>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back to Vegas, guys and girls, it's great to have you with us. The Cube Live. Si finishing our second day of coverage of Palo Alto Ignite. 22 from MGM Grand in Las Vegas. Lisa Martin here with Dave Valante. Dave Cybersecurity is one of my favorite topics to talk about because it is so interesting. It is so dynamic. My other favorite thing is to hear the voice of our vendors' customers. And we could to >>Do that. I always love to have the customer on you get you get right to the heart of the matter. Yeah. Really understand. You know, what I like to do is sort of when I listen to the keynotes, try to see how well it aligns with what the customers are actually doing. Yeah. So let's >>Do it. We're gonna unpack that now. Michael Fagan joins us, the Chief Transformation Officer at Village Roadshow. Welcome Michael. It's great to have you >>And thank you. It's a pleasure to be here. >>So this is a really interesting entertainment company. I find the name interesting, but talk to us a little bit about Village Roadshow so the audience gets an understanding of all of the things that you guys do cuz theme parks is part of >>This. Yeah, so Village Road show's Australia's largest cinema exhibitor in conjunction with our partners at event. We also own and operate Australia's largest theme parks. We have Warner Brothers movie World, wet and Wild. SeaWorld Top Golf in Australia is, is operated by us plus more. We also do studio, we also own movie studios, so Aquaman, parts of the Caribbean. We're, we're filming our movie studios Elvis last year. And we also distribute and produce movies and TV shows. Quite diverse group. >>Yeah, you guys have won a lot of awards. I mean, I don't know, academy Awards, golden Globe, all that stuff, you know, and so it's good. Congratulations. Yeah. >>Thank you. >>Cool stuff. I wanna also, before we dig into the use case here, talk to us about the role of a chief transformation officer. How long have you been in that role? What does it encompass and what do you get to drive from a transformation perspective? Yeah, >>So the, the, the nature and pace of disruption is accelerating and on, on one side. And then on the other side, the running business as usual is becoming increasingly complex and, and more difficult to do. So running both simultaneously and at pace can put organizations at risk, both financially and and other ways. So in my role as Chief Transformation officer, I support the rest of the executive team by giving them additional capacity and also bring capability to the team that wasn't there before. So I do a lot of strategic and thought leadership. There's some executive coaching in there, a lot of financial modeling and analysis. And I believe that when a transformation role in particularly a chief transformation role is done correctly, it's a very hands-on role. So there's certain things where I, I dive right down and I'm actually hands in, hands-on leading teams or leading pieces of work. So I might be leading particular projects. I tried to drive profit revenue and profitability across the divisions and does any multi or cross-divisional opportunities or initiative, then I will, I will lead those. >>The transformation, you know, a while ago was cloud, right? Okay, hey, cloud and transformation officers, whether or not they had that title, we'll tell you, look, you gotta change the operating model. You can't just, you know, lift and shift in the cloud. That's, you know, that's pennies. We want, you know, big bucks. That's the operating. Now it's, I'm my question is, is did the pandemic just accelerate your transformation or, or was it, you know, deeper than that? >>Yeah, so what in my role have both digital and business transformation, some of it has been organizational. I think the pandemic has had a, a significant and long lasting effect on society, not just on, on business. So I think if you think about how work work used to be a, a place you went to and how it was done beforehand, before the, before COVID versus now where, you know, previously, you know, within the enterprise you had all of the users, you had all of the applications, you had all of the data, you had all of the people. And then since March, 2020, just overnight, that kind of inverted and, you know, you had people working from home and a person working from home as a branch office of one. So, so we ended up with another thousand branches literally overnight. A lot of the applications that we use are now SASS or cloud-based, whether that's timekeeping with Kronos or communica employee communication or work Jam. So they're not sitting within our data center, they're not sitting within, within our enterprise. It's all external. >>So from a security perspective, you obviously had to respond to that and we heard a lot about endpoint and cloud security and refactoring the network and identity. These guys aren't really an identity. They partner for that, but still a lot of change in focus that the CISO had to deal with. How, how did you guys respond to that? And, and you had a rush to do it. Yeah. And so as you sit back now, where do you go from here? >>Well we had, we had two major triggers for our, our network and security transformation. The first being COVID itself, and then the second beam, we had a, a major MPLS telco renewal that came up. So that gave you an opportunity to look at what we were doing and essentially our network was designed for a near, that no longer exists for when, for when p like I said, when people, when people were from home, all