>>live from Washington, D. C. It's the Cube covering Bumi World 19 Do you buy movie? >>Welcome back to the Cubes. Coverage of Bumi World 19 I'm Lisa Martin with John Ferrier. John and I have a couple of gents joining us. To my right is Jeff Emerson, the global managing director for Custom Application Engineering Ethics Center. Hey, just hey, welcome. Thank you were glad to tell you, and we've got Steve would back with us. The CPO up. Hey, Steve, >>Hayley says. Ages >>minutes. You sticking into some research about that? The history of Bumi and Ipads and just looking at how the consumer ization effect has infected by a bad word has really infiltrated has that every industry organizations went from having enterprise applications. Legacy applications, cloud applications, custom applications. Let's talk about custom applications. What are you seeing in the customer marketplace for the demand for having this level of customization, whether it's a retail or or, you know, utilities company, >>it really doesn't matter what industry it is these days. Custom applications were going through a renaissance. It is. It is truly the renaissance of custom, where there was once a swing towards enterprise applications and the packages and so on. And now it's realized that oh gosh t separate ourselves from our competition. We have two great something that doesn't exist well, that is, by its nature, a custom application. And so these air coming up, Maura and Maur across the industry, and it's really starting to dominate the value chain for software. >>You were here in D. C. And public sector is going through a modernization as well. He looked at government procurement. I mean, essentially with data, everything's instrumental. You have unlimited resource with cloud computing. So essentially personalization. Hot trend. So applications air being personalized. They're customized. So every app should be not general purpose unless it's either under the covers. So this is the country's We've been having you guys. Bumi has a platform. You enable APS? You guys are deploying it. How are customers responded to this? Because to me they might go Will custom haps me, feels expensive. It feels one off the old adage. It's a one off, but it seems to be coming back. >>It does end. Fact is, you're able to do things so much more quickly today than you ever have been able to in the fast in the past and three ability to create new experiences quickly and react in an agile fashion to how those applications are being received in the marketplace. React to the data that is generated both as the primary data and the data exhaust from those systems to determine what your customers need, what they want, how they're going to act, what they're going to buy. All of those things are things that we can pull together so much more quickly today than we could ever in the past. And so it's great. >>Steve, We were talking earlier about how the data's real big part of the equation. Now everything about the application world it used to be the infrastructure would dictate what you could build. Yeah, now you have application developers saying, This is what I want now the infrastructures so programmable it's kind of flipped around that they're dictating kind of terms. >>Well, there's suddenly being this sort of emergence of these low code platforms to kind of help manage that. I mean, and they're kind of taking care of a lot of the infrastructure so you can kind of skill them is needed, but yeah, I mean, there's been a him. It's been a huge birthday. I couldn't agree more. There's like the demand for applications. We're seeing a lot. Sure there's the mega applications. We tend to leave those to our sister company Pivotal toe code those with this whole other ecosystem of applications everywhere. The personalization sze of the line of business needs to improve. Their business processes were going after that layer. We have to do it in the right way to make it super easy to do on the infrastructure that people expected to be with the architecture they expect to see. So they're highly customizable, so get exactly what they want. >>Jeff, you know, we always talk on the industry joke on the Cube, and the game is changed, but it's still the same. And every time a new trend comes, you know it's the death of something. A meteorite media to say something's dying when something new starts right. But nothing really changes everything about applications. It's the same gain just with a different twist. Do it with cloud. How are customers were spouting this? Because obviously his benefits business benefits cost benefits lot of mount up line with how they're attacking the application development. Then they got a data tsunami happening. But they gotta build APS, right, Not anything, right? >>It was once said that absolute in the world, and now it's really that data is feeding the world right? And so the amount of data that's out there and accessible and usable within applications is absolutely incredible. And so, with the emergence of the cloud in order, Thio support those massive amounts of data and Dr Rapid Development and then lo code to make that development much easier. These things all time come together, and you talked about the death of X, y or Z. We talk now about living systems, right on living systems are things that are easy to modify, their absolutely attainable and usable and expandable for for any kind of use and ultimately adaptable. >>So John mentioned the word one off a minute ago, and it reminded me of something where, you know, whatever industry that you're in, Not too long ago it was customers got some one off. Whether it's an application or part of the infrastructure, that's expensive, and it's not