>> Live from San Diego, California It's the queue covering Sisqo live US 2019 Tio by Cisco and its ecosystem. Barker's >> Welcome Back. We're here at the San Diego Convention Center for Sisqo Live 2019 30th year The show. 28,000 in attendance. I'm stupid, and we're actually at the midpoint of three days of life water wall coverage here and happy to bring back to the program to Cube alumni first. To my right is Ben I, who is the CEO of Turban on Mick. And sitting next to him is Thomas wide, who's the chief marketing and strategy officer of AP Dynamics or APD? Ia's everybody calls them here at the show. Gentlemen, thanks so much for joining us. Thank you. All right, So, Thomas, first of all, we had you on it, reinvent like soon after the acquisition of AP ti Bisys. Go. It's been about two years, and I believe it's been about two years that turban Onyx been partnering with Cisco. So let's start with you. And you know what? What changed in those two years? >> Yeah, it's been amazing. Two years ago, we were on the doorstep of an I P O and it's been a rocketship ride ever since. You know AP Dynamics. After the last two years, the businesses more than doubled team sizes more than doubled, and today we're really happy to be the largest and fastest growing provider of application for miss monitoring in the market. But the reason why, that is, is because our customers are embarking on the sigil transformation, and the application has really become the foundation of their modern day business. That's the way brands are engaging with their users. And but now more than ever, and then the application landscape has gotten way more complex, with micro services and multiple clouds and all of the threats that go on in the infrastructure. And so what Hap Dynamics has been doing is just really providing that really time business and application performance that our customers need to ensure business outcomes. We think of ourselves as Thie Marie for the application or the infrastructure. >> That's awesome. So then, you know it's been interesting to watch in the networking space the last few years. For the most part, applications used to be That's just this thing that ran through the pipes every once in a while, I need to, you know, think about performance. I need to make sure I got buffer credits or, you know, it's now going East West rather the north south and the like. But it was solutions like turban on IQ that sat on top of it and helped understand and help people manage their application. Of course. AP ti pulling that story together even tighter. So, you know, give us the latest we've talked to you. It's just go live before an important partnership. What was the latest in your world, >> boy? The well, so one of the things we're doing is we're building an actual bundle together without D. And if you think about a PM, you're getting the application topology as well as response time and use a response time, which is critical to maintaining the brand and the digital economy that we're talking about. What when you look at every one of those hops and the application of there's a entire application stack that sits underneath a resource ing stack and what we're doing is we're bringing in a R M, which is application re sourcing management with a I so that they're automatically adjusting the resource is in all times continuously in order to support the performance needs that Abdi is showing us when you put together a PM plus a r m. You have total application performance and that customers air really, uh, queuing to so much so that we've actually decided to put this bundle officially together in the marketplace. We just became the first ap TI re sell software product, and now we're taking not to market as C one plus happy. >> Well, congratulations on that is harder ship, Thomas. Bring us inside the customers a little bit. What does this mean for them? You know what that journey we talk about, you know, for, you know, last 10 15 years, you gotta break down those silos. It's not just the networking team, you know, tossing over some band within Leighton, see and write them coming back. And I need some more. No, no, we're not going. You know, we're not going to give you any service level agreement or anything like that, because that's not our job. To what? We'll just set this up and you use what you got. So what would happen in >> trend that we're seeing is a move toward this concept of a iob, which is the really the consolidation of bringing and user application network and infrastructure monitoring closer together and tying that together with a base insights to Dr Automation and Action and very similar to what turbo gnomic specializes in here. And so what we're seeing is, you know, the combination of Cisco plus APP Dynamics. Plus, companies like Turbo is beginning to build that self healing, self learning environment where developers and environments need to be able to drive automation on that. Automation ultimately gets tomb or innovation when you can reduce the mundane tasks, really take a lot of our developers time. And so we're really excited about some of the work we're doing together when you think about the ability to take really time business insights from the application and reprogrammed the network based on the needs of the AP or change out the workloads and move them around on different servers, depending on the needs of the AP, these are all things that combination of Turbo, Cisco and epidemics are doing together. >> Yeah, actually, I did a whole show down in D. C a couple months ago, Cisco Partner. We're focused on a I ops. And, you know, we understand customers had a lot of tools that they have to deal with. We need to simplify this environment, allow them tow, you know, focus on their business, not managing this complex environment of all these tools. How does that whole concept of II ops and, you know, automating this environment managing my workloads? You know what? What do you sing with your customers? >> I think all the customers are saying, Look, there's too many tools today. They don't need another resource monitor, et cetera. What they need is they need to understand, through the lens of the application, all the resource dependencies. So instead of looking at a field of servers and saying, I have five nines availability or storage or whatever, what they really want to see is whatever the servers and storage and resource is dependent on this specific up that runs the bank or the CPD company of the manufacturer. And can I make sure that those re sources are supporting performance of the application? And that's is this total application performance concept, much more so than than whether I have five nines availability and all my other host accents? >> Yeah, absolutely. Did you have a comment on other Guy's >> gonna say We're seeing so many different customers in different verticals, Whether it's retail, hospitality, automakers, they're all benefitting from the cloud migration. And now that they have the cloud migration, the ability to have that elasticity of their workloads, they're scaling in and out based on the application demands. This is becoming critical. This is no longer a luxury for the most cloud eight of companies in the world. Enterprises with mission critical systems are all becoming dependent on these more modern technologies. And I think they need partners like ours more than ever. >> Yeah, One of the questions we've had is you talk to customers today and they are multi cloud. But that multiyear hybrid cloud is a bunch of pieces and one of our premises. We ask, from a research standpoint, how can this some of those pieces be more valuable than just the independent pieces alone, you know, kind of one plus one with, you know, an extra factor talk a little bit about the customers. And also, you know, what does this combination do that I couldn't just, you know, grab these pieces together and kind of make it work in my portfolio of those, you know, dozens of tools that I have. >> What glad. But I think the customers one of things this needed. We literally announced his partnership publicly two weeks ago and already have closed the 1st 2 just out of momentum that that folks are realizing the need to be able to say, Look, I can host my applications on Prem with a number of different vendors, I can host my applications off Prem with a number of different vendors. But the real question is, where am I going to get the most performance? Where can I do it in a compliant way with all my policies and how can I make sure that I'm doing it cost effectively? And when there's a multiplicity of tradeoffs where I can choose, then it's incumbent upon each of those vendors, strategic as they are to be able to offer the best service, the best performance, the best compliance and resource ing, and that's what we're bringing to him. And I think that's why you're seeing that a pipeline is built to several double digit millions and already deals are closing everything I'd >> add to that Is that, you know, going back to the point around a ops in the evolution of a lot of these modern ing and automation technologies. >> A lot of our >> customers have a hybrid environment of different tools and providers that they leverage. And so one of the things that were really focused on is an open ecosystem where you'd be able to ingest data sources from various different players. Some of them can be Cisco, Turman, Onyx and Abdi. But some of them can be other providers that are also have very good products in very specific domains. I think the key is that being ableto be ableto bring that data together, Dr Cross domain correlation in a more automated way than ever before, leveraging some of the more modern AI ai capabilities, which drives the action ing that people really need. And that is really the automation step is where customers start to see the benefits. But I think the better and more valuable the data that you have, the better automation you could do because your predictability of your algorithms are much better at that >> point. All right, been your customers that have rolled out that this solution I know the joint solutions brand new. But what? What is then the key metrics? Howto they define success how today they know you know that they they've reached that success. >> So first and foremost, the line of business. Who's the customer to central it? Whether it's hosted or not, they care the most. That performance does not degrade and is always improving. Okay, But when they do that and they can show that, then a ll the decision that the rest of central takes down in fromthe container layer to the pods that a virtual to the cloud I asked on Prem in off those become acceptable choices for central i t. To make because fundamentally, Lina businesses saying, Yep, we're good, right? So that's where we're seeing the value of being able to see the response time and bridging the application performance to the application resource ing that frankly hasn't ever been solved in five decades of it. And I think it goes back to a Thomas was just saying It's the quality of the analytics that comes from a iob. I don't think people need more tools to capture more data. There's a lot of data out there. The question is, can you make it actionable? And are your analytics correct? And, frankly, are they the best? And I think we see that that's been a big parcel of what we've done during the two years Cisco's told us on multiple occasions it's the fastest software O AM they've had by bringing it through, starting with the data center team and growing up through traditional Cisco and then with their purchase of Abdi two years ago. That combination makes a ton of sense, and now you've got the top all the way to the bottom. And that's a pretty special spot, I think un replicated by any other strategic today. Yeah, the other thing, >> I just added, That is the importance of being able to monitor the business in real time as well. And so a lot of what we've talked about are the technology analytics, the operational analytics that we run our business on, but being able to correlate the business transactions running through the application, so users what their journey looks like, they're, you know, abandonment, rates, revenues, you know, the ability to engage with the users, tying that back to the specific infrastructure in a way that's used to be a bit of black box before. Now that all comes a life by the combination of these technologies. >> So Thomas big trends we see at this show. So a Cisco's transformation towards a software company and the world of multi cloud abdi plays a pretty important piece of that. You know, discussion. Talk a little bit about kind of where you are and you know where do you see Cisco moving along that journey and then, you know, help tie in where turban Ah, Mick Fitz. >> Yeah. So I think it really goes back to the fact that as our customers are making this digital transformation, they're really looking at a variety of infrastructures. You know, cloud providers to be able to offer these applications. And what Appdynamics has done is really created this monitoring fabric that sits across any infrastructure and it tightly ties to the business value of the application. So if you combine that with a lot of what Cisco's doing around connectivity securing the clouds, securing the infrastructure around it and tying that Teo where we're strong and networking and bringing all that together, I think fundamentally, we've got a lot of the pieces of the puzzle to truly enable a i ops, but we don't have them all. And I think that's what's important, that we partner with people like Ben because it brings together a set of automation capability around application resource ing that we don't have and our customers are better suited working with with Ben and team on that. So how do we integrate those things in a frictionless way and make that part of our sales process? That's really what this partnerships all about. >> All right, then where do we see the partnership going down the road? >> I think it's going to get more exciting. So right now we're pulling unit Election Lee from Abdi. I think we're going to go right back the other way. That Thomas referred to, which is one of my favorite parts of Abdi. Is the business like you? Yeah, it's where you say, What is the cost of the late and see in anyone? Hop and where do the Bandon rates? Abandonment rates happen from consumers on that application right now, we can price for the first time what's the cost of the late sea in that one tear and across the across the application overall. And then, more importantly, what do we do about it? Well, that's the resource ing and the digestion is being resolved in real time. And so I think, the ability look att, the resiliency of applications both across and up and down the a p m plus the a r m and being able to guarantee or assure performance, total application performance. That's a big message. >> All right, what would I give you both? Just fun. A word here, you know, about halfway through the conference here in San Diego. Thomas, >> I would just say that the energy that we're seeing, the feedback we're getting from customers in the business insights part of the world of solutions been phenomenal. I think there's so many more developer oriented, application developer oriented individuals that's just go live than ever before. And I think that serves both of our business is quite well. >> Look, I think this has been a great show, but one of the things you're going to see is all of these vendors who have had global presence for in this case, 30 years. Sisqo live 30 years long But now being able to think through how do I become that much more application relevant? You know, if you think about transformation of application is going to come top down, not bottom up. And so, while we have all the evolution and, frankly disruption happening, digital disruption happening across it, the way to know which of the ones that are going to stick, they're going to come top down. And I think the moves that they're making all the way through buying happy all the way through partnering with C warmer turban Ah, Mick has been emblematic of what that opportunity is in the marketplace on the realization that customers care about their applications, their applications run their business. And you've got to look at the topology and you gotta look and response time and you gotta look at the resource ing. But that's a really fun spot for us to be in together. >> Bennett Thomas Congratulations on the expanded partnership and thanks again for joining us on the Cube. Thanks to you. All right, we're here in the Definite zone. Three days, Walter Wall coverage. Arms to Minuteman, David Long days in the house. Lisa Martin's here to we'll be back with lots more coverage. Thanks for watching the Cube

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas. Lisa Martin with John Ferrier. You're watching the Cube live at Del Technologies World twenty nineteen. This is our second full day of Double Cube set coverage. We've got a couple of we're gonna really cool conversation coming up for you. We've got Robbie Pender County, one of our alumni on the cue back as VP product management server solutions. Robbie, Welcome back. >> Thank you, Lisa. Much appreciated. >> And you brought some Hollywood? Yes. Glenn Glenn ER, president of Sony Innovation Studios. Glenn and welcome to the Cube. >> Thank you very much. It's great to be here. >> So you are love this intersection of Hollywood and technology. But you're a filmmaker. >> Yeah. I have been filming movies for many years. Uh, I started off making motion pictures for many years. Executive produced him and over so production for them at one of our movie labels called Screen Gems, which is part of Sony Pictures. >> Wait a tremendous amount of evolution of the creative process being really fueled by technology and vice versa. Sony Innovation Studios is not quite one year old. This is a really exciting venture. Tell us about that and and what the the impetus was to start this company. >> You know that the genesis for it was based out of necessity because I looked at a nice Well, you know, I love making movies were doing it for a long time. And the challenge of making good pictures is resource is and you never get enough money believing not you never get enough money and never get enough time. That's everybody's issue, particularly time management. And I thought, Well, you know, we got a pretty good technology company behind us. What if we looked inward towards technology to help us find solutions? And so innovation studios is born out of that idea on what was exciting about it was to know that we had, uh, invited partners to the game right here with Del so that we could make movies and television shows and commercials and even enterprise solutions leaning into state of the art and cutting edge technology. >> And what some of the work prize and you guys envision coming out this mission you mentioned commercials. TV is it going to be like an artist's studio actor? Ackerson Ball is Take us through what this is going to look like. How does it get billed out? >> I lean into my career as a producer. To answer that one and say is going to enable that's one of the greatest things about being a producer is enabling stories, uh, inspiring ideas to be Greenland. That may not have been able to be done so before. And there's a key reason why we can't do that, because one of our key technologies is what we call the volumetric image acquisition. That's a lot of words. You probably say. What the heck is that? But a volumetric image acquisition is our ability to capture a real world, this analog world and digitize it, bring it into our servers using the power of Del and then live in that new environment, which is now a virtual sets. And that virtual set is made out of billions and trillions in quadrillions of points, much like the matter around us. And it's a difference because many people use pixels, which is interpretation of like worry, using points which is representative of the world around us, so it's a whole revolutionary way of looking at it. But what it allows us to do is actually film in it in a thirty K moving volume. >> It's like a monster green screen for the world. Been away >> in a way, your your your your action around it because you have peril X so these cameras could be photographing us. And for all you know, we may not be here. Could be at stage seven at Innovation Studios and not physically here, but you couldn't tell it. If >> this is like cloud computing, we talking check world, you don't the provisional these resource is you just get what you want. This is Hollywood looking at the artistry, enabling faster, more agile storytelling. You don't need to go set up a town and go get the permit. All the all the heavy lifting you're shooting in this new digital realm. >> That's right. Exactly. Now I love going on location on. There's a lot to celebrate about going on location, but we can always get to that location. Think of all the locations that we want to be in that air >> base off limits. Both space, the one I >> haven't been, uh, but but on said I've been I've walked on virtual moons and I've walked on set moons. But what if we did a volumetric image acquisition of someone set off the moon? Now we have that, and then we can walk around it. Or what if there's a great club, a nightclub? This says guys want you shoot here, but we have performances Monday night, Tuesday night, Wednesday night there. You know they have a job. What if we grab that image, acquired it, and then you could be there anytime you want. >> Robbie, we could go for an hour here. This is just a great comic. I >> completely agree with you. >> The Cube. You could. You could sponsor a cube in this new world. We could run the Q twenty four seven. That's absolutely >> right. And we don't even have >> to talk about the relationship with Dale because on Del Technologies, because you're enabling new capabilities. New kind of artistry was just totally cool. Want to get back to the second? But you guys were involved. What's your role? How do you get involved? Tell the story about your >> John. I mean, first and foremost one of things that didn't Glendon mention is he's actually got about fifty movies to his credit. So the guy actually knows this stuff, so which is absolutely fantastic. So we said, How do you go take average to the next level? So what else is better than trying to work something out, wherein we together between what Glenn and Esteem does at the Sony Innovation Labs for Studio Sorry. And as in Dead Technologies could do is to try and actually stretch the boundaries of our technology to a next tent that when he talks about kazillion bytes of data right one followed the harmony of our zeros way have to be able to process the data quickly. We have to be able to go out and do their rendering. We probably have to go out and do whatever is needed to make a high quality movie, and that, I think, in a way, is actually giving us an opportunity to go back and test the boundaries of their technology. They're building, which we believe this is the first of its kind in the media industry. If we can go learn together from this experience, we can actually go ahead and do other things in other industries. To maybe, and we were just talking about how we could also take this. He's got his labs here in Los Angeles, were thinking maybe one of the next things we do based on the learnings we get, we probably could take it to other parts of the world. And if we are successful, we might even take it to other industries. What if we could go do something to help in this field of medicine? >> It's just thinking that, right? Yes. >> Think about it. Lisa, John. I mean, it's phenomenal. I mean, this is something Michael always talks about is how do we as del technologies help in progress in the human kind? And if this is something that we can learn from, I think it's going to be phenomenal. >> I think I think that's so interesting. Not only is that a good angle for Del Technologies, the thing that strikes me is the access toe artist trees, voices, new voices that may be missed in the prop the vetting process the old way. But, you know, you got to know where we're going. No, in the Venture Capital way seen this with democratization of seed labs and incubators, where, if you can create access to the story, tells on the artists we're gonna have one more exposure to people might have missed. But also as things change, like whether it's Ray Ray beaming and streaming, we saw in the gaming side to pull a metric or volumetric things. You're gonna have a better canvas, more paint brushes on the creative side and more. Artist. Is that the mission to get AC, get those artists in there? Is it? Is that part of the core mission submission? Because you're going to be essentially incubating new opportunities really fast. >> It's, uh, it's very important to me. Personally. I know it speaks of the values of both Sony and L. I like to call it the democratization of storytelling. You know, I've been very blessed again, a Hollywood producer, and we maybe curate a certain kind of movie, a certain kind of experience. But there's so many voices around the world that need to be hurt, and there are so many stories that otherwise can't be enabled. Imagine a story that perhaps is a unique >> special voice but requires distance. It requires five disparate locations Perhaps it's in London, Piccadilly Circus and in Times Square. And perhaps it's overto Abu Dhabi on DH Libya somewhere because that's part of the story. We can now collapse geography and bring those locations to a central place and allow a story to be told that may not otherwise have been able to be created. And that's vital to the fabric of storytelling worldwide's >> going change the creative process to you don't have to have that waterfall kind of mentality like we don't talk about intact. You're totally distributed content, decentralized, potentially the creative process going change with all the tools and also the visual tools. >> That's right. It's >> almost becoming unlimited. >> You wanted to be unlimited. You want the human spirit to be unlimited. You want to be able to elevate people on. That's the great thing about what we're trying to achieve and will achieve. >> It is your right. I mean, it is interesting, you know, we were just talking about this, too. Uh, we're in, you know, as an example. Shock tank. Yes, right. I mean, they obviously did it. The filming and stuff, and then they don't have the access. Let's say to the right studio. But the fact is, they had all this done. Andi, you know, they had all the rendering they had captured. Already done. You could now go out and do your chute without having all the space you needed. >> That's right. In the case of Shark Tank, which shoots a Sony Pictures studios, they knew they had a real estate issue. The fact of the matter is, there's a limited amount of sound stages around the world. They needed to sound stages and only had access to one. So we went in and we did a volumetric image acquisition of their exit interview stage. They're set. And then when it came time to shoot the second half a season ten, one hundred contestants went into a virtual set and were filmed in that set. And the funny thing is, one of the guys in the truck you know how you have the camera trucks and, you know, off