the applications were inside. So, and we had aging infrastructure, our firewalls were end of life. So initially we started off with an SD WAN at the SD WAN layer and an SD WAN implementation. But when we investigated and saw the security capabilities that are available now, we that to a full sassy WAN implementation. >>Why Palo Alto Networks? Because you, you had, you said you had an aging infrastructure designed for an era that doesn't exist anymore, but you also had a number of tools. We've been talking about a consolidation a lot the last couple days. Yeah. How did, what did you consolidate and why with Palo Alto? >>So we had a great partner in Australia, incidentally also called Cube. Cube Networks. Yeah. That we worked with great >>Names. Yeah, right. >>So we, so we, we worked for Cube. We ran a, a form of tender process. And Palo Alto with, you know, Prisma access and Global Global Protect was the only, the only solution that gave us everything that we needed in terms of network modernization, the agility that we required. So for example, in our theme part, we want to send out a hotdog cart or an ice cream cart, and that becomes, all of a sudden you got a new branch that I want to spin up this branch in 10 minutes and then I wanna spin it back down again. So from agility perspective, from a flexibility perspective, the security that, that we wanted, you know, from a zero trust perspective, and they were the only, certainly from a zero trust perspective, they're probably the only vendor that, that exists that, that actually provided the, the, all those capabilities. >>And did you consolidate tools or you were in the process of consolidating tools now? >>Yeah, so we actually, we actually consolidated down to, to, to a, to a single vendor. And in my previous role I had, I had implemented SD WAN before and you know, interoperability is a, is a major issue in the IT industry. I think there's, it's probably the only industry in the, the only industry I can think of certainly that where we, we ship products that aren't ready. They're not of all the features, they, they don't have all the features that they should have. They're their plans. They were releasing patches, releasing additional features every, every couple of months. So, you know, if you, if if Ford sold the card, I said, Hey, you're gonna give you backseats in a couple of months, they'd be uproar. But, but we do that all the time in, in it. So I had, when I previously implemented an Sdwan transformation, I had products from two tier one vendors that just didn't talk to one another. And so when I went and spoke to those vendors, they just went, well, it's not me. It's clearly, clearly those guys. So, so there's a lot to be said for having a, you know, a champion team rather than a team of champions. And Palo Alto have got that full stack fully integrated that was, you know, exactly meant what we were looking for. >>They've been talking a lot the last couple days about integration and it, and I've talked with some of their executives and some analysts as well, including Dave about that seems to be a differentiator for them because they really focus on that. Their m and a strategy is very, it seems to be very clear and there's purpose on that backend integration instead of leaving it to the customer, like Village Road show to do it. They also talked a lot about the consolidation. I'm just curious, Michael, in terms of like what you've heard at the show in the last couple of days. >>Yeah, I mean I've been hearing to same mess, but actually we've, we've lived in a >>You're living it. That's what I wanted to >>Know. So, so, you know, we had a choice of, you know, do you try and purchase so-called best of breed products and then put a lot of effort into integrating them and trying to get them to work, which is not really what we want to spend time doing. I don't, I don't wanna be famous for, you know, integration and, you know, great infrastructure. I want to be, I want Village to be famous for delivering great experiences to our customers. Memories that last a lifetime. And you know, when kids grow up in Australia, they, everybody remembers going to the theme parks. That's what, that's what I want our team to be doing and to be delivering those great experiences, not to be trying to plug together bits of software and it may or may not work and have vendors pointing at one another and then we are left carrying the cannon and holding the >>Baby. So what was the before and after, can you give us a sense as to how life changed, you know, pre that consolidation versus post? >>Yeah, so our, our, our infrastructure, say our infrastructure was designed for, you know, the, you know, old ways of working where we had you knowm routers that were, you know, not designed for cloud, for modern traffic, including cloud Destin traffic, an old MPLS network. We used to back haul all the traffic from, from our branches back to central location run where we've got, you know, firewall walls, we've got a dmz, we could run advanced inspection services on that. So if you had a branch that wanted to access a website that was housed next door, even if it was across the country, then it would, we would pull that all the way back to Melbourne. We would apply advanced inspection services to it, send it up to the cloud out back across the country. Traffic would come back, come down to us, back out to our branch. >>So you talk about crossing the country four times, even at the website is, is situated next door now with, with our sasi sdwan transformation just pops out to the cloud