>> Announcer: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE coming to you from our Palo Alto studios for a CUBE Conversation. We're talking about the Citrix Workspace Summit. It happened earlier today. And we've got one of the experts in the field, CUBE alumni and always a really fun guest to have on. Let's give a welcome to Tamara McCleary. She's coming to us from Colorado. She's the CEO of Thulium but you know her from social media and seeing her at all the conferences and speaking. And Tamara, it's great to see you again >> Jeff, it's so good to be here. Hey, next best thing to being in person, right? >> Absolutely. I mean, there is some good stuff. Neither of us had to get on an airplane today and we were able just to connect via the magic of the internet, which I think people forget how magic it truly is. So I looked up, we last spoke, it was mid-April. We were about a month into this thing after the kind of shutdown. And really the topic there was about this light switch moment on the work from home front. Now we're seven months into this, eight months into this, and clearly it's not going away anytime soon. And even when it does, it's not going to go back exactly to the way it was. So first off, how are you doing? 'Cause I know you spend a lot of time at conferences and traveling all over the world, so your life's been changed quite a bit. And then two, just your kind of perspective as we've moved from the light switch moment to the, that this is the new normal and will be the new normal going forward. Maybe not exactly how it is today, but we're not going back to the way that it was before. >> You couldn't be more spot on, Jeff. In fact, when you said April, to me, it almost feels like not seven months. It feels much longer ago. And since the last time I got on an airplane was the end of February, and that was a huge disruption to me in my life. I had always been in three, four cities a week, every week, and haven't traveled on an airplane since February. So the world is different, and it has shifted, and there's no going back. We can't step in the river twice and hit that same spot. I totally messed up that quote, but that's me. You're used to that already. >> Jeff: Exactly. >> But some things don't change. But I think when we look at work, and what we were talking about back in April is that now we're looking at the potential for kind of a hybrid approach, whether we're talking about work or even kids, some kids going back to school, there's a hybrid approach. And with that comes its own set of complexities that we have to consider. So not only has the culture shifted into a place where you have your workforce who has gotten used to working remotely, and there's a lot of things with working remotely that we didn't have when office was the centrical focus for the workplace. So there's a lot of flexibility when you work from home. And I think one of the interesting things with the Citrix Workspace Summit was when CEO David Henshall talked about how it's the people, right? So it's our workforce, our employees who are our most valuable, but also our most costly assets. So we have to make sure that the employee experience is one that is pleasing and helps us to have not only talent acquisition, but also talent retention in a really dynamic, competitive atmosphere. And I'm sure I just posed this question so we could go a million different places with this. Where do you want to go with it, Jeff? >> Well, I was going to say, and of course we can go forever, and we don't have forever, so at some point we'll have to stop talking at the end of this interview. But I just love having you on. And what I want to drill in is as we've talked about the new way to work for a very, very long time. This is not a new topic. And we've had remote work tools and we've had VPNs and we've had mobile phones now since 2007, but we didn't have this forcing function, and I think that's what's really different here is that now it wasn't a choice anymore. There was no more planning and talking about it and maybe or maybe not. Work from home was kind of a first-class citizen in terms of priority. COVID changed all that dramatically overnight. And it's driven home this other kind of concept which we talk a lot about generically in terms of the customer experience as they interact with our applications, which is the way that now they actually interact with the company. And we've talked a little bit about new way to work, but now it's really driven to the forefront, because as you said, there's a lot of benefits from working from home. You could eat dinner with your family, maybe can pick up a few more of the kids' activities, whether it's a sports game in the middle of the afternoon or something in the evening, but there's also a lot of stress. There's a lot of kind of this always on and this constant notifications, whether it's coming from email or text or Slack or Teams or Asana or whatever. So refocusing on the employee experience and elevating that up into a much more important thing, as you said, for both wellness and employee satisfaction, but also retention and getting new employees. It's really changed the priority of that whole set of, kind of point of view around the employee experience that wasn't there kind of pre-COVID. >> Absolutely. And I think you just tapped onto something that I think affects all of us who are juggling these multifaceted lives, and that is the constant interruption and distraction, and that costs money. And I think about that as the CEO of our organization is that how many of these distractions could be avoided to create efficiency and productivity. It also creates happiness for the individual. I don't think anybody likes to be constantly distracted, but when you have a bunch of different applications and you don't have them in one accessible place and you're constantly having to flip between these applications, it can cause a lot of friction and frustration. And I think genuinely that was my very first introduction to Citrix was the ability to really streamline and have everything in one place on a beautiful dashboard that was personalized to the individual. Not everybody in the organization needs to have all the applications, right? Some of your employees only need a few, and it just depends on who they are and what they're doing within the organization. And so I think decreasing that friction, making it easier for people, and certainly ensuring not only a frictionless experience at home but also ensuring security is huge. I mean, how many times have we talked about cybersecurity is not a bolt on afterwards. It has to be all the way up through the stack. And certainly we did have an increased threat landscape with work from home situations because there were all these security breaches and issues and vulnerabilities. So I know we're not talking security today, but I'm wild about it. But I think that all of these things, what I like about what Citrix is doing, and I enjoy the Summit, is the fact that they're blending everything into a single solution so that it just gets done. Work gets done from wherever you are, whether you're at home, you're in office, or in your car, work gets done. >> And not only work but I thought the theme that's interesting that came out in David's keynote is our best work. It's good work and high-value work. And there's really kind of two aspects of that. One, as you just said, is please help me with the distractions and use machine learning and artificial intelligence and this unified platform to decide whether I should or should not be distracted. Also help me prioritize what I should be working on kind of right now, which, again, a great opportunity for AI and ML to elevate that which is most important to the top of my inbox. But even more in one of the keynotes was integrating the concept of wellness, and not just wellness in the HR manual at the back after vision and dental and getting your health checks, but wellness even where the application suggests that you take a two-hour window in this particular period of time to be thoughtful and do some deep thinking. And someone mentioned the people we talk about in automation and getting rid of drudgery and errors and all the bad stuff that comes from doing crappy work, not only is it not fun, but super error prone. This is a really different to use technology to help the employee, as you said, not only just get work done, but get good work done, get high-value work done, prioritize good stuff, and not just deal with the incessant henpecking that is the notification world that it's really easy to fall into if you don't turn some of that stuff off or at least tone them down a little bit. >> That's so true. I don't know if you saw this, but there a study by