage your fan in a way that can kind of grow your brand. Yeah, it's interesting to me, >> really interesting to have to have your perspective, and I'm sure will be a great day and you see all kinds of crazy stuff. So thanks for taking a few minutes. >> Yeah, Any time. >> All right. He's Brendan. I'm Jeff. You're watching The Cube were at Oracle Park in San Francisco. Thanks for watching. We'll see you next time.

(upbeat music) >> Hey welcome back everybody, Jeff Rick here with theCUBE. We're at Oracle Park, recently AT&T Park just renamed, it's a beautiful day. Home of San Francisco Giants, they're on the road, we're here at a pretty interesting event, it's called Sports Tech Tokyo World Demo Day, brought together coalition of about 100 startups. 25 of them are giving demos today on technology as it relates to sports but even more importantly, that can then be used in others beyond sports. We're excited to have an athlete on, not just another tech, crazy guy. He's Brendan Harris, he's an athlete and resident at SeventySix Capital. Brendan, thanks for stopping by. >> Thanks for having me. >> So what is that, I've heard principles and entrepreneur residence\\\, what does a athlete residence do? >> It is essentially a play on the entrepreneuring residence. I was introduced to SeventySix Capital, I finished playing at 15 and I was doing my MBA at Wharton and in Philly, and got introduced to Wayne and the guys at SeventySix and they are kind of putting together an athlete venture group where they're bringing in a lot of athletes that want to be investors and kind of providing them access to deal flow. And then also leveraging their social capitals, so, he was kind of tickled when he coined the term athlete in residence and threw it on my business card and that's where we're at. >> Right so I'm just curious, your perspective as an athlete as you look around at all the technology that's going into sports, right. Kind of the big categories are that which helps the players play better, there's that which helps the people run the teams better, and then there's that which is really kind of part of the fan experience, I mean, you actually had to go down and try to put wood on a ball coming at you 90 plus miles an hour, all this other stuff, do you see it as interesting, is it a distraction, is it entertaining? How do you look at from an athlete's perspective? >> So, yeah, so a lot to impact, so, first of all, I have this equal view of fascination and frustration where a lot of this wasn't around when I was playing, certainly from the field, now we're taking in things like recovery and rest and sleep, but I think players and me personally, are fascinated with how can we improve on field performance and I think baseball's such an imperfect game and you fail so often. Being able to turn things that were previously subjective and apply data and tech to make them objective and give you answers, I think it's fascinating. The ways that we can use data to kind of promote performance and health and all those things are very fascinating. So from a player's point of view, we are all about it but at the same time, I think this is why I've loved to get into sports tech is there's a lot of data that's just noise that's coming in and things and so the tough part is kind of weeding through and what is actionable info and what can actually help improve beyond field performance and then, along with that, we want to feel the product on the field, but also what what the services for the consumer and the fans are and how can we improve that and then engage them because certainly sports are a part of the culture and part of life now and it's fascinating, these fans want to know more and more and more, certainly what's going on and it's been a great journey. >> Right so on the fan experience specifically, we've been here a number of years, Bill Styles' a good friend of mine, and another Wharton grad. And talking about high density WiFi and the app on your phone and food delivered to your seat, I mean as an athlete on the field, do you look at kind of of all these things as a distraction, do you appreciate it's more competitive environment these days in terms of people's attention and kind of that entertainment dollar but I would imagine from the between the lines it looks like, hey, the game's down here people. >> Yeah. (laughing) It's been interesting because one of the problems major league baseball's been trying to address is pace of games right? And if you really look at the data, they're not that much longer. What's different, we're wired differently, right? So our attention spans are shorter and we're constantly addicted to our technology. So these guys like Bill, are trying to leverage that and try to have your food delivered and try to increase the social component, increase the value in the in-venue experience so that you're not only watching the game but you're social enjoying it at the same time and kind of filling those gaps. A lot of it is, yes, and I think, there has been balls flying into the stands since baseball's been playing but the need to put the netting up has come a lot of times because nobody's watching. Some people aren't, not nobody, but a lot of people aren't watching the games are getting hit with a lot of these foul balls. So there's that component, where there's some unbelievable things are going off on the sides but it's baseball still going to be kind of very similar within the confines of lines. >> The other piece that I find really interesting on the data side right, is there's so much data, right? There's data, data, data. Obviously baseball's built on data and arguments about data and conversations about data. But now it's kind of gone to this next gen with wins over replacement and all these other things, but sometimes it's funny to me. It feels like they're forgetting the object of the game is to win the game and it feels like sometimes the metadata has now become more important than the data. Did you win or lose and it's not necessarily being used as a predictor for future performance but it's almost like a stand alone game in and of itself. We forget the object is to win the game and win a championship, not to have the highest award number. Do you sense that frustration, does that sound like something you see-- >> Yeah, I think what you're getting into a lot of times is how are we making decisions, right and in the game a lot of times people forget that human beings are out there performing and so I think that's how we've gotten into Moneyball 2.0 when looking at development. Certainly mental health in focus and game preparation have come into play more and you're seeing some managers, Mickey Callaway just came out said 80% of my distances go against the data which I thought was a little bit interesting but so there is that fine line where you have to filter in what's noise and what's actionable and at the same time, allow your managers and your decision makers some flexibility to go with they're there in the heat of the battle and they kind of of know their guys and they know the human element that's involved. It's an interesting balancing act. >> Right so from your new job and your new role, what are some of the things you hope to see today, what are somethings that you're excited about from an investor and in having played the game as well as looking forward to the evolution of sports? >> Two things, specifically how the, I'm certainly biased to the performance on the field, and the human element and certainly, everybody wants workout secrets and I don't feel like it's, whether it's athletes or the kind of weekend warrior or people that are senior citizens. I don't think it's as simple as, this is work and you should do this, it's a very personalized experience now and I think some of this personalized digital fitness is fascinating to me and then how it relates to and how your body relates to your diet, your nutrition, your sleep, your recovery, I think all those are fascinating that advances that I want to look into more. And then second is, as I kind of mentioned, is the fan engagement aspect and how do we drive those fans, that digital, and make it actionable and monetized, right. So that you have your fans that are following your Facebook, your Twitter, and all those things and so how do you, not only engage them but collect that data and then kind of personalize that experience, engage your fan in a way that can kind of grow your brand. It will be interesting to me. >> Really interesting to have your perspective and I'm sure it will be a great day and you'll see all kind of crazy stuff. So thanks for taking a few minutes. >> Yeah, anytime, thanks for having me. >> All right, he's Brendan, I'm Jeff, you're watching theCUBE. We are at Oracle Park in San Francisco, thanks for watching, we'll see you next time. (upbeat music)

>> From Sand Hill Road in the heart of Silicon Valley, it's theCUBE. Presenting, the People First Network, insights from entrepreneurs and tech leaders. >> Hello everyone I'm John Furrier with theCUBE, we are here in Sand Hill Road up at Mayfield Venture Capital Firm for their 50th anniversary, their People First Network series, produced with theCUBE and Mayfield, I'm John Furrier, with Bill Schlough, the Chief Information Officer of the San Francisco Giants, CUBE alumni, great to see you thanks for joining me today for this People First Series we're doing with Mayfield's 50th anniversary, thanks for coming in. >> Good to be here, John. >> So, been a while since we chatted, it's been a year, A lot's happening in tech, you can't go a year, that's like seven dog years in tech, lot happening, you're managing, as the CIO for the Giants, a lot of things going on in baseball, what's the priorities for you these days, obviously, you guys, great social, great fan experience, what's new for you, what's the priority? >> Man, there's always something new. It's what I love about it, this'll be my 20th season with the Giants comin' up. And, it never gets old, there's always new challenges. On the field, in the seats, off the field, you name it. As we look toward next year, really excited about bringin' in a new video board, which we haven't publicly announced, maybe I just did publicly announce, we're breaking news on theCUBE today. So we're puttin' in a new video board, it'll be over three times the size of the one we have today. That's big news, we're doing a lot of exciting things in the ticketing world. The ticketing world is really transforming right before our eyes in terms of the way fans buy tickets. It's changed a lot. Once up on a time you could call a game a sellout, and we sold out 530 straight games at AT&T