offstage, he leaned into the mike. Is that you guys, could you move that plant a couple inches to the left and somebody said, Uh, I don't think we can do it right now, he said, We're on a movie lot. You could move a plant. They said No, it's physically not there. We're on innovation studios goes Oh, that's right. It's virtual mind. >> So he was fooled. >> He was pulled. In a way, we're >> being hashing it out within a team. When we heard about some of the things you know Glenn and Team are doing is think about this. If you have to teach people when we are running short of doctors, right? Yeah, if you could. With this technology and the learnings that come from here, if you could go have an expert surgeon do surgery once you're captured, it would be nice. Just imagine, to take that learning, go to the new surgeons of the future and trained them and so they can get into the act without actually doing it. So my point and all this is this is where I think we can take technology, that next level where we can not only learn from one specific industry, but we could potentially put it to human good in terms of what we could to and not only preparing the next of doctors, but also take it to the next level. >> This was a great theme to Michael Dell put out there about these new kinds of use case is that the time is now to do before. Maybe you could get there technology, but maybe aspirational. Hey, let's do it. I could see that, Glenn, I want to ask you specifically. The time is now. This is all kind of coming together. Timing's pretty good. It's only gonna get better. It's gonna be good Tech, Tech mojo Coming for the creative side. Where were we before? Because I can almost imagine this is not a new vision for you. Probably seen it now that this house here now what was it like before for, um and compare contrast where you were a few years ago, maybe decades. Now what's different? Why? Why is this so important >> for me? There's a fundamental change in how we can create content and how we can tell stories. It used to be the two most expensive words in the movie TV industry were what if today that the most important words to me or what if Because what if we could collapse geography? What if we could empower a new story? Technology is at a place where, if we can dream it. Chances are we can make it a reality. We're changing the dynamics of how we may content. He used to be lights, action camera. I think it's now lights, action, compute power action, you know, is that kind of difference. >> That is an amazing vision. I think society now has opportunities to kind of take that from distance learning to distance connections, the distance sharing experiences, whether it's immersion, virtual analog face, the face could really be powerful. Yeah, >> and this is not even a year old. >> That's right. >> So if you look at your your launch, you said, I think let june fourth twenty eighteen. What? Where do you go from here? I mean, like we said, this is like, unlimited possibilities. But besides putting Robbie in the movie, naturally, Yes, of course I have >> a star here >> who? E. >> So I got to say he's got star power. >> What's what's next year? Exactly? >> Very exciting. I will say we have shark tank Thie Advanced Imaging Society gives an award for being the first volume met you set ever put out on the airwaves. Uh, for that television show is a great honor. We have already captured uh, men in black. We captured a fifty thousand square foot stage that had the men in black headquarters has been used for commercials to market the film that comes out this June. We have captured sets where television shows >> and in hopes, that they got a second season and one television show called up and said, Guys, we got the second season so they don't have to go back to what was a very expensive set and a beautiful set >> way captured that set. It reminds me of a story of productions and a friend of mine said, which is every year. The greatest gift I have is building a beautiful set and and to me, the biggest challenges. When I say, remember that sent you built four years ago? I need that again. Now you can go >> toe. It's hard to replicate the exact set. You capture it digitally. It lives. >> That's exactly it. >> And this is amazing. I mean, I'd love to do a cube set into do ah, like a simulcast. Virtually. >> So. This is the next thing John and Lisa. You guys could be sitting anywhere going forward >> way. You don't have to be really sitting here >> you could be doing. What do you have to do? And, you know, you got everything rendered >> captured. We don't have to come to Vegas twenty times a year. >> We billed upset once. You >> know you want to see you here believing that So I'LL take that >> visual is a really beautiful thing. So if we can with hologram just seeing people doing conscious with Hollywood. Frank Zappa just did a concert hologram concert, but bringing real people and from communities around the world where the localization diversity right into a content mixture is just so powerful. >> Actually, you said something very interesting, John, which is one of the other teams to which is, if you have a globally connected society and he wanted try and personalize it to that particular nation ethnicity group. You can do that easily now because you can probably pop in actors from the local area with the same. Yeah, think about it. >> It's surely right. >> There's a cascade of transformations that that this is going Teo to generate. I mean just thinking of how different even acting schools and drama schools will be well, teaching people how to behave in these virtual environments, right? >> How to immerse themselves in these environments. And we have tricks up our sleeves that Khun put the actor in that moment through projection mapping and the other techniques that allow filmmakers and actors to actually understand the world. They're about to stepped in rather than a green screen and saying, OK, there's going to be a creature over here is gonna be blue Water falls over there will actually be able to see that environment because that environment will exist before they step on the stage. >> Well, great job the Del Partnership. On my final question, Glenn, free since you're awesome and got a great vision so smart, experienced, I've been really thinking a lot about how visualization and artistry are coming together and how disciplines silo disciplines like music. They do great music, but they're not translating to the graphics. It was just some about Ray tracing and the impact with GP use for an immersive experiences, which we're seeing on the client side of the house. It del So you got the back and stuff you metrics. And so, as artist trees, the next generation come up. This is now a link between the visual that audio the storytelling. It's not a siloed. >> It is not >> your I want to get your vision on. How do you see this playing out and your advice for young artists? That might be, you know, looked as country. What do you know? That's not how we do it. >> Well, the beautiful thing is that there are new ways to tell stories. You know, Hollywood has evolved over the last century. If you look at the studios and still exist, they have all evolved, and that's why they do exist. Great storytellers evolved. We tell stories differently, so long as we can emotionally relate to the story that's being told. I say, Do it in your own voice. The cinematic power is among us. We're blessed that when we look back, we have that shared experience, whether it's animate from Japan or traditional animation from Walt Disney everybody, she shares a similar history. Now it's opportunity to author our new stories, and we can do that and physical assets and volumetric assets and weaken blend the real and the unreal. With the compute power. The world is our oyster. >> Wow, >> What a nice >> trap right there. >> Exactly. That isn't my job. The transformation of of Hollywood. What it's really like the tip of the iceberg. Unlimited story potential. Thank you, Glenn. Thank you. This has been a fascinating cannot wait to hear, See and feel and touch What's next for Sony Animation studios With your technology power, we appreciate your time. >> Thank you. Thank you both. Which of >> our pleasure for John Carrier? I'm Lisa Martin. You're watching the Cube lie from Del Technologies World twenty nineteen We've just wrapped up Day two we'LL see you tomorrow.

>> Live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas. Lisa Martin with John Ferrier. You're watching the Cube live at Del Technologies World twenty nineteen. This is our second full day of Double Cube set coverage. We've got a couple of we got a really cool conversation coming up for you. We've got Robbie Pender County, one of our alumni on the cue back as VP product management server solutions. Robbie, Welcome back. >> Thank you, Lisa. Much appreciated. >> And you brought some Hollywood? Yes, Glenn Glenn er, president of Sony Innovation Studios. Glenn and welcome to the Cube. >> Thank you very much. It's great to be here. >> So you are love this intersection of Hollywood and technology. But you're a filmmaker. >> Yeah, I have been filming movies for many years. I started off making motion pictures for many years. Executive produced him and oversaw production for them at one of our movie labels called Screen Gems, which is part of Sony Pictures. >> Wait a tremendous amount of evolution of the creative process being really fueled by technology and vice versa. Sony Innovation Studios is not quite one year old. This is a really exciting venture. Tell us about that and and what the The impetus was to start this company. >> You know that the genesis for it was based out of necessity because I looked at a nice Well, you know, I love making movies were doing it for a long time. And the challenge of making good pictures is resource is and you never get enough money. Believe or not, you never get enough money and never get enough time. That's everybody's issue, particularly time management. And I thought, Well, you know, we got a pretty good technology company behind us. What if we looked inward towards technology to help us find solutions? And so innovation studios is born out of that idea on what was exciting about it was to know that we had, uh, invited partners to the game right here with Del so that we could make movies and television shows and commercials and even enterprise solutions leaning into state of the art and cutting edge technology. >> And what some of the work private you guys envision coming out this mission you mentioned commercials TV. Is it going to be like an artist's studio actor actress in ball is take us through what this is going to look like. How does it get billed out? >> I lean into my career as a producer. To answer that one and say is going to enable that's one of the greatest things about being a producer is enabling stories, uh, inspiring ideas to be green lit that may not have been able to be done so before. And there's a key reason why we can't do that, because one of our key technologies is what we call the volumetric image acquisition. That's a lot of words. You probably say. What the heck is that? But a volumetric image acquisition is our ability to capture a real world, this analog world and digitize it, bring it into our servers using the power of Del and then live in that new environment, which is now a virtual sets. And that virtual set is made out of billions and trillions in quadrillions of points, much like the matter around us. And that's a difference because many people use pixels, which is interpretation of like we're using points which is representative of the world around us, so it's a whole revolutionary way of looking at it. But what it allows us to do is actually film in it in a thirty K moving volume. >> It's like a monster green screen for the world. Been away >> in a way, you're you're you're interaction around it because you have peril X, so these cameras could be photographing us. And for all you know, we may not be here. Could be at stage seven at Innovation Studios and not physically here, but you couldn't tell the >> difference. This is like cloud computing. We talking check world, you don't the provisional these resource is you just get what you want. This is Hollywood looking at the artistry, enabling faster, more agile storytelling. You don't need to go set up a town and go get the permit. All the all the heavy lifting you're shooting in this new digital realm. >> That's right. Exactly. Now I love going on location on There's a lot to celebrate about going on location, but we can always get to that location. Think of all the locations that we want to be in that air >> base off limits. Both space, the one I >> haven't been, uh, but but on said I've been I've walked on virtual moons and I've walked on set moons. But what if we did a volumetric image acquisition of someone set off the moon? Now we have that, and then we can walk around it. Or what if there's a great club, a nightclub? This says guys and wanted to shoot here. But we have performances Monday night, Tuesday night, Wednesday night there. You know they have a job. What? We grabbed that image acquired it. And then you could be there anytime you want. >> Robbie, we could go for an hour here. This is just a great comic. I >> completely agree with >> you. The Cube. You could You could sponsor a cube in this new world. We could run the Q twenty four seven is absolutely >> right. And we don't even have >> to talk about the relationship with Dale because on Del Technologies, because you're enabling new capabilities. New kind of artistry, just totally cool. Want to get back to the second? But you guys were involved. What's your role? How do you get involved? Tell the story about your >> John. I mean, first and foremost one of the things didn't Glendon mention is he's actually got about fifty movies to his credit. So the guy actually knows this stuff. So which is absolutely fantastic. So we said, How do you go take coverage to the next level? So what else is better than trying to work something out, wherein we together between what Glenn and Esteem does at the Sony Innovation Labs for Studio Sorry. And as in Dead Technologies could do is to try and actually stretch the boundaries of our technology to a next tent that when he talks about kazillion bytes of data right one followed by harmony, our zeros. We have to be able to process the data quickly. We have to be able to go out and do their rendering. We probably have to go out and do whatever is needed to make a high quality movie, and that, I think, in a way, is actually giving us an opportunity to go back and test the boundaries of their technology. They're building, which we believe this is the first of its kind in the media industry. If we can go learn together from this experience, we can actually go ahead and do other things in other industries do. Maybe. And we were just talking about how we could also take this. He's got his labs here in Los Angeles, were thinking maybe one of the next things we do based on the learning to get. We probably could take it to other parts of the world. And if we are successful, we might even take it to other industries. What if we could go do something to help in this field of medicine? >> It's just thinking that, right? Yes. Think >> about it. Lisa, John. I mean, it's phenomenal. I mean, this is something Michael always talks about is how do we as del technologies help in progress in the human kind? And if this is something that we can learn from, I think it's going to be phenomenal. >> I think I think that's so interesting. Not only is that a good angle for Del Technologies, the thing that strikes me is the access to artist trees, voices, new voices that may be missed in the prop the vetting process the old way. But, you know, you got to know where we're going. No, in the venture, cobble way seen this with democratization of seed labs and incubators where, if you can create access to the story, tells on the artists we're gonna have one more exposure to people might have missed. But also as things change, like whether it's Ray Ray beaming and streaming we saw in the gaming side to volumetric or volumetric things, you're gonna have a better canvas, more paint brushes on the creative side and more action. Is that the mission to get AC Get those artists in there? Is it? Is that part of the core mission submission? Because you're going to be essentially incubating new opportunities really fast. >> It's, uh, it's very important to me. Personally. I know it speaks of the values of both Sony and L. I like to call it the democratization of storytelling. You know, I've been very blessed again, a Hollywood producer, and we maybe curate a certain kind of movie, a certain kind of experience. But there's so many voices around the world that need to be hurt, and there are so many stories that otherwise can't be enabled. Imagine a story that perhaps is >> a unique special voice but requires distance. It requires five disparate locations. Perhaps it's in London Piccadilly Circus and in Times Square. And perhaps it's overto Abu Dhabi on DH Libya somewhere because that's part of the story. We can now collapse geography and bring those locations to a central place and allow a story to be told that may not otherwise have been able to be created. And that's vital to the fabric of storytelling. Worldwide >> is going to change the creative process to You don't have to have that waterfall kind of mentality like we don't talk about intact. You're totally distributed content, decentralized, potentially the creative process going change with all the tools and also the visual tools. >> That's right. It's >> almost becoming unlimited. >> You want it to be unlimited. You want the human spirit to be unlimited. You want to be able to elevate people on. That's the great thing about what we're trying to achieve and will achieve. >> It is your right. I mean, it is interesting, you know, we were just talking about this too. We're in, you know, as an example, shock tank. Yes, right. I mean, they obviously did it the filming and stuff, and then they don't have the access, let's say to the right studio, but The fact is, there had all this done on DH. No, they had all the rendering. They had the captured already done. You could now go out and do your chute without having all the space you needed. >> That's right. In the case of Shark Tank, which shoots a Sony Pictures studios, they knew they had a real estate issue. The fact of the matter is, there's a limited amount of sound stages around the world. They needed to sound stages and only had access to one. So we went in and we did a volumetric image acquisition of their exit interview stage. They're set. And then when it came time to shoot the second half a season ten, one hundred contestants went into a virtual set and were filmed in that set. And the funny thing is, one of the guys in the truck you know how you have the camera trucks and, you know, off offstage, he leaned into the mike. Is that you guys, could you move that plant a couple inches to the left and somebody said, Uh, I don't think we can do it right now, he said. We're on a movie lot. You could move a plant. They said, No, it's physically not there. We're on innovation studios goes Oh, that's right. It's virtual mind. >> So he was fooled. >> He was pulled. In a way, we're >> being hashing it out within a team. When we heard about some of the things you know Glenn and Team are doing is think about this. If you have to teach people when we are running short of doctors, right? Yeah, if you could. With this technology and the learnings that come from here, if you could go have an expert surgeon do surgery once you're captured, it would be nice. Just imagine, to take that learning, go to the new surgeons of the future and trained them and so they can get into the act without actually doing it. So my point in all this is this is where I think we can take technology, that next level where we can not only learn from one specific industry, but we could potentially put it to human good in terms of what we could to and not only preparing the next of doctors, but also take it to the next level. >> This was a great theme to Michael Dell put out there about these new kinds of use case is that the time is now to do before. Maybe you couldn't get there with technology, but maybe aspirational, eh? Let's do it. I could see that. Glenn, I want to ask you specifically. The time is now. This is all kind of coming together. Timing's pretty good. It's only gonna get better. It's gonna be good. Tech, Tech mojo Coming for the creative side. Where were we before? Because I could almost imagine this is not a new vision for you. Probably seen it now that this house here now what was it like before for, um and compare contrast where you were a few years ago, maybe decades. Now what's different? Why? Why is this so important? >> You know, for me, there's a fundamental change in how we can create content and how we can tell stories. It used to be the two most expensive words in the movie TV industry were what if today that the most important words to me or what if Because what if we could collapse geography? What if we could empower a new story? Technology is at a place where if we can dream it. Chances are we can make it a reality. We're changing the dynamics of how we may content. He used to be lights, action, camera. I think it's now lights, action, compute power action, you know, is that kind of difference. >> That is an amazing vision. I think society now has opportunities to kind of take that from distance learning to distance connections, the distance sharing experiences, whether it's immersion, virtual analog face the face. I could really be powerful. Yeah, >> and this is not even a year old. >> That's right. >> So if you look at your your launch, you said, I think let june fourth twenty eighteen. What? Where do you go from here? I mean, like we said, this is like, unlimited possibilities. But besides putting Robbie in the movie, naturally, Yes, of course I have >> a star here >> who video. >> So I got to say he's got star power. >> What's what. The next year? Exactly. >> Very exciting. I will say we have shark tank Thie Advanced Imaging Society gives an award for being the first volume metric set ever put out on the airwaves. Uh, for that television show was a great honor. Uh, we have already captured, uh, men in black. We captured a fifty thousand square foot stage that had the men in black headquarters has been used for commercials to market the film that comes out this June. We have captured sets where television >> shows and in the in hopes that they got a second season and one television show called up and said, Guys, we got the second season so they don't have to go back to what was a very expensive set and a beautiful set >> Way captured that set. It reminds me of a story of productions and a friend of mine said, which is every year. The greatest gift I have is building a beautiful set and and to me, the biggest challenges. When I say, remember that sent you built four years ago. I need that again. Now you can go >> toe hard, replicate the exact set, you capture it digitally. It lives. >> That's exactly it. >> And this is amazing. I mean, I'd love to do a cube set into do ah, like a simulcasts. Virtually. >> So. This is the next thing John and Lisa. You guys could be sitting anywhere going forward. We don't have to be really sitting here you could be doing. What do you have to do? And, you know, you got everything rendered >> captured. We don't have to come to Vegas twenty times a year. >> We billed upset once >> You want to see you here believing that So I'LL take that >> visual is a really beautiful thing. So if we can with hologram just seeing people doing conscious. But Hollywood Frank Zappa just did a concert hologram concert, but bringing real people and from communities around the world where the localization diversity right into a content mixture is just so powerful. >> Actually, you said something very interesting, John, which is one of the other teams to which is, if you have a globally connected society and he wanted try and personalize it to that particular nation ethnicity group. You can do that easily now because you can probably pop in actors from the local area with the same city. Yeah, think about it. >> It's surely right. >> There's a cascade of transformations that that this is going Teo to generate. I mean just thinking of how different even acting schools and drama schools will be well, teaching people how to behave in these virtual environments, right? >> How to immerse themselves in these environments. And we have tricks up our sleeves that Khun put the actor in that moment through projection mapping and the other techniques that allow filmmakers and actors to actually understand the world. They're about to stepped in rather than a green screen and saying, OK, there's going to be a creature over here is gonna be blue Water Falls over there will actually be able to see that environment because that environment will exist before they step on the stage. >> Well, great job the Dale Partnership On my final question, Glenn free since you're awesome and got a great vision so smart, experienced, I've been really thinking a lot about how visualization and artistry are coming together and how disciplines silo disciplines like music. They do great music, but they're not translating to the graphics. It was just some about Ray tracing and the impact with GP use for immersive experiences, which was seeing on the client side of the house. It del So you got the back and stuff, but you metrics. And so, as artist trees, the next generation come up. This is now a link between the visual that audio, the storytelling. It's not a siloed. >> It is not >> your I want to get your vision on. How do you see this playing out and your advice for young artists? That might be, you know, looked as country. What do you know? That's not how we do it. >> Well, the beautiful thing is that there are new ways to tell stories. You know, Hollywood has evolved over the last century. If you look at the studios and still exist, they have all evolved, and that's why they do exist. Great storytellers evolved. We tell stories differently, so long as we can emotionally relate to the story that's being told. I say Do it in your own voice. The cinematic power is among us. We're blessed that when we look back, we have that shared experience, whether it's animate from Japan or traditional animation from Walt Disney, everybody shares a similar history. Now it's opportunity to author our new stories and we can do that and physical assets and volumetric assets and weakened blend the real and the unreal. With the compute power. The world is our oyster. >> Wow, >> What a nice >> trap right there. >> Exactly that is, um I dropped the transformation of Hollywood. What? And it's really think the tip of the iceberg. Unlimited story potential. Thank you, Glenn. Thank you. This has been a fascinating cannot wait to hear, See and feel and touch What's next for Sony Animation studios With your technology power We appreciate your time. >> Yeah, Thank you. Thank you both of >> our pleasure for John Farrier. I'm Lisa Martin. You're watching the Cube lie from Del Technologies World twenty nineteen We've just wrapped up Day two we'LL see you tomorrow.