now straight away. And the, the difference in performance for our, for our team and for our customers, it, it's phenomenal. So you'll talk about saving minutes, you know, on a log on and, and seconds then and on, on an average transaction and second zone sound like a lot. But when you, it's every click up, they're saving a second and add up. You're talking about thousands of man hours every month that we've saved. >>If near Zuke were sitting right here and said, what could we do better? You know, what do you need from us that we're not delivering today that you want to, you want us to deliver that would change your life. Yeah, >>There's two things. One, one of which I think they're all, they're already doing, but I actually haven't experienced myself. It's around the autonomous digital experience management. So I've now got a thousand users who are sitting at home and they've got, when they've got a problem, I don't know, is it, is it my problem or is it their problem? So I know that p were working on a, an A solution that digital experience solution, which can actually tell, well actually know you're sitting in your kitchen and your routes in your front room, maybe you should move closer to the route. So there, there they, that's one thing. And the second thing is using AI to tell me things that I wouldn't be able to figure out with a human training. A lot of time sifting through data. So things like where I've potentially overcompensated and, you know, overdelivered on the network and security side or of potentially underdelivered on a security side. So having AI to, you know, assess all of those millions and probably billions of, you know, transactions and packets that are moving around our network and say, Hey, you could optimize it more if you, if you dial this down or dial this up. >>So you said earlier we, this industry has a habit of shipping products before, you know they're ready. So based on your experience, seems like, first of all, it sounds like you got a at least decent technical background as well. When do you expect to have that capability? Realistically? When can we expect that as an industry? >>I think I, I think, like I said, the the rate and nature of change is, is, I think it's accelerating. The halflife of degree is short. I think when I left university, what I, what I learned in first year was, was obsolete within five years, I'd say now it's probably obsolete of you. What'd you learn in first year? It's probably obsolete by the time you finish your degree. >>Six months. Yeah, >>It's true. So I think the, the, the rate of change and the, the partnership that I see Palo building with the likes of AWS and Google and that and how they're coming together to, to solve, to jointly solve these problems is I think we will see this within 12 months. >>Who, who are your clouds? You got multiple clouds >>Or We got multiple clouds. Mostly aws, but there are certain things that we run that run in run in Azure as well. We, we don't really have much in GCP or, or, or some of the other >>Azure for collaboration and teams, stuff like that. >>Ah, we, we run, we run SAP that's we hosted in, in Azure and our cinema ticketing system is, is was run in Azure. It's, it was only available in, in in Azure the time we're mo we are mostly an AWS >>Shop. And what do you do with aws? I mean, pretty much everything else is >>Much every, everything else, anything that's customer facing our websites, they give us great stability. Great, great availability, great performance, you know, we've had and, and, and, and a very variable as well. So, we'll, you know, our, our pattern of selling movie tickets is typically, you know, fairly flat except when, you know, there's a launch of a, of a new movie. So all of a sudden we might say you might sell, you know, at 9:00 AM when, you know, spider-Man went on sale last year, I think we sold 100 times the amount of tickets in the forest, 10 minutes. So our website didn't just scale look beautifully, just took in all of that extra traffic scale up. We're at only any intervention and then scale back down >>Taylor Swift needs that she does need that. So yeah. And so is your vision to have Palo Alto networks security infrastructure have be a common sort of layer across those clouds and maybe even some on-prem? Is it, are you, are you working toward that? Yeah, >>We, yeah, we, yeah, we, we'd love to have, you know, our end, our end customers don't really care about the infrastructure that we run. They won't be >>Able to unless it breaks. >>Unless it breaks. Yeah. They wanna be able to go to see a movie. Do you wanna be able to get on a rollercoaster? They wanna be able to go, you know, play around around a top golf. So having that convergence and that seamless integration of working across cloud network security now for most of our team, they, they don't know and they don't need to know. In fact, I, I frankly don't want them to know and be, be thinking about networks and clouds. I kind of want them thinking about how do we sell more cinema tickets? How do we give a great experience to our guests? How do we give long lasting lifetime memories to, to the people who come visit our parks? >>That's what they want. They want that experience. Right. I'd love to get your final thoughts on, we, we had you give a great overview of the ch the role that you play as Chief transformation officer. You own digital transformation, you want business transformation. What advice would you give to either other treat chief transformation officers, CISOs, CSOs, CEOs about partnering, what's the right