Park, but really there's no such thing as a sellout anymore I mean, at any point you can get a great ticket, so we have to adapt to that and change the product that we're delivering to fans, so making some changes on the ticketing front, the fan experience, the ballpark with the video board, and another thing that's changing a lot is the way fans consume our game when they're not at the ballpark. It's rare that you're going to see somebody sit on a couch for three plus hours and watch a game continuously anymore. Fans are consuming through mobile devices, streaming, catching clips here and there, all different methods, and it's fun to be a part of that, because, fans still love the game, but they're just consuming it in different ways. >> Yeah, I love having chats with you on theCUBE because one of the things that have always been the same from nine years doing theCUBE is, the buzzword of consumerization of IT has been out there, overused, but you're living it, you have a consumer product, the ultimate consumer product, in Major League Baseball, and the Giants, great franchise, in a great city, in a great stadium, with a rabid fanbase, and they know tech, so you have all the elements of tech, but the expectation of consumers, and the experiences are changing all the time, you got to deliver on the expectations and introduce new experiences that become expectations, and this is the flywheel of innovation, and it's really hard, but I really respect what you guys are doing over there, and that's why I'm always curious, but, always, the question comes back to, is, can I get faster wifi in the stadium? (laughs) It's always the number one question >> It's funny that you ask that because it is AT&T Park, you know, so, honestly, we got to check that box, and we've had to for years, all the way back to when we first rolled it out, way back in 2004 when we first rolled out wifi in the park, people weren't asking for it then, people were coming to the ballpark with a laptop and plugging a card into it, and there were about a hundred of them that were accessing it, but today, what's interesting is, who knows what next, but we're not talkin' about wifi as much, wifi is just kind of, expected, you got to have it, like water. You're talkin' about 5G networks, and new ways to connect. Honestly, this past season, our wifi usage in terms of the number of fans that use wifi, what we call the take rate, the percentage of fans, was actually down 30% from the previous year. Not because we had less fans in the stadium, because this is the take rate, a percentage of fans in the stadium, went down, because AT&T made some massive investments in their cellular infrastructure at the ballpark, and if you're just connecting, and you got great bandwidth, you don't feel the need to switch over to wifi, so who knows what the future will hold? That's a great point, and you see the LTE networks have so much more power, it used to be you needed wifi to upload your photos, so you'd go in, log in, and if they auto login that's cool, but people don't need to. >> Not with photos, what they need it now for is when we see it really maxing out is events, like our Eagles concert, or Journey concert, or a really big game, like opening day, or honestly, Warriors playoffs game, 49ers football games, that's when folks are streamin' to video. For streamin' to video, they're still goin' to that wifi. Yeah, that's the proven method, plus they don't want to jack up their charges on the AT&T site, but I won't go there, Let's talk about innovat-- Most say unlimited, I will go there, most say unlimited these days. >> Really, I got to find that plan, my daughter's killin' me with her watchin' Netflix on LTE, I tell her. Innovation is changing, I want to get your thoughts on this, 'cause I know you're on the front end of a lot of innovations, you do a lot of advising here at Mayfield. The VC's always trying to read the tea leaves, you're living it, what's the innovation formula look like now for you 'cause as you're sittin' in your staff meetings, as you look at the team of people around you, you guys want to foster, you do foster, innovation culture. What's the formula, what do you guys do when you have those meetings, when everyone's sitting around the table sayin', what do we do next? "How do we create a better experience? "How can we get better fans, and better product "in their hands as fast as possible?" What's your strategy? >> You know, it's funny, people talk about the secret sauce for innovation, what's the formula? I would say, for us, it's really a symbiotic relationship with a lot of things, first of all, where we are, geographically, we've got folks like Mayfield, down the street, and many others, that we can talk to, that are, when innovation is happening, when the startups are incubating, they're being funded by these guys, a lot of times they are here, and our phones are ringing off the hook with a lot of folks so my formula for innovation is answer the phone and take the meetings, but, to be honest, that creates its own problems, because there's so many great ideas out there, if you try to do all of them, you're going to fail at all of them. You got to pick a very small few to try to experiment with, give it a shot, we just don't have the bandwidth, we only have 250 full-time staff on the business side. For us, geographically, you have to really be laser-focused and say okay, there are so many great ideas out here, which are the three or four that we're going to focus on this year, and really give it a try, that's really going to drive, propel our business forward, enhance our product on the field, whatever it might be, but I'll tell you where it really truly starts. It's from the top with our CEO. And, I've had a few different bosses over the years, but with the Giants, our CEO is singularly focused on all of us doing things folks have never done before regardless of what business unit you're in. Whether you're in ticketing, finance, marketing, sales, what drives him, and drives all of us, is innovation. And his eyes glaze over when I talk to him about cost-cutting, and his eyes can glaze over really fast. But when I talk to him about doing something no one's ever done before, that's when he sits forward in his chair, he gets engaged, and I just have a great boss, Larry Baer, he's been with us for 25 years wit the Giants, and he is the driver for it, he creates the culture from the top, where all of us, we want to impress him, and to impress him, you got to do sometin' nobody's ever done before, and what's even more interesting is there are some challenges and some changes talking place across our industry, as I said before, ticketing and other areas, and I've sat in meetings with him where somebody might raise their hand and say, "But this is happening across the industry, "so it's just a macro trend," and he'll get upset, be like, "I don't care about macro trends. "We are here in the Bay Area, "we're the San Francisco Giants, "we're going to do it our way." >> And so when you do it your way, he promotes risk-taking, so that's a great culture. What are some of the things you have tried that were risky, and/or risque, or maybe an experiment, that went well, and maybe ones that didn't go well, can you share some color commentary around that? >> Sure, over 20 years we've had some of all of those. I would say, I've had some real scary moments, our culture is collaborative, but I wouldn't call it combative, but we all have strong opinions, a lot of us have been there a long time, and we have strong opinions and so we'll battle, internally, a lot, but then once the battle is over, we'll all align behind the victory. Thinking back, one of the most stressful times for me at the ballpark was related to wifi, when we decided to take our antennas and put 'em under people's seats. No one had ever done that before, and there were two major concerns with that. One is, honestly are people going to get cancer from these antennas under their seats, it's never been done before, what's going to happen, and whether it's going to happen or not, what's the perception of our fans going to be, because, these are, the bread and butter is, the golden goose here, all the fans, so, yeah it's great that they're going to be, have faster connection here at AT&T Park, but if they think they're going to get cancer, they're going to cancel their season ticket plans, we got to problem. Number two is, we're taking away a little storage space also, under the seats, so it was very controversial internally, we did all of our research, we proved that having a wifi antennae under your seat is the equivalent to having a cell phone in your pocket, most people do that, so we're pretty safe there, and from the storage space perspective, honestly, it actually elevates your stuff, if somebody spills a Coke behind ya, it'll fall all around your purse, which is sitting on top of that wifi antenna so we came up with a good solution, but that was an example of something that was really controversial >> So beer goes on the antennae not your bag. (laughs) >> Exactly, your bag stays dry, we found a way to spin that but, there have been so many, I can go way back in time, back to the days when it was the PalmPilot that ruled the day instead of the apple >> Well you guys also did a good job on social media, I got to give you guys props, because, you're one of the first early adopters on making the fan experience very interactive. That was, at that time, not viewed as standard. Yeah, built the @Cafe at our ballpark, which is still there really to try to bring social media to the fans. >> I think you're the first ballpark to have a kale garden, too, I think. >> That's a little off topic, but yes, driven by one of our players, who's a big kale fan, yeah, the garden out in center field. >> So sustainibility's certainly important, okay, I got to ask the question around your role in the industry, because one of the things that's happening more and more in Major League Baseball and certainly as it crosses over to tech her at Mayfield Venture Capital, there's a lot of collaboration going on, and it's a very people-centric culture where, it used to be people would meet at conferences, or you'd do conference calls, now people are in touch in real time, so these networks are forming. It takes a village to create innovative products, whether you're inside the Giants, or outside in the ecosystem, how have you personally navigated that, and can you share some experiences to the folks watching, how you became successful working in an environment where it's collaborative inside the walls of the San Francisco Giants, but also outside? >> %100, the topic