>> reply from San Francisco. It's the Cube covering Google Club next nineteen Tio by Google Cloud and its ecosystem partners. >> We're back at Google Cloud next twenty nineteen. You're watching the Cube, the leader in live tech coverage on Dave a lot with my co host to minimum John Farriers. Also here this day. Two of our coverage. Hash tag. Google Next nineteen. Mike Evans is here. He's the vice president of technical business development at Red Hat. Mike, good to see you. Thanks for coming back in the Cube. >> Right to be here. >> So, you know, we're talking hybrid cloud multi cloud. You guys have been on this open shift for half a decade. You know, there were a lot of deniers, and now it's a real tail one for you in the whole world is jumping on. That bandwagon is gonna make you feel good. >> Yeah. No, it's nice to see everybody echoing a similar message, which we believe is what the customers demand and interest is. So that's a great validation. >> So how does that tie into what's happening here? What's going on with the show? It's >> interesting. And let me take a step back for us because I've been working with Google on their cloud efforts for almost ten years now. And it started back when Google, when they were about to get in the cloud business, they had to decide where they're going to use caveat present as their hyper visor. And that was a time when we had just switched to made a big bet on K V M because of its alignment with the Lenox Colonel. But it was controversial and and we help them do that. And I look back on my email recently and that was two thousand nine. That was ten years ago, and that was that was early stages on DH then, since that time, you know, it's just, you know, cloud market is obviously boomed. I again I was sort of looking back ahead of this discussion and saying, you know, in two thousand six and two thousand seven is when we started working with Amazon with rail on their cloud and back when everyone thought there's no way of booksellers goingto make an impact in the world, etcetera. And as I just play sort of forward to today and looking at thirty thousand people here on DH you know what sort of evolved? Just fascinated by, you know, sort of that open sources now obviously fully mainstream. And there's no more doubters. And it's the engine for everything. >> Like maybe, you know, bring us inside. So you know KK Veum Thie underpinning we know well is, you know, core to the multi clouds tragedy Red hat. And there's a lot that you've built on top of it. Speak, speak a little bit of some of the engineering relationships going on joint customers that you have. Ah, and kind of the value of supposed to, you know, write Hatton. General is your agnostic toe where lives, but there's got to be special work that gets done in a lot of places. >> Ralph has a Google. Yeah, yeah, yeah. >> Through the years, >> we've really done a lot of work to make sure that relative foundation works really well on G C P. So that's been a that's been a really consistent effort and whether it's around optimization for performance security element so that that provides a nice base for anybody who wants to move any work loader application from on crime over there from another cloud. And that's been great. And then the other maid, You know, we've also worked with them. Obviously, the upstream community dynamics have been really productive between Red Hat and Google, and Google has been one of the most productive and positive contributors and participants and open source. And so we worked together on probably ten or fifteen different projects, and it's a constant interaction between our upstream developers where we share ideas. And do you agree with this kind of >> S O Obviously, Cooper Netease is a big one. You know, when you see the list, it's it's Google and Red Hat right there. Give us a couple of examples of some of the other ones. I >> mean again, it's K B M is also a foundation on one that people kind of forget about that these days. But it still is a very pervasive technology and continuing to gain ground. You know, there's all there's the native stuff. There's the studio stuff in the AML, which is a whole fascinating category in my mind as well. >> I like history of kind of a real student of industry history, and so I like that you talk to folks who have been there and try to get it right. But there was a sort of this gestation period from two thousand six to two thousand nine and cloud Yeah, well, like you said, it's a book seller. And then even in the down turn, a lot of CFO said, Hey, cap backstop ex boom! And then come out of the downturn. And it was shadow I t around that two thousand nine time frame. But it was like, you say, a hyper visor discussion, you know, we're going to put VM where in in In our cloud and homogeneity had a lot of a lot of traditional companies fumbling with their cloud strategies. And and And he had the big data craze. And obviously open source was a huge part of that. And then containers, which, of course, have been around since Lennox. Yeah, yeah, and I guess Doctor Boom started go crazy. And now it's like this curve is reshaping with a I and sort of a new era of data thoughts on sort of the accuracy of that little historical narrative and and why that big uptick with containers? >> Well, a couple of things there won the data, the whole data evolution and this is a fascinating one. For many, many years. I'm gonna be there right after nineteen years. So I've seen a lot of the elements of that history and one of the constant questions we would always get sometimes from investor. Why don't you guys buy a database company? You know, years ago and we would, you know, we didn't always look at it. Or why aren't you guys doing a dupe distribution When that became more spark, etcetera. And we always looked at it and said, You know, we're a platform company and if we were to pick anyone database, it would only cover some percentage and there's so many, and then it just kind of upsets the other. So we've we've decided we're going to focus, not on the data layer. We're going to focus on the infrastructure and the application layer and work down from it and support the things underneath. So it's consistent now with the AML explosion, which, you know, we're who was a pioneer of AML. They've got some of the best services and then we've been doing a lot of work within video in the last two years to make sure that all the GP use wherever they're run. Hybrid private cloud on multiple clouds that those air enabled and Raylan enabled in open shift. Because what we see happening and in video does also is right now all the applications being developed by free mlr are written by extremely technical people. When you write to tense airflow and things like that, you kind of got to be able to write a C compiler level, but so were working with them to bring open shift to become the sort of more mass mainstream tool to develop. A I aml enable app because the value of having rail underneath open shift and is every piece of hardware in the world is supported right for when that every cloud And then when we had that GPU enablement open shift and middleware and our storage, everything inherits it. So that's the That's the most valuable to me. That's the most valuable piece of ah, real estate that we own in the industry is actually Ralph and then everything build upon that and >> its interest. What you said about the database, Of course, we're a long discussion about that this morning. You're right, though. Mike, you either have to be, like, really good at one thing, like a data stacks or Cassandra or a mongo. And there's a zillion others that I'm not mentioning or you got to do everything you know, like the cloud guys were doing out there. You know, every one of them's an operational, you know, uh, analytics already of s no sequel. I mean, one of each, you know, and then you have to partner with them. So I would imagine you looked at that as well. I said, How're we going to do all that >> right? And there's only, you know, there's so many competitive dynamics coming at us and, you know, for we've always been in the mode where we've been the little guy battling against the big guys, whoever, maybe whether it was or, you know, son, IBM and HP. Unix is in the early days. Oracle was our friend for a while. Then they became. Then they became a nen ime, you know, are not enemy but a competitor on the Lennox side. And the Amazon was early friend, and then, though they did their own limits. So there's a competitive, so that's that's normal operating model for us to us to have this, you know, big competitive dynamic with a partnering >> dynamic. You gotta win it in the marketplace that the customers say. Come on, guys. >> Right. We'Ll figure it out >> together, Figured out we talked earlier about hybrid cloud. We talked about multi cloud and some people those of the same thing. But I think they actually you know, different. Yeah, hybrid. You think of, you know, on prim and public and and hopefully some kind of level of integration and common data. Plain and control plan and multi cloud is sort of evolved from multi vendor. How do you guys look at it? Is multi cloud a strategy? How do you look at hybrid? >> Yeah, I mean, it's it's it's a simple It's simple in my mind, but I know the words. The terms get used by a lot of different people in different ways. You know, hybrid Cloud to me is just is just that straightforward. Being able to run something on premise have been able to run something in any in a public cloud and have it be somewhat consistent or share a bowl or movable and then multi cloud has been able to do that same thing with with multiple public clouds. And then there's a third variation on that is, you know, wanting to do an application that runs in both and shares information, which I think the world's you know, You saw that in the Google Antos announcement, where they're talking about their service running on the other two major public cloud. That's the first of any sizable company. I think that's going to be the norm because it's become more normal wherever the infrastructure is that a customer's using. If Google has a great service, they want to be able to tell the user toe, run it on their data there at there of choice. So, >> yeah, so, like you brought up Antos and at the core, it's it's g k. So it's the community's we've been talking about and, he said, worked with eight of us work for danger. But it's geeky on top of those public clouds. Maybe give us a little bit of, you know, compare contrast of that open shift. Does open ship lives in all of these environments, too, But they're not fully compatible. And how does that work? So are >> you and those which was announced yesterday. Two high level comments. I guess one is as we talked about the beginning. It's a validation of what our message has been. Its hybrid cloud is a value multi clouds of values. That's a productive element of that to help promote that vision And that concept also macro. We talked about all of it. It it puts us in a competitive environment more with Google than it was yesterday or two days ago. But again, that's that's our normal world way partnered with IBM and HP and competed against them on unit. We partner with that was partnered with Microsoft and compete with them, So that's normal. That said, you know, we believe are with open shift, having five plus years in market and over a thousand customers and very wide deployments and already been running in Google, Amazon and Microsoft Cloud already already there and solid and people doing really things with that. Plus being from a position of an independent software vendor, we think is a more valuable position for multi cloud than a single cloud vendor. So that's, you know, we welcome to the party in the sense, you know, going on prom, I say, Welcome to the jungle For all these public called companies going on from its, you know, it's It's a lot of complexity when you have to deal with, You know, American Express is Infrastructure, Bank of Hong Kong's infrastructure, Ford Motors infrastructure and it's a it's a >> right right here. You know Google before only had to run on Google servers in Google Data Center. Everything's very clean environment, one temperature on >> DH Enterprise customers have it a little different demands in terms of version ality and when the upgrade and and how long they let things like there's a lot of differences. >> But actually, there was one of the things Cory Quinn will. It was doing some analysis with us on there. And Google, for the most part, is if we decide to pull something, you've got kind of a one year window to do, you know? How does Red Hot look at that? >> I mean, and >> I explained, My >> guess is they'LL evolve over time as they get deeper in it. Or maybe they won't. Maybe they have a model where they think they will gain enough share and theirs. But I mean, we were built on on enterprise DNA on DH. We've evolved to cloud and hybrid multi cloud, DNA way love again like we love when people say I'm going to the cloud because when they say they're going to the cloud, it means they're doing new APs or they're modifying old apse. And we have a great shot of landing that business when they say we're doing something new >> Well, right, right. Even whether it's on Prem or in the public cloud, right? They're saying when they say we'LL go to the club, they talk about the cloud experience, right? And that's really what your strategy is to bring that cloud experience to wherever your data lives. Exactly. So talking about that multi cloud or a Romney cloud when we sort of look at the horses on the track and you say Okay, you got a V M. We're going after that. You've got you know, IBM and Red Hat going after that Now, Google sort of huge cloud provider, you know, doing that wherever you look. There's red hat now. Course I know you can't talk much about the IBM, you know, certainly integration, but IBM Executive once said to me still that we're like a recovering alcoholic. We learned our lesson from mainframe. We are open. We're committed to open, so we'LL see. But Red hat is everywhere, and your strategy presumably has to stay that sort of open new tia going last year >> I give to a couple examples of long ago. I mean, probably five. Six years ago when the college stuff was still more early. I had a to seo conference calls in one day, and one was with a big graphics, you know, Hollywood Graphics company, the CEO. After we explained all of our cloud stuff, you know, we had nine people on the call explaining all our cloud, and the guy said, Okay, because let me just tell you, right, that guy, something the biggest value bring to me is having relish my single point of sanity that I can move this stuff wherever I want. I just attach all my applications. I attached third party APS and everything, and then I could move it wherever we want. So realize that you're big, and I still think that's true. And then there was another large gaming company who was trying to decide to move forty thousand observers, from from their own cloud to a public cloud and how they were going to do it. And they had. They had to Do you know, the head of servers, a head of security, the head of databases, the head of network in the head of nine different functions there. And they're all in disagreement at the end. And the CEO said at the end of day, said, Mike, I've got like, a headache. I need some vodka and Tylenol now. So give me one simple piece of advice. How do I navigate this? I said, if you just write every app Terrell, Andrzej, boss. And this was before open shift. No matter >> where you want >> to run him, Raylan J. Boss will be there, and he said, Excellent advice. That's what we're doing. So there's something really beautiful about the simplicity of that that a lot of people overlooked, with all the hand waving of uber Netease and containers and fifty versions of Cooper Netease certified and you know, etcetera. It's it's ah, it's so I think there's something really beautiful about that. We see a lot of value in that single point of sanity and allowing people flexibility at you know, it's a pretty low cost to use. Relish your foundation >> over. Source. Hybrid Cloud Multi Cloud Omni Cloud All tail wins for Red Hat Mike will give you the final world where bumper sticker on Google Cloud next or any other final thoughts. >> To me, it's It's great to see thirty thousand people at this event. It's great to see Google getting more and more invested in the cloud and more and more invested in the enterprise about. I think they've had great success in a lot of non enterprise accounts, probably more so than the other clowns. And now they're coming this way. They've got great technology. We've our engineers love working with their engineers, and now we've got a more competitive dynamic. And like I said, welcome to the jungle. >> We got Red Hat Summit coming up stew. Writerly May is >> absolutely back in Beantown data. >> It's nice. Okay, I'll be in London there, >> right at Summit in Boston And May >> could deal. Mike, Thanks very much for coming. Thank you. It's great to see you. >> Good to see you. >> All right, everybody keep right there. Stew and I would back John Furry is also in the house watching the cube Google Cloud next twenty nineteen we'LL be right back

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Okay, welcome back, everyone here. Live Cube coverage in San Francisco for Google Clouds Conference call Google Next twenty nineteen. Hashtag Google next nineteen. I'm John for us to meet him in and Dave along with a special Cuban sites. Guess Cory Quinn, Cloud a calm said Duck Bill Group will also be filling in as a host on the Cube at a variety of Cloud native shows. Corey, welcome back to the Cube. Good to see you again. Thanks for coming >> on. Great to see me again. Thank you for having me >> and still you looking beautiful. Brilliant is always Dave. You're handsome. Okay, we're here in the Cube, breaking it down our guys. Seriously, let's let's let's wrap this up real quick. And then we'LL get into some of the fun conversations around some of the observations. But Day one's over. Clearly, Anthos is not just the rebrand. Although the CMO clearly talked about how wow has done that, they want to add more stuff into it. So that's the big topic here. We saw the migration tool and those migrate and then a lot of sun apogee here. AP eyes thoughts on Day one. >> Yes, eso John Anthos. I'm still trying to squint through it a little bit, and it's it's more than just Cooper Netease. We know that Google has a strong position, and being the open cloud is they've been saying for a couple of years. But you know what? Air these services who? The partners, How is this different from the, You know, dozens of Cooper, Nettie says. Solutions that are out there. So there's great buzz here at the show, Really good attendance here. A lot of really smart people. So we expect that coming off Google show So good start Day one. It was really excited to dig with you on some of the answers stuff as well as some of the surveillance pieces, which I've got some commentary on >> our partner and Chan sent a lot of time on the state. Duggan Cory, I know you've been putting in your ear the ground. What's happening? What do you see what he reporting? What have you collected? The >> I think one of the biggest things that I'm seeing in this entire conference to date has been almost a mind shift change. I mean, this is conferences called Google Next, and for a long time that's been one of the biggest problems. They're focusing on what's next rather than what is today, and they're inventing the future to almost at the expense of the present. I think the big messaging today was both about reassuring enterprises that yes, they're serious about this and also building a narrative where there now talking about coming at this from a position of being able to embrace customers where they are and speak their language? I think that that's transformative for Google. And it's something I don't think that we've seen them do seriously, at least not for very long. >> Dave. We've been talking about this all the time. Do they have the enterprise? Charles. We've been following the new team. When Diane Greene came in here to put the pieces together, it was a tough job. She had. They put the pieces together. But as Cory's pointing out, some one's like they're growing up now, saying Okay, we gotta realize that customers matter, not just addict attack or the future. This has been an Amazon playbook, customer, customer, customer and build a product. Customers. It seems to be your thoughts on this. >> Well, so I think Corey made a good point is they're always looking at the future. And if you want to get beyond search male and maps, I got to solve a problem today. And I'm not sure exactly like you said Stew. What problem Anthos is solving. I think it may still be a little early for this multi cloud management, but I think it is coming, you know, look, to think about how Amazon talks. Well, we're gonna eliminate heavy lifting. Microsoft clearly is got a software, a state that they could help you connect, you know, Oracle. Same. Same who? Google. It's always been about the tech and the future, and they're starting to get there, but still about to me, the tech and the future. >> It's a tragic Corey. I remember. I believe you were quoted in ah. News article recently is that Amazon listens to customers and Google historically talks to customers and tells them this is the way you should be doing it with a new Google. Now, >> I don't know. I don't think you change anything. Is biggest Google overnight. I think that there's a long story tradition of the Google engineer being the smartest person in the room. Just ask them. I'm kidding. You won't have to ask them. They're going to tell you on prompted. And I think that has to change because fundamentally addressing developers is a great way of building traction. It's a great way of getting to where they tend to be. But developers generally do not sign fifty million dollar deals. Well, more than once anyway. >> Well, this is a good point. This pretty customer attraction, which I think they've shown chops for the work they're doing that cnc f with continued open source. Great. But then when you got to go support the open source when you got to start putting lays together, this is where you start to get into procurement. Some requirements operations, security, a whole new level of grinding it out. I mean, the enterprise is a grind it out game. Google now has to go down that road stew. Dave, Corey, do you think they're ready? You think they're ready to grind it out? >> Way talked about in our kickoff this morning. Partnerships are critical and they had a bunch of really good ones up on stage this morning. You know, Cisco, VM wear some good ones to hang your hat on. You know, I would like to see more from an application standpoint as to where they sent him then they But you >> know, there's no question. I mean, I think there's an emphatic yes. Why? Because they got the global scale. They got the world's biggest cloud. They get a ton of dough. You know, we always say, though the best tech doesn't always win, and that's true. But usually the best tech runs out of money or they give up. You know, I don't see that happening in, >> Well, it's in the >> midterm or even semi long term for Google. So So I do think they have the chops to grind it out. >> I mean, I think they have attack. I've always said that love some of their tech, but they try to force Google Tech down the enterprise throats over the years. And I think Diane Green realized that that was the start of seeing real product management shop start to come in some of the work that they know they gotta get down and dirty on But to me it's a story that matters. The story has to be there. I think we're starting to see here, at least from my observation story of customers. So get in salt, create value, think this whole positioning of we want to be the open cloud where they say, Oh, you want to negotiate your contracts Don't want lock in You want developer productivity and you want operations I think it's a smart play by Google Stew. I think that's a good move. And again there, the dark horse in this. They don't have a lot to lose by going changing the game, changing the rules. Amazon, certainly in the lead, has a lot to lose, but they're so far ahead. Google just kind of catch up pretty quickly if they make the right moves. >> T K is making a lot of the right moves, but there's only so much it can be done so quickly. When you wind up in a story like we're seeing right now with customers who are taking workloads and haven't really been touched in there on from environments since nineteen ninety eight and they're migrating them into a GP environment and GPS formal deprecation Policy says We'LL give you one year's notice before turning anything off once it goes, g et. That's no time at all For an enterprise. Wait, we might have to move again. Absolutely not. It's still a language >> A C enterprise's years just to figure out Should we move? And where do we dio >> exactly their enterprise to go out of business and some of their divisions