Stanford of, I think it was 16,000 workers, and over a nine-month period, they did this study, and it was a study looking at work from home and whether productivity was increased. And every, 'cause at first you remember what it was, Jeff. I mean, in the old regime, we would thought, oh dear, we don't want a remote workforce because everybody's going to be hanging out in their pajamas and screwing around and not doing work. And that's not true. What ends up happening is that this study showed that productivity increased by 13%. And, I mean, that's huge, right? So there was a huge bump in performance. And in this particular study, the variables that they cited was perhaps that they had a quieter workspace. I mean, you're not getting barraged by all the endless meetings, unless you have endless Zoom meetings, but that's a whole nother conversation. But you're having more time to focus and flexibility on when you work, which also increases focus. But I thought what you mentioned, the wellness piece was important, because then if you look at other studies, there was a Forbes article that cited that the average worker starts at 8:32 a.m. or something like that and works until 5:38 p.m. And I think the days of the week that were the most productive were Tuesday, Wednesdays, and Thursdays. But this was interesting, I thought. Telephone calls were up by 230%, so the calls that employees were making, and CRM activity was up by 176% and email up by 57% and chats up by 9%. So what we're seeing is that people are trying to find creative ways to remain connected and communicate, but in different ways. And I think that's where the wellness piece comes in and kind of what you were saying with that. I think it's a microapp that Citrix has on their Workspace, their workspace dashboard that pops up a reminder and says, hey, you think you should take a break or get up from your desk. But I think that what's nice about that is it's easy to get sucked into your computer all day. I'm guilty. I will definitely say I can start off pretty darn early in the morning or usually around by five and go till late at night. But, and it's all in front of the computer screen. So maybe I need that Citrix workspace solution to tap me on the shoulder and tell me to go take a meditation break. >> At least one of those watches that'll tell you to get up and twist around. Well, let's shift gears a little bit. They had Satya Nadella on, and Satya is a phenomenal executive, been super successful turning that big, very large boat, Microsoft, into really a cloud company and a SaaS company, and nothing but great success. Always happy to hear him. He had some interesting comments I want to run by you. One of them he said is we were dogmatic about work before, but don't replace what we were with just a new dogma. And what he really highlighted, A, obviously without the technology platform and cloud and all these tools that we have in place, this couldn't have happened. But more importantly, he said it really highlights the need for flexibility and resiliency, and to really, again, kind of elevate those as the first class citizens as to what you should be optimizing for. And really the highlight within this sudden shift with COVID that if you've got those capabilities, you're going to be successful, and if you don't, you're in real trouble >> I'm glad you brought Satya up, because he also said something really cool that I think is true, and that is we are running right now, currently we are running a global scale experiment. Do you remember him saying that? >> Yeah. >> And it's so true. I think right now the social scientists are going wild because finally they've got their captive collection of their study, their guinea pigs. But the other thing he was saying, too, is that we're going to be harnessing all these technologies to be able to re-skill and up-skill. And how long have we been talking about this, Jeff, with the future of work, that it will be a re-skilling and up-skilling of the workforce. He even mentioned holographic technology. He didn't go into it, but just the mention of it got me thinking about how we are currently using some of those nascent technologies to be able to up-skill and re-skill our workforces and also protect a workforce that doesn't necessarily need to be on scene on the edge of it all. And then he gave an example of an engineer being able to communicate with a first-line worker without having to be actually in the physical presence. And so I think this crucible that we're in called a global pandemic, forcing our hand, really, to do all the things that we've been talking about at all these conferences that we've been to, for me, maybe the past two decades, is that it's show, don't tell. So we're not talking about it anymore. We actually have to do it. And another thing that Satya said was that nine to five is definitely not true anymore with work. It's flexibility. And it's really... He also mentioned this EEG study into meeting fatigue. >> Jeff: Yes. >> I thought it was pretty wild. An EEG study into meeting fatigue. And I bet even without reading that study, all of us who are on video conferencing systems can probably tell what the outcome of that was. But concentration wanes very quickly. In fact, I think in that study it was after 20 minutes. But, so kudos to Citrix for putting on their summits, because did you notice for once we had the enjoyment of all these just really contents, deliciously packed segments that were short. >> Jeff: Right. >> Whereas at live events, they went on way too long. I mean, even customer stories went on way too long. And I really love the staccato nature of these customer stories and partnerships and what was working, and I just thought that they did a really nice job, and it was interesting because it met perfectly with staying underneath that 20-minute window before attention wanes. >> Right, right. And they even broke it up into three conferences, right? It was Citrix Synergy before. >> Right. >> Now it's workspaces, it's cloud, and then the third one will be security. But I want to double down on another concept. We talked about it last time with you and with Amy about measuring work and about kind of old work paradigms in terms of measuring performance that were really based more on activity than output. And this concept that work is an output, not a place. And it kind of makes you think of talking about cloud and a cloud-centric way of thinking about things. It's not necessarily the delivery method. It's about adopting quick change and rapid pace and having everything available that you need anywhere you are at the same time. So it seems strange to me that it took this to drive people to figure out that they should be measuring output and not activity. And were some early applications that came out when this all went down that are going to report back as to how often are you looking at your Zoom calls and how often are you sitting in front of your desk and all this silly stuff that just, again, misses the point. And I think this whole employee experience is, as you said, make 'em happy, make 'em feel fulfilled. They want to do meaningful work. They want to do high-value work. They just don't want to be an integration machine between the email system and the accounts receivable system and the accounts payable system. There's so much of an opportunity to get more value from the people, which, oh, by the way, makes for happier people. So do you think finally we're at a point where we can start getting away from just measuring activity unless that's your job to put a widget on a screw and really focus on output and high-value output and innovative output and deep thinking output versus just checking another box and passing the paper down the line? >> You know, Jeff, that reminds me of what Erica Volini, I think she's global human capital practice at Deloitte. I really loved her presentation. I also like the fact that I felt like she was speaking from her home, and she mentioned she's a new mom, and so there was this warmth and connection there which also I think is something really that we don't think about being, but it is a gift since we've all had to work from home is being able to see kind of executive individuals in a regular environment, and it humanizes it all, right? She said something really interesting in her talk. She was talking about rearchitecting the future of work, and she was talking about essentially, the premise was that human beings need, crave, have to have work that's meaningful and real. And part of this whole experience piece, part of this removing the friction from the experience of the employee and providing opportunities, stimulating growth opportunities for employees to give them that sense of meaning. But