something that can be monetized but down to your point it's it's really custom. Applications are a big part of a business. Is competitive advantage. So what is it about the customized app? Is it Is it the fact that it's driven by an A P I? That's programmable that allows it to be customized at scale toe, where it's not a one off from a support perspective, it's something that really a company can use as that competitive leg up. >>Right in the this livings living systems world. We really have agile engineering, agile methods and so that we're doing development quickly. And we're doing this in an engineering fashion that has micro service's and small pieces of functionality that could be grabbed and plugged and played together. Thio great, different experiences. And so that granular ization of software is something that drives his flexibility and enables us to make modifications and updates quickly. >>Actually, ive your customer example that it was something we'd done, which is absence of term it like how the oil and gas industry saved nurses in Africa are saved people in Africa, which is we built, a solution that allowed them nurses in sub Saharan Africa to visit patients out in the field. They built it on a loco pa from witches. Flow part of me connected through a P eyes connected to all the infrastructure. But a lot of the work was on, uh, android tablets offline. So with the loco PA from that could deliver this solution with all offline capabilities, all the connectivity, all the integration, all built in without writing. Really any code? The only code there rose to customize the look and feel so looked exactly what they want. They delivered that on early version of our offline framework and then latterly the oil and gas industry origin energy deployed a similar solution to their rigs. The lot of you seem really complicated things of form, validation and better validation rules and better data synchronization that really forced us to improve our offline framework to something which is a Steve a big jump ahead of where it was before. And then lo and behold, the nurses nafta came back to us and said, Well, actually went up, Did or are we gonna run on desktops as well as ipads? Funnily enough, and we're like, Well, good news. We've actually already added that support. And so literally from three days of that phone call to them going live within our laptops and ipads. That was all it took. They didn't have to write any CO. They literally We just give them access to the new you. I will find framework. They installed it, turn off the wet. And that's kind of the power of this kind of next gen of up building that for this kind of line of business applications where you just need to innovate, how you work, you don't have to spend three years rebuilding those for iPad and >>Jeff houses. That dynamic, which is pretty much, I think, consisted a lot of these new APS. How's it changed your business? Because you know the theme that we've been identifying the mega trend is that there's more project work going on fast time to value, agile. You guys been doing exceptional work there and following Madu Center's been doing talking to Paul Doherty amongst others. Get a huge data science team you guys are on. I know you guys have transformed but big project and now a bunch of little projects going on, so it's kind of have to make you guys more agile as a practice because you've got to go out and solve the business problems with the customers. How is this dynamic changed? >>You're right. We absolutely do. And we have to assume muchas anything. It's helping our customers get into that mode of thinking as well. What was once a six months of gathering and documenting requirements is now done in a handful of ours. At first to get the first small bit of what's gonna be valuable functionality to put out there. And you keep doing that irritably. Overtime is instead of in a six month period, but then gets thrown over the wall. Thio have other people do this for another build stuff for six or nine >>months. I mean, the federation and getting those winds early gets proof points, gets mo mentum validation. You're not waiting for a gestation period. >>You make good decisions about what to do next on DDE. What to not do that you were planning on doing but turns out, doesn't mean >>I want to get your thoughts on something important you mentioned humanization. We see that big trend because Avery people centric and you're thinking at Bumi and we've had this debate in the queue we? We didn't come in on either side yet, but you know it orations great, great, fast. But the old days of software was a lot of craftsmanship involved, you know, crafting the product, getting it right now it's ship be embarrassed, ship it fast and then injury, which is great for efficiency. But there's a trend coming back to crafting product. They're absolutely. What is your thoughts on this? Because craft Manship is now design thinking. Would it be calling in different names? But this is a new thing. It's happening all the time. >>That software software craftsmanship is something that is more important today than it ever has been. Because you're going fast. And because you're putting things out into the market very quickly, you can't afford to make big mistakes, right? You could make functional decision mistakes, right? Oh, that wasn't the right thing for the customer, but having it not work or creating it bad experiences, right? Very bad, right? And so that craftsmanship building in all the Dev Ops pipelines and the error check in the testing and gateways and security checking all that happens automatically every time you check in code that is critical and it drives that craftsmanship back to the