wouldn't know for five >> years. So is Google. What's what's the reaction when you press them on this, >> uh, usually starts with well, actually, And then they breathe and they reach for a whiteboard to show me exactly why I'm wrong. And then I lose interest and wander off, at which point they realized, Wow, you have no attention span for anything. Would you like to work here? And so far no dice, but we'LL see. >> So that's it. Well, that's a good business model, right? I think. Still your reaction to that? I mean, yeah, I read that they support rail For what? A deck like zillions of years. Right. This is what an example of how an enterprise needs to behave. >> Well, right, John Thie question we've had for a number of years is, you know, can cos b'more googly on DH. You know, the message here seems to be more. We're going to meet you where we are. We're going to be able to work with you on that. But there's some of those underlying things that Cory brings out that that need to change here. So that's a big change for Google. >> So what is the story that we heard from from Thomas carrying today? He said, Hybrid cloud Mina multi cloud, consistent framework with standard infrastructure in a platform to secure and manage data across the enterprise. Okay, sounds good. A lot of work to be done there. If you think about I mean, look at Amazon hybrid guard. If you announce outposts doesn't shift till later this year, it's a one small slice. There's got to be partnerships. There's gotta be an ecosystem to deliver on those three components of the vision on the story, and I say there's a lot of work to be done there now. What I do like about it is I do think that that multi cloud is a problem. I don't think thus far from most enterprises, it's a strategy I think it's if in multi vendor and so it will become a problem. The question I have is who's going to be in the best position to solve that problem? And you pointed out today still, well, Google has got VM wears a partner. Sisko is a partner. Red Hat as a partner. You know, IBM and Red Hat sort of lining up on that. Maybe service now tries to get into that game, but it's a wide open space. It's jump ball. >> Yeah, it's interesting. One of the things that I worry a little about and, you know, love. Corey's opinion on this is, you know, Google. Absolutely. If you talk about the container space, clear leadership, you know, first time I heard about containers, Google was front and center. They're leading this Cooper Netease march, but communities isn't magic, and even their server lis move movement. John and I interviewed Polly today, and it's very much, you know, Kay Native, we're going to take your containers and Goober Netease and extended service. That's not what I hear from you know, customers that I talked to today that are doing survivalists according what? What? What? What's your take there. >> I think that you sort of see almost the same problem emerging both with that narrative and the current multi cloud approach. It's It's not the fact that I can take this arbitrary code and Ronit anywhere that makes something server. Lis. We have a restaurant to run code or a raspberry pie or a burning dumpster with enterprise logo on the side of it that does. That isn't what's interesting. That isn't what delivers value to customers. It's the event model for starters, and I think right now that's not quite there. A lot of stuff. It's been announced and is coming out as we speak. And various block Post is still http endpoint activated, which means that you're not quite to an event model separately. What we're seeing with Anthos and the current approach to multicloud is you can deploy this to any cloud provider you'd like. Well, yes, in so far is a cloud provider to you is a bunch of disc, a pile of VMs and a network, and that's about it. That's not a cloud in the modern sense that is effectively outsourcing your data center and you'll find it runs on money pretty quickly. Once you start down that path, it's the higher level services, these renovations. >> This brings up a good point and that I think what I'm seeing and this is what I think, A lot of people, it's very aspirational. Views on Google People love Google. They love. They know about Google and they hope that they're as good as Amazon tomorrow. And let's just face it, Amazon is way out front. So I think this expectations for Google that are a little bit to hide. I think what I'm hearing the executives, at least the positive side would be. They understand where they are. I mean, the fact that we're not home on edge and I ot and all these other things, it means that they're still in foundational mode, in my opinion. So I mean, think about it. They're just getting their act together, building that foundational things. So I think they're cautious because we're not hearing about the eye ot. We're not hearing about some of the more advanced challenges that the enterprise is air. Having heard a little bit about from the sigh from a group that came on about data migration, Sata, Gata so OK, they got database at the Big Cloud. Big table, Big queer. OK, great stuff. Ml So data, certainly in their wheelhouse. But outside of that, I mean they're still foundational. So >> tomorrow's product day, though. So you know he may be here more there. I'm surprised they didn't hear more about machine intelligence. Give it. No, they talked about a little bit. But this company is the leader in a >> way. Maybe that's part of the issue. And I think that there is no question that when you want something far future that looks like robots from space Bill, you go to Google. You know that. I think there's a lot less of an awareness that Okay, I just need a bunch of the EMS to run somewhere, and I feel like that is more or less. It's a story of today, >> and you know Google. I mean, like their story. You know, I love the code cloud code, cloud run, cloud building. They have all the right. Like Jeff Bob's like linguistic that gets my attention. You get is kind of like it feels like it feels like they're really close. It's getting so >> far away. Cultures also extremely hard. You have a bunch of execs that have just shown up from Oracle seemingly yesterday in these terms, and there's a lot of knee jerk reactions of, Oh, Google is now taking on a bunch of Oracle approaches, like hiring sales people and talking to customers. That's not a bad thing. Meanwhile, the executives who come Teo out of Oracle after decades there and are now working at Google. We're having to adjust to a more rapid pace of innovation to this new world in which they have customers that don't actively hate. Um, and it's turning into a very different story for everyone involved. I'm curious to see what comes out of it, but it's still very much earlier, >> and I think they could build fast. Like you said, they like Google's. The parties like him. What they don't like about Google is responsiveness and being, you know, the white gloves they need. They need to have that kind of service ability. >> And Google also, by having a single overarching brand in the term of the word Google is their consumer efforts do wind up playing into people's perception of through the clouds like yes, we want Google to listen to us? No, not through our thermostats. >> Well, they got a lot of Regis developing. They got the footprint. Guys, great job student. Final comments. >> I mean, just you talk about the customer you've heard there was. You know, my comment. My comment on Twitter this morning that got the most reaction is you no question to retail or why are you choosing Google Cloud? Answer is, you're not Amazon, and you know, the long and short being the alternative to a leader in the market today. Not a bad thing. So Google has, you know, a good position at the market. They we always knew that they had great tak es o >> Also thing on that comments do is that I think in watching Google, I think I personally in critical of what they need to do more obviously. But they know their people are doing the work. I mean, you've got to grind it out to me. This is a grind it out game. It's on ly early. You gotta get the discipline up there. They got the right product management type chops and there Can they get those things done that Thomas Curry and, um, it's Avery can bring to the table and kind of shed the Oracle and put the New Jersey on and fight the battle with the new Google Way. That's going to be the tell Signe. >> Well, the hard part for me is it. So it's hard to measure. You see some logo's. You don't know what they're really buy. I mean, with them is on, you know, it's it's infrastructures of service. Microsoft. Okay, I'm not sure. How much is there Oracle? Clearly not sure, you know, etcetera. But so lookit Proof was talking to customers, right? Huh? How much they're actually adopting this stuff for riel Business problems. >> Yeah, not multi cloud if your infrastructure runs on a different cloud provider. But you're using g sweet. I mean that that's not really what people think of when they say multi cloud. But that is what analysts chalk it up as something >> it's a battle at least accomplishes lining up. You got Amazon, Microsoft, Google lying it up. It's the cube coverage wrapping it up with the team here day one of three days of wall to wall coverage. Stay with us. Go to the cube dot net the check out all the video silken angle dot com. We have a special report and a lot of constant flowing there, and we're back with more coverage tomorrow day, too. Thanks for watching.

>> Produced from the Cube studios. This's strong by science, in depth conversations about science based training, sports performance and all things health and wellness. Here's your hose, Max Marzo. Thank you for being on two. Very, >> very excited about what we have going on for those of you not familiar with that Ella Keira, and I'm going to say his name incorrectly. Look here. Is that correct? Had >> the care is right. Very good. Yes. Also, >> I've practiced that about nineteen times. Oh, the other night, and I can't feel like I get it wrong and is one of the more well rounded individuals I've come across. His work is awesome. Initially learned quite a bit about him from Chase Phelps, who we had on earlier, and that came through Moore from blood flow restriction training. I've had the pleasure of reading up on quite a bit, and his background is more than unique. Well, around his understatement and really excited have on, I call him one of the most unique individuals people need to know about, especially in the sports science sylph sports science world. He really encompasses quite a bit of just about every domain you could think about. So add Thank you for being on here if you don't mind giving a little bit of background and a bio about yourself. >> Thanks so much. You know, not to. Not to warn anybody, really. But it kind of started as a front line medic in the Army. Really? You know, the emphasis back then was a get people back toe action as soon as possible. So that was my mindset. I spent about eight years in an emergency department learning and training through them. I undergo interviews and exercise physiology from University of California. Davis. I love exercise science. I love exercise physiology. Yeah, started doing athletic training because my junior year in college, I was a Division one wrestler. Tor my a c l p c l N L C E o my strength coach, chiropractor, athletic trainer all the above. Help me get back rustling within four months with a brace at a pretty high level of visual. On level on guy was like, Well, I don't want to go to med school, but what I want to do is help other people recover from injury and get back to the activities that they love. And so I was kind of investigating. Try to figure out what I wanted to do, Really want to be an athletic trainer? We didn't realize how much or how little money they make, um And so I was kind of investigating some other things. Checked out physical therapy, dentistry. But I really wanted to be in the locker room. I wanted to have my own practice. I wanted to be able to do what I wanted to do and not sit on protocols and things like that because I don't think that exists. And so I chose chiropractic school. I went to chiropractic school, learned my manual therapy, my manual techniques, diagnosis, loved it, was able to get patients off the street, didn't have tto live and die by insurance and referrals, was able only to open my own clinic. And and about four years in I realized that I didn't really know very much. I knew howto adjust people, and you had to do a little bit soft tissue. But not really. We weren't taught that I felt like my exercise background and really dropped off because I wasn't doing a lot of strength conditioning anymore. And so I went back and got a phD in sports medicine and athletic training. I had a really big goal of publishing and trying to contribute to the literature, but also understanding the literature and how it applies to the clinical science and clinical practice and try to bridge the gap really, between science and in the clinic and love treating patients. I do it every single day. A lot of people think I don't cause I write so much education, but, like I'm still in my clinic right now, twelve hours a day in the last three days, because it's what I love to dio on DH. Then just for kicks and giggles, I went out and got an MBA, too, so I worked in a lot of different environments. Va Medical System, twenty four hour Fitness Corporate I've consulted for a lot of companies like rock tape. It was their medical director. Fisma no trigger point performance. Have done some research for Sarah Gun kind of been able to do a lot with the phD, which I love, but really, my home base is in the clinic in the trenches, helping people get better. In fact, >> activity. That's awesome. Yeah, Tio coming from athletic training back on athlete. So I myself play I. Smit played small Division three basketball, and I'm a certified athletic trainer as well, and it's the initial love you kind of fall into being in that realm, and that's who you typically work with and then realizing that maybe the hours and the practice that they do isn't fit for you and finding ways you can really get a little more hands on work. I took the sports scientists route. It sounds like you're out has been just about everything and all the above. So it's great to hear that because having that well rounded profile, we weren't athlete. Now you've been in the medical side of the street condition inside even the business development side. You really see all domains from different angles. Now I know you are the educational director for smart tools with their blood flow restriction training chase. How younger? Very highly, uh, about your protocols. I've listened to some of them. If you don't mind diving into a little bit, what exactly is blood flow restriction training and what are the potential benefits of it? >> Yeah, you know it is about two thousand fourteen. I got approached by smart tools. They had developed the only FDA listed or at that point of FDA approved instrument assisted soft tissue mobilization tools other people like to call it, you know, basically grass in or whatever. Andi was really intrigued with what their philosophy wass, which was Hey, we want to make things in the US We want to create jobs in the U. S. And and we want to create the highest quality product that also is affordable for the small clinic. Whereas before the options Ray, you know, three thousand dollars here, two thousand dollars here on DH. So I wrote education for smart tools because of that, and because I just blot. I just believed so much in keeping things here in the U. S. And providing jobs and things locally. Um, so that's really where this all started. And in about two thousand fifteen, my buddy Skylar Richards up FC Dallas he has of the MLS. Yes, the the the lowest lost game days in the MLS. And yeah, I mean, when you think about that and how hard that is such a long season, it's such a grind is the longest season in professional sports. You think? Well, what is he doing there? I mean, I really respect his work up there. And so, like, you know, we were working on a project together and how I was fortunate enough to meet him. And I just really got to pick his brand on a lot of stuff and things I was doing in the clinic. And what could I do? Be doing better. And then one day it just goes, you know, have you seen this be afar stuff? And I'm like, No, I have no idea. It's your idea about it. And so, as usual at the science geek that I am, I went and I went to med sports discus. And I was like, Holy crap, man, I can't even I can't even understand how many articles are out there regarding this already. And this is back to you in two thousand fifteen, two thousand sixteen. I was so used to, you know, going and looking up kinesiology, tape research and being really bad. And you gotta kind of apply. You gotta apply a lot of these products to research. That's really not that strong. This was not the case. And so I brought it to neck the CEO of startles. And like, Dude, we've really got a look at this because really, there's only one option, and I saw the parallels between what was happening with Instrument assisted where there wasn't very many options, but they were very, very expensive and what we could do now with another thing that I thought was amazing. And it wasn't a passive modality because I was super excited about because, you know, I had to become a corrective exercise specialist because I knew I didn't have enough time with people to cause to strengthen hypertrophy. But be afar allows me to do that. And so that's really where I kind of switched. My mind went well, I really need to start investigating this and so to answer your question. VFR is the brief and in tremendous occlusion of arterial and venous blood flow, using a tourniquet while exercising at low intensities or even at rest. And so what that means is we basically use it a medical grade tourniquet and restrict the amount of oxygen or blood flow into a limb while it's exercising and totally including Venus, return back to the heart. And what this does is the way that explains my patients. Is it essentially tricks your brain into thinking you're doing high intensity exercise. But you're not and you're protecting tissue and you don't cause any muscle damage that you normally would with high intensity exercise or even low intensity exercise the failure. And so it works perfectly for those people that we can't compromise tissue like for me in a rehab center. >> Gotcha. Yeah, no, it's It's a super interesting area, and it's something that I have dove into not nearly as much as you have. But you can see the benefits really steaming back from its origins right when it was Katsu train in Japan, made for older adults who couldn't really exercise that needed a fine way to induce hypertrophy now being used to help expedite the healing process being used in season after ah, difficult gamed and prove healing, or whether it's not for whether or not it's used to actually substitute a workout. When travel becomes too demanding, toe actually load the system now with B f ar, Are you getting in regards to hypertrophy similar adaptations? Hypertrophy wise. If you were to do be a far with a low low, say, twenty percent of your one right max, compared to something moderately heavier, >> yeah, or exceeds in the time frame. You know, true hypertrophy takes according to the literature, depending on what reference you're looking at at the minimum, twelve weeks, but more likely sixteen weeks. And you've got to train at least sixty five percent. Or you've got to take low intensity loads to find his twenty to thirty five percent of one read max all the way to failure, which we know causes damage to the tissue be a farce. Starts to show hypertrophy changes that we two. So you know, my my best. My so I this It's kind of embarrassing, but it is what it is. But like, you know, I started learning mother our stuff. I'm a earlier Dr. Right? So I go right away and I go by the first product, I can. I have zero idea what I'm doing there. Zero like and a former Mr America and Mr Olympia Former Mr America champion and the one of the youngest Mr Olympia Tze Hor Olympia Mr Olympia ever compete. He competed and hey didn't stand But anyway so high level bodybuilder Okay, whatever you us. But he was definitely Mr America. He comes into my clinic when I was in Denver, It was probably a neighbour of you at the time, and he and he's like, Okay, I got this pain in my in my tryst up. It's been there for six months. I haven't been able to lift this heavy. My my arm isn't his biggest driving me crazy, right? The bodybuilder, of course, is driving him crazy, so I measure it. He's a half inch difference on his involves side versus on uninvolved side. I diagnosed him with Try some tendinitis at zero idea what I'm doing and be a far. But I said, Listen, I want you to use these cuffs. I got to go to Europe. I gotta go lecture in Europe for a couple weeks and I want you two, three times a week. I want you to do three exercise. I like to use the TRX suspension trainer. I've done a lot of work with them, and I really respect their product and I love it for re up. So I said, Listen, I want you three exercises on the suspension trainer I want to do is try to do a bicep. I want to do some, you know, compound exercise, and in that case I gave, Melo wrote, Come back in two weeks. He comes back in the clinic. I remember her is involved. Side was a quarter of an inch larger than his uninvolved type, and he's like, Do, That's two weeks. I'm like, Dude, that's two weeks And he's like, This is crazy and I go, Yeah, I agree. And since then, I've been, like, bought it like it's for hypertrophy. It is unbelievable. You get people that come in and I've had, you know, like after my injury in college rustling I my a c l I've torn it three times. Now, you know, my quad atrophy was bad. My calf was not the same size, literally. Symmetry occurs so quickly. When you start applying these principles, um, it just blows me away. >> So when you're using it, are using it more and isolated manner or are doing more compound exercises. For example, if you're doing a C l artifically assuming they're back too full function ish, Are you doing bodyweight squads or that starting off with the extensions? How do you kind of progress that up program? >> Yeah, it really just depends on where they're at. Like, you know, day with a C l's. You can pretty much start if there's no contraindications, you convey. Stay docks. Start day one. I'm right after surgery to try to prevent as much of that quad wasting that we get from re perfusion, injury and reactive oxygen species. All the other things that occur to literally day one. You can start and you'LL start isolated. You might start with an isometric. I really do like to do isometrics early on in my in my rehab. Um, and you can use the cops and you can You can fatigue out all the motor units if they're not quite air yet. Like, let's say, pre surgically, where they can't use the lamb, they're in a they're either bedridden or they're in a brace or they're a cast. You can use it with electric stim and or a Russian stem. And with that contraction, not only did you drive growth hormone, but you can also prevent atrophy by up to ninety, ninety five percent so you can start early early on, and I like to call it like phases of injury, right? Like pre surgical or pre injury, right at injury, you kind of get into the sub acute phase of inflammation. You kind of progressed isolated exercises and he goingto isolated in compound and you going to compound in any kind of move through the gamut. What's so cool about the afar is you're not having to reinvent the wheel like you use the same protocols, even use. I mean, really. I mean, if you're using lightweight with sarabande or resistance to being which I do every day, I'd be a far on it. Now, instead of your brain thinking you're not doing anything, your brain's like whoa, high intensity exercise. Let's let's help this tissue recovered because it's got to get injured. So we're gonna grow. >> That's yeah, that's pretty amazing. I've used it myself. I do have my smart tools. I'm biased. I like what you're doing. I really like the fact that there's no cords. It's quite mobile, allows us to do sled pushes, resisted marches, whole wide span and movements on DH before we're kind of hopped on air here. You're talking about some of the nutritional interventions you add to that, whether it be vitamin C college in glucose to mean. What specifically are you putting together on DH? Why're you doing that? Is that for tissue healing? >> Yeah, that's right. It's way. Have ah, in my clinic were Multidisciplinary Clinic in Dallas, Texas, and called the Body Lounge is a shameless plug, but way really believe that healing has to start from the inside, that it has to start with the micro nutrients and then the macro nutrients. And then pretty much everything can be prevented and healed with nutrition and exercise. That's what we truly believe, and that's what we try to help people with. The only thing that I use manual therapy for and I do a lot of needling and all these