also she talked about the relationships. I mean, work is a huge part of the relationships in our life. And so this meaningful relationships and connections and in her architecting the work of the future, it's harnessing technology in service to humans to do a better job. And I think the word she used was augmentation, right? So the augmentation piece would be as we think about reinventing or re-imagining or re-architecting, we look at what's going to happen when we have the human working with the machine, but the machine in service to augmenting that human being to do, potential is what she was talking about, to really reach their potential. And so it's not about being replaced by technology. It's not being replaced by artificial intelligence, with machine learning algorithms. It's actually working in tandem so that technology potentiates the human that is using the technology. And I think that was a really good way of putting it. >> Right, right. I mean, we talk, it's one of our taglines, right? To separate the signal from the noise. And the problem is with so many systems now, and I forget, you may know off the top of your head, the average number of applications that people have to interact with every day to get their job done. >> Too many. >> Too many. >> Too many. >> It's a lot. So, so there is a lot of noise, but there's also some signal. And so if you're not paying attention, you can miss the signal that might be super, super important because you're overwhelmed by the noise. And so I think it is a real interesting challenge. It's a technology challenge to apply the machine learning and artificial intelligence, to sort through the total flow, to be able to prioritize and separate the signal from the noise to make sure we're working on the stuff that we should be working on. And I think it's a growing challenge as we just seem to always be adding new applications and adding new notifications and adding new systems that we have to interact with versus taking them away. So Citrix has this approach where we're just going to bring it all in together under one place. And so whether it's your Salesforce notification or your Slack notification or Zoom meeting, whatever, to have it orchestrated as a single place so I don't have 18 tabs, 14 browsers, and two laptops running just to get my day job done. >> You're going to make me self-conscious of all the tabs I have right now. Thanks a lot, Jeff. But, it's kind of, I like hearing stories, right? I think stories communicate to me kind of these practical applications. And I think Citrix did a brilliant job in the Workspace Summit of highlighting some of these customer stories that were really inspiring during the pandemic. One of 'em was City National Bank and Ariel Carrion? This is a test of my memory. He's the CTO, right, of City National Bank. And he's talking about that they had already had a partial migration to the cloud prior to the pandemic. So obviously there was an advantage for those organizations that already had their toe in the water. So, but when the pandemic hit, then it really catalyzed that movement all the way into the cloud and essentially creating a digital bank. And what was really interesting to me is that they funded 9600 loans and taking on new clients during that time of transformation to a digital bank. And one of the coolest things that he said to me was that in a regular program, it would've taken, mind you, get this. It would've taken 14 years, 14 years to accomplish what they did in three months. >> That's a long time. >> I was blown away, right? Just to me, that speaks a lot, because what we're talking about here is their clients are small business, and who do you think was impacted most during the pandemic? Small business. So the ability to get loans was critically important to the survival of a lot of companies. And the same story they had with eBay and David Lessor was talking, he's a senior manager in the office of the CIO, I think I remember. And he was talking about how obviously eBay is a digital platform, right? But if you think about the pandemic when we were all had these shelter in place orders, lots of people were able to still make money and earn a living because they were able to do business on eBay. And both eBay and City National Bank are obviously customers of Citrix. But I just found this to be really inspiring, because for eBay pre-pandemic, it was like, I don't know. I think they said they had 11,000 connected users prior to the pandemic, and a lot of those were in physical call centers. >> Jeff: Right. >> And then post-pandemic, I think he was reaching, saying end of Q4 was going to be something like 14,000 connected users. That's huge from 11 to 14. >> Yeah. >> And again, to your point, it's kind of forcing our hand into really not only pivoting, but increasing our speed in this ever-changing dynamic environment. >> Right. >> You know, one of the other things that came up, before I let you go, that it's always nice to have frameworks. Sometimes it just helps us organize our thoughts and it's kind of a mental cheat sheet. And they talked about the four Cs, connectivity, content, collaboration, and culture. And I would have to say they're in inverse order of how I would potentially have prioritized them. But I just wanted to zero in on the culture piece, 'cause I don't think people focus enough on culture. And one of the things I think we talked about in April, and I've certainly talked about a number of times going through this thing in leadership in these crazy times is that the frequency and the type and the topics in communication within your internal world have gone up dramatically. I think we had the, we had a CMO on the other day, and she said internal comms, this is a big company, prior to COVID was important, but not that important within the list of the CMO's activity. But then once this thing hit, right, suddenly internal communications, again, in terms of frequency and the types of topics you're talking about and the forums that you talk about and the actual vehicles in which you talk about, whether it's a all hands Zoom call or it's more frequent one-on-ones with your manager, really, really increase the importance of culture, and then I think probably is going to show over time the people that have it right, getting some separation distance from the people that got it wrong. I wonder if you could just talk about, 'cause you're a big culture person and you know how important the people part of the whole thing is. >> Yeah, culture drives everything. You're right. And that was Citrix's CIO who gave those four Cs, I think, Meerah Rajavel. >> Yeah, yeah. >> She gave those four Cs. And you couldn't be, you couldn't have tapped into something that I think is the soft underbelly of the organization, which is what is the culture. And anyone who's worked in an organization with a sick culture knows that it's just, it's cancerous, right? It grows and it causes decay. And I don't care how much innovation you have. If the culture is sick, you just, you're going to lose your best people. It's hard to work in a sick culture. And so I think what we had to do is when we all started working remotely, that was a culture shift, because we were siloed off of it. We weren't actually hanging out in physical space. Some of the things that we enjoyed about meeting with other human beings physically changed. And so it really behooved organizations to take a look at how they were going to foster culture digitally, how they were going to create that sense of bonding between not only those within your departmental area, but cross over into other areas. And I think that creating that culture that says I don't have to be in the exact same physical space, but we can still connect. I mean, you and I are doing this. We're not in the same physical space. >> Jeff: Right. >> But I'm still going to feel like we met today. >> Jeff: Right. >> You can create that for your employees. And it also means that we learned that we don't have to be in that same physical space, right? And I thought that was a really interesting position when Hayden Brown, the CEO of Upwork, was talking at the summit and saying that even when we look at creating culture with employees who aren't necessarily, maybe it's a workforce from all over the world that you're using, a remote workforce. And when you're using things like employees, if you've got work to do and you can find a really good talent and you can grab them for what it is that you need, you're actually increasing your ability to be able to deliver on things versus having to worry about whether you have that person in house, but you still can create that culture where everyone is inclusive, where someone can be in Australia and someone's in San