developer, right? Pushing left so that you make a mistake. You fix it within minutes, as opposed to >>you. Run private engineering, Smile on your face. Come on, What's your angle on this >>time? And craftsmanship is obviously huge mean? When we thought about like Bumi, we kind of wanted to make sure that yeah, that way we used to talk a little bit. No code platforms. And I think that what they did was they left out the craftsmanship that developers could do. And I've kind of thought it was like, Hey, if you can put like the business or the person who really understands the process of the application into the beating heart of the creation process so they could be on the right side of the soft waiting the world like they could be a creator and producer as much as they could be a consumer of applications, you allow them to do that and then let developers have radiate that that out with new engage with models, coding out new experiences that really hyper specific to the EU's case of the user. That's kind of the ultimate you get the core business value, and then you get the craftsmanship of the engineers together, I think, >>and I'm glad you said that because there's so many cases where here, we want to push it so that we don't even need software engineers for our software. And that's an interesting idea. Yeah, but it's actually not a good idea. Ll know or idea, Yes, simply because you there's an important aspect of software and and how I t runs that even if you have low coach, uh, components in order to drive the functionality right, these things that have to be done. But frankly, professional software engineers know how to do. >>It's better and faster and easier to do it that way. >>I think the federation certainly makes the problem that you're trying to solve. Solvable, right? Don't take your eye off the main ball, which is saw the problem, but get it elegantly designed all right, but I think that's a good This is a big discussion. You're seeing a lot with loco. So again, this is back. The custom maps custom APS just means a targeted app that solves a specific problem because it is a unique problem and it's different than the other one, right? That's the speed game. It's a speed game to nose in it that fast, fast, fast. >>And the engineering methods have changed really over the last couple of decades. While I've been doing this. Where way talked a moment about ago about the waterfall ways and then the agile ways. And the simple fact of the matter is that you're developing small pieces of software to get out into the market quickly, and you can do this in a matter of days and weeks. A supposed to months and quarters >>right, which many businesses don't have that time for company competitors gonna get in there. I'm curious as the development methods have changed so dramatically have the customer conversations like Are you guys talking more with business leaders vs You know the Guys and Girls and Dev Ops is that is this movie business little conversation that a CEO CFO, a CEO is involved in? >>So from our perspective at Accenture that the technology is always there to drive a business need, and so that conversation is first with the business owners, and that was true 20 years ago as well. The a CZ much as we do. I t transformation. It's a business lead. I transformation and, more often, technology supported business transformation. >>Excellent. Well, guys, thank you for joining John and me on the program today. Talking about all the things that you guys are seeing out in the field. Exciting stuff. >>Thanks for having us. >>We appreciate your time. Thank you for John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 19. Thanks for watching.

>> live from Anaheim, California. It's the queue covering nutanix dot next twenty nineteen. Brought to you by Nutanix. >> Welcome back, everyone to the cubes. Live coverage of dot Next at NUTANIX. We're here in Anaheim, California. I'm your host, Rebecca Knight were joined by Wendy M. Pfeiffer. She is the chief information officer at Nutanix. Thank you so much for coming on the Cube. Wendy, thank you for having me. And this is not your first time you this year. A Cube alum. >> I am a Cube alum. It's so much fun. It's kind of weird, though. We're inside of this Cuban outside of us is all the action in the Exposition Hall is kind of crazy and cool. >> It is that there's a lot of energy here. I want to start our conversation by taking you back in time to nineteen eighties. You growing up in Silicon Valley, you notice an advertisement in the newspaper that dead tree medium NASA wants ideas on how to organize its dashboard. Better for astronauts. Yeah, >> So they had a program called CD T I cockpit displays of traffic information and they were looking for innovative ideas to make what was really a very small display provide information for the shuttle astronauts as they were re entering the atmosphere. And so, if you can imagine coming back into the atmosphere, it very high speed. And there was concern that there would be a traffic in the area. Regular airplanes flying, you know, relatively much slower. And so how could the same air traffic displays that were used for aviators be sort of modified to give real time information? Teo the astronauts, I will tell you that I never contributed much to that project, but I discovered large scale computer systems. And I just love the idea of these things large networks, large computers on just the through the vast interconnectedness of things. And so that got me interested in technology, whereas before I thought I was interested in science and math. And it turns out, of course, there's some great synergy among those topics. >> So So the internship at NASA is what propelled your interest