other things is to help people get it down there. Pain down enough so that they can do more movement. And so, from a micro nutrient standpoint, we've gotta hit the things that are going to help with college and synthesis and protein sentences, So that would be protein supplementation that would be vitamin C. We do lots of hydration because most of us were walking around dehydrated. If you look at some of the studies looking at, you know, even with a normal diet, magnesium is deficient. Vitamin C is deficient during the winter all of us are vitamin D deficient Bluetooth. I own production starts, you know, basically go to kneel. So all those things we we will supplement either through I am injection intramuscular injection or through ivy >> and you guys take coral. Someone's on that, too for some of the good Earth ion for the violent de aspects are taking precursors in a c. Are you guys taking glue to file? >> We inject glorify on either in your inner, either in your i V or in in the I am. You know, with the literature supporting that you only absorb about five to ten percent of whatever aural supplementation you take. We try to we try to push it. I am arrive. And then in between sessions, yes, they would take Coral to try to maintain their levels. We do pre, you know, lab testing, prior lab testing after to make sure we're getting the absorption rate. But a lot of our people we already know they don't absorb B twelve vitamin, and so we've got to do it. Injectable. >> Yeah, Chef makes sense with the B f r itself. And when I get a couple of questions knocked out for I go too far off topic. I'm curious about some of these cellars swelling protocols and what that specifically is what's happening physiologically and how you implement that. >> Yeah, so South Swell Protocol, where we like to call a five by five protocol way. Use the tourniquet. It's in the upper extremity at fifty percent limb occlusion pressure at eighty percent limb occlusion pressure in the lower extremity. You keep him on for five minutes, and then you rest for three minutes, meaning I deflate the cuffs. But don't take them off, and then I re inflate it same pressure for five minutes and then deflate for three minutes. You're five on three off for five rounds, justified by five protocol. What's happening is that you're basically you're creating this swelling effect because, remember, there's no Venus return, so nothing is. But you're getting a small trickle in of fluid or blood into that limb. And so what happens is the extra Seiler's extra Styler swelling occurs. Our body is just dying for Homo stasis. The pressures increase, and there's also an osmotic uh, change, and the fluid gets pushed extra. Sara Lee into the muscle cell body starts to think that you're going to break those muscle cells. I think of it as like a gay. A za water balloon is a great analogy that I've heard. So the water balloon is starting to swell that muscle cell starts to swell. Your body thinks your brain thinks that those cells need to protect themselves or otherwise. They're going to break and cause a popped oh sis or die. And so the response is this whole cascade of the Mt. Horsey one, which is basically a pathway for protein synthesis. And that's why they think that you can maintain muscle size in in inactive muscle through the South Swell Protocol and then when we do this, also protocol. I also like to add either isometrics if I can or if they're in a cast at electric stim. I like to use the power dot that's my favorite or a Russian stim unit, and then you consent. Make the setting so that you're getting muscular. Contraction with that appears to drive growth forma, and it drives it about one and a half times high intensity exercise and up to three times more so than baseline. When we have a growth hormone spurt like that and we have enough vitamin C. It allows for college and synthesis. I like to call that a pool of healing. So whether you can or cannot exercise that limb that's injured if I can create that pool of healing systemically now I've got an environment that can heal. So I have zero excuse as a provider not to get people doing something to become, you know, healing faster, basically. And are you >> typically putting that at the end? If they were training? Or is that typically beginning? We're in this session I put in assuming that that is done in conjunction with other movements. Exercises? >> Yeah, so, like, let's say I have a cast on your right leg. You've got a fracture. I failed to mention also that it appears that the Afar also helps with bone healing. There's been a couple studies, Um, so if we could get this increased bone healing and I can't use that limb that I'm going to use the other lambs and I'm going to use your cardiovascular function, um, I'm going to use you know, you Let's say with that leg, I'LL do upper body or a commoner with cuffs on in order to train their cardiovascular systems that way. Maintain aerobic capacity while they're feeling for that leg, I will do crossover exercises, so I'll hit that opposite leg because something happens when I use the cuffs on my left leg. I get a neurological response on my right leg, and I and I maintain strength and I reduced the amount of atrophy that occurs. And it's, you know, it's all in neurological. So if I had an hour with somebody and I was trying to do the cell school protocol, I would probably do it first to make sure because it's a forty minute protocol. It is a long protocol. If you add up five, five minutes on three minutes off now, during the three minutes off, I could be soft tissue work. I can do other things toe help that person. Or I could just have an athletic tournament training room on a table, and they can learn to inflate and deflate on their own. It doesn't like it's not has to be supervised the whole time, and that's usually what they do in my office is I'LL put him in the I V Lounge and i'Ll just teach them how to inflate deflate and they just keep time. Uh and there, go ahead. I mean, interrupt my bowl. No, no, no, it's okay. And then I just hit other areas. So if I do have extra time, then I might Do you know another body pushing upper body pole? I might do, you know, whatever I can with whatever time I have. If you don't have that much time, then you do the best you can with the cells for protocol. And who study just came out that if you only do two rounds of that, you don't get the protein synthesis measured through M. Dorsey long. So a lot of times, people ask me what can I just do this twice and according to the literature looks like No, it's like you have to take it two five because you've got to get enough swelling to make it to make the brain think that you're gonna explode >> those muscle cells. >> Well, let me take a step back and trap process majority of that. So essentially, what you do with the seller swelling protocol is that you initiate initiating protein synthesis by basically tripping the body that those cells themselves are going to break down. And then when you add the message of the electrical muscular stimulation, you're getting the growth hormone response, the otherwise wouldn't. Is >> that correct? That's correct. So and go ahead. So imagine after a game, I just you know, I'm Skyler Richards. I just got done with my team. Were on the bus or on the airport, our airplane. My guys have just finished a match. You know, you're Fords have run seven miles at high intensity sprint. You think we have any muscle breakdown? Probably have a little bit of damage. They gotta play again in a few days, and I want to do things to help the recovery. Now I put them on with East M. They're not doing any exercise. There's just chilling there, just hanging out. But we're getting protein synthesis. We're getting growth hormone production. I give him some vitamin C supplementation. I give him some protein supplementation, and now not only do we have protein census, but we also have growth hormone in college, in formation in the presence of vitamin C. So that's where we kind of get into the recovery, which chase is doing a >> lot of work with and how much vitamin C are supplemented with, >> you know, really depends. I try to stick to ride around in a new patient. I won't go start off three thousand and I'LL go to five thousand milligrams. It will cause a little dirty pants if I can quote some of my mentors so I try to start them light and I'll move them up I'LL go with eyes ten thousand if I need it but typically stay in the three to five thousand range >> And are you having collagen with that as well? >> I personally don't but I think it would be a good idea if he did >> with some of that. I guess I really like the idea of using the B f R a zit on the opposite lake that's injured to increase cortical drive. So we're listeners who aren't familiar when you're training one limb yet a neurological phenomenon that occurs to increase performance in the other limb. And so what ends referred to if you had one lamb that was immobilizing couldn't function. If you use BF are on the other limb, you're able to stimulate, so it's higher type to voter units able have a cortical drive that near maximal intent, which is going to help, then increase the performance of the other leg that you also say that is promoting this positive adaptation environment is kind of hormonal. Malu I per se How long does that last for the presence of growth hormone? >> It looks like that the stimulation last somewhere between forty eight and seventy two hours. And so I think that that's why when they've done studies looking at doing the afar for strength of hypertrophy, you know, five days a week, compared to two to three days a week for two to three days a week, or just essentially equal to the five days a week. So I think it is long enough that if you do it like twice a week that you're going to get enough cross over >> cash it and you're using it two for the anthologies of effect. So what do you using Be fr yu have that temporary time period of time window where a need that might be bothering your doesn't irritate as much. And are you using that window than to train other exercise and movements while they have, ah, pain for emotion. >> Yeah, absolutely. So it's and I really can't explain it. It's, um we know from the science that it doesn't matter what type of exercise that we do. There is an animal Jesus effect. And that's why I emphasized so much with provider, especially manual therapists attend to think, Hey, you know, my my hands or my needles or my laser or my ultrasound or East them or whatever it is, is the healing driver. It's not the healing driver exercises a healing driver, and I know that's my opinion and people argue with me. But it's true. My hands are not nearly as important as getting people moving because of the energies that perfect and just overall health effects. With that said, the Afar has some sort of Anil Jesus effect that I can't explain now. Of course, we all know it's in the brain. There's something that goes on where you're able to reduce the pain level for up to forty five minutes and then I can train in that window. There is an overall ability to improve people's movement even longer than that, to what I find is that once I get people moving their tenancy just like inertia. Once you get to move in, it keeps moving. Same thing with people that I work with. They tend to get moving more in my clinic. They get confidence, then they end up moving more and more and more. And they get away from, um, being >> scared. Yeah, I know that. That's a great way to put it, because you do have that hesitation to move. And when you providing a stimulus that might ease some of the pain momentarily. I know there is some research out there. Look at Tanaka Thie, the ten apathy being like knee pain, essentially the layman's term kind way to put it. And they're doing it with, like the Metrodome in the background going Ping Ping ping. They're having that external stimulus that they focus on to help disassociate the brain and the knee and the pain. And this is something I can't top what chase and how he says. Yeah, we've been using, like you alluded to Thebe fr, too. Remove the presence of pain so they can do something. These exercises that they typically associate with pain in a pain for your way. >> Yeah, And then now that they're exercising now you get the additional Anil Jesus effect of the exercise itself. Says I'm like a double like a double lang >> Gotcha. Yeah, with blood flow restriction train because it does promote such an environment that really has an intense Jane court stimulus to the body where you get this type to five or stimulated high levels of lactate high levels of metabolite accumulation. I said she had paper about the possible use of bloodflow restriction trading cognitive performance has curious if you had a chance account dive into some of that. I love to hear some of your thoughts being that you have such asshole listed view of everything. >> Yeah, definitely. I think I didn't get a chance to look at it. I appreciate you sending that to me because I have to lecture and may on reaction times, and I was trying to figure out how I'm gonna like include the afar in this lecture at some point, not be totally, you know, inauthentic. But now I can. So I totally appreciate it. I know that there is, and I know that there's an additional benefit. I've seen it. I've worked with stroke patients, other types of people that I have auto, immune, disease, different types of conditions where I've used the Afar and their functional capacity improves over what their physical capacity is doing on. And so I am not surprised at what I'm seeing with that. And I've got to learn more about what other people are thinking. It was interesting what you sent me regarding the insulin growth factor one. We know that that's driven up much higher with the Afar compared to low intensity exercise and the relationship between that and cognitive function. So I've gotta dive deeper into it. I'm not definitely not a neuroscientists, You know, I'm like a pretty much floor if I p e teacher and, you know, just trying to get people moving. And I've gotta understand them more because there is a large association between that exercise component and future >> health, not just of muscles but also a brain. Yeah, >> one of things that I do work with a neurosurgeon and he's awesome. Dr. Chat Press Mac is extremely intelligent, and he saw the blood flow restriction trade as one those means to improve cognitive performance, and I didn't find the paper after he had talked about it. Well, the things that interested me was the fact that is this huge dresser, especially in a very controlled where typically, if you're going to get that level of demand on the body, you knew something very intense. So do something that is almost no stress, Feli controlled and then allowing yourself to maybe do some sort of dual processing tasks with its reaction time and reading for use in a diner vision board. Whether if you have a laser on your head, you have to walk in a straight line while keeping that laser dot on a specific screen. I'm excited to see how be afar material or just something other domains. Whether it is, you know, motor learning or reeducation ofthe movement or vestibular therapy. I think this has a very unique place to really stress the body physiologically without meeting to do something that requires lots of equipment for having someone run up and down with a heavy sled. I'd be curious to hear some of your thoughts. I know you haven't had a huge opportunity dive into, but if I had a hand, you the the key to say Hey What do you see in the future for be fr in regards to not just the cognitive standpoint but ways you can use B a far outside of a physical training area. What kinds? Specific domains. You see it being utilised in >> we'LL definitely recovery. I love the fact of, you know, driving growth hormone and supplement incorrectly and letting people heal faster naturally. Ah, I think the ischemic preconditioning protocol is very underutilized and very not known very well, and he's skimming. Preconditioning is when we use one hundred percent occlusion either of the upper extremity or the lower extremity. We keep it on for five minutes and we do two rounds with a three minute rest in between. And I have used this to decrease pain and an athlete prior to going out and playing like a like a high level sport or doing plyometrics. We're doing other things where they're going to get muscle damage to that eye intensity exercise so you get the Anil Jesus effect around an injured tissue. But they really unique thing about the ischemic preconditioning is that it has been shown to reduce the amount of muscle damage that occurs due to the exercise. That's why they call it Preconditioning so we can utilize a prior to a game. We can use a prior to a plyometrics session. We can use it prior to a high intensity lifting session and reduce the amount of damage that occurs to the tissue. So we don't have such a long recovery time when we could continue to train at high levels. I think that that is probably the most exciting thing that I've seen. Absent of cognitive possibilities, I think it wise it on is I'd like to use with the lights. What do some lights? Teo, do some reaction time and do some, you know, memory training and things. And I love to torture my people and get them nice and tired. I think what's going to come around is all these mechanisms. They are what they are. But the true mechanism that I'm seeing is that fatigue is the primary factor. If I can fatigue you centrally and Aiken fatigue, you peripherally and the muscle that's for the adaptation occurs So although right now you know we always are on these. We have to use the specific sets and rats and weights and all these other things so true for the research, because we need to make it is homogenous as we can, but in clinic, if you're a patient, comes to me with a rotator cuff tear. I don't know what you're on, right, Max is for your external rotation. I've gotta guess. And so if I don't do exactly the right amount of weight, doesn't mean I'm not getting the benefit. Well, I'm telling you, anecdotally, that's not true. I just know that I have to take you to fatigue. And so if I'm off by a couple of wraps a big deal, I'm just not going to take you to failure. So I don't get the injury to the tissue that you normally would occur with lightweight to failure. I'm gonna get that fatigue factor. I'm going to get you to adapt, and I'm gonna get you bigger and stronger today than you were yesterday. That's the >> goal. Yeah, that's ah, that's a great way to put it because you're looking at again, you know, mechanisms in why things are occurring versus, you know, being stuck to literature. I have to use twenty percent. How do we find a way to fatigue this system and be fr being a component of that now, outside of blood flow research in train with your practice, it sounds It is quite holistic. Are there any specific areas that you see the other? That was other therapists other, You know, holistic environments could learn from outside of blood flow restriction training. What areas could they really? You know what advice such a safer that I would you give someone who's tried together holistic program to dive into outside of Sebi Afar? Is there any specific devices specific modalities supposed to specific means for a nutrition for that? >> I mean, if I was to try to put us you know what we're trying to dio. I would say that it's all about capacity versus demand. I want to try to maximize the capacity of the individual or the organism to exceed the demands that you're trying to apply to it. If we can do that, will keep you injury free will keep forming. If I allow those demands to exceed your capacity, you're going to get injured. So what can I do to maximize your capacity through nutrition, through exercise, through rest, through meditation, through prayer, through whatever that is through sleep? I think that that's really looking at the person as a whole. And if I can keep thinking about what are the demands that I'm applying? Teo, whatever tissue that is, and I can keep those demands just slightly below and try to increase the capacity, I'm going to get people better. And really, that's all I think about. Can that disk take how much pressure cannot take and what direction can I take it? Well, I'm gonna work at that direction and so we can do a little bit more and a little bit more and a little bit more, and I try to really make it simple for myself versus Reliant on a modality or anything else in that matter. Really, it's It's really just thinking about how much How much can they How much can they tolerate? And I'm goingto put restrictions on you so that you don't exceed that capacities That way that tissue can heal. And if it can't and you know, maybe that's referral to you know, some of the surgeons are non surgical positions that I work with is they may be fail my treatment. Most people can improve their capacity. We've seen eighty five year olds, Not just me, I'm saying in the literature. Improve their strength through resistance training. Eighty five. The body will always adapt. Ware not weak beings were not fragile, Weaken De stressed and we need to be stressed and we need to be stressed until the day that you put me in the grave. Otherwise we will get Sir Compagnia and we will degrade and our brain will become mush. And I just want to go that way. And I want help as many people that have the same philosophy, whether I'm doing it, one on one with somebody from teaching others. I want them now The same philosophy, Tio >> well, that makes total sense. I love the idea of we need to continually stress ourselves because do you feel like as we age, we have a Smith or belief that we can't do more, but we can't do more because we stopped doing more? Not because we can't. I work with an individual who are hey, hip replacement. Ninety six years old. He came back and four months later was working out again. And that alone was enough evidence for me to realize that it's not necessarily about, Oh, as I get older, I have to be this and we kind of have that thought process. As we age, we do less so we start to do left but find ways to stress the system in a way that can handle it right to the idea. What is the capacity, like you said? And what is their ability to adapt? Are there any specific ways that you assess an individual's capacity to handle load? Is that a lot of subject of understanding who they are? Further any other metrics you using whether we sleep tracking H R V for anything in that domain? >> I have not really done a lot of a lot of that. It's more about, you know what they tell me they want to do. You know you want to come in and you want a lift. Your grandkid. Well, that's That's our That's our marker. You want to come in and you want to do the cross that open. Okay, well, that's your marker. You want to come in, you want to run a marathon. That's your marker. You know, we could always find markers either of activities of daily living or they could be something out there. That's that's that. That's a goal. You know, Never don't half marathon, and I want to do that. So those were really the markers that I use haven't gotten into a lot of the other things. My environment, you >> know? I mean, I would love to have ah, >> whole performance center and a research lab and all that stuff and then, you know, maybe someday that with what I have and what I work with, it's it's more about just what the person wants to do and what is something fun for them to do to keep them active and healthy and from, and that really becomes the marker. And if it's not enough, you know, somebody had a e r physician committee as well. You know, I walk, you know, twenty or thirty minutes and then I walked, you know, at work all day. And I'm like Did It's not enough. And I sent him some articles that looking at physiological adaptation to walking and he's like, Yeah, you're right, it's not enough that I'm like, you know, we're a minimalist. Were like Okay, well, this is the vitamin C you need in order to be healthy, not the recommendations are so you don't get scurvy. A lot is a big difference between, you know, fending off disease versus optimal health. I'm out for optimal health, So let's stress the system to the point where we're not injuring ourselves. But we are pushing ourselves because I think there's such a huge physiological and but also psychological benefit to that. >> Yeah, this that's a great way to put it riff. Ending off disease, right? We're not. Our health care system is not very proactive. You have to have something go wrong for your insurance to take care of it. It's very backwards. That's unfortunate. Then we would like to be like. It's a place where let's not look at micro nutrients and you what were putting in her body as a means to what he says you avoided and scurry. Well, let's look at it from way to actually function and function relative to our own capacity in our own goals. Um, with that, are you doing blood work? I'm assuming of some sort. Maybe. >> Yeah, we do. Labs. Teo, look, att. A variety of different things. We don't currently do Hormonal therapy. We've got some partners in town