Francisco and someone's in the UK, and you still have to create a cohesive, inclusive culture. And it matters not anymore whether or not you are a full-time employee or if you're a contract worker. I think in today's space, and certainly in those future of work conversations, it's more about, to the very first thing you said at the beginning, it's more about output. How's that for tying it back up again? >> Jeff: Yeah, very good. >> And that was totally unplanned. But it is about output, and that's going to be the future of work culture. It's not going to be the title that you have, whether or not you're a full-time employee or a part-time employee or a contract worker. It's going to be who are you meeting with? Who are you having these digital interfaces with and Slacking with or using any sort of platform application that you want to use. It's remaining in touch and in communication, and no longer is it about a physical space. It's a digital space. >> Right, right. All right, well, I'm going to give you the last word. You are a super positive person, and there's reasons, and for people that haven't watched your TED Talk, they should. I think it's super impactful and it really changed the way I look at you. So of all the negatives, wrap us up with some positives that you see as we come out of COVID that going through this experience will make in our lives, both our work lives as well as our personal lives. >> Well, since you're going to allow me to go deep here, I would say one of the things that COVID has brought us is pause. It caused us to go in. And with any dark night of the soul, we have to wrestle with the things that are real for us, and the things that fall away are those that were false, false perceptions, false ideas, illusions of even thinking who we are, what we're doing. And we had to come home to ourselves. And I think one of the things that COVID gave us through uncertainty was finding a center in that uncertainty. And maybe we got to know our beloveds a bit more. Maybe we got to know our kids a bit more, even if they drive us crazy sometimes. But in the end, I think maybe we all got to know ourselves a little bit more. And for that, I think we can harness those seeds of wisdom and make better choices in the future to co-create together a future that we are all pleased to wake up in, one that is fair, one that is equal, one that is inclusive, and one that we can be proud to have contributed to. And that's what I hope we've taken from this extremely hard time. >> Well, Tamara, thanks for sharing your wisdom with us. Really appreciate it. And great to see ya. >> Good to see you, too, thank you. >> All right, she's Tamara, I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time. (bright music)

>> From theCUBE studios in Palo Alto in Boston. This is an episode in the remote works, Citrix virtual series. >> Hey, welcome back everybody. Jeff Frick here with theCUBE, we're in our Palo Alto studio here on this ongoing leadership series that we've been doing, reaching out to people in the community to get their take on what's going on with the COVID situation, what are best practices, what can we learn and specifically today, really the whole new way to work, and working from home. And we're really excited to have two guests on for this segment. The first one is Amy Hayworth. She is the Chief of Staff for HR for Citrix, joining us from Florida. Amy, great to see. >> Great to see you, Jeff. >> And also Tamara McCleary, who's been on many, many times coming to us from Denver. She is a well respected speaker, you've probably seen her doing more speaking than anything else, and also the CEO of Thulium. Tamara, great to see you. >> Thank you, I'm so excited for this conversation. >> Well, let's just jump into it. So it's so funny and doing a little homework, Amy, I came across a Professional Change Management executive conference, 2015 and you were talking about building change management as a profession and working from home was part of that and that was like five years ago and things creep along and then we have a light switch moment where there's no time to plan, there's no time to think, there's no time to implement things, it's, everyone must now stay at home. And so, outside the human tragedy, that is the COVID situation, we're not going to really speak to that here. But from a business point of view, suddenly with no warning, everyone had to work from home. From someone who's been in the profession of trying to drive change management through a process over time, what does that do for you? How do you digest that suddenly oh my goodness, we've got this light switch moment which is a forcing function that may have never come, but now we have to go? I wonder what your take is. >> I think the thing that get me most excited about this light switch moment is it is showing all of us that we are capable beyond what we ever thought we were when it comes to change. We've been called to take a leap, and for much of my experience in the organizational change management field, we spend a lot of time talking about managing resistance and the pushback about change and there's even this thing that drives me crazy, which is change is hard. I don't know why we tell ourselves that message. And I think what this is showing us is that number one, change is inevitable, it's going to happen. There is very little control that we actually have, but also we are more resilient, more adaptable. We're capable of change than many of us knew that we were. And it is calling up for me, what do we need to put in place within organizations to cultivate resilience? Because one of the things I think this is making all of us very aware is how volatile the world actually is. And it's also laid bare where we are strong individually and able to cope and where we also may need to do a little bit of practice and some very intentional resilience building. Though I think the conversation around the whole change management field is about to change and my hope is that focus turns more to resilience than it is to managing change. >> It's interesting 'cause a lot of just the chatter that's out there, is about Zoom. Do I use Zoom? Do I not use Zoom? Is it secure? All this other, people like to jump into the technology piece. But really, we had your boss on the other day, Donna Kimmel, the EVP and Chief People Officer, Citrix and she broke it down into three buckets. Culture was number one, physical space is number two and digital space was number three. And I thought it was really interesting that she really leads with empathy and human factors and I think that it's easy to forget those, but bringing up simple things that not only are you working from home, but guess what, your kids are home too and your spouse is home too. And they have meetings and they have Zoom calls, they have to do it or the other dog is still running around and all the other kinds of distractions. So the human factors are so, so important. Tamara, one of your early keynotes about your early development was in your early career working with people who are at the end of their life. And I know it helped you develop an empathy and really a prioritization that I think a lot of people are probably getting today that maybe they haven't thought about, what is truly important, what is truly meaningful. And this again, is this forcing function to say let's pump the brakes a little bit, take a step back and think about what's really important and the human factors. Again, your take on this crazy situation. >> I think you're absolutely right Jeff, and the fact that really what this has done, to Amy's point, yes we are very capable of change, but we're mostly so resistant and unwilling to change. And it's not because we don't want to, it's because we fear what will happen if we do change. And sometimes it's like the devil you know is better than the devil you don't. And right now what has been forced upon us is to really think about critical issues. So when you're faced with a lack of toilet paper and uncertainty about your survival rate, you start to think about things in terms of say Maslow's hierarchy of needs. You're looking at that base level, that safety piece. And when people go to safety, they have really left that area of self actualization in what do I want to be, what do I want to do? And it's more about, oh no, what have I done? Do I like my life? I'm stuck here at home, wherever you're sheltering in place and am I really enjoying my life? Am I experiencing my life? And what we really have experienced through being forced to get on to video conferencing, how many of you out there are doing video conferencing like a billion times a day? We're being forced to really see each other as human beings. And that means