partner to really improve your security posture? >>I think there's, there's two things. One is if you haven't looked at this in the last two years and made some changes, you're outta date. Yeah. Because the world has changed. We've seen, I mean, I've heard somebody say it was two decades worth of, I actually think it's probably five 50 years worth of change in, in Australia in terms of working habits. So one, you need to do something. Yeah. Need to, you need to have a look at this. The second thing I think is to try and partner with someone that has similar values to your organization. So Village is a, it's a wonderful, innovative company. Very agile. So the, like the, the concept of gold class cinema, so, you know, big proceeds, recliners, waiter service, elevated foods concept that, that was invented by village in 1997. Thank you. And we had thanks finally came to the states so decade later, I mean we would've had the CEO of every major cinema chain in the world come to come to Melbourne and have a look at what Village is doing and go, yeah, we're gonna export that back around around the world. It's probably one of, one of Australia's unknown exports. Yeah. So it's, yeah, so, so partnering. So we've got a great innovation history and we'd like to think of ourselves as pretty agile. So working with partners who are, have a similar thought process and, and managed to an outcome and not to a contract Yeah. Is, is important for us. >>It's all about outcomes. And you've had some great outcomes, Michael, thank you for joining us on the program, walking us through Village Roadshow, the challenges that you had, how you tackled them, and, and next time I think I'm in a movie theater and I'm in reclining chair, I'm gonna think about you and village. So thank you. We appreciate your insights, your time. Thank you. Thanks Michael. For Michael Fagan and Dave Valante. I'm Lisa Martin. You've been watching The Cube. Our live coverage of Palo Alto Networks. Ignite comes to an end. We thank you so much for watching. We appreciate you. You're watching the Cube, the leader in live enterprise and emerging emerging tech coverage next year. >>Yeah.

[Announcer] Live from Las Vegas. It's the Cube, covering NAB 2017. Brought to you by HGST. >> Welcome back to the Cube. We are live in Las Vegas at the very exciting NAB show 2017. And I'm very excited to introduce you to our next guest, Andy Shenkler. Andy is the EVP, Chief Solutions and Technology Officer, for Sony DADC New Media Solutions. Andy, welcome to the Cube. Thank you very much for having me. You are a veteran, not only of the media and entertainment industry, but of NAB with this year's theme of the M.E.T Effect. That's the convergence of media entertainment technology. What are some of your initial thoughts about the show this year. >> Well, I haven't had a lot of time to visit the whole show yet, it's only opening day. (laughs) I think that over the last 20 years, of even attending these events, it's been heavily focused on kind of cameras and the backend production technology. And over the last several years, we've seen cloud technology, software driven, IP, interaction take place. Even with the thematic change of it being M.E.T., that's clearly coalescing even more. It's no longer a this is a thing that's coming. It's here. And how do people really take advantage of that as they kind of move forward. >> I'd love to get your perspective as you were saying, you've been in the media and entertainment space for about 20 years. >> Yup. >> Around the time of Nabster. Which is like we were saying before, it's hard to believe that was 20 years ago. I'd love to just get, a high level picture of, You must have seen massive evolution in media and entertainment. Tell us a little about that, some of things that really stood out to you. Over those two decades, as milestones. >> There's clearly the ones that we all as consumers know, right. The iPods and iTunes and the advent of Netflix and Amazon Video and things of that nature. And I think those are the very tangible ones. From behind the scenes, I think it's the challenges that the businesses had to go through, right. How do you actually deal with rights problems that are global in nature, right. You suddenly have a world that's portable. You suddenly have problems where I downloaded something or I want to consume a piece of content that I really enjoy, I get on a plane and I'm suddenly in a territory where I no longer have the right to watch that. Those are significant challenges that have to be overcome. And it's not always just technology, right. There's huge legal issues and things like that. And so there's a real striation between what we as consumers expect to find and what the business needs to do to change to accommodate that ever growing, that consumption rate that people want. >> Absolutely. So tell us about the supply chain solutions that Sony DADC is delivering for the media and entertainment industry. >> Sure. So, we started about nine years ago, and it's not that certainly supply chain solutions aren't nine years old. And I think our perspective on it was one where we were fortunate to start with a white piece of paper, rather than transform a legacy business. And when we did that, we said what does the solution five years from now need to look like? And so we run full supply chain offerings for companies like Sony Pictures, BBC Worldwide, Village Roadshow, PlayStation, Funimation, things of that nature. And we're talking about distribution of content to roughly 15 hundred endpoints globally. So that's multiple