that do that. We decided we wanted to stay in our lane and, you know, really kind of stick to what we do. And so we refer out any hormonal deficiencies. Whether you need some testosterone growth hormone is from other things. Estrogen, progesterone, whatever s. So we're not doing that currently, and we don't see ourselves doing that because we have some great partners that you a much better job than we would ever do. So I'm also a big believer in stay in your lane, refer out, make friends do whatever is best for the patient of the client. Um, because there's that pays way more dividends them than trying to dio everything you know all announce. Unless you have it already in the house that has a specialty. Yeah. No, that >> makes sense to find a way to facilitate and where you can excel. Um >> and I >> know you got a lot of the time crunch here. We have the wrap it up here for people listening. Where can we find more out about yourself? Where can we listen to you? What social media's are you on and one of those handles >> So instagram I'm under just my name Ed. Look, terra e d l e c a r a Facebook. Same thing. Just Ed. Look era Twitter and la Cara. Everything's just under Everclear. Really? Every Tuesday I do would be a far I call it BF our Tuesday I do kind of a lunch and learn fifteen twenty minutes on either a research article or protocol. If I got a question that was asked of me, I'll answer it on DH. That's an ongoing webinar. Every Tuesday I teach live be If our course is pretty much all over the world, you can go to my website at like keira dot com or d m e on any of the social media handles, and I'LL be happy to respond. Or you could just call my client body Launch Park City's dot com and give me a call >> and you're doing educational stuff that's on the B Afar Tuesday and your webinars well are those sign up websites for those, And if so, is it under your website and look era dot com? >> Uh, that's a great point. I really should have it home there. It's if you go on my social media you you'LL see it was all announced that I'm doing No, you know, whatever topic is I try to be on organized on it. I will put a link on my website. My website's getting redone right now, and so I put a link on there for be If our Tuesday under I have >> a whole >> be fr. It's called B F, our master class. It's my online BF our course on underneath there I'LL put a link. Tio might be a far Tuesdays >> gadget. Is there anything you wanna selfishly promote? Cause guys, that is an amazing resource. Everything he's talking about it it's pretty much goal anyway, You can hear more about where you work out any projects, anything that you'd be wanting others to get into or listen to that you're working on that you see, working on the future or anything you just want to share. >> I'm always looking at, you know, teaching you no more courses like love teaching. I love, you know, doing live courses. Esso I currently teach to be if our course I teach the instrument assist. Of course. Programming. I teach a, uh, a cupping movement assessment and Fossen course. So any of those things you can see on my website where I'm gonna be next? We're doing some cool research on recovery with a pretty well known pretty, well known uh, brand which I hope we'll be able to announce at some point. It looks like the afar Mike increased oxygenation in muscle tissue even with the cuffs on. So it looks like it looks like from preliminary studies that the body adapts to the hypoxic environment and my increased oxygenation while the cuffs are on. I'll know more about that soon, but that's pretty exciting. I'Ll release that when I when I can you know? Other than that if I can help anybody else or help a friend that's in Dallas that wants to see me while I'm here. I practiced from seven. AM almost till seven. P. M. Every night on. I'm also happy to consult either Via Skype. Er, >> um, by phone. >> Gosh. And you smart tools use a dotcom. Correct for the CFR cuffs. >> Yeah, you can either. Go toe. Yeah, you can go to my side of you connect with me. If you want to get it, I can get you. Uh, we could probably do a promotional discount. And if you want to get some cups but smart tools plus dot com is is the mother ship where we're at a Cleveland our We're promoting both our live courses and are and our material in our cups. >> I can vouch them firsthand. They're awesome. You guys do Amazing work and information you guys put out is really killer. I mean, the amount of stuff I've been able to learn from you guys and what you've been doing has helped me a ton. It's really, really awesome to see you guys promoting the education that way. And thank you for coming on. I really appreciate it. It was a blast talking Teo again. Guys, go follow him on Instagram. He's got some amazing stuff anyway. You can read about him, learn about him and what he's doing. Please do so and thank you. >> Thank you so much. I really appreciate it a lot of spreading the word and talking to like minded individuals and making friends. You know that I have kind of this ongoing theme of, you know, it's all about, You know, there's two things that we can control in our life. It's really what we put in our mouths and how much we move and people like you that air getting the word out. This information is really important that we've got to take control of our health. We're the only ones responsible. So let's do it. And then if there's other people that can help you reach out to them and and get the help you need. >> Well, that's great. All right, guys. Thank you for listening. Really Appreciate it. And thank you once again

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect twenty nineteen. Brought to you by five nine. >> Hello from Orlando, Florida At least Martin was soon met a man, and the Cube was here for day. Teo of Enterprise Connect twenty nineteen. We're excited to welcome to the Cube for the first time. John Hernandez, the CEO of Intelligent John. It's great to have you on the program >> for having me, >> So give our viewers a little bit of an overview. I love the name sell agent as a market average. Fantastic. I get the contacts. Tell us a little bit about intelligent. You guys have been around for a long time. What is it that you do and your relation to enterprise communication? >> Absolutely so at the heart of it. The company started as a CR M company, and then in two thousand five, when sales force was just dominated, the C R M space, the company decided to pivot to marketing. And so the data has been the core of the platform since the beginning of the company that allows us to have so much intelligence of not only what we're marketing to the individuals, because at the end of the day. It's a marketing cloud. Application is we also have all the transactions, every hotel that's been booked, every grocery that's been purchased in the database. So we have so much insight on that consumer weaken, then serve up important ai ai capabilities like, What's the right offer? What's the right time? What's the right day and what's the right channel? My daughters on Instagram. I'ma text guy. You're an email guy that makes it all come to a life of trying to drive products and services to consumers. >> Yeah, I love that. Because you're right. It's a different people. You need to communicate different ways. You know, we've been talking at this show with contact center people. It's like Omni Channel well, voices still super important in the contact center. You know, you have any general trends you can share without, says Oh, you know what's the best way that you know what's working? What, totally failing a za >> middle aged contact center guy myself. I've been in call centre since ninety five and development of um so no, the space. Really well, So some people have been asking, what's a marketing cloud company doing it. Enterprise connect right? The reality is marketing, sales and service are starting to converge in all companies, right? The marketing department can't be in a silo anymore of driving offers to consumers without the inside sales people or the service people knowing what's going on. So we're here working with folks like Five Nines Joint customers success where we're driving campaigns and offers to consumers. And when they come to the Web sage or they call the call center or they send an email to the company. Five nines is catching that that that stuff coming in. But now we give them context. I'LL give an example. Bill dot com is a joint customer of five nines and ourselves. Five nines Does the call center we do. So they do the service and sales departments. We do the marketing, so we're pushing out offers that air personalized ifit's a contractor. They get a different few. If it's a consumer doing a bathroom remodel, they get a different view. And so it's all personalized him Now when they come to build dot com, five nines catches it and guess what? We can apply a eye on top of it to help the humans because we look at it and say, Hey, is it a contractor looking at a bathtub? That's probably a bathroom remodel. Let's get that to our highest and sales person. Like if it's a consumer looking for a faucet replacement, just satisfy that on e commerce, right? So break beautiful handshake between five nines and us, >> and that relevance is absolutely essential, as we are all consumers every day, so easy to buy things from wherever we are, right. But we also want to make sure that what we're getting because retargeting is so popular, were getting ads all the time, and it has to be relevant. So one of the things about relevance that kind of piqued my interest that you said, is a is a scene that stew and I heard yesterday, and that is that the contact center and marketing are often not communicating, and you think of how is the contact center? How did they have the content to be able to deliver it to your daughter on instagram you through text to through phone what you're seeing from a trends perspective about marketing and really as an enabler of the contact Center >> Yeah, yeah, you know, sales and service has always been closely connected, but marketing's always been off on the side, And why we're seeing a growing trend is this whole convergence of consumer experience. All CX experience, right? Everybody's talking about it, but the reality is tough to do. And so what we see happening is the CMO, or the marketing department is typically leading the charge on the strategy. But it's the sales service and departments that are buying the tech, so making sure those things are coming together to drive that relevancy is so important. Other example between us here is a is a company called Cool Blue Cool Blue is an online electronics reseller to consumers, and they saw a massive problem with returns. So we looked at the data with him, said, You know, the source of the prompt seems to be that consumer doesn't know to what to do with that product. You just sold them. So we put into an email campaign in a text campaign, an embedded video that allows them to just when that product arrives to the home they get an email with. That video dropped thirty percent on reduction of of returns Massive r a y for that customer. Well, now you got a call center agents sitting idle, right, waiting to take calls. But they're not coming now for returns. So I guess what they did. We worked again with the call center guys on the inside sales team. Put a campaign on the web site identifying things that you would be interested in and created up sells the biggest one. That was a success. Mobile plans. So we have the ability to say, Put in your phone number and your name, and we guarantee we'LL call you in thirty seconds. Put it into their outbound dialer and five nines. Boom. They called twenty eight percent conversion of >> mobile plans. Yeah, love that. When you talk about, you know, how do we reduce the load on the workload? But they know. What do I do with the work force? Do I have to retrain them? Do I have to move them? One of the big themes that the show here is like OK, aye, aye is coming, you know. Okay, Cloud is here, but a I is coming. Doesn't mean that we're getting rid of people, but it might change some of those environment. Believe there's some aye aye in your platform. Tell us a little bit about how that fits into. >> Absolutely, It's called cell agent Cortex, and it does four things extremely well. So instead of going wide and broad like a Watson type thing where you have a lot of serves, its tune it it is purpose built out of the box to do for keep things. What's the right offer to present what's the right time, day and channel of choice so that you're getting that relevance in there Now when the customer calls the calls that are sends an email or our calls the sales department, making sure that that offer comes up on the agent desktop so they know. Hey, this is what John was just offered, and that's what he's calling about. Don't talk about anything else. Close the deal right? That's the beauty of it. And to the consumer, it's relevant in the timing that matters that's so critical. >> Time is real time communications is key, and we expect that as consumers are more and more and more in power, we have everything and we're demanding, but I want to be able to transact this or find out information on whatever channel that I want, and I want the conversation to be continued. I don't want to have to start over from scratch, >> Isn't that the worst >> is you and I were talking yesterday about one of my recent calls, and it was like ground hog day. Um, and the first thing I think I'm gonna go to Twitter and escalate or miniature. So I want to get your opinion. And I love when you talk about customers with actual business outcomes and metrics that you guys, and especially with your partnership with five nine are delivering. Talk to us about the importance of bringing in customers in terms of development of technology, the A and the partnership with five. Where are those customers at your decision making table? >> Absolutely. So we get the wisdom of the crowds right when we're trying to know where the market's going, what's what's the next digital channel that we haven't even thought of yet? Right? And it comes from the marketers and inside sales, VPs and the service folks. And so we have a board of advisers of clients. We also have partners like five nines. We have marketing agencies, and all of that wisdom comes in to help us in our road map. So we have a backlog of things we want to do. They help us prior ties to make sure we're staying on top of the market trends. And the CX topic of the integration here is one of those things that emerged from our customer. So John, one of >> things we've been poking at is I want to learn from the crowd, but I'm worried about that. I don't want my competitors getting advantage based on, you know, I did something a little better. How do you manage that dynamic of you know? There's privacy. There's competitive advantages >> in most cases, usually rings true all the time. First of all, they're everybody's under India, but you know, that's only as good as the signature on it in some cases. But you make sure and have different organizations that are in different verticals, so there isn't really a lot of commonality, so you get differences of opinion, which is a good thing. But then you're not getting a telecom provider telling a retail shop that's not going to have a summer thanks so that you don't get that overlap. But typically the customers we see are very open and forthcoming because they want to advance their platform to be reflective of their customer base. >> And they have to to stay competitive. Italy One of the themes that came up today a little bit in the keynote panel was talking about internal adoption of tools that's obviously essential for a company to be able to be successful in tow. Have a stellar contact center. What are some of the as you have been around with cell agent for a long time? Teligent has for a long time. What are some of the trends that you're seeing in terms of customers embracing? We have to move quickly. Way have tio figure out what digital transformation means to us, because we've got to make sure that our internal teams who are gonna have the data to make the right decision on the offer's understand and embrace this technology. >> Yes, totally. And so you think about the call center right inside. Sensors, voices, the foundation technology, and it's never going away. I don't care what anybody says, but it doesn't mean you can ignore the email in the chat and all the other things. Same in the marketing world, Email has been the foundation of marketing for a long time, but the digital channels are exploding. And again, my daughters on Instagram, she she's not reading email, so you've got to be relevant in that moment. So internally, we have a diverse workforce that come from the call centre world from the Martek world, different generations. So that way we have the different wisdom of how to use our own tools. Our own platform communicates with all our partners and our customers to make sure we're keeping them up to date with newsletters and >> information. Judge on one of things have been really interesting to watch the maturation last few years is the changing role the CMO, yeah, and especially how digital is impacting them. So I've talked to some C M O's that are like Well, you know, I'm choosing which APS all my field using and how they're involved. The role between the CMO and the CEO goes through back and forth there. You know, a couple of years ago, one of the big analyst from like all the CEOs out of a job, you know, lines of business. They're going to run everything. Well, I think CEOs, they're still gonna have a job for a while, but I'd love to get your viewpoint on CMO digital engagement with tea. And it >> s so what we're seeing more and more of a trend now is the C. M. O. And the marketing department is kind of starting the CX strategy, right? They look at the whole customer life cycle and how we're going to take that on. But they're quickly realizing they can't pull it off without sales service and it. And in most cases, the buy is actually coming from it for the tech stack, the business consulting going to the market tears. And you've got to create that ecosystem of making sure that everybody has relevance in the by decision and all of their objectives, or being met against their key metrics. >> Yeah, Thie. Other thing. Just the role of data. I mean, we've been to Chief Data's officer events, you know? How does how does this play in kind of broader data initiatives inside a customer's >> dolly? It is all about relevance at the time and moment of need, right? You only have that one moment, and what we see is consumers. But your consumer had on. If you have a great experience with your bank and then you go to you, go to your insurance company, have a battle. You're expecting that same experience. Otherwise you're going to defect and go somewhere else. That happens everywhere all the time. So the date is critical to understand how things were going. So we have an integration where in the call center, we can get the NPS score. The Net promoter score. So was it an angry customer where they upset? Did they not like it and return something that's a low score? Takes them out of the marketing campaigns. The worst thing you could do is try and sell him something when they're angry. In the past, you had to hunt for that data to try and manually pull him out. Now it's a fully automated the aye aye, on top of that, and the integration with it's so simple you can pull him out, and when the MPs score goes back up, put him back in. But don't sell him something. Sentiment Knowledge article engaged with them before you try Start selling them again, right? >> Because Turness so easy to do as you mentioned where we have so many choices for whatever. But of course, don't market to me if I'm not happy about this in the NPS score is low. So imagine Net negative Turn and P s. You talked about some of the key metrics that talk about changing role of this GMO marketing is now such a science. Talk to us about how intelligent and five men can help really dramatically reduce that turn and really drive out the dialogue customer lifetime value. >> It all comes down to the data at our disposal and using it in the appropriate time. Right? So, for instance, if we're marketing something to them like a grocery chain marketing people, delivery services, things like that all the things in the grocery store, if they call the call center instead of doing e commerce to try and buy, they need to know what this customer normally buys. So in the databases, every transaction they've ever made in that grocery store put it up on the screen for the agents of the agent can help him through that, or if they had a wrong delivery to the wrong address. Give them the right address at their disposal, don't have them search for things, bring it to their forefront of making sure it happens. And even more important, is a real time engagement. So keeping on that read that retail grocery store as you're walking through the aisles there. It's very easy to see where you're in. The girls start through mobile triangulation through sensors in the store and make real time offers high margin product. Sell that product to that consumer. Send them a coupon in a text or in mountain mobile app. Push. Those types of things are very simple tools that between their technology, five nines and us, we create that CX experience, which is phenomenal. >> Awesome, John. Well, phenomenal job joining Stuart be on the Cube. We thank you so much for your time and talking to us about intelligent in what you're doing this five minute how you're really enabling that phenomenal cx >> Beautiful. I love it. Thanks for the invite >> or Suman a man. I'm Lisa Martin. You're watching the cue