whether you're the CEO or you're the EVP of global blah, blah, it doesn't matter. What matters is your dog is still barking, your child is still running around and needs something from you in that moment when you happen to be on a call. Because as we all know, with kids, when you say, I can't be bothered for the next 30 minutes, what do you think is going to happen? That's exactly the time when they need more grapes. So I think that what it does is it levels the playing field and it shows us all how human we are. It shows us our strengths as Amy pointed out, and it also shows us our communal frailty. >> So let's get into some of the specifics about what people are feeling. Citrix just commissioned this report put on by one pole, pretty timely, comes out in April, 2020, about working from home. And I think there was really some interesting stuff, still connectivity and bandwidth, still the biggest challenge that people have. Can I even get online, was the number one problem. And when they do, their wifi is slow and there's single sign on. All these things that we've been talking about for years and years and years. I mean, why, why Amy, have we still not gotten it done? It's fascinating to me that in 2020, we still have internet connectivity issues and people don't know how to turn on their microphone on their Zoom call, we're so far behind. >> Yeah, Jeff, I think what we're seeing is number one, it takes practice, then the need to be familiar with all these tools. I also have talked to many parents who first day of homeschool, my son tells me I can't call it homeschool 'cause it's different, it's virtual school, he says it's very different. But that first day, especially families with multiple children trying to get onto a Zoom call with their class, Heron is trying to work, possibly two parents in the house are connected. Our home WiFi networks just haven't taken this kind of load before, but very quickly I think we needed to realize as an organization that this is not work from home, this is working at home during the global pandemic and it is very different. So you mentioned that need to lead with empathy and to really understand what's going on, and I think that's so true and just that the humanness of what we've experienced, that one full research really talked about a few epic moments of mishap, whether it's taking a call from the garage, I have a colleague who would take from the car on the street, still sheltering in place, but the only quiet place to go to take a call. We have a legend in our Singapore office. There's a salesperson who made record numbers working from his garage for a month. So there are all sorts of heroics taking place to balance than in the midst of that when technology isn't acting as we would hope it would under normal circumstances, having to adjust quickly, whether that means staggering schedules, working through accommodations, teachers, however it needs to happen but I think the reality and the acceptance, going back to that humanness and empathy is that we all have to shift our mindset about what work means and even are at work. We've built up a lot of these polishished buttoned up personas and when we are able to actually let some of that down, I think what we're starting to see is connection on a much deeper level amongst teams and among colleagues. >> I'm just looking at the survey at how few people think that this is going to roll over into a little bit more of a permanent form. Only 37% think my organization in general will be more relaxed about remote working. I think staff will be allowed to work from home more regularly, 36%. We had Marten Mickos on and he ran MySQL before it got bought by Sun many moons ago. He talked that he had a distributed team from day one and he laughed. He said, "It's so much easier to fake it at the office, "to look busy versus when you're remote." As you just said Amy, you're only judged by your deliverables. And I thought it was so funny in your blog posts from earlier this year that when managers start managing by outcome and deliverable rather than assuming as good work's getting done because someone showed up at the office, I mean this is ridiculous that people are still judging things based on activity, not outcome. And we're even seeing now all these new tools that people are introducing in the marketplace. I can tell you how often your people are on Zoom and how many hours on the VPN. What are we measuring? We should be measuring outcomes and the piece that comes up over and over is trust. And if I can't trust you to deliver outcomes, I probably have a bigger problem than managing your day to day. Tamara, you see this all the time in terms of the trust and how important this is to relationships. >> I do and in fact our workforce at Thulium has always been a remote workforce. And for the way that I've built our organization is treat everybody like an adult and get your work done. And we do base everything upon productivity versus FaceTime. And I think that the reason some of these larger organizations have had this concept of show up having that FaceTime means that whoever gets there the earliest and leaves the latest somehow has been a better employee, it's not true. It is about productivity. And I think those wise organizations that look at how much they can save with the costs of like AC heat, the building cost, having a brick and mortar for everyone to come into it is very costly. And it's an old paradigm that a lot of middle managers have, which is this control piece. And that if the people are there in the office, they've got more control. And actually what we find is you don't need that control, especially when you look at the younger generational cohort coming up, how they have a totally different view of work. And we've talked a lot about the future of work and the gig economy, and what this COVID pandemic has done for us is to show us that actually work does get done at home. And in fact in some respects, more work gets done at home because it's harder to stop working when your work is happening right there at home. And so it does blur the lines and the boundaries between the work life than the home life. And so I think you get a lot more out of your employees when they work from home. >> It's funny, when Donna was on, she brought up a really interesting topic. She said, "Every time somebody pushes back on that, "can't be done from home." This job, this person, this type of task can't be done from home. The question should always be like, why? It almost sounds like when you move the whole cloud conversation that we've been tracking, went from, when should I move stuff to cloud, to why shouldn't you move to cloud? And it's not, does it work on a mobile, it should be mobile first. And now this conversation is moving this to, why can't somebody do it from home, as opposed to it has to be done from the office? So I think even just the relative flip of the context of setting up the question seems to be changing. That's why it surprised me that so few people think that it's going to go back. It clearly, especially as this goes on for a while, new behaviors become habits and they become normalized and hopefully, the senior management pays attention to the outcome and again, not this activity which is really not, that's not what you want people to do, you want them to actually get stuff done. >> Jeff and Amy, the other thing I was going to say is, Amy, when you look at the report that Citrix has put out, how many people are even going to be able to go back to work when kids aren't going back to school? And then we have summer, piggybacking onto that, so now you've got parents who have kids at home, what is that outlook? To me, it's not just this simple, okay, it's over, let's get back to work guys, because the rest of our life has completely shifted as well. >> That was actually my conversation today, is starting to really think about holistically when it comes to policies, programs, what are we putting in place for the summer? And not only that, but even some of our employees who have been alone through this, I think at the beginning, there was a very large shift on those who had children or elder care to think about. And at some point, at least in this half of the world, about last week, we really started to hear, worried about this person who's been alone by themselves in their apartment sheltering for over a month. So I think if they start to look at the variety of experiences people are having, really being sensitive to different personas in the organization, different needs, different emotions that are happening and we even start to think about, what does that mean to come back to work? And I know countries and organizations are being very cognizant about doing