is near and dear to my heart, and from when I started with the Giants, that's what I love about our industry We compete on the field, and only on the field. When you look at who the Giants competitors are, from a business perspective, honestly the Dodgers are not a competitor from a business perspective. The A's are barely a competitor from a business perspective. We got a lot of competitors and very few of them are in our actual industry, so we collaborate all day, and it's been amazing, I can count on one hand, across all of sports, folks who have not been collaborative. There's a very small group of teams, your favorite team, the Boston Red Sox, are not on that list, they are very collaborative, but their arch rival, well there's a few others out there that may be less collaborative, but most of them are highly collaborative, from top down, and so, what I did from when I first started the first trip I made, was to Cleveland. And this was many years ago, Cleveland Indians had a reputation of being very progressive so I called up my counterpart there, I said, "I'm new to the industry, can I come out, "can I learn from you?" And that's where it started, and ever since, every year, we travel to two cities, I take at least four of my staff, to two cities each year and we meet with all the sports teams in those cities. This year, we went to Milwaukee and we met with the Brewers, and we did the Packers as well. Every year, over the 20 years we've visited pretty much every professional sports city, and we just go through it again, and always, red carpet, open door, and you build those face-to-face relationships, that you can pick up the phone and make the call, in a few weeks we're all going to get together in Denver at our MLB IT Summit, my job at the IT Summit every year is I host the golf classic, so I bring all the golfers, the hackers, the duffers out, and we have a great time on the golf course and build those relationships and again, the only thing that we don't really talk about that much is the technology we use to enhance the product on the field. Everything else is fair game. >> So share the business side, but the competitive advantage, where the battle's really having Dodger and Giants obviously on the field, highly competitive-- >> But what's cool about that is then I can meet with the other sports teams to talk about that, so I'll leave the teams nameless, but we've had some awesome collaborative discussions with NBA teams especially to talk about what they're doing to assess talent, and there's no competition there. >> So there's kind of rules of the road, kind of like baseball, unwritten rules. >> Right. >> So talk about the coolest thing that you guys have done this year, share something that you personally feel proud of, or fans love, what were some of the cool things this year that pops out for you? >> Sure, the technology that we invested in this year that I thought was a game-changer, we saw, we experimented with last season, but this year, we've been experimenting with VR and AR a little bit. But, a technology that we thought was really cool is called 4DReplay, it's a company out of Korea. And we saw them, we did an experiment with them, and then we implemented them for the full season this year and we've seen them at some other venues as well, the Warriors tried them at the Playoffs, but we had 'em full year and what we did was they put in about 120 cameras, spaced approximately five feet apart, between the bases. 120 of 'em, and they focus on the pitcher and the batter, so when you have a play, you can 3D, or 4D, 4D rotate around that play and watch the ball as it's moving off the bat, and get it from that full perspective, it's awesome for the fan experience, it gives them a perspective they never have, I love watching the picture, because you can see that hand, in full 4D glory pronating as it comes through on every pitch, if you can watch that hand carefully you can predict what kind of pitch it is, it's something that a fan has never had access to before, we did that for the first time this year. >> I had a new experience, obviously you see Statcast on TV now, a lot of this overlayed stuff happening, kind of creates like an esports vibe to the table. Esports is just coming. >> And it's just the beginning >> Your thoughts on esports, competitor, natural evolution, baseball's going to be involved in it, obviously, thing in the emerging technology's looking interesting, and the younger generation wants the hot, young... Sure, we feel like our game has been around a long time, and it still is, the rules haven't changed that much, but fans still enjoy it, but they just consume it differently and our game can be incredibly exciting in moments, but, there's also some gaps in there when you can build relationships. Some of the younger generation may fill those gaps with watching somethin' else, or two other things on their devices, but that's okay, we embrace that at the ballpark, but in terms of the emergence of esports, and the changing demographic of our fanbase, what we're trying to do is just package our game differently. One thing I'm really excited about, and startin' to see, we're in the early days, I consider with virtual reality, we experiment with it, maybe two or three years ago we've been doing some stuff with it, but I'd say it feels like we're in the second or third inning with virtual reality, where we're really going, and I've seen Intel doin' some of this stuff, I was out working with Intel in Pyeongchang, at the Olympics this past year, working with their PR team, and where it's going I can already visualize what this is going to be like, this concept of volumetric video. Where, it's not about having that courtside seat, in basketball, or that seat right behind home plate, it's about being wherever you want to be, anywhere in the action. And to me it's not about doin' it live, because in baseball, you don't know where the ball's going to go, it's about doin' it, replay, right after, okay, that ball was shot to Brandon Crawford, he made the most amazing diving play, picked it up, gunned it to first, where do you want to watch that from? Everybody's different, some people might want to watch it from right behind first base, some people might want to watch it right Brandon Crawford, behind the batter, with volumetric video and the future of VR, you'll be able to do that, and this esports generation, this fan's instant gratification want, unique experiences, that's what's going to deliver it. >> This is such an immersive environment, we're looking at this kind of volumetric things from Intel, and you got VR and AR, immersion, is a new definition, and it's not, I won't say putting pressure, it's evolving the business model, who would've thought that DraftKings and these companies would be around and be successful, that's gambling, okay, you now you got that, your VR so the business model's changing, I've been hearing even token and cryptocurrency, maybe baseball cards will be tokenized. So these are kind of new, crazy ideas that might be new fan experience and a business model for you guys. Your thoughts on those kind of wacky trends. >> That's why I love working with companies like Mayfield 'cause they're seeing the future before we see it, and I love being where we are, so we can talk to them, and learn about these companies. Another example, along those lines is, how are fans going to get to the ballpark five years from now, and how do we adapt to that because we're doing a major development right adjacent to the ballpark, we've got 4,000 parking spaces. Are we going to need those five years from now? Well we're going to build out that whole parking lot, we're going to put a structure in there. But five, ten years from now, we're building that structure so it can be adaptable, because, is anyone going to need to park? Is parking going to be like typing, you know on a typewriter, 10, 15 years now because everybody is in either self-driving cars, or ride shares, and the cars just, poof, go away, and they come back when you need 'em. >> Like I said, everything that's been invented's been on Star Trek except for the transporter room, but maybe they could transport to the game. >> We could use that in San Francisco. >> Bill, got to ask you about your role with Mayfield, because one of the things I've always been impressed with you is that you always have a taste for innovation, you're not afraid to put the toe in the water or jump in the deep end where the technology is, these guys are lookin' for some trends, too. How do you advise some of these guys, how do you work with Mayfield, what's the relationship, how are they to work with, what's the intersection between Mayfield and you? >> Well the one thing that Mayfield does is they put together a conference, each Summer, that I love comin' down to, and I get to meet a lot of my counterparts and we talked about meeting with my counterparts in sports, but I love meetin' with my counterparts across all industries, and Mayfield makes that possible, they bring us all together with some really interesting speakers on a variety of topics not all directly tech related, so it's a great opportunity for me to just get outside of the daily routine, get outside the box, open my mind, and I just have to drop down the road to do it. So that's an example, another thing is, Mayfield, and other firms will come to me, and just say, "Hey, here's a technology we're evaluating, "they think it would be a great fit in sports, "what do you think?" And so, I can give them some valuable feedback, on company's they're evaluating, companies will come to us, and I might throw them their way, so it's really a two way street >> Great relationship, so you're a sounding board for some ideas, you get to peek into the future, I mean, we've interviewed entrepreneurs, successful entrepreneurs here, it's a seven, eight year build out, so it's almost like an eight year peek into the future. >> Yeah, and it's super valuable, especially given where we are geographically and our inclination toward being on the leading edge. >> I want to just end the segment by sayin', thanks for comin' in, and I want you to show the ring there, 'cause I always, can't stop starin' at the hardware, you got the ring there, the world champion. >> It's a few years old at the moment, we're going to have to get a new one sometime soon. >> We got to work on that, so is there any cutting edge technology to help you evaluate the best player, who you lookin' at next year, what's goin' on? What's the trades goin' on, share us-- >> Are we off the record now, 'cause I have a feeling you're asking this for personal reasons, for your squad, so. >> I'm a Red Sox fan of the AL, obviously, moved here 20 years ago, big fan of the Giants, I love comin' to the games, you guys do a great job, fan experience is great, you guys do great job and I'm looking forward to seeing a great season. >> Thanks, yeah, hope springs eternal this time of year, we always block off October and expect to be busy, but when we have it back, it just gives us an opportunity to get a head start on everybody. >> Well Bill, thanks for coming in, Bill Schlough, CIO for the San Francisco Giants, here on Sand Hill Road talkin' about the 50th anniversary of Mayfield, and this is the People First Network, getting ideas from entrepreneurs, industry executives, and leaders. I'm John Furrier with theCUBE, thanks for watching. (electronic music)