languages, multiple versions, trying to keep all of that stuff on track. And really the way we approached the problem was, I know it sounds terrible but, really to get human out of the mix from the perspective of what's actually not good for people to do. Looking at millions of permutations of data is not really a strong suit for people. It's a good strong suit for a computer. It had up to that point in time being relegated to Excel spreadsheets and emails. And we tried to eliminate a lot of that by putting systemic decision-making in place. And that's really what's allowed us to scale at a fairly aggressive pace. >> So are we talking about artificial intelligence, machine learning? >> I wouldn't go so far as to say that. >> Okay. >> Much more rules-based engines, logic around it. So let's take an example. Maybe you have a motion picture, we'll say like a Spider-Man. Spider-Man is made and it's available in 15 countries. Each one of those countries have different compliance and rules, cultural rules. Maybe you can't show certain imagery or you can't have somebody drinking in Saudi Arabia or something like that. So now you've left, you've left customer service reps to have a conversation that a I need you to send this to all of these places. How are they suppose to know all of the possible combinations of things. Then on top of that, not just knowing it, how are they suppose to interrogate a library of millions of assets and say, oh yeah, I figured out all the different combinations of things to make that happen. And do so within the timeline, >> Right, yup. >> to hit a business goal. That worked great in the beginning, when it was, we're going to get 50 titles out. Now we deliver 60, 70, 80 thousand titles a month. Suddenly, that is no longer sustainable for a human project. You couldn't get enough people in this building to go through that much content. >> Got it. So it's really kind of rules-based. So you've got users of the Sony technology, film studios, broadcasters, music labels. Give us an example of say, on the broadcast side, about what they're looking to do with managing assets to meet consumer demand and ensure that it's with this multi-channel distribution model, they're meeting consumer demands, wherever those consumers are. >> So I think from a broadcast perspective, which even in that world, that's blending, there is no traditional broadcaster as we know it anymore, even a broadcaster has VOD services, they might have some sort of mobile provisioning, OTT. And so therein lies there challenge, right. They've put in large infrastructure over many years, They continue to reinvest in that. Along come a Netflix of Google, whomever, with global licensing, the ability to move incredibly rapidly. And so they're looking at it and and saying, how do I compete, how do I stay relevant in this space. Market share as we know, is starting to move away from the broadcast side, linear television per se. And so where we come into play is, we say, we've already got massive amount of content available, you've licensed it already. Let us make that available, let us run that infrastructure for you. Your focus should not be on, how do I make sure that the power plant stays up. But rather, how do I market, how do I differentiate, how do I create a compelling proposition to consumers, so that I can effectively compete as this grows. >> Okay, so you're really helping them to scale on ways that they would never would have been able to do on their own. >> I think we're just helping them get there sooner. It's not to say that they could never do it. I think that's a lot of ego, a lot of hubris. It's very much that we've leveraged kind of our position as Sony, as what we have done for a lot of partners in this space. And we've said, there's a reasonable way to kind of level the playing field. >> Right. >> Right. A supply chain should not be the level of differentiation, right. We don't simply say, oh well, here's a really good manufacturing supply chain, there's only one company who should use it. It should be leveraged by many, many facilities. And so we take that same view from a digital perspective. Traditionally, we've been sending content out all around the world. We've now moved to a model that says, why don't we just host it all singularly, in any format that you want. Your choice, any spec, any DRM, but it's centralized. So for one of our customers in fact, They aired something in Japan, and 24 minutes later, it's available everywhere else. >> Wow. >> That couldn't be done if I also had last mile bandwidth considerations to take into account. And we believe that that 24 minutes is sawed by about half. We think we can get that down to under 10 minutes. >> Question for you. And the speed theme, >> Umhmm. >> Has come up a number of times today, >> Sure. >> with different folks that we've talked about. If we look at a Netflix, as you have brought up for example, from an audience perspective, the audience is so empowered, and we have access to anything we wanted, whenever we want it, bing watching, streaming, we're time shifting. >> Right. >> So you think, wow, Netflix has a great advantage because they know so much about the audience. At the same time, until they started creating unique content, they couldn't really change the content. Versus on the flip side in the film industry, They haven't really historically known their audience. >> Umhmm. >> It's been more of, probably, qualitative data and decisions, at the same time, they can change content. So, do you work with the streaming services, as well as the traditional