that. safely, in a very gradual  way of thinking about it, but it starts to get very, very complex very quickly and also from just let's do this well because there's a whole new set. Jeff, you bring up all new set of questions of employees asking, I wasn't allowed to work from home prior, I would like to do that more often now, new conversations with managers about, well, how are we going to measure results? There's a lot of work to be done between now and then, whatever what then is, to really ensure that we help everyone be successful. And I think the conversation we're having, it's likely not going to be one or the other. The new normal is not the old normal and we're not sure what it is but most likely, there's going to be some sort of hybrid working arrangement. Right now, the playing field is leveled and that in and itself is a very different work from home experience. What happens when it's hybrid again and there are some who are remote, some who are in the office, how do we make sure that it's equitable and all the voices have equal opportunity to chime in? Because when people are in the office and their colleague or two is remote, it's not a level of conversation in an organization. So whether that's establishing norms or really just starting to create behaviors where if one person's remote, then everybody's remote no matter if you're in the office or not, you dial in via go to meeting or whatever collaboration tool you're , so all sorts of things to think about, but I guess that is our ecosystem of work is going to change for sure. >> It was so funny in your blog posts, you talked a little bit about that as well. And one of the little paragraphs was, who gets to do it? It's like this binary decision, you can either work from home or you can't. And there's this whole second order impacts that we see on infrastructure, there's nobody in the trains or there's nobody on the freeways. You think, wow, we actually have a lot of freeways if everyone is not on them at the same time. So, begs a lot of questions are why is everybody driving to work at 8:30 in the morning to work on their laptop? Now clearly if you're in construction or service trades and you've got a truck and you got to go do something on site, they have to be there. But I think hopefully what this will do is help people as you're discussing, look at those who can. And even if it's one day a week, two days a week, one day a week, every couple of weeks. The impact on infrastructure, the impact on traffic, the environment, mental health, Amy, you talked about mental health, sitting in a car for an hour each way, every day certainly is not helping anybody feel better about themselves or get more work done. So I think there are so many benefits if you just look at it in the right context, focused on who can, not who can't and the how and the why and the enabler. But it's really interesting, we've talked a lot about the physical space and the cultural space. Imagine if this happened in 2006, before the iPhone came out, the smartphone. Think of the crazy amount of tools that we do have. I mean right now, we're talking and we spread out all over the country. So we're actually in a really fortunate space in terms of the digital infrastructure that we have in place to enable these things. And I know Citrix, you guys have been in the lead of supporting this forever, now even have a whole set up of resources, what's it called, the Citrix Remote Work Hub for people to get resource to figure out everything from the mental health to the WiFi connectivity, to all these other little things as Tamara said, how do you manage the kids and the dog and your significant other that also has Zoom meetings that they have to attend? So it's so many resources that people need to use and not feel uncomfortable that they're alone and could use a little bit of an assist. >> Absolutely well said. When this quickly became a forced experiment to work remote, Citrix has 30 years of history helping enable successful remote work in a secure way and the first thing that we wanted to do was be of service. So pulling together these resources has been a big project and we're so glad to be able to provide this tool set and we truly do hope that it makes this transition stronger, better, it will continue to grow and to evolve even as our own experiences evolve, new challenges arise, but we definitely want to keep it fresh and keep meeting the need that's out there, both internal for Citrix as much as in as long as we've been doing, we don't have it all figured out, we are learning too, this is unchartered territory for everyone, but also to take what we are learning and put it out there in a very transparent way. >> Right, I want to-- >> You know, I was-- >> Go ahead, Tamara. >> Sorry, but there was just something so crazy, Jeff, about the study that Citrix put out. And Amy, I wanted to bring this up to you because you said they're coworkers like, well, so-and-so lives alone, I wonder if they're okay or if they're lonely. But in the study, barely a quarter of the individuals reported any loneliness. I find that to be pretty shocking. >> It is shocking and I think it really speaks to how quickly those happy hours, the Zoom Happy Hours or the gatherings and some of the creativity that started to pop up, but yeah, you made a great point, Tamara, that was surprising and I'm curious if that will continue to be the case. (murmurs) >> But I guess maybe some of us when we got home, we were like, wow, this isn't so bad after all. And then can you imagine? So Jeff, if only 28% of people experienced any loneliness, imagine when you can have peace and quiet in your home again and still work. I think that this really is a lot more delicious than a lot of us anticipated it would be. And, what a grand social science experiment this has been! It's phenomenal. >> The fact that everyone is experiencing it at the same time globally just blows my mind. I was here for the earthquake, I was in Portland for Mount Saint Helens, I've been through a few little things here and there, but those are still regional, there's still a safe space, there's still people that don't have that story. Everyone, six or 7 billion people will have a where were you in March, 2020 story, which is fascinating. And then as you said, it's not only the work from home, there's no time to plan and no time to put infrastructure and, oh by the way, the kids are home too, and school is also from home. So in terms of an accelerant, it's just gasoline on the fire. But I want to jump in a little bit about one of the things you talked about Amy and you'll take camera 'cause you're doing it in your own company, and is in terms of establishing norms. I think people are maybe not thinking about the fact that they either need to establish new norms or they need to be very clear on the communication of what the norms are so that everybody is as you said Amy, feels comfortable in this new space because we have norms at work and now we have to have these new norms and there's all kinds of funny stuff going on in terms of we talked about dogs and kids, that this and that dressed, you're not dressed, you put makeup on, it's funny in the survey, do you take a shower? Only 30 some odd people take a shower every day, which I thought was kind of-- unexpected >> What about the shoe comment? Did you believe that, Jeff, where people actually would wear their shoes to their death? Well, I'll tell you, they didn't ask the women because the women would not be wearing high heels at home if they didn't have. >> They didn't specify which shoes, Tamara, they just said shoes. So maybe the more comfortable flats were the ones that were coming out. But I'm just curious on establishing social norms. Tamara, I'll let you go first, how did you establish them? Was it hard to do? Did they self self-generate and as a leader, do you have to police it or is it self policing? How's that working? And then Amy, from your point in terms of formal communication in a much bigger organization and being part of the HR office, one might say, isn't that already part of HR's charter? But how's that different now? Tamara, I'll let you go first. >> Sure, it's a great question because since we do have a remote workforce, one of the most salient things that I found to be critically important for productivity and collaboration and even cohesion and decreasing those silos between business unit is making sure that we form a community. And so what I mean by that is we have and always have had, we've been using video conferencing since before the pandemic and we have video conferencing meetings where video is on, so that's one of the parameters, is everybody needs to see everyone else's faces, and we have a morning kickoff meeting, an all