>> Announcer: LIVE from San Francisco, it's theCUBE, covering Pure Accelerate 2017. Brought to you by Pure Storage. >> Welcome back to San Francisco everybody, this is Dave Vellante with David Floyer, and this is theCUBE, the leader in live tech coverage, we go out to the events, we Extract the Signal from the Noise, this is Pure Accelerate 2017. This is the second year of Pure Accelerate. Last year was a little north of here at, right outside AT&T Park. Pure, it's pretty funny, Pure chose this venue, it's like this old, rusted out, steel warehouse, where they used to make battleships, and they're going to tear this down after the show, so of course the metaphor is spinning rust, old legacy systems that Pure is essentially replacing, this is like a swan song, goodbye to the old days, welcome in the new. So very clever marketing by Pure. I mean they did a great job setting up this rusty old building-- >> It's bad. Nice, it's a nice building. >> Hopefully it doesn't fall down on our heads and, so, but let's get to the event. The messaging was very strong here. I mean, they pull no punches. >> You know, legacy, slow, expensive, not agile, we're fast and simple, come with us. Of course the narrative from the big guys is, "Oh Pure, they're small, they're losing money, "you know, they're in a little niche." But you see this company as I said earlier when Matt Kixmoeller was on. They've hit escape velocity. >> Absolutely. >> They're not going out of business-- >> Nope. Okay, there's a lot of companies you see them-- >> And they're making a profit. >> Yeah, you read their financials and you say ah oh, this company's in deep you know what. No, they're not making a profit yet, Pure. >> They are projecting to make a profit in the next six months. >> But they basically got you know, 500 and what, twenty-five million dollars in the balance sheet, their negative-free cash flow gets them through by my calculation, in the next nine or 10 years, because they have zero debt. They could easily take out debt if they wanted to, growing at 30% a year. They'll do a billion dollars this year, 2.4 billion dollar market cap. They didn't have a big brain drain six months after the IPO, which was really important, it was like, you know business as usual. They've maintained the core management team. I know Jonathan Martin's you know, moving on, but they're bringing in Todd Forsythe to run marketing. A very seasoned marketing executive so, you know, things are really pretty interesting. The fact is, we haven't seen a billion dollar storage company that's independent since NetApp, there's only one left, NetApp. EMC is now Dell EMC. 3PAR never made it even close to a billion outside of HPE. Isilon couldn't make it, Compellent couldn't make it, Data Domain you know, couldn't make it as a billion dollar company. None of those guys could ever reach that level of escape velocity, that it appears that Pure and Nutanix are both on. Your thoughts David Floyer. >> I couldn't agree more. They have made their whole mantra, simplicity. They've really brought in the same sort of simplicity as Nutanix is doing. Those are the companies that seem to have been really making it, because the fundamental value proposition to their customers is, "You don't need to put in lots of people "to manage this, it'll manage itself." And I think that's, they've stuck to that, and they are been very successful with that simple message. Obviously taking a flash product, and replacing old rusts with it is, makes it much simpler, they're starting off from a very good starting point. But they've extended that right the way up to a whole lot of Cloud services with Pure. They've extended it in the whole philosophy of how they put data services together. I'm very impressed with that. It reminds me of Ashley, the early days of-- >> Of NetApp. >> No, of NetApp and also of the 3PAR. >> Oh, yeah, yeah, absolutely, simplicity, great storage services, Tier 1. When I say NetApp, I'm thinking, you know, simplicity in storage services as well. But you know, this is the joke that I been making all week is that you talk to a practitioner you say, "What's your storage strategy?" Oh, I buy EMC for block, I buy NetApp for file. At Pure it's sort of, not only challenging that convention, but they're trying to move the market to the big data, and analytics, and they also have a unique perspective on converge and hyper-converge. They count a deep position hyper-converge that's you know, okay for certain use cases, not really scalable, not really applicable to a lot of the things we're doing. You know, Nutanix could, might even reach a billion dollars before Pure, so it's going to be interesting. >> Well, I think they have a second strategy there, which is to be an OEM supplier. Their work with Cisco for example. They're an OEM supplier there. They are bending to the requirements of being an OEM supplier, and I think that's their way into the hyper-converge market is working with certain vendors, certain areas, providing the storage in the way that that integrator wants, and acting in that way, and I think that's a smart strategy. I think that's the way that they're going to survive in the traditional market. But what's, to me, interesting anyway, is that they are really starting to break out into different markets, into the AI market, into flash for big data, into that type of market, and with a very interesting approach, which is, you can't afford to take all the data from the edge to the center, so you need us, and you need to process that data using us, because it's in real time these days. You need that speed, and then you want to minimize the amount of data that you move up the stack to the center. I think it's a very interesting strategy. >> So their competing against, you know, a lot of massive companies I mean, and they're competing with this notion of simplicity, some speed and innovation in these new areas. I mean look at, compare this with you know, EMC's portfolio, now Dell, EMC's portfolio. It's never been more complicated right? But, they got one of everything. They've got a massive distribution channel. They can solve a lot of problems. HPE, a little bit more focused, then Dell EMC. Really going hard after the edge. So they bring some interesting competition there. >> And they bring their service side, which is-- >> As does Dell. So they got servers right? Which is something that Pure has to partner on. And then IBM it's like you know, they kind of still got their toe in infrastructure, but you know they're, Ginni Rometty's heart is not in it you know? But they, they have it, they can make money at it, and you know, they're making the software to find but... And then you get a lot of little guys kind of bubbling. Well, Nimble got taken out, SimpliVity, which of course was converged, hyper-converged. A lot of sort of new emerging guys, you got, you know guys like Datrium out there, Iguazio. Infinidat is another one, much, much smaller, growing pretty rapidly. You know, what are your thoughts, can any of these guys become a billion-dollar company, I mean we've talked for years David about... Remember we wrote a piece? Can EMC remain independent? Well, the answer was no, right? Can Pure remain independent in your view? >> I don't believe it could do it, it was, as just purely storage, except by taking the OEM route. But I think if they go after it as a data company, as a information company, information processing company, and focus on the software that's required to do that, along with the processes, I think they can, yes. I think there's room for somebody-- >> Well, you heard what Kix said. Matt Kixmoeller said, "We might have to take storage "out of the name." >> Out of the name, that's right. >> Maybe, right? >> Yes, I think they will, yeah. >> So they're playing in a big (mumbles), and the (mumbles) enormous, so let's talk about some of the stuff we've been working on. The True Private Cloud report is hot. I think it's very relevant here. On-Prem customers want to substantially mimic the Public Cloud. Not just virtualization, management, orchestration, simplified provisioning, a business model that provides elasticity, including pricing elasticity. HPE actually had some interesting commentary there, on their On-Demand Pricing. Not just the rental model, so they're doing some interesting things, I think you'll see others follow suit there. I find Pure to be very Cloud-like in that regard, in terms of Evergreen, I mean they essentially have a Sass subscription model for their appliance. >> And they're going after the stacked vendors as well, in this OEM mode. >> Yeah, they call it four to one thousand Cloud vendors, so you're True Private Cloud Report, what was significant about that was, to me anyway, was a hundred and fifty billion dollars approximately, is going to exit the market in terms of IT labor that's doing today, non-differentiated lifting of patching, provisioning, server provisioning, (mumbles) provisioning, storage management, performance management, tuning, all the stuff that adds no value to the business, it just keeps the lights on. That's going to go away, and it's going to shift into Public Cloud, and what we call True Private Cloud. Now True Private Cloud is going, in our view, to be larger than infrastructures that serve us in the Public Cloud, not as large as Sass, and it's the fastest growing part of the market today, from a smaller base. >> And also will deal with the edge. It will go down to the edge. >> So punctuate down, so also down to the edge so, what's driving that True Private Cloud market? >> What's driving it is (mumbles), to a large extent, because you need stuff to be low latency, and you need therefore, Private Clouds on the edge, in the center. Data has a high degree of gravity, it's difficult to move out. So you want to move the application to where that data is. So if data starts in the Cloud, it should keep stay