film studios. Do they have a similar challenge that can be solved by using media as a service? >> So for ones who want to use everything that we offer end to end, again, that level playing field, we give everybody visibility. We believe data transparency is pretty important. We recognize that people hold on to data as kind of the the keys to the kingdom at this point. Certainly Netflix does and they're leveraging it quite well, right. It's hard to find fault with what they're doing from a business perspective. At the same time, as a consumer, you really don't want to have to be potentially loyal to a particular brand, right. That's not how capitalism works, but that's a different problem. But people who run on our platform, we think that there is a good balance. And both sides should have visibility to a lot of that data because it should help each other. They should really, a rising tide should float all boats, and not just create this imbalance. Because it becomes difficult to amortize costs if there's one and only one solution in the market. And that's really how we try and approach that problem. >> So in terms of, what kind of volume of content are we talking about here? >> So we store today, just over 20 petabytes of content, roughly a million hours worth of. This is premium content, so this is not user generated. This is not like youTube clips of somebody's cat. There's probably a couple. There's probably a couple in there. >> (Lisa laughs) >> No grumpy cat in there? >> There might be a few in there but that's not primarily what's what it is. We're talking about high end premium content. And in about 23 languages. So the variations that we have are very high. Now, a lot of times, people will say well, it's easy to get to a million hours because people do bad data. And so they'll store something, they'll store something like Spider-Man with a hypen in the middle or a space or all together. We're actually very, very focused on not having that. So these are all unique assets. So it's a very large library when you look on it on a global scale. >> So how can a a linear network versus a streaming network access a million hours of content. >> We actually don't differentiate between a linear and a streaming network. Because at the end of the day, we're a complete IP solution. The ability to uplink through satellite is fine, it's just another method of transport. But really all they do is, they come to us with their licenses and then we provision the assets for them in their specifications. And we make it available to them anywhere. It's pretty straight forward. We try and take a lot of the heavy lifting off their plate, reduce their infrastructure costs, reduce the team sizes from a scaling perspective so they don't have to grow so much. We really and try to flat rate a lot of this to make it easy and predictable. >> Fantastic. Last question since we're running out of time here. >> Sure. >> I know that you guys have really migrated the media supply chain to the cloud, going all in with AWS. You had mentioned that that had started about a year ago. Tell us about what you're doing with AWS and how has that influenced the genesis of media as a service? >> So I think what I should tell you first is that, when I went to the team to talk about this, I borrowed a line from The Hunt for Red October, where they said Cortez reached a new world and burned his new ship so that his men could not go back. (Lisa laughs) >> We got rid of our data centers first and then told the team we're going AWS. So there was no going back. We were making this move, there wasn't going to be hesitation and an all in model is the only model that worked for us. They hybrid model is just not cost-effective. We had to embrace something that was future proof and seemed like the right one. Where we've benefited from it is, clearly, there is economic advantages. But some of the other advantages, are like what I was talking about before, 24 minute time from receipt to availability everywhere, would have been unthinkable in a completely contained environment, where I had to have huge lead time for scalability. I had to know in advance that I would need more storage or more transporting capacity or more bandwidth. I no longer need to have that level of information upfront. I live in a world of unpredictability. People come in with requests all the time, that I didn't know an hour ago was going to be asked for. I'm finally in a position to be able to offer a solution to all of them that says, go ahead, do whatever you like, our system will manage it and we have confidence in the AWS infrastructure to be able to support that. >> Well sounds like a fantastic partnership that's going to be-- >> It's very good, we're very happy with it. >> Really enabling a lot of, more content creation, more uses of this content in the future. >> And we really want to see that. We want to see people create differentiated solutions for consumers without having to worry about how the sausage gets made. >> Exactly. Nobody wants to know that. >> Nobody wants to know that. (Lisa laughs) >> Well Andy, thank you so much for joining us on the Cube. >> Thank you. >> And sharing your insight. I know you just got to the show not too long ago so we wish you and your feet healthy next few days. >> Thank you very much. >> And we look forward to seeing you back on the Cube sometime soon. >> I appreciate it. Look forward to being with you. >> Alright, we want to thank you for watching. Again, Lisa Martin, live at NAB in Las Vegas. Stick around, we'll be right back. (techno music)