hands meeting and then we have an end of week one as well and part of that piece, we call a standup where people either share something that's either a challenge within their workplace or with a customer or even in their own personal life, and then they end on something to celebrate because I think it's really important for us to cultivate that. But it really helps the teams to get to know one another. So just because someone in this business unit doesn't work with someone in this business unit, they know one another because of these team meetings that we have. And so I think creating a culture of positivity and collaboration versus competition and creating a culture where people feel a part of a team and a part of something bigger and where they see that their contribution makes a difference to the whole, creates a really delicious community that helps people feel valued at work. And I think with a remote workforce, you have got to pay attention to how you are creating that community and that feeling and sense of value to each and every individual within the organization. >> It's a very different kind of a challenge. Amy, your thoughts on more of a formal approach to establishing social norms to some of these big organizations, or do you treat it differently as a big organization or is it just a bunch of small little clusters of people that work together? >> I have so many thoughts on this, so I would love to have a two hour dialogue with both of you on this topic. Couple thoughts, there's implicit norms that develop organically, and then there's the explicit ones which for whatever reason we seem more hesitant to have very explicit conversations about norms. I don't know if people think it's tedious or something like that, I'm not sure, I haven't done that research yet. But in times of transition, it's so incredibly important just even for efficiency to add certainty, to make sure that everyone has the same message, same expectation to lean a little more heavily on the exquisite norms. Talking about how do we want to begin our meeting, let's reserve the first 10 minutes and just catch up like we would in the hallway. Some of that is a shift to how those meetings probably were happening two months ago. So making sure that everyone understands is that expectation and even little bit more of a warmup question. How's everybody feeling today? And even getting more specific, there is a couple of organizational gurus who I have been following quite a bit lately, Aaron Dignan and Rodney Evans, Aaron wrote a book called "Brave New Work" and they also have a podcast, but they really talk about the organization as an operating system. And when we look at norms, the norms are so much a part of that operating system and getting really clear about who does what here. There're things like how are not taken, how are we following up, in our current climate, who's checking on who? And so having some of those explicit conversations I think are incredibly important. And also for me with some of the work that I've been doing over the last six weeks is trying to harness goodness across the globe. So we have a group of site leaders who meet twice a week, their charge is to look after their location. So every location in the Citrix ecosystem that has more than 20 employees has a designated site leader during this time. And in bigger sites, they have pulled together committees, they're doing things that are local level to keep that site engaged, but what we're also looking to do is harness the best of the best. Some really amazing things, I did a radio calisthenic last night with our team in Tokyo. So something very true and personal to the Japanese culture but other sites, they're doing coffee chats and having drop-ins, celebrity guests, organizational leaders that are pretty high profile just popping in and out actively to have a very authentic Q&A conversations. There's some really inventive ideas to keep people engaged and also possibly establish new norm and I think that the question for me is, what do people like so much that they decide that it stays in place? When we do have of that thing and people are in the office more often, what level of connectivity will we keep? Even, will people start showering every day again? Some of these things, who knows what's going to happen? >> You make me want to go down to a to RNB and look in the meeting rooms at Intel, they used to have a very defined meeting, culture meeting, process meeting establishment, super efficient just like they're making chips. I wonder if they've changed a little bit in light of what's going on, but final note in terms of frequency and variety of communications. Both of you now have mentioned in the communications with your people and what you're hearing about is one is, you got to increase the frequency just period. And in fact, you might actually be communicating more frequently 'cause you don't necessarily chat all the time in the hallways when you're physically together. And the other thing that strikes me is the variety. It's not just the meeting, it's not just information exchange, it's touching base with community, it's establishing deeper relationships, it's doing some social things that, kind of the variety and the frequency of direct communication person to person, just not necessarily closer than six feet within one another has to go up dramatically, and is, as you're seeing in best practices in this new world. Amy, why don't you go first? >> I'm seeing a lot more Slack usage, we are an organization that has a multitude of tools to choose from, Slack being one of them, but highly engaged Slack community. The other thing that's become very clear as an insight is the more authentic the communication, the better. So our CEO, David Henshall has been doing video pieces and they had become increasingly more personal about whether it's his space where he exercises what he's doing for exercise, and the employee response has been deep appreciation for feeling several degrees more connected to our senior leadership. Other senior leaders on the team have profiled their own work from home antic in a very humorous way and so just finding inventive ways to leverage the communication vehicles we have, but at a level that is very true to the situation we're in and very human at their core. >> So Tamara, let me ask you a followup on that. You're big on social, it's a big part of your business helping other companies do better at social and engage in social, and it strikes me, especially in the real senior leadership ranks, there are those who tweet just to pick a platform, like Michael Dell, Sanjay Poonen, some CUBE alumni that you know, and then there's some that don't. And again, we talked about the contrast of IBM now, Ginny didn't tweet now, the new CEO announces it on LinkedIn. When you talk to CEOs and leaders about getting involved in social, I'm sure a lot of them that don't do it, just say the risk reward is not there, why am I going to expose some little personal tidbit of myself when the potential harm is great? But as we just heard from Amy, people like to know who the person is, people want to relate to who the person is. That's kind of part of the whole CUBE thing that we figured out a long time ago, is people are interested in the people that are behind the technology in the companies in the implementation. So how do you advise people, what do you see to convince them that, hey, it's actually in your best interest to show a little vulnerability, to show a little humanity, to maybe be scared sometimes and not necessarily have the right answer? How do you help coach them that these are good things, not bad things? >> It's so brilliant you brought this up, Jeff, because with the pandemic, a lot of the executives that were not on social media all of a sudden wanted to be on social media, and how do I do this, and how do I set up my thought leadership? Because this was a very primary mode of communication. And I think what we're seeing is that you do see a lot of the progressive CEOs and executive members on social media and then what you've outlined is there was a hesitancy by a lot of the CEOs who come from a different paradigm in which the hierarchal structure was such that they got to this level and why do I need to be on social media? And what we're seeing is that this push from the younger generational cohorts, which is they don't really see that hierarchal structure at all, and they want to be able to communicate with their CEO as much as they want to communicate with their manager. And when they can't, there is this distrust and you brought up the trust piece, which is huge. And I do know that a lot of global business leaders in highly regulated industries have been afraid, like in the