in the Cloud, if it starts in the edge, you want to keep it there and let it die, most of it die there, and if it starts in headquarters again, no point in moving it just for the sake of moving it. So where possible, Private Cloud is going to be the better way of dealing with data at the edge, and data in headquarters, which is a lot of data. >> Okay, so a lot of announcements here today, NVMe, and NVMe Fabric you know, pushing hard, into file and object, which really they're the only ones with all-flash doing that. I think again, I think others will follow suit, once they have, start having some success there. What are some of the things that you are working on with the Wikibon Team these days? >> Well, the next thing we're doing is the update of the, well two things. We're doing a piece on what we call Unigrid, which is this new NVMe of a fabric architecture, which we think is going to be very, very important to all enterprise computing. The ability to merge the traditional state applications, applications of record with the large AI, and other big data applications. >> Relevations, what we've talking about here. >> Very relevant indeed, and that's the architecture that we believe will bring that together. And then after that we're doing our service end, and converged infrastructure report and the how, showing how the two of those are merging. >> Great, that's a report that's always been, been very highly anticipated. I think this is our third or fourth doing that right? >> Fourth year. >> Right, fourth year so great looking forward to that. Well David, thanks very much for co-hosting with me-- >> Your very welcome. >> And it's been a pleasure working with you. Okay that's it, we're one day here at Pure Accelerate. Tomorrow we're at Hortonworks, DataWorks Summit, we were there today actually as well, and Cloud Foundry Summit. Of course we're also at the AWS Public Sector, John Furrier is down there. So yeah, theCUBE is crazy busy. Next week we're in Munich at, IBM has an event, the Data Summit, and then the week after that we're at Nutanix dot next. There's a lot going on theCUBE, check out SiliconANGLE.tv, to find out where we're going to be next. Go to Wiki.com for all the research, and SiliconANGLE.com for all the news, thanks you guys, great job, thanks to Pure, we're out, this is theCUBE. See you next time. (retro music)

(upbeat music) >> Hey welcome back to VMWorld 2013. This is theCUBE, flagship program. We go out to the events to extract the signal from the noise. I'm John Furrier, the founder of SiliconANGLE. I'm joined with David Vilante, my co-host from Wikibon.org and we're kicking off today with an awesome interview. CEO of VMWare, Pat Gelsinger, CUBE Alumni. Been on the theCUBE with Dave and I multiple times. So many times. You are in like the leaderboards. So in terms of overall guest frequency, you've been up there, but also you're also the top dog at VMWare and great to see you again. How are you feeling? >> Thank you, thank you. Good morning, guys. >> Pleasure. >> Good to see you. >> So what's new? I mean obviously you're running the show here. You're running around. Last night you were at the NetApp event. You ran through CIO, R&D. You got to go out and touch all the bases out here. >> Yeah, yeah. >> What does that look like? What have you done and obviously, you did, the key note was awesome. What else is going on? >> You know, everything, you know, VMWorld is just, it's just overwhelming, right? I mean 23,000 people almost. I mean you know the amount of activities around that and it really has become the infrastructure event for the industry and you know, if you're anything related to infrastructure, right, what's going on, right in the enterprise side of IT, you got to be here, right? And there's parties everywhere. Every vendor has their events. Every you know, different particular technology area, a bunch of the things that we're doing, and of course to me, it's just delightful that I can go touch as many people and you know, they get excited to see the CEO. I have no idea why, but hey I get to show up. It's good. >> You've been in the industry for a long time. Obviously you've seen all the movies before and we've talked about the seas of change in the EMC world when you were there, but we had two guests on yesterday that were notable. Steve Herrod who's now a venture capitalist at Generalcatalyst and Jerry Chen who's a VC at Graylock, and we have a 10-year run here at VMWare which is esteemed by convention, but the first five years were a lot different than the last five years, and certainly, the last year you were at the helm. So what's changed in the past 24 months? A lot of stuff has certainly evolved, right? So the Nicira acquisition certainly changed up, changed everything, right? You saw software-defined data center now come into focus this year, but really, just about less than 24 months, a massive kind of change. What, how do you view all that? How do you talk to your employees and the customers about that change? >> Well you know, as we think about the software-defined data center vision, right, it is a broad comprehensive powerful vision for rearchitecting how the data center is operated, how customers take advantage of it. You know and the results and the agility and efficiency that comes from that. And obviously the Nicira acquisition is sort of the shot heard 'round the world as the really, "Okay, these guys are really serious "about making that happen." And it changes every aspect of the data center in that regard. You know and this year's VMWorld is really, I'll say, putting the beef on the bones, right? We talked about the vision, we talked about each of the four legs of it: compute, networking, storage and management of automation. So this year it's really putting the beef on the bones and the NSX announcement, putting substance behind it. The vSAN announcement, putting substance behind it. The continuing progress of management and automation. And I think everything that we've seen here in the customer conversations, the ecosystem of partner conversations are SDDC is real. Now get started. >> Can you, I think you've had some fundamental assumptions in that scenario, particularly around x86 in the service business. Essentially if I understand it, you've said that x86 will dominate that space. You're expecting status quo in the sense that it will continue to go in the cadence of you know, cores and Moore's Law curve even though we know that's changing. But that essentially will stay as is and it's the other parts, the networking and the storage piece that you're really, where you define conventions. Is that right? >> Yeah certainly we expect a continuing momentum by the x86 by Intel in that space, but as you go think about software-defined everything in the data center really is taking the power of that same core engine and applying it to these other areas because when we say software-defined networking, right, you need a very high packet flow capability and that's running a software on x86. We need to talk about data services running in software, right? You need high performance. It's snapshots, file systems, etc. running on software, no longer bound to you know physical array. So it really is taking that same power, that same formula right, and applying it to the rest of the elements of the data center and yeah, we're betting big right, that that engine will continue and that we'll be successful in being able to deliver that value in this software layer running on that core powerful Silicon engine. >> So Pat, so obviously when you came on board, the first thing you did was say, "Hey, the pricing. "I want to change some things." Hyper-Visor's always been kind of this debate. Everyone always debates about what to do with Hyper-Visor. But still, virtualization's still the enabling technology so you know, you kind of had this point where the ball's moving down the field and all of a sudden, in 2012, it changed significantly, and that was a lot in part with your vision with infrastructure. As infrastructure gets commoditized, what is going to change in the IT infrastructure and for service providers, and the value chains that's going to be disrupted? Obviously economics are changing. What specifically is virtualization going to do next with software defined that's going to be enabling that technology? >> Yeah, you know and I, you know, we're not out to commoditize. We're out to enable innovation. We're out to enable agility, right, and then the course of that, it changes what you expect and what the underlying hardware does. But you know, it's enabling that ecosystem of innovation is what we're about and customers to get value from that and as you go look at these new areas, "Hey, you know, we're changing how you do networking." Right, all of a sudden, we're going to create a virtual network overlay that has all of these services associated with it that are proficient just like VMs in seconds. We're creating a new layer of how storage is going to be enabled. You know, this policy-driven capability. Taking those capabilities that before were tightly bound to hardware, delivering it through the software layer, enabling this new magnificent level of automation and yesterday's demo with Carl. I mean Carl does a great CTO impersonation, doesn't he? And he's getting some celebrity action. He's like, "I got the bottle." >> Oh yeah. >> Steve Herrod gave him a thumbs up too. >> Yes, yeah Steve gave him a good job. But you know, so all of those pieces coming together, right, is you know, really, and you know, just the customer and the ecosystem response here at the show has been, "Oh, you know, right, "SDDC, it's not some crazy thing out there in the future. "This is something I can start realizing value for now." >> Well it's coming into focus. It's not 100% clear for a lot of the customers because they're still getting into the cloud and the hybrid cloud, I call it the halfway house to kind of a fully evolved IT environment, but you know. How do you define? >> No it is the endgame. Hyper cloud is not a halfway house. What are you talking about? What are you talking about? >> To to full all-utility computing. That is ultimately what we're saying. >> Halfway house? >> I don't mean it that way. (group laughs) >> Help me. >> Okay next question. >> (chuckles) When you're in a hole, stop digging, buddy. >> So how do you define the total adjusted mark at 50 billion that Carl talked about? >> Yeah you know, as we looked at that, we said across the three things, right that we said, software-defined data center, 28 billion dollars; hyper cloud, 14 billion; eight billion for the end-user computing; that's just 50 billion