and really, what launched your career in technology? Yes. Now you are the CEO of Nutanix. This this amazing company thiss startup That's now billion dollars with the market cap in multiple billions of dollars. Yes. So talk a little bit about your experience as CEO and what and what in what you're hearing, particularly at this dot next show. Yeah, I think >> one of the things that's happening is we're all in the midst of a huge transformation in terms of how digital technology affects business and empowers and enables business and as CEOs were right in the middle of that Wei have. Many of us have tons of legacy equipment and things from vendors, but we also have this desire for leading digital transformation in our companies. And so companies like Nutanix and there aren't many companies like Nutanix, but technologies like ours bridge that gap. We can run the legacy workloads in on premise data centers on pick a vendor's hardware. But we can also run the same work loads on our operating system in public clouds. And so it's kind of the best of both worlds, and it bridges thes two worlds that CEOs have been struggling to bridge, and it does so in a way that doesn't require us to re train our people or find, you know, a small team of rocket scientists who are, you know, worth more than the GDP of small countries. So we're able Teo, actually execute. Still keep the lights on. Still do the the old school things that we need to do but also operate with excellence at that more modern end of the technology spectrum. That's huge. And I'm hearing that from so many folks all around the show, whether it's, you know, people who are responsible for infrastructure or Dev Ops kind of crosses all of those bridges. And and as Nutanix, the CEO, I get to represent how any company like ours a billion and a half dollars publicly traded company, can use technology to enable itself, because I use our technology to do all the things we need to do as a company. >> But that's exactly just what you're talking about. That balance that these companies need to strike with thinking about the maintenance, thinking about the storage, thinking about the protection, but then also thinking in a much more visionary in strategic way about how we really transform our business and get our and get the work done that we need to get done. Can you talk a little bit about the fact that these consumer technologies have really leapfrog the thie enterprise vendors and sort of embarrassing it, frankly, should be for these big technology behemoth that they haven't done more to make cooler, sleeker technologies? >> Absolutely. Oh, my gosh, this is my favorite topic. And it's why I have my smart here. So on this smartphone, this is a is an apple phone on this smartphone. I have a ton of applications and a ton of functionality, and you know, so I have Facebook on my smartphone, right? And I love Facebook. >> But when I >> downloaded and I started using Facebook, I didn't say, you know Oh my gosh, fall. Now I have my social media application. So there's no way I could use Twitter or Instagram or anything else because my standard is Facebook. And that's the only thing I'm going to use. No, no, no. I have a multitude of APS and I used them as I choose when I want to, in the way that I want Teo, those abs inherit things from this platform. They have access to my contact data. They understand my location if I allow them tio etcetera. So all of those things are unconsciously in what is actually a phone. Now try to get your desk phone to do that right? It doesn't. And yet in the enterprise space, we have vendors who are selling us for millions of dollars, desk phones, and those were supposed to be as performance delightful, interesting as this device. And then we have laptop computers and we have desktop computers. None of those things is even a third as interesting, engaging, useful and easy to use as this consumer attack, which, by the way, is a lot less expensive. I spend millions of dollars on a V audio visual room systems of conferencing technology, whereas when I go home I can se teoh Amazon or Google. Hey, you know Amazon. Show me my my shows. You know I can I can I can ask for any show I want to watch on TV. When I downloaded Pokey Mongo, I love playing video games and games. When I downloaded Pokemon go on my phone. I >> didn't have to >> watch, you know, five five minute video snippets to teach me how to install the application. Within minutes, I was, you know, catching all the Pokemon I could what in what is really a very complex application that also includes augmented reality. And so I think it's time that first of all the vendors who sell to us, who are so used to that every three years, the enterprise license agreement is renewed. Or, you know, Hey, we're a pick something, you know, a one hardware vendors shop. So we that's what we standardize on that is doing two things. One, they're killing their own industry, and they're also killing. They're they're ruining. It is ability to deliver and to be useful and transformative. Two companies way and it way also have to demand better way. Have to stop buying that Dunc. And we have to start finding ways whether we have to build it ourselves or using machine learning tools to train the machine on how to do these things that that enterprise it cos don't deliver to us. And we also need to look for vendors like Nutanix that build that bridge that allow us to stop worrying about Oh my gosh, You know, we've got to make this legacy thing work with this new thing. We don't have to worry about that so much anymore. And now we can focus on this user experience The interaction design what we might do within an ecosystem That is our own unique companies and