financial services industry because there are a lot of rules and regulations. So I can understand and appreciate their hesitancy to be on social media, which is like a bit of the wild West. And you see those that are really pretty insulated from anything that they do, you can see like Elon Musk can tweet whatever he wants to tweet, and a lot of executives don't feel that they have that same sort of freedom. And so how we work with them, we work in the B2B and enterprise space is about what is it that you want to be known for? What is it that you're passionate about that would, Amy's point, be uplifting to those who not only work internally, your internal stakeholders, but to even your customers or those on the external, and stick to that? So no, you don't need to tweet about your political feelings, you don't need to tweet about sensitive subjects. We always say stay away from politics and religion, but you can absolutely establish a very authentic transparent, vulnerable thought leadership about the things that you care about. And we say pick three things. What three things do you want people to think of when you're not in the room? Pick three adjectives and then construct your editorial calendar, what you're doing on social media around how those three things are going to come to life. Through all of your email? Through your videos that you share with your community? And also what you're talking about on LinkedIn, Twitter and no, I'm not advising any of the executives to get on TikTok, but I do advise them to be on LinkedIn and Twitter. >> Matt Eastwood is starting to play with TikTok, so I don't know if you follow him on that, but he's a budding Casey Neistat. So I think he's getting into the TikTok thing, or even just TikTok edits, it's great. We could go on and on and on, and I really appreciate the time and it's just interesting again, pulling from Amy's blog post about leadership and you lead with trust, accountability, vulnerability, inclusion and communication. I think those are all human things and I think are so important. So final word, assuming things are going to get better in let's just say a year from now, we get back together and talk about how the new way to work has changed in a post COVID world, what do you hope that we'll be talking about that's different a year from now than we are today? Beyond obviously the COVID itself? Amy, you first. >> Wow. To narrow that down, I hope we are talking about how organizations have invested in helping our people find their strengths and feed with resilience and to understand what it is that helps them operate at their best, no matter what situation that you're in. >> That's great. Tamara? >> Me, Jeff, I'm going to hope that we are talking about the technology that's available a year from now that's going to help us have a much more immersive experience remotely working. So we'll be talking about hopefully things like the haptic internet, well that haptic interface with tactile internet and how AR, VR and mixed reality settings will help us as remote authors to feel like we're actually in meetings and having the same sort of experience that oftentimes we think we get only when we're at the building with everybody else. So I hope we're talking about how technology is really moving the needle forward to helping our remote workforce have that same experience and camaraderie and team building that they do in the physical space. >> Great. Well and again, there's this digital is different than physical, we're not together physically and we can't be right now, but we're together digitally. And so it's not the same, it's different, but there's a lot of good things about it too. So thank you both for taking the time, this has been a really great conversation. Amy, I agree with you, we could go for another couple of hours, but I think the crew would start throwing things at me. So I think we'll have to cut it off here. Thanks again and stay safe and really appreciate the time. >> Thanks, Jeff. >> Thank you. >> All right, thank you for tuning in, thanks for watching theCUBE, we'll see you next time. (upbeat music)

(sleek electronic music) >> Hey, welcome back, everybody. Jeff Frick here with the Cube at the RSA Conference in downtown San Francisco. And we got a really special guest that we grabbed out of the hallway, out of the airplanes, Tamara McCleary, the CEO of Thulium. She's the only person I know that goes to more conferences than me and Ray Wang together, I think. (laughs) Tamara, great to see you. >> Oh my goodness, it is so awesome to find you here! >> Absolutely. So, what do you think of the show? 40,000 people. >> It is absolutely bloody freaking crazy right now. And it is, the show has grown just immensely year after year. And there's so much going on. It's absolute craziness. In fact, it's so busy, I had hard time finding you. >> I know. (laughs) So do you feel more secure with all these fine professionals looking out for you? >> You know what? I actually think right here, right now, we are in the midst of geeks with capes. These are the new superheroes. My cybersecurity superheroes right here. >> Well I'm glad. Because the keynote was a little dark this morning. (laughs) John Lithgow got up there and basically said everything is going to fall apart, except for the heroes with capes that are going to keep our cars running, hospitals up, TV stations going, the lights on. >> Wait a minute, you're not suggesting that fear is being used as a motivator for cybersecurity, are you? >> Well, yeah, we don't want to get into that. I mean, the whole, you know, governments like to influence other government's elections. That's never happened before either. >> Well, you know, the other this is, it would be very scary if you didn't follow you on the Cube because you've got the cutting edge in the know information. >> That's right. We have all the tech-athletes like you. (laughs) >> A tech-athlete! So, what have you see so far? Who are you working for here? What have you kind of seen? What's the, uh, what's the vibe? >> Well I am here on a press pass, so I am covering and talking about what's going on here at the conference. And lots of new cool things that I'm interested in and that is, you know we're talking a lot about the internet of things, we're talking a lot about threats. And you're looking at AI, right? What's AI got to do with security? And what I find interesting is that we have to future forward into, all right, with this machine to machine, machines talking to machines. Machines really are going to be the new cyber attacker. Right? >> Right, right. >> So it's machines having to combat other machines who are posing cyber threats. So I think that's, I don't know. I really geek out on the futuristic stuff. So I'm very interested in seeing how companies are harnessing AI in the cybersecurity space. >> Right. Well we just had an instant guest said, you know, you can be a bad guy on AWS, launch your threat against a customer on AWS, and get paid through AWS. >> What? >> I mean, the whole thing happens inside of the cloud in Seattle. It's amazing. >> Wait a minute. That sounds like a show on Mr. Robot. Right, with Evil Corp! >> It could be. And that's before, no, then they flash to the nest, right? The dark shadow on the nest. >> Ooh! >> As they cut to commercial. (laughs) So what else you got going on this year? I mean, you are literally all over the place. We love to keep track of you on Twitter. We see your airplane pictures taking off and landing in cities all around the world. What do you have on the agenda? What's coming up next? >> Next is Mobile World Congress in Barcelona. >> In Barcelona? >> I'm really excited to be there. >> 'Cause 5G is all the rage, right? >> Yes. >> Big part of IOT. >> Yes, and there's going to be a lot of unveiling going on at Barcelona and I'm excited. >> Spanish ham, which is always good. (laughs) Olives. >> Are you going to be there? >> We are going to cover it from Palo Alto for the people that don't want to go on the airplane ride. So we're going to cover Mobile World Congress from the Palo Alto studio. It'll be kind of that follow the sun thing. You guys will cover it early in the morning, we'll pick up the coverage as you guys are out having good ham, red wine, and olives. >> So I got to remember that I shouldn't be tweeting you after a certain hour, because you're going to know. >> We'll definitely pick them up and retweet them. All right, Tamara, well, thanks. I know you're a busy lady. Thanks for taking a few minutes to stop by and say hi. >> Thank you. >> And find us in this big sea of people. >> Woo! Awesome! >> All right, she's Tamara McClearl. I'm Jeff Rick. And you're watching the Cube. Thanks for watching. (sleek electronic music) (upbeat electronic music)