opportunity. But even there, I think that dramatically understates the market opportunity. IT overall is $1.7 trillion, right? The communications, the services, outsourcing, etc. And actually the piece that we're talking about is really the underpinnings for a much larger set of impact in the part of what applications are going to be developed, how services are delivered, how consumers and businesses are able to take advantage of IT. So yes, that's the $50 billion. We'll give you the math, we'll show you all the details of Gartner's and IDC's to support it. But to us, the vision and the impact that we're out for is far more dramatic than that would even imply. >> Well that's good news because we said to Carl, "It's good that your market cap is bigger than--" (Pat laughs) >> Oh yeah your TAM is bigger than your market cap. Well okay now we-- >> Yeah, that's nice, yeah. Yeah, we're out to fix the market cap. >> Yeah he said, "Now we got to get the 50 billion. So I'm glad to hear there's upside to the TAM. But I wanted to ask you about the ecosystem conversation. When you talk about getting things like you know, software defined network and software defined source, what's the discourse like in ecosystem? For guys like, let's take the storage side. EMC, NetApp last night, they say, "Hey you know, software defined storage. "We really like that, but we want to be in that business." so what, talk about that discussion. >> Yeah, clearly every piece of software defined, whether it's software defined storage, software defined data services, software defined security services or networking, every piece of that has ecosystem implications along the way. But if you go talk to a NetApp or a EMC, they'd say, "You're an appliance vendor." And they would quickly respond and say, "No, our value's in software, "and we happen to deliver it as an appliance." And we'd say, "Great, let's start delivering "the software value as a software appliance "through virtualization and through the software delivery "mechanisms that we're talking about for this new platform." Now each one of them has to adjust their product strategies, their, you know, business strategies to enable those software components, right, independent of their hardware elements for full execution and embodiment into the software-defined data center feature. But for the most part, every one of them is saying, "Yes, now how do we figure out how to get there, "and how do we decompose our value, embody it it in new ways "and how can we enable that in "this new software-defined data center vision?" >> And they've always done that with software companies. I mean certainly Microsoft and Oracle have always grabbed a piece of the storage stack and put it into their own, but it's been very narrow, within their own spaces, and of course, VMWare is running any application anywhere. So it's more of a general purpose platform. >> Absolutely. >> Is it a tricker fit for the ecosystem to figure out where that white space is? >> Absolutely. Every one of them has to figure out their strategy. If you're F5, you know, I was with John McAdam this morning. "Okay, how do I take my value?" And you would very quickly say, "Hey, our value's in software. "We deliver it as mostly as appliances, "but how do we shift, you know, your checkpoint?" Okay, you know, they're already, right, you know, our largest software value or Riverbed, you know, the various software vendors and security as well. Each one of them are having to rethink their strategies and the context of software define. Our customers are saying, "Wow, this is powerful. "The agility and the benefits that I get from it, "they're driving them to go there." >> So what's the key to giving them confidence? Is it transparency? You're sharing roadmaps during integration? >> Yes, yes, yes. >> Anything else? Am I missing anything there? >> You know, also how we work with them and go to market as well. You know, they're expecting from us that, okay, "you know, if this is one of our accounts, "come in and work with us on those accounts as well." So we do have to be transparent. We have to the APIs and enable them to do integration. We have to work with them in terms of enabling their innovation and the context of this platform that we're building. But as we work along the way, we're getting good responses to that. >> Pat, how do you look at the application market? Now with end-user computing, you guys are picking that up. You got Sanjay Poonen coming in and obviously mobile and cloud, we talked about this before on theCUBE, but core IT has always been enabling kind of the infrastructure and then you get what you get from what you have in IT. Now the shift is, application is coming from outside IT. Business units and outside from partners, whether they're resellers. How do you view that tsunami of apps coming in that need infrastructure on demand or horizontally scalable at will? >> Yeah so first point is, yes, right, we do see that, you know, as infrastructure becomes more agile and more self provisioned, right, more aligned to the requirements of applications, we do see that it becomes a tsunami of new applications. We're also working very hard to enable IT to be the friend of the line of business. No longer seen as a barrier, but really seen as a friend, partner enabler of what they're trying to do because many of the, you know, line of businesses have been finding way. You know, how do I get around the slow-moving IT? Well we want to make IT fast-moving and enabling to meet their security, governance, SLA requirements while they're also enabling these powerful new applications to emerge and that to us is what infrastructure is all about for the future is enabling, you know, businesses to move at the speed of business and not have infrastructure being a limiter and as we're doing things, you know, like the big data announcements that we did, enabling infrastructure that's more agility, you see us do more things in the AppDev area over time, and enabling the management tools to integrate more effectively to those environments. Self-service portals that are enabling that and obviously with guys like Sanjay in our mobile initiative, yeah that's a big step up. Don't you like Sanjay? He's a great addition to the team. >> Yeah Sanjay's awesome. He's been great and he has done a lot on the mobile side. Obviously that is something that the end users want. >> That's an interesting way that I put him into that business group first. (group chuckles) >> Well on the Flash side, so under the hood, right? So we look under the hood. You got big data on the dashboard. Everyone's driving this car to the new future of IT. Under the hood, you got Flash. That's changing storage a bit and certainly reconfiguring what a DaaS is and NaaS and SaaS and obviously you talked about vSAN in your key note. What is happening, in your vision, with compute? I mean obviously as you have more and more apps hitting IT, coming in outside core IT but having to be managed by core IT, does that change the computing paradigm? Does it make it more distributed, more software? I mean how do you look at that 'cause that's changing the configuration of say the compute architecture. >> Sure and I mean a couple of things, if you think about the show here that we've done, two of them in particular in this space, one is vSAN, right? A vSAN is creating converged infrastructure that includes storage. Why do you do that? Well now you have storage, you know, apps are about data, right? Apps need data to operate on so now we've created an integrated storage tier that essentially presents an integrated application environment in converged infrastructure. That changes the game. We talked about the Hadoop extension. It changes how you think about these big data applications. Also the Cloud Foundry announcement. Right on/off premise of PaaS layer to uniquely enable applications and as they've done that on the PaaS layer, boy, you don't have to think about the infrastructure requirements to deploy that on or off premise or increasingly as I forecast for the future, hybrid applications, born in the hybrid, not born in the cloud, but born in the hybrid cloud applications that truly put the stuff that belongs on premise on premise, puts the stuff that belongs on the cloud in the cloud, right and enables them to fundamentally work together in a secure operational manner. >> So the apps are dictating through the infrastructure basically on demand resources, and essentially combine all that. >> Absolutely. Right. The infrastructure says, "Here's the services "that I have already, right, in catalogs "that you can immediately take advantage of, "and if this, you fit inside "of these catalogs, you're done." It's self-provisions from that point on and we've automated the operations and everything to go against that. >> So that concept of "born in the hybrid" is a good one. So obviously that's your sweet spot. You're going from a position. >> Yeah and this stupid halfway house hybrid comment. I mean I've never heard something so idiotic before. >> One person, yeah. (group chuckles) >> I don't know, it was probably an Andreessen comment or something, I don't know. (group chuckles) >> He's done good for himself, Marc Andreessen. >> Google and Amazon are obviously going to have a harder time with that, you know, born in the hybrid. What about Microsoft? They got a good shot at born in the hybrid, don't they? >> Yeah, you know and I think I've said the four companies that I think have a real shot to be you know, very large significant players for public cloud infrastructure services. You know, clearly Amazon, you know Google, they have a large, substantive very creative company. Yeah Microsoft, they have a large position. Azure, what they've done with Hyper-V and ourselves, and I think that those, you know the two that sort of have the natural assets to participate in the hybrid space are us and Microsoft at that level, and obviously you know we think we have lots of advantages versus Microsoft. We think we're miles ahead of them and SDDC, right, we think the seamlessness and the compatibility that we're building with one software stack, not two. It's not Azure and Hyper-V. It is SDDC in the cloud and on premise that that gives us significant advantages and then we're going to build these value rate of services on top of it, you know, as we announced with Desktop as a Service, Cloud Foundry as a Service, DR as a service. We're going to quickly build that stack of capabilities. That just gives substantial value to enterprise customers. >> So I got to ask you, talk about hybrid since you brought it up again. So software defined data center software. So what