our own unique set of systems and also ultimately allowing our people, which is what companies are made up of allowing our people to to have the experience that they want tohave, just like we do with our own devices. I can choose how I want to interact with this thing, and I can turn it off if I don't want to use it. >> So so much of what you're talking about is really about getting companies and then the leaders of these companies to think differently. And that is the biggest managerial challenge. And it's a challenge when you're in sales. And so how do you How do you approach that problem? Because it because you've really laid it out so clearly we are used, Teo, so much intuitiveness and ease and beauty in the technology that we use in our personal lives. And then we come to work way put up with a lot of junk. >> We do, right? I mean, like, I know you're not saying anything out loud, but I know you. You're agree without you here with your laptop on the table there. You know, first of >> all, our work forces are changing. Generally, we keep talking, at least in circles that I sit in about, you know, the millennials are entering the work force. No. You know, the Millennials and Jen Zy are already make up almost half of our workforce today and will be at that somewhere around. I think it's seventy percent by twenty, twenty five of the workforce, so >> they're already here. Those >> folks already have a different relationship with technology than my generation did my generation. And I'm a Magen axe, I think. Yeah. Um so my my hub to Exactly So the big >> hair A my generation. >> I >> watched the birth of some of these consumer technologies, but this next couple of generations grew up with him already in place. And so they don't even think about the fact that this is technology. This is dependent, just is just part of them. And so I think we need Thio, Throw off the old filters and get out of the way. It's a lot more about choice and self service and freedom and flexibility and a mixed portfolio. And there are so many ways to educate ourselves about those things if if we don't naturally have that instinct. But it starts with diverse thinking, diverse tools. I believe that whatever you know, PC Mac laptop tablet mobile device that you're comfortable with your company should enable you to use. And you should use the applications that that makes the most sense to that make you the most productive. And then it's his job or it's leaderships job to create that that really rich ecosystem, where those applications and tools have the nutrients that they need and the capabilities that they need to work together well, understanding how to create and maintain that ecosystem mean what is an ecosystem? It's this sort of happy accident of all sorts of creatures at various levels in the in the pyramid coming together and figuring out a way to cohabit and to survive and then, hopefully to thrive. And so no one can get too important. No one voice no one species. No one layer can be outsized compared to the others because of So what do you have? Well, you have a species collapse. They run out of the fuel that helps them to thrive. And so I think, of course, our planet at a macro level is an example of that. But our company's our families, our neighborhoods. All of those things are micro examples that that matched the macro and are dependant on the same laws of physics and science and so on in order to thrive in to function. >> Well, you're talking you You just highlighted the importance of diversity. And and you made this comment about No one person can get two important or no one part of the species. In fact, if you look at the tech landscape Ueno, who's too important and it's the pros who are who are running the show in a lot of ways. Still, I want to hear from you as a senior leader, a female senior leader in technology you noticed, >> and Theo the manicure. Yeah, >> but how? What? What do you see? What? Tell us what it's like. I mean, is it as bad as we hear? And, um, and and And how have you in your career overcome a lot of these challenges? And then how What do you see as your responsibility to the next generation who's coming up? >> Absolutely. So it is as bad as we hear. It's sometimes worse than we here. And I think that especially there are certain sectors of society and tech society where the bro culture that we've heard about is fully in play. What mitigates that is the human beings who make up the bro culture so often. These guys don't understand the the effect of all of them and mass, and so often they're just being natural. Many, especially start ups. The start of fuel. Silicon Valley, You know, they started with some great ideas and with some dreamers and often those those people with the great ideas and dreamers you know they are males, and what do you do? You get your buddies together. You know, when you get a little extra money, you get the next round of bodies. You invite people, you know, so >> there's a little >> bit of that syndrome that's happening. There are also wonderful incubators and fields where women are also in that start up mode, and I'm a member of the Board of Girls and Tech. We have a number of things like Way have an amplified competition that supports women, tech the entrepreneurs, so there's certainly more than just men. But the history has been that however, a lot of people talk about that For me, that's not the emphasis for me. The emphasis is on how we change our jobs and our definition of work in general. And this is so fascinating to me. >> I think we've been working for years >> and years on, you know, how do we get more women and stem and encourage girls to go through this path in school? You know, it turns out women