>> Hello everyone. Welcome to this CUBE conversation. I'm John Furrier host like you here in our Palo Alto studio here in Palo Alto. Here with Dominic Wilde, known as Dom, CEO of SnapRoute, a hot new startup. A great venture. Backers don. Welcome to skip conversation. So love having to start ups. And so talk about Snape route the company because you're doing something interesting that we've been covering your pretty aggressively the convergence between Dev Ops and Networking. We've known you for many, many years. You were a former Hewlett Packard than you woodpecker enterprise running the networking group over there. You know, networking. And you're an operator. Snap rows. Interesting, because, um, great names back behind it. Big venture backers. Lightspeed Norwest, among others. Yes. Take a minute. Explain what? A SnapRoute. >> So SnapRoute was founded to really address one of the big, big problems we see in infrastructure, which is that, you know, essentially the network gets in the way of the deployment the rapid and angel deployment of applications. And so in the modern environment that we're in, you know, the business environment, highly competitive environment of disruption, continuous disruption going on in our industry, every company out there is constantly looking over their shoulder is, you know, making sure that they're moving fast enough there innovating fast enough that they don't want to be disrupted. They don't want to be overrun by, you know, a new upstart. And in order to do that, you know the application is is actually the work product that you really want to deploy, that you you want to roll out, and you want to be able to do that on a continuous basis. You want to be really agile about how you do it. And, quite frankly, when it comes to infrastructure, networking has been fifteen years behind the rest of the infrastructure and enabling that it's, ah, it's a big roadblock. It's obviously, you know, some of the innovations and developments and networking of lag behind other areas on what we snap Brown set out to do was to say, You know, look, if we're if we're going to bring networking forward and we're going to try and solve some of these problems, how do we do that? In a way, architecturally, that will enable networking to become not just a part of Ah, you know a cloud native infrastructure but actually enable those those organizations to drive forward. And so what we did was we took all of our sort of devops principles and Dev ups tools, and we built a network operating system from the ground up using devops principles, devops architectures and devops tools. And so what we're delivering is a cloud native network operating system that is built entirely on containers and is delivered is a micro services architecture on the big...one of the big value propositions that we deliver is what we call see a CD for networking, which is your continuous integration. Continuous deployment is obviously, you know, Big devops principal there. But doing that for networking, allowing a network to be constantly up enabling network Teo adapt to immutable infrastructure principles. You know we're just replacing pieces that need to be replaced. Different pieces of the operating system can be replaced If there's a security vulnerability, for instance, or if there's ah, bugger and you feature needed so you know we can innovate quicker. We can enable the network to be more reliable, allow it to be more agile, more responsive to the needs of the organization on all of this, fundamentally means that your Operation shins model now becomes ah, lot more unified. A lot more simple. You. Now, we now enable the net ox teams to become a sort of more native part of the conversation with devils. Reduce the tension there, eliminate any conflicts and everything. And we do that through this. You know, this innovative offices. >> Classically, the infrastructure is code ethos. >> Yeah, exactly right. I mean, it's you know, a lot of people have been talking about infrastructure is code for a long, long time. But what we really do, I mean, if if you deploy our network operating system you employ onto the bare metal switching, then you really enable Dev ops to hang have, you know, I take control and to drive the network in the way they want using their native tool chains. So, you know, Cuba Netease, for instance, ears. You know that the big growing dev ops orchestration to all of the moment. In fact, we think it's more than of the moment. You know, I've never seen in the industry that sort of, you know, this kind of momentum behind on open source initiative like there is behind Cuba. Netease. And we've taken communities and baked it natively into the operating system. Such that now our network operating system that runs on a physical switch can be a native part off that communities and develops tool >> Dom, I want to get to the marketplace, dynamics. Kind of what's different. Why now? But I think what's interesting about SnapRoute you're the chief of is that it's a venture back with big names? Yeah. Lightspeed, Norwest, among others. It's a signal of a wave that we've been covering people are interested in. How do you make developers deploy faster, more agility at scale, on premises and in clouds. But I want you to before we get there, want to talk about the origin story of company? Yeah. Why does it exist? How did it come to bear you mentioned? Operation is a big part of cloud to cloud is about operating model so much a company. Yes. This is the big trend. That's the big way. But how did it all get started? What's the SnapRoute story? >> Yeah, it's an interesting story. Our founders were actually operators at at Apple back in the day, and they were responsible for building out some of Apple's biggest. You know, data centers for their sort of customer facing services, like, you know, like loud iTunes, all those good things and you know they would. They were tasked with, sort of, you know, sort of modernizing the operational model with with those data centers and, you know, and then they, like many other operators, do you know, had a sense of community and worked with their peers. You know, another big organizations, even you know, other hyper scale organizations and wanted to learn from what they did on DH. What they recognised was that, you know, cos like, you know, Google and Facebook and Microsoft is urine things. They had done some incredible things and some incredible innovations around infrastructure and particularly in networking, that enabled them to Dr Thie infrastructure from A from a Devil ops perspective and make it more native. But those words that if you know, fairly tailored for there, if you know, for their organizations and so what they saw was the opportunity to say, Well, you know, there's there's many other organizations who are delivering, you know, infrastructure is a service or SAS, or you know, who are just very large enterprises who are acting as these new cloud service providers. And they would have a need to, you know, to also have, you know, tools and capabilities, particularly in the network, to enable the network to be more responsive, more to the devil apps like. And so, you know, they they they founded SnapRoute on that principle that, you know, here's the problem that we know we can solve. It's been solved, you know, some degree, but it's an architectural problem, and it's not about taking, You know, all of the, you know, the last twenty five years of networking knowledge and just incrementally doing a sort of, you know, dot upgrade and, you know, trying to sort of say, Hey, we're just add on some AP eyes and things. You really needed to start from the ground up and rethink this entirely from an architectural perspective and design the network operating system as on with Dev ups, tools and principles. So they started the company, you know, been around just very late two thousand fifteen early two thousand sixteen. >> And how much money have you read >> The last around. We are Siri's, eh? We took in twenty five million. >> And who were the venture? >> It was Lightspeed Ventures on DH Norwest. And we also had some strategic investment from Microsoft Ventures and from teams >> from great name blue chips. What was their interest? What was their thesis? Well, and you mentioned the problem. What was the core problem that you're solving that they were attracted to? Why would that why was the thirst with such big name VCs? >> Yeah, I mean, I think it was, you know, a zip said, I think it's the the opportunity to change the operational more. And I think one of the big things that was very different about our company is and, you know, we like to say, you know, we're building for effort. Operators, by operators, you know, I've found is, as I said, well, more operators from Apple, they have lived and breathed what it is to be woken up at three. A. M. On Christmas Eve toe. You know, some outage and have to, you know, try and figure that out and fight your way through a legacy kind of network and figure out what's going on. So you know, so they empathize with what that means and having that DNA and our company is incredibly meaningful in terms of how we build that you know the product on how we engage with customers. We're not just a bunch of vendors who you know we're coming from, you know, previous spender backgrounds. Although I do, you know, I bring to the table the ability to, you know, to deliver a package and you know, So there's just a cloud scale its clouds, Gail. It's it's but it's It's enabling a bridge if you like. If you look at what the hyper scales have done, what they're achieving and the operational models they have, where a if you like a bridge to enable that capability for a much broader set of operators and C. S. P s and as a service companies and dry forward a an aggressive Angela innovation agenda for companies, >> businesses. You know, we always discussing the Cuban. Everyone who watches the Kiev knows I'm always ranting about how cloud providers make their market share numbers, and lot of people include sass, right? I think everyone will be in the SAS business, so I kind of look at the SAS numbers on, say, it's really infrastructures service platform to service Amazon, Google, Microsoft and then, you know, Ali Baba in China. Others. Then you got IBM or one of it's kind of in the big kind of cluster there top. That is a whole nother set of business requirements that sass driven this cloud based. Yeah, this seems to be a really growing market. Is that what you're targeting? And the question is, how do you relate Visa? Visa Cooper? Netease trend? Because communities and these abstraction layers, you're starting to hear things like service mesh, policy based state Full application states up. Is that you trying to that trend explain. >> We're very complimentary, Teo. Those trends, we're, you know, we're not looking to replace any of that, really. And and my big philosophy is, if you're not simplifying something, then you're not really adding back here, you know, what you're doing is complicating matters or adding another layer on top. So so yeah, I mean, we are of value to those companies who are looking at hybrid approaches or have some on prime asset. Our operating system will land on a physical, bare metal switch So you know what? What we do is when you look at it, you know, service most is your message measures and all the other, You know, technologies you talked about with very, very complimentary to those approaches because we're delivering the on underlying network infrastructure on network fabric. Whatever you'd like to call it, that can be managed natively with class native tools, squeezing the alliteration there. But but, you know, it means that you don't need toe add overlays. We don't need to sort of say, Hey, look, the network is this static, archaic thing that's really fragile. And And I mean, if we touch it, it's going to break. So let's just leave it alone and let's let's put some kind of overlay over the top of it on do you know, run over the top? What we're saying is you can collapse that down. Now what you can say, what you can do is you can say, Well, let's make the network dynamic responsive. Let's build a network operating system out of micro services so you can replace parts of it. You can, you know, fix bugs. You can fix security vulnerabilities and you can do all that on the fly without having to schedule outage windows, which is, you know, for a cloud native company or a sass or infrastructure service company. I mean, that's your business. You can't take outage windows. Your business depends on being available all the time. And so we were really changing that fundamentals of a principle of networking and saying, You know, networking is now dynamic, you know, in a very, very native way, but it also integrates very closely with Dev ops. Operational model >> is a lot of innovation that network. We're seeing that clearly around the industry. No doubt everyone sees late and see that comes into multi Cloud was saying that the trend moving the data to the compute coyote again that's a network issue network is now an innovation opportunity. So I gotta ask you, where do you guys see that happening? And I want to ask you specifically talking about the cloud architects out in the marketplace in these enterprises who were trying to figure out about the architecture of clowns. So they know on premises there, moving that into a cloud operations. We see Amazon, they see Google and Microsoft has clouds that might want to engage with have cloud native presence in a hybrid and multi cloud fashion for those cloud architects. What are the things that you like to see them doing? More of that relates to your value problems. In other words, if they're using containers or they're using micro services, is this good or bad? What? What you should enterprise to be working on that ties into your value proposition. >> So I think about this the other way around, actually, if I can kind of turn that turn that question. But on his head, I think what you know, enterprises, you know, organization C, S. P s. I think what they should be doing is focusing on their business and what their business needs. They shouldn't be looking at their infrastructure architecture and saying, you know, okay, how can we, you know, build all these pieces? And then you know what can the business and do on top of that infrastructure? You wanna look at it the other way around? I need to deploy applications rapidly. I need to innovate those applications. I need to, you know, upgrade, change whatever you need to do with those applications. And I need an infrastructure that can be responsive. I need an infrastructure that can be hybrid. I need infrastructure that can be, you know, orchestrated in the hybrid manner on DH. Therefore, I want to go and look for the building blocks out there of those those architectural and infrastructure building blocks out there that can service that application in the most appropriate way to enable the velocity of my business and the innovation from my business. Because at the end of the day, I mean, you know, when we talk to customers, the most important thing T customers, you know, is the velocity of their business. It is keeping ahead in the highly competitive environment and staying so far ahead that you're not going to be disrupted. And, you know, if any element of your infrastructure is holding you back and even you know, you know the most mild way it's a problem. It's something you should address. And we now have the capability to do that for, you know, for many, many years. In fact, you know, I would claim up to today without snap route that you know, you you do not have the ability to remove the network problem. The network is always going to be a boat anchor on your business. It introduces extra cycles. It introduces big security, of underplaying >> the problems of the network and the consequences that prior to snap her out that you guys saw. >> So I take the security issue right? I mean, everybody is very concerned about security today. One of the biggest attack vectors in the security world world today is the infrastructure. It's it's it's so vulnerable. A lot of infrastructure is is built on sort of proprietary software and operating systems. You know, it's very complex. There's a lot of, you know, operations, operational, moves out and change it. So there's there's a lot of opportunity for mistakes to be made. There's a lot of opportunity for, you know, for vulnerabilities to be exposed. And so what you want to do is you want to reduce the threat surface of, you know, your your infrastructure. So one of the things that we can do it SnapRoute that was never possible before is when you look at a traditional network operating system. Andreas, A traditional. I mean, any operating system is out there, other you know, Other >> than our own. >> It's basically a monolithic Lennox blob. It is one blob of code that contains all of the features. And it could be, you know, architect in in a way that it Sze chopped up nicely. But if you're not using certain features, they're still there. And that increases the threat surface with our sat proud plant native network operating system. Because it is a micro services are key picture. If you are not using certain services or features, you can destroy and remove the containers that contain those features and reduce the threat surface of the operating system. And then beyond that, if you do become aware ofthe vulnerability or a threat that you know is somewhere in there, you can replace it in seconds on the fly without taking the infrastructure. Damn, without having to completely replace that whole blob of software causing, you know, an outage window. So that's just one example of, you know, the things we can do. But even when it comes to simple things, like, you know, adding in new services or things because we're containerized service is a ll boot together. It's no, eh? You know it doesn't. It doesn't have a one after the other. It it's all in parallel. So you know this this operating system comes up faster. It's more reliable. It eliminates the risk factors, the security, you know, the issues that you have. It provides native automation capabilities. It natively integrates with, You know, your Dev Ops tool chain. It brings networking into the cloud. Native >> really, really isn't in frustrations. Code is an operating system, so it sounds like your solution is a cloud native operating system. That's correct. That's pretty much the solution. That's it. How do customers engage with you guys? And what do you say? That cloud architect this is Don't tell me what to do. What's the playbook, right? How you guys advice? Because I see this is a new solution. Talk about the solution and your recommendation to architects as they start thinking about building that elastic in that flexible environment. >> Yeah. I mean, I think you know, Ah, big recommendation is, you know, is to embrace, you know, that all the all of the cloud native principles and most of the companies that were talking to, you know, definitely doing that and moving very quickly. But, you know, my recommendation. You know, engaging with us is you should be looking for the network to in naval, your your goals and your you know your applications rather than limiting. I mean, that's that's the big difference that, you know, the people who really see the value in what we do recognize that, you know, the network should be Andi is an asset. It should be enabling new innovation, new capabilities in the business rather than looking at the network as necessary evil where we you know, where we have to get over its limitations or it's holding us back. And so, you know, for any organization that is, you know, is looking at deploying, you know, new switching infrastructure in any way, shape or form. I think, you know, you should be looking at Well, how am I going to integrate this into a dev ops? You know, world, how may going to integrate this into a cloud native world. So as my business moves forward, I'm actually servicing the application in enabling a faster time to service for the application for the business. At the end of the day, that's that's everybody's going, >> you know, we've been seeing in reporting this consistently, and it's even more mainstream now that cloud computing has opened up the aperture of the value and the economics and also the technical innovation around application developers coding faster having the kind of resource is. But it also created a CZ creating a renaissance and networking. So the value of networking and application development that collision is coming together very quickly. So the intersection you guys play. So I'm sure this will resonate well with customers Will as they try to figure out the role the network because against security number one analytics all the things that go into what Sadiq they care about share data, shared coat all this is kind of coming together. So if someone hears this story, they'll go, OK, love this snap around store. I gotta I gotta dig in. How do they engage you? What do you guys sell to them? What's the pitch? Give the quick plug for the company real >> quick. Engaging with us is, you know, is a simple issue. No, come to www snapper out dot com. And you know, you know contacts are up there. You know, we were currently obviously we're a small company. We sell direct, more engaged with, you know, our first customers and deploying our product, you know, right now, and it's going very, very well, and, you know, it's a PSE faras. You know how you know what and when to engage us. I would say you can engage us at any stage and and value whether or not your architect ing a whole new network deploying a new data center. Obviously. Which is, you know, it is an ideal is built from the ground up, but we add value to the >> data center preexisting data saying that wants >> the modernizing data centers. I mean, very want >> to modernize my data center, my candidate. >> So one of the biggest challenges in an existing data center in when one of the biggest areas of tension is at the top of rack switch the top of racks, which is where you connect in your you know, your your application assets, your servers are connected. You're connecting into the into the, you know, first leap into the network. One of the challenges there is. You know, Dev ops engineers, They want Teo, you know, deploy containers. They want to deploy virtual machines they wantto and stuff move stuff, change stuff and they need network engineers to help them to do that. For a network engineer, the least interesting part of the infrastructure is the top Arax. Which it is a constant barrage day in, day, out of request. Hey, can I have a villain? Can have an i p address. Can we move this? And it's not interesting. It just chews up time we alleviate that tension. What we enable you to do is network engineer can you know, deploy the network, get it up and running, and then control what needs to be controlled natively from their box from debits tool chains and allow the devil ups engineers to take control as infrastructure. So the >> Taelon is taking the stress out of the top of racks. Wedge, take the drama out of this. >> Take that arm around the network. Right. >> So okay, you have the soul from a customer. What am I buying? What do you guys offering? Is that a professional services package? Is it software? Is it a sad solution? Itself is the product. >> It is software, you know. We are. We're selling a network operating system. It lands on, you know, bare metal. He liked white box switching. Ah, nde. We offer that as both perpetual licenses or as a subscription. We also office, um, you know, the value and services around that as well. You know, Andre, right now that is, you know, that is our approach to market. You know, we may expand that, you know, two other services in the future, but that is what we're selling right now. It is a network operating >> system down. Thanks for coming and sharing this story of SnapRoute. Final question for you is you've been in this century. While we've had many conversations we'd love to talk about gear, speeds and feeds. I'll see softwares eating. The world was seeing that we're seeing cloud create massive amounts. Opportunity. You're in a big wave, right? What is this wave look like for the next couple of years? How do you see this? Playing out as Cloud continues to go global and you start to Seymour networking becoming much more innovative. Part of the equation with Mohr developers coming onboard. Faster, more scale. How do you see? It's all playing out in the industry. >> Yeah. So I think the next sort of, you know, big wave of things is really around the operational. But I mean, we've we've we've concentrated for many years in the networking industry on speeds and feeds. And then it was, you know, it's all about protocols and you know how protocol stacks of building stuff. That's all noise. It's really about How do you engage with the network? How do you how do you operate your network to service your business? Quite frankly, you know, you should not even know the network is there. If we're doing a really good job of network, you shouldn't even know about it. And that's where we need to get to is an industry. And you know that's that's my belief is where, where we can take >> it. Low latent. See programmable networks. Great stuff. SnapRoute Dominic. While no one is dominant industry friend of the Cube also keep alumni CEO of Snapper Out. Hot new start up with some big backers. Interesting signal. Programmable networks software Cloud Global all kind of big Party innovation equation. Here in Silicon Valley, I'm showing for with cube conversations. Thanks for watching