happens to the data center, the actual physical data center? You mentioned about the museum. I mean what is it going to look like? I mean right now there's still power and cooling. You're going to have utility competing with cloud resources on demand. People are still going to run data centers. >> You're talking about the facility? >> Yeah, the actual facility. I'm still going to have servers. This will be an on premise. Do you see that, how do you see that phasing out to hybrid? What does that look like physically for someone to manage? Just to get power, facility management, all that stuff. >> Yeah and in many ways, I think here, the you know, the cloud guys, Googles and Amazons and Yahoos and Facebooks have actually led the way in doing some pretty creative work. These things become you know, highly standardized, highly modularized, highly scalable, you know, very few number of admins per server ratio. As we go forward, these become very automated factories, right, of cloud execution. Some of those will be on premise. Some of those will be off premise. But for the most part, they'll look the same, right, in how they operate and our vision for software defined data center is that software layer is taking away the complexity, right, of what operates underneath it. You know, they'll be standardized, they'll be modularized. You plug in power, you plug in cooling, you plug in network, right, and these things will operate. >> Basically efficient down to the bone. >> Yeah. >> Fully operated software. >> Yeah and you know, people will decide what they put in their private cloud, you know, based on business requirements. SLAs, you know, privacy requirements, data governance requirements, right? I mean in Europe, got to be on premise in these locations and then they'll say, "Put stuff in the public cloud "that allows me to burst effectively. "Maybe a DR because I don't do that real well. Or these applications that belongs in the cloud, right because it's distributive in nature, but keep the data on premise. You know, and really treat it as a menu of options to optimize the business requirements between capex to opex, regulatory requirements, scale requirements, expertise, mission critical and all of those things then are delivered by a sustainable position. Not some stupid hybrid halfway house. A sustainable position that optimizes against the business requirements that they have. >> Let me take one of those points, SLA. Everybody likes to attack Amazon and its SLAs, but in many regards. >> Yeah, I'm glad I got your attention. >> Yeah, that's good, we're going to come back to that John. (group chuckles) >> In my head right now. >> I don't think we're done with that talk track. (laughs) So it's easy to attack Amazon and SLAs, but in essence, the SLA is, to the degree of risk that you're willing to take and put on paper at scale. So how transparent will you be with your SLAs with the hybrid cloud and you know, will they exceed what Amazon and Google have been willing and HP for that matter have been willing to promise at scale? >> Oh yeah, absolutely. I mean we're going to be transparent. The SLAs will have real teeth associated with them, you know, real business consequences for lack of execution against them. You know, they will be highly transparent. You know, we're going to have true, we're going to measure these things and you know, provide uptime commitments, etc. against them. That's what an enterprise service is expected, right? At the end of the day, that's what enterprises demand, right? When you pick up the phone and need support, you get it, right. And in our, the VMWare support is legendary. I'm just delighted by the support services that we offer and the customer response to those is, "Hey you fixed my problem even when "it wasn't your problem and make it work." And that's what enterprise customers want because that's what they have to turn around and commit back to their businesses against all of the other things as well. You know, regulatory requirements, audit requirements, all of those types of things. That's what being an enterprise provider is all about. >> John wants to get that. Talk about public cloud. (Pat laughs) >> I want to talk about OpenStack because you guys are big behind OpenStack. You talk about it as a market expansion. Internally what are some of the development conversations and sales conversations with customers around OpenStack instead of status, what's it doing, how you guys are looking at that and getting involved? >> Yeah, you know, we've clearly said you know, that you have to think about OpenStack in the proper way. OpenStack is a framework for building clouds, and you know, for people who are wanting to build their own cloud as opposed to get the free package cloud, right, you know, this is our strategy to enable those APIs, to give our components to those customers to help them go build it, right and those customers, largely are service providers, internet providers who have unique scale, integration and other requirements and we're finding that it's a good market expansion opportunity for us to put our components in those areas, contribute to the open source projects where we truly have IP and can differentiate for it like at the Hyper-Visor level, like at the right networking layer and it's actually going pretty well. You know, in our Q2 earnings call, you might recall, you know, I talked about that our business with the public OpenStack customers was growing faster than the rest of our business. That's pretty significant, right, to say, "Wow, if it's growing faster, "that says the strategy is working." Right, and we are seeing a good response there and clearly we want to communicate. We're going to continue that strategy going forward. >> And the installed base of virtualization is obviously impressive and the question I want to ask you is how do you see the evolution of the IT worker? I mean they have the old model, DBA, system admins, and then now you have data science on the big data side so with software defined data center, the virtualization team seems to be the center point for that. What roles do you see changing with hybrid cloud and software defined data center and user computing? >> Well I think sort of the theme of our conference is defy convention. Right and why do we do that? Because we really see that the, you know, the virtual admin and the virtual infrastructure that they have really become the center of IT. Now we need the competence of networking, the security guys, the database guys, but that now has to happen in the context, right, of a virtualized environment. DBA doesn't get to control his unique infrastructure. The Hadoop guy doesn't get his own unique infrastructure. They're all just workloads that run on this virtualized infrastructure that is increasingly adept and adaptable, right, to these different workload areas and that's what we see going forward as we reach into these new areas and the virtual admin, he has to go make best buddies with the networking guy and say, "Let me talk to you about virtual networking "and how we're going to cross between the virtual overlay "domain and the physical domain and how these things "are going to stitch together for making your job better "right, and delivering a better solution "for our line of business and for our customers." >> One thing you did to defy convention is get on stage with Marc Andreessen. So I want to talk about that a little bit. You guys had I would call it, you know, slight disagreements and, into the future. >> Just a little. >> But I thought you were kind to him. And he said, you know, "No startup that I work with "is going to buy any servers." And I thought you were going to add, no never mind. I won't even go there. (group laughs) I won't even go there, I want to be friends. No so talk about that a little bit, that discussion that you had. Your view of the world and Marc's. How do you respond to that statement? Do they grow up into VMWare customers? Is that the obvious answer? >> I mean I have a lot of regard. You know, Marc and I have known each other for probably close to two decades now and you know, we partnered and sparred together for a long time and he's a smart, successful guy and I appreciate his opinions. You know, but he takes a very narrow view, right, of a venture seed fund, right, who is optimizing cashflow, and why would they spend capital on cashflow when they can go get it as a service? That's exactly the right thing for a very early stage startup company to do in most cases, right? Marc driving his customers to do that makes a lot of sense, but at the end of the day, right, if you want to reach into enterprise customers, you got to deliver enterprise services, right? You got to be able to scale these things. You got to be cost-effective at these things and then all the other aspects of governance, SLAs, etc. that we already talked about. So in that view, I think Marc's view is very perspective. >> Also Zynga and those guys, when they grew up on Amazon, they went right to bare metals as soon as they started scale. >> They had to bring it back in right 'cause they needed the SLAs, they needed the cost structures. They wanted to have the controls of some of those applications. >> And rental is more expensive at the end of the day. >> There you go. Somebody's got to pay the margins, right, you know, on top of that, to the providers so you know, I appreciate the perspective, but to me it is very narrow and periconchal to that point of view and I think the industry is much broader and things like policy and regulation are going to take decades, right? Not years, you know, multiple decades for these things to change and roll out to enable us a mostly public cloud world ever, right, and that's why I say I think the hybrid is not a waystation, right? It is the right balance point that gives customers flexibility to meet their business demands across the range of things and Marc and I obviously, we're quite in disagreement over that particular point. >> And John once again, Nick Carr missed the mark. We made a lot of money. >> I think Marc Andreessen wants to put a lot of money into that book. Everyone could be the next Facebook where you you know, you build your own and I think that's not a reality in enterprise. They kind of want to be like Facebook-like applications, but I wanted to ask you about automation. So we talked to a lot of customers here in theCUBE and we all asked them a question. Automation orchestration's at the top of the stack. They all want it, but they all say they have different processes and you really can't have a general purpose software approach. So Dave and I were commenting last