and men are both equally interested in science and math and all those things. But the starting jobs and tech are are horrendous when it comes to matching women's interests in skills and this isthe stereo, I'm going to start stereotype here. I hate doing this, but in general terms, men tend to be able to work on things serially. They tend to have a singular focus and to appreciate the singular focus and so you can lay out a path first, your socks and your shoes and the guy will follow that, and we'LL master each step along the way. And that's that's a way that you know, it's stereotypically a lot of male brain brains. Progress for women, for female brains were multifaceted way sort of have this ability. I don't know if it's evolutionary or environment or whatever. I'm not like an expert, thank God. >> But we have this >> ability to multi task all the time. I could be, you know, holding my kid and, um, talking on the phone and, you know, making sure dinners cooking, okay. And, you know, maybe it's a business call, and I might be hiring someone or firing someone, and I'm giving equal focused attention to each very important task. And so we sort of have that that ability because we have that ability. That's the kind of job that you know. Okay, you enter college and you're taking a software development computer science, of course. And you take all computer science courses until you get that degree. And now you get your first software developer job and you sit in this little cubicle and all day long you write code. Well, you know, fine. If I've sort of have that single threaded mentality, I'm ready. All right. I guess I'm going to do this. I'm gonna Masters are >> gonna get through the layers >> of writing code as fast as I can and someday I'll rule the world or start my own company over on the female side, we say this is going to kill me. I don't want to do that. What a boring jobs. Because Because also, I'm interested in I'm interested in the Japanese language and I'm interested in design. And, you know, I love to cook. And also, you know, I'm just been working through, you know, theories of space and time and in my physics study, and to just have to focus my mind all by myself all day long in this cubicle on writing, you know, some part of a bigger program. It's not attractive. And so what we find is that women are dropping out of thes focus degree programs and they're dropping out of the early stages of technology careers. Which means that by the time you get to my stage, there is not a very few of us right, >> So you said we needed we need to change the definition of work. Yes, What does that mean? >> Well, the Millennials and Gen Z and countries that are that are very young, like some of the Eastern European countries that air, that air, just reinventing themselves. They've already done that. It's the gig economy. It's the idea that as an individual, I can choose the things I want to work on. We've tried Teo, sort of emulate that in in the agile methodologies right? I get to choose my tasks, but it's this sort of. It was taken the soul out of it. But this is really that independent contractors might be doing. You know a few things that once I might be designing shoes like one of my friends is she's she's created her own shoe company, and at the same time I might be writing code Azaz a gig for some other company. And you know what? I might also be involved in, you know, a charitable work. Or I might be volunteering at my kid's school and doing all of those things together at the same time in parallel is interesting to us. It's engaging to us. We put more. >> So how'd you do that? At your team at NUTANIX? How do you help your employees, uh, do all the things that they want to do in addition to obviously getting their work done? Yeah, well, It's always a >> balance right. One of the really important things is to create an environment of tools and technologies and processes that allow people to choose the things they want to choose. It's not always well understood. Some people say thank you. I get to use the tools I like. Other people say there's too many tools what we d'Oh. And so we try to find something down the middle for those guys. Exactly. Secondly, I hire and mentor leaders who are very diverse and open, and they're thinking so that we can constantly kind of reinvent ourselves as an I T organization. But ultimately it gets down to enabling culturally people to think differently, to raise their hand and say, You know, I am a network engineer, but I would like Tio automate this thing over here or, you know, I Yes, I'm a systems engineer, but I'd like to deploy the network, just allowing them to get out of their comfort zone and to experiment. It's also really important to understand the balance of it. People who choose it love engineering and love technology, but we'LL also love process and interaction, and so we're already this mash up of personality types. And, you know, I would say more multifaceted you are, the more you're able to play multiple sports or or have multiple skills or play offense and defense, then the more able you are to thrive in the new World in the new economy. And sometimes it's just finding those mavericks Or, you know, I like to say I'm a little civil, like, you know, I've >> got a little personalities and you know it. Sometimes you got >> to bring one of those personalities to the table. Sometimes you have to bring many of those personalities to the table, and it's gonna be okay for folks to do that. >> I love it. I love it. Great. Well, Wendy, thank you so much for coming on the Cube. It's always fun talking to you. Thank you. Appreciate it. I'm Rebecca Knight. You are watching the Cube. They'LL be much more to come