>> live from the Congress Centre in London, England. It's the queue at M I t. And the digital economy. The second machine Age Brought to you by headlines sponsor M I T. >> Everybody, welcome to London. This is Dave along with student men. And this is the cube. The cube goes out, we go to the events. We extract the signal from the noise. We're very pleased to be in London, the scene of the first machine age. But we're here to talk about the second Machine age. Andrew McAfee and Erik Brynjolfsson. Gentlemen, first of all, congratulations on this fantastic book. It's been getting great acclaim. So it's a wonderful book if you haven't read it. Ah, Andrew, Maybe you could hold it up for our audience here, the second machine age >> and Dave to start off thanks to you for being able to pronounce both of our names correctly, that's just about unprecedented. In the history of this, >> I can probably even spell them. Whoa, Don't. So, anyway, welcome. We appreciate you guys coming on and appreciate the opportunity to talk about the book. So if you want to start with you, so why London? I mean, I talked about the first machine age. Why are we back here? One of the >> things we learned when we were writing the book is how big deal technological progress is on the way you learn that is by going back and looking at a lot of history and trying to understand what bet the curve of human history. If we look at how advanced our civilizations are, if we look at how many people there are in the world, if we look at GDP per capita around the world, amazingly enough, we have that data going back hundreds, sometimes thousands of years. And no matter what data you're looking at, you get the same story, which is that nothing happened until the Industrial Revolution. So for us, the start of the first machine machine age for us, it's a real thrill to come to London to come to the UK, which was the birthplace of the Industrial Revolution. The first machine age to talk about the second. >> So, Eric, I wonder if you could have with two sort of main vectors that you take away from the book won is that you know, machines have always replaced humans and maybe doing so at a different rate of these days. But the other is the potential of continued innovation, even though many people say Moore's law is dead. You guys have come up with sort of premises to how innovation will continue to double. So boil it down for the lay person. What should we think about? Well, sure. >> I mean, let me just elaborate on what you just said. Technology's always been destroying jobs, but it's also always been creating jobs, you know, A couple centuries ago, ninety percent of Americans worked in agriculture on farms in nineteen hundred is down to about forty one percent. Now is less than two percent. All those people didn't simply become unemployed. Instead, new industries were invented by Henry Ford, Steve Jobs, Bill Gates. Lots of other people and people got rather unemployed, became redeployed. One of the concerns is is, Are we doing that fast enough? This time around, we see a lot of bounty being created by technology. Global poverty rates are falling. Record wealth in the United States record GDP per person. But not everyone's participating in that. Not even when sharing the past ten fifteen years, we've actually to our surprise seem median income fall that's income of the person the fiftieth percentile, even though the overall pie is getting bigger. And one of the reasons that we created the initiative on the digital economy was to try to crack that, not understand what exactly is going on? How is technology behaving differently this time around in earlier eras and part that has to do with some of the unique characteristics of eventual goods? >> Well, your point in the book is that normally median income tracks productivity, and it's it's not this time around. Should we be concerned about that? >> I think we should be concerned about it. That's different than trying to stop for halt course of technology. That's absolutely not something you >> should >> be more concerned about. That way, Neto let >> technology move ahead. We need to let the innovation happen, and if we are concerned about some of the side effects or some of the consequences of that fine, let's deal with those. You bring up what I think is the one of most important side effects to have our eye on, which is exactly as you say when we look back for a long time, the average worker was taking home more pay, a higher standard of living decade after decade as their productivity improved. To the point that we started to think about that as an economic law, your compensation is your marginal productivity fantastic what we've noticed over the past couple of decades, and I don't think it's a coincidence that we've noticed this, as the computer age has accelerated, is that there's been a decoupling. The productivity continues to go up, but the wage that average income has stagnated. Dealing with that is one of our big challenges. >> So what you tell your students become a superstar? I mean, not everybody could become a superstar. Well, our students cats, you know, maybe the thing you know they're all aspired to write. >> A lot of people focus on the way that technology has helped superstars reach global audiences. You know, I had one student. He wrote an app, and about two or three weeks, he tells me, and within a few months he had reached a million people with that app. That's something that probably would have been impossible a couple of decades ago. But he was able to do that because he built it on top of the Facebook platform, which is on top of the Internet and a lot of other innovations that came before. So in some ways it's never been easier to become a superstar and to reach literally not just millions, but even billions of people. But that's not the only successful path in the second machine age. There's also other categories where machines just aren't very good. Yet one of the ones that comes to mind is interpersonal skills, whether that's coaching or underst picking up on other cues from people nurturing people carrying for people. And there are a whole set of professions around those categories as well. You don't have to have some superstar programmer to be successful in those categories, and there are millions of jobs that are needed in those categories for to take care of other P people. So I think there's gonna be a lot of ways to be successful in the second machine age, >> so I think >> that's really important because one take away that I don't like from people who've looked at our work is that only the amazing entrepreneurs or the people with one forty plus IQ's are going to be successful in the second machine age. That's it's just not correct. As Eric says, the ability to negotiate the ability Teo be empathetic to somebody, the ability to care for somebody machines they're lousy of thes. They remain really important things to do. They remain economically valuable things >> love concern that they won't remain louse. If I'm a you know, student listening, you said in your book, Self driving cars, You know, decade ago, even five years ago so it can happen. So how do we predict with computers Will and won't be good at We >> basically don't. Our track record in doing that is actually fairly lousy. The mantra that I've learned is that objects in the future are closer than they appear on the stuff that seem like complete SciFi. You're never goingto happen keeps on happening now. That said, I am still going to be blown away the first time I see a computer written novel that that that works, that that I find compelling, that that seems like a very human skill. But we are starting to see technologies that are good at recognizing human emotions that can compose music that can do art paintings that I find pretty compelling. So never say never is another. >> I mean right, right. If if I look some of the examples lately, you know, basic news computers could do that really well. IBM, you know, the lots of machine can make recipes that we would have never thought of. Very things would be creative. And Ian, the technology space, you know, you know, a decade ago computer science is where you tell everybody to go into today is data scientists still like a hot opportunity for people to go in And the technology space? Where, where is there some good opportunity? >> Or whether or not that's what the job title on the business card is that going to be hot being a numerous person being ableto work with large amounts of data input, particular being able to work with huge amounts of data in a digital environment in a computer that skills not going anywhere >> you could think of jobs in three categories is ready to technology. They're ones that air substitutes racing against machine. They're ones that air compliments that are using technology under ones that just aren't really affected yet by technology. The first category you definitely want to stay away from. You know, a lot of routine information processing work. Those were things machines could do well, >> prepare yourself as a job. Is that for a job as a payroll clerk? There's a really bad wait. >> See that those jobs were disappearing, both in terms of the numbers of employment and the wages that they get. The second category jobs. That compliment data scientist is a great example of that or somebody who's AP Writer or YouTube. Those are things that technology makes your skills more and more valuable. And there's this huge middle category. We talked earlier about interpersonal skills, a lot of physical task. Still, where machines just really can't touch them too much. Those are also categories that so far hell >> no, I didnt know it like middle >> school football, Coach is a job. It's going to be around a human job. It's going to be around for a long time to come because I have not seen the piece of technology that can inspire a group of twelve or thirteen year olds to go out there and play together as a team. Now Erik has actually been a middle school football coach, and he actually used a lot of technology to help him get good at that job, to the point where you are pretty successful. Middle school football coach >> way want a lot of teams games, and part of it was way could learn from technology. We were able to break down films in ways that people never could've previously at the middle school level. His technology's made a lot of things much cheaper. Now then we're available. >> So it was learning to be competitive versus learning how to teach kids to play football. Is that right? Or was a bit? Well, actually, >> one of the most important things and being a coach is that interpersonal connection is one thing I liked the most about it, and that's something I think no robot could do. What I think it be a long, long time. If ever that inspiring halftime speech could be given by a robot >> on getting Eric Gipper bring the Olsen Well, the to me, the more, most interesting examples I didn't realise this until I read your book, is that the best chess player in the world is not a computer, it's a computer and a human. That's what those to me. It seemed to be the greatest opportunities for innovative way. Call a >> racing with machines, and we want to emphasize that that's what people should be focusing. I think there's been a lot of attention on how machines can replace humans. But the bigger opportunities how humans and machines could work together to do things they could never have been done before in games like chess. We see that possibility. But even more, interestingly, is when they're making new discoveries in neuroscience or new kinds of business models like Uber and others, where we are seeing value creation in ways that was just not possible >> previously, and that chess example is going to spill over into the rest of the economy very, very quickly. I think about medicine and medical diagnosis. I believe that work needs to be a huge amount, more digital automated than it is today. I want Dr Watson as my primary care physician, but I do think that the real opportunities we're going to be to combine digital diagnosis, digital pattern recognition with the union skills and abilities of the human doctor. Let's bring those two skill sets together >> well, the Staton your book is. It would take a physician one hundred sixty hours a week to stay on top of reading, to stay on top of all the new That's publication. That's the >> estimate. And but there's no amount of time that watching could learn how to do that empathy that requires to communicate that and learn from a patient so that humans and machines have complementary skills. The machines are strong in some categories of humans and others, and that's why a team of humans and computers could be so >> That's the killer. Since >> the book came out, we found another great example related to automation and medicine in science. There's a really clever experiment that the IBM Watson team did with team out of Baylor. They fed the technology a couple hundred thousand papers related to one area of gene expression and proteins. And they said, Why don't you predict what the next molecules all we should look at to get this tart to get this desired response out on the computer said Okay, we think these nine are the next ones that are going to be good candidates. What they did that was so clever they only gave the computer papers that had been published through two thousand three. So then we have twelve years to see if those hypotheses turned out to be correct. Computer was batting about seven hundred, so people say, didn't that technology could never be creative. I think coming up with a a good scientific hypothesis is an example of creative work. Let's make that work a lot more digital as well. >> So, you know, I got a question from the crowd here. Thie First Industrial Revolution really helped build up a lot of the cities. The question is, with the speed and reach of the Internet and everything, is this really going to help distribute the population? Maur. What? The digital economy? I don't I don't think so. I don't think we want to come to cities, not just because it's the only waited to communicate with somebody we actually want to be >> face to face with them. We want to hang out with urbanization is a really, really powerful trend. Even as our technologies have gotten more powerful. I don't think that's going to revert, but I do think that if you if you want to get away from the city, at least for a period of time and go contemplate and be out in the world. You can now do that and not >> lose touch. You know, the social undistributed workforce isn't gonna drive that away. It's It's a real phenomenon, but it's not going to >> mean that cities were going >> to be popular. Well, the cities have two unique abilities. One is the entertainment. If you'd like to socialize with people in a face to face way most of the time, although people do it online as well, the other is that there's still a lot of types of communication that are best done in person. And, in fact, real estate value suggests that being able to be close toe other experts in your field. Whether it's in Silicon Valley, Hollywood, Wall Street is still a valuable asset. Eric and I >> travel a ton not always together. We could get a lot of our work done via email on via digital tools. When it comes time to actually get together and think about the next article or the next book, we need to be in the same room with the white bored doing it. Old school >> want to come back to the roots of innovation. Moore's law is Gordon Mohr put forth fiftieth anniversary next week, and it's it's It's coming to an end in terms of that actually has ended in terms of the way it's doubling every eighteen months, but looks like we still have some runway. But you know, experts can predict and you guys made it a point you book People always underestimate, you know, human's ability to do the things that people think they can't do. But the rial innovation is coming from this notion of combinatorial technologies. That's where we're going to see that continued exponential growth. What gives you confidence that that >> curve will continue? If you look at innovation as the work, not of coming up with some brand new Eureka, but as putting together existing building blocks in a new and powerful way, Then you should get really optimistic because the number of building blocks out there in the world is only going up with iPhones and sensors and banned weapon and all these different new tools and the ability to tap into more brains around the world to allow more people to try to do that recombination. That ability is only increasing as well. I'm massively optimistic about innovation, >> yet that's a fundamental break from the common attitude. We hear that we're using up all the low hanging fruit, that innovation. There's some fixed stock of it, and first we get the easy innovations, and then it gets harder and harder to innovate. We fundamentally disagree with that. You, in fact, every innovation we create creates more and more building blocks for additional innovations. And if you look historically, most of the breakthroughs have been achieved by combining previously existing innovations. So that makes me optimistic that we'LL have more and more of those building blocks going >> forward. People say that we've we've wrung all of the benefit out of the internal combustion engine, for example, and it's all just rounding error. For here. Know a completely autonomous car is not rounding error. That's the new thing that's going to change. Our lives is going to change our cities is going to change our supply chains, and it's making a new, entirely new use case out of that internal combustion. >> So you used the example of ways in the book, Really, you know, their software, obviously was involved, but it really was sensors and it was social media. And we're mobile phones and networks, just these combinations of technologies for innovation, >> none of which was an invention of the Ways team, none of which was original. Theyjust put those elements together in a really powerful way. >> So that's I mean, the value of ways isn't over. So we're just scratching the surface, and we could talk about sort of what you guys expect. Going forward. I know it's hard to predict well, another >> really important thing about wages in addition to the wake and combined and recombined existing components. It's available for free on my phone, and GPS would've cost hundreds of dollars a few years ago, and it wouldn't have been nearly as good at ways. And in a decade before that, it would have been infinitely expensive. You couldn't get it at any price, and this is a really important phenomenon. The digital economy that is underappreciated is that so much of what we get is now available at zero cost. Our GDP measures are all the goods and services they're bought and sold. If they have zero price, they show up is a zero in GDP. >> Wikipedia, right? Wikipedia, but that just wait here overvalue ways. Yeah, it doesn't. That >> doesn't mean zero value. It's still quite valuable to us. And more and more. I think our metrics are not capturing the real essence of the digital economy. One of the things we're doing at the Initiative initiative, the addition on the usual economy is to understand better what the right metrics will be for seeing this kind of growth. >> And I want to talk about that in the context of what you just said. The competitiveness. So if I get a piece of fruit disappears Smythe Digital economy, it's different. I wonder if you could explain that, >> and one of the ways it's different will use waze is an example here again, is network effects become really, really powerful? So ways gets more valuable to me? The more other ways er's there are out there in the world, they provide more traffic information that let me know where the potholes and the construction are. So network effects lead to really kind of different competitive dynamics. They tend to lead toward more winner, take all situations. They tend to lead toward things that look more not like monopolies, and that tends to freak some people out. I'm a little more home about that because one of the things we also know from observing the high tech industries is that today's near monopolist is yesterday's also ran. We just see that over and over because complacency and inertia are so deadly, there's always some some disruptor coming up, even in the high tech industries to make the incumbents nervous. >> Right? Open source. >> We'LL open source And that's a perfect example of how some of the characteristics of goods in the digital economy are fundamentally different from earlier eras and microeconomics. We talk about rival and excludable goods, and that's what you need for a competitive equilibrium. Digital goods, our non rival and non excludable. You go back to your micro economics textbook for more detail in that, but in essence, what it means is that these goods could be freely coffee at almost zero cost. Each copy is a perfect replica of the original that could be transmitted anywhere on the planet almost instantaneously, and that leads to a very different kind of economics that what we had for the previous few hundred years, >> or you don't work to quantify that. Does that sort of Yeah, wave wanted >> Find the effect on the economy more broadly. But there's also a very profound effects on business and the kind of business models that work. You know, you mentioned open source as an example. There are platform economics, Marshall Banal Stein. One of the experts in the field, is speaking here today about that. Maybe we get a chance to talk about it later. You can sometimes make a lot of money by giving stuff away for free and gaining from complimentary goods. These are things that >> way started. Yeah, Well, there you go. Well, that would be working for you could only do that for a little >> while. You'll like you're a drug dealer. You could do that for a little while. And then you get people addicted many. You start charging them a lot. There's a really different business model in the second machine age, which is just give stuff away for free. You can make enough off other ancillary streams like advertising to have a large, very, very successful business. >> Okay, I wonder if we could sort of, uh, two things I want first I want to talk about the constraints. What is the constraints to taking advantage of that? That innovation curve in the next day? >> Well, that's a great question, and less and less of the constraint is technological. More and more of the constraint is our ability as individuals to cope with change and said There's a race between technology and education, and an even more profound constraint is the ability of our organisations in our culture to adapt. We really see that it's a bottleneck. And at the MIT Sloan School, we're very much focused on trying to relieve those constraints. We've got some brilliant technologists that are inventing the future on the technology side, but we've got to keep up with our business. Models are economic systems, and that's not happening fast enough. >> So let's think about where the technology's aren't in. The constraints aren't and are. As Eric says, access to technology is vanishing as a constraint. Access to capital is vanishing as a constraint, at least a demonstrator to start showing that you've got a good idea because of the cloud. Because of Moore's law and a small team or alone innovator can demonstrate the power of their idea and then ramp it up. So those air really vanishing constraints are mindset, constraints, our institutional constraints. And unfortunately, increasingly, I believe regulatory constraints. Our colleague Larry Lessing has a great way to phrase the choice, he says, With our policies, with our regulations, we can protect the future from the past, or we could protect the past from the future. That choice is really, really write. The future is a better place. Let's protect that from the incumbents in the inertia. >> So that leads us to sort of some of the proposals that you guys made in terms of how we can approach this. Good news is, capitalism is not something that you're you're you're you're very much in favor of, you know, attacking no poulet bureau, I think, was your comments on DH some of the other things? Actually, I found pretty practical, although not not likely, but practical things, right? Yes, but but still, you know, feasible certainly, certainly, certainly intellectually. But what have you seen in terms of the reaction to your proposals? And do you have any once that the public policy will begin to shape in a way that wages >> conference that the conversation is shifting. So just from the publication date now we've noticed there's a lot more willingness to engage with these ideas with the ideas that tech progress is racing ahead but leaving some people behind in more people behind in an economic sense over time. So we've talked to politicians. We've talked to policy makers. We've talked to faint thanks. That conversation is progressing. And if we want to change our our government, you want to change our policies. I think it has to start with changing the conversation. It's a bottom out phenomenon >> and is exactly right. And that's really one of the key things that we learned, you know well, we talked to our political science friends. They remind us that in American other democracies, leaders are really followers on. They follow public opinion and the people are the leaders. So we're not going to be able to get changes in our policies until we change the old broad conversation. We get people recognizing the issues they're underway here, and I wouldn't be too quick to dismiss some of these bigger changes we describe as possible the book. I mean, historically, there've been some huge changes the cost of the mass public education was a pretty radical idea when it was introduced. The concept of Social Security were recently the concept of marriage. Equality with something I think people wouldn't have imagined maybe a decade or two ago so you could have some big changes in the political conversation. It starts with what the people want, and ultimately the leaders will follow. >> It's easy to get dismayed about the logjam in Washington, and I get dismayed once in a while. But I think back a decade ago, if somebody had told me that gay marriage and legal marijuana would be pretty widespread in America, I would have laughed in their face. And, you know, I'm straight and I don't smoke dope. I think these were both fantastic developments, and they came because the conversation shifted. Not not because we had a gay pot smoker in the white. >> Gentlemen, Listen, thank you very much. First of all, for running this great book, well, even I got one last question. So I understand you guys were working on your topic for you next, but can you give us a little bit of, uh, some thoughts as to what you're thinking. What do we do? We tip the hand. Well, sure, I think that >> it's no no mystery that we teach in a business school. And we spent a lot of time interacting with business leaders. And as we've mentioned in the discussion here, there have been some huge changes in the kind of business models that are successful in the second machine age. We want to elaborate on those describe nuts what were seeing when we talk to business leaders but also with the economic theory says about what will and what? What won't work. >> So second machine age was our attempt it like a big idea book. Let's write the Business guide to the Second Machine Age. >> Excellent. First of all, the book is a big idea. A lot of big ideas in the book, with excellent examples and some prescription, I think, for moving forward. So thank you for writing that book. And congratulations on its success. Really appreciate you guys coming in the Cube. Good luck today and we look forward to talking to in the future. Thanks for having been a real pleasure. Keep right. Everybody will be right back. We're live from London. This is M I t E. This is the cube right back