night when we got back after the NetApp event was you know, you and Paul Murray were talking in 2010 around this hardened top when you introduced that stack and with infrastructure as a service, is there a hardened top where functionality is more important than which hardware you buy so you can enable some of those service catalogs, some of those agility features in automation because every customer will have a different process to be automated. >> Yeah. >> And how do you do that without human intervention? So where is that hardened top now? I mean is it platform as a service or is it still at the infrastructure as a service model? >> Yeah, I think clearly the line between infrastructure as a service and platform as a service will blur, right, and you know, it's not really clear where you can quite draw that line. Also as we make infrastructure more application aware, right, and have more application development services associated with it, that line will blur even more. So I think it's going to be hard to call, you know, "Here's that simple line associated with it." We'd also argue that in this world that customers, they have heterogeneous tools that they need to work with. Some will have bought in a big way into some of the legacy tools and as much as we're going to try help them move past some of those brittle environments, well that takes a long time as well. I'd also say that you know, it's the age of APIS, not UIs, and for us it's very much to expose our value through programmatic interfaces so customers truly can have the flexibility to integrate those and give them more choice even as we're trying to build a more deeply integrated and automated stack that meets a general set of needs for customers. >> So that begs the question, at the top of the stack where end user computing's going to sit and you're going to advance that piece, what's, what's the to do item for you? What needs to happen there? Is it, on a scale of one to 10, 10 being fully baked out, where is it, what are the white spaces that need to be tweaked either by partners or by VMWare? >> Yeah and I think we're pretty quickly finishing the stack with regard to the traditional PC environments and I think the amount of work to do for the mobile environment is still quite enormous as we go forward and in that, you know, we're excited about Horizon getting some good uptake, a number of partner announcements this week, but there's a lot to be done in that space because people want to be able to secure apps, provision apps, deprovision apps, have secure work spaces, social experiences, a rich range of integrations to the authentication devices associated with it to be able to have applications that are developed in that environment that access this hybrid infrastructure effectively over time, be able to self-compose those applications, put them into enterprise, right, stores and operations, be able to access this big data infrastructure. There's a whole lot of work to be done in that space and I think that'll keep us busy for quite a number of years. >> This is great. We're here with Pat Gelsinger inside theCUBE. We could keep rolling until we get to the hook, but a couple more final questions is the analogy of cloud has always been like the grid, electricity. You kind of hinted to this earlier. I mean is that a fair comparison? The electricity's kind of clean and stable. We have an actual national grid. It doesn't have bad data and hackers coming through it so is that a fair view of cloud to kind of look, talk about plugging electricity in the wall for IT. >> I think that is so trite, right? It came up in the panel we had with Andreessen, Bechtolsheim, Graeme, and myself because you know, it's so standardized. 120 volts AC right and hey you know, maybe it gets distributed as four, 440, three phase, but you know, it is so standardized. It hasn't moved. Sockets standards, right, you're done. Think how fast this cloud world is evolving. Right the line between IA as in PaaS as we just touched upon, the services that are being offered on top of it. >> Security, security. >> Yeah, yeah, all these different things. To me, it is such a trite, simple analogy that has become so used and abused in the process that I think it leads people to such wrong conclusions right, about what we're doing and the innovation that's going on here and the potential that we're going to offer. So I hope that every one of our competitors takes that and says, "That's the right model." Because I think it leads them to exactly the wrong conclusion. >> I couldn't agree more. The big switch is a big myth. I wanted to get tactical for a minute. I listened to your conference calls. I can't wait to read the transcript. I just go, I got to listen to the calls, but just observing those and the conversations around here, I just wanted to ask you. I always ask CEOs, "What keeps you up at night?" They always say execution so let's focus on execution in the next 12 to 18 months. I came up with the following. "To maintain dominance in vSphere, "get revenue beyond vSphere, "broaden end user license agreements, "increase end user computing adoption "and proof points around hybrid cloud." Are those the big ones? Did I miss anything? >> That's a good list. >> Yeah? >> That's a good list. >> So those are the things an observer should watch in let's say 12 to 18 months of indicators of success and of what you're doing and what you're driving. >> Yeah and you know, clearly inside of that, with SDDC, obviously we think this environment for networking, right, and what we've really, I'll say delivered that. That would be one in particular inside of that category that we would call out you know, with regard to our hybrid cloud strategy. It's clearly globalizing that platform. Right, we announced Savvis here, but we need to make this available on a global basis. You go to an enterprise customer and they're going to say, "I need services in Japan, I need services in Singapore. "I need to be able to operate in a global basis." So clearly having a platform, building out the services on top of it is another key aspect of building those hybrid user cases and more of the value on top of it and then in the EUC space, we touched a bit on the mobile thing already. >> So we'll have Martin on later, but his PowerPoint demonstration. >> What a rockstar, what a rockstar. >> He is a rockstar and we've had him on before. He's fantastic, but his PowerPoint demonstration is very simple, made it seem so simple. It's not going to be that easy to virtualize the network. Can you talk about the headwinds there and the challenges that you have and the things that you have to do to actually make progress there and really move the needle? >> Yeah it really sort of boils down in two aspects. One is we are suggesting that there will be a software layer for networking that is far more scalable, agile and robust than you can do in a physical networking layer. That's a pretty tall order, right? I need to be able to scale to tens, hundreds, millions of VMs, right? I need to be able to scale to terabytes of cross-sectional packet flow through this. I need to be able to deliver services on top of this, right, that truly allow firewalls, load balancers, right, IDSes, all of those things to be agile, scale. Yeah, it is ambitious. >> Ambitious. >> This is, right, the most radical, architectural statements in networking in the last 20 or 30 years and that's what gets Martin passionate. So there's a lot of technical scale and we really feel good about what we've done, right, but being able to prove that with robust scalability, right, for which like the Hyper-Visor, it is more reliable than hardware today, in being able to make that same statement about NSX that just like ESX, it is better than hardware, right, in terms of its reliability, its resilience. That's an important thing for us to accomplish technically in that space, but then the other pieces, showing customer value, right? Getting those early customers and what a powerful picture. GE, Citigroup and eBay, right? It's like wow, right? These are massive customers, right, and being able to prove the value and the use cases in the customer settings, right, and if we do those two things, you know, we think that truly we all have accomplished something very very special in the networking domain. >> Pat, talk about the innovation strategy. You've been now a year under your belt at VMWare and you were obviously with EMC and Intel and we mentioned on theCUBE many times, cadence of Moore's Law was kind of the culture of Intel. Why don't you tell us about the innovation strategy of VMWare going forward, your vision, but also talk about the culture and talk about the one thing that VMWare has from a culture that makes it unique and what is that unique feature of the VMWare culture? >> We spent time as a team talking about what is it that drives our innovation, that drives our passion, and clearly as we've talked about our values as a team, it is very much about this passion for technology and passion for customers and how those two coming together, right, with fundamental disruptive "wow" kind of technologies where people just say, like they did when they first used ESX and they say, "Wow, I just didn't ever envision "that you could possibly do that." And that's the experience that we want to deliver over and over again, right, so you know, hugely disruptive powerful software driven virtualization technologies for these domains, but doing it in a way that customers just fall in love with our technologies and you know as, I got a note from Sanjay and I just asked him, "You know, what do you think of VMWorld?" And he said, right, "It is like a cult geek fest." Right, because there's just this deep passion around what people do with our technology, right, and they're not even at that point, they're not customers, they're not partners. They are deeply aligned passionate zealots around what we are doing to make their lives so much more powerful, so much more enabled, right, and ultimately, a lot more fun. >> People say it's like being a car buff. You know, you got to know the engine, you want to know the speeds and feeds. It is a tech culture. >> Yeah, it is absolutely great. >> Pat, thanks for coming on theCUBE. We scan spend a lot of time with you. I know we went a little over. I appreciate your time. Always great to see you. >> Great to see you too. >> Looking good. >> Thank you for that. >> Tech Athlete Pat Gelsinger touching all the bases here. We saw him last night at AT&T Park. Great event here, VMWare World 2013. This is theCUBE. We'll be right back with our next guest after this short break. Pat Gelsinger, CEO on theCUBE.