>> From theCUBE Studios in Palo Alto and Boston, bringing you data-driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> As we reported last week, we believe that in the next decade, there will be changes in public policy that are going to restrict the way in which big internet companies are able to appropriate user data. Big tech came under fire again this week with the CEOs of Facebook, Twitter, and Google going toe to toe with several U.S. senators. Microsoft CEO Satya Nadella, however, was not one of those CEOs in the firing line. Microsoft doesn't heavily rely on ad revenues, rather, the company's momentum is steadily building around Azure, which by my estimates is now roughly 19% of Microsoft's overall revenues. It's surpassed, maybe nearly got to $7 billion for the first time on a quarterly basis. I'll come back to you on that. Hello everyone, and welcome to this week's Wikibon CUBE insights powered by ETR. In this Breaking Analysis, we'll respond to the many requests we've had to dig into the business of Microsoft a little bit deeper and provide a snapshot of how the company is faring in the ETR dataset. Let's take a quick look at Microsoft's financials, and the scope of Microsoft's business is actually mind-boggling. The company has roughly $150 billion in revenue, and it grew its top line 12% last quarter. It has more than $136 billion in cash on the balance sheet. Microsoft generates over $60 billion annually in operating cashflow. And last quarter alone threw off more than 19 billion in operating cash. Its gross margins are expanding across virtually all of its major business lines. So let's look at those business sectors. Microsoft, it doesn't suffer from the nagging problems that we've talked about with a lot of older tech companies. Companies like IBM and Dell and Cisco and Oracle and SAP, they struggle with growth sometimes because their growth businesses are not yet large enough to offset the declines in their traditional on-premises business segments. Now at the highest level, Microsoft breaks its business into three broad categories, and they're all growing quite nicely. Let me add some color here. Let's start with the productivity and business process line of business. LinkedIn, which is growing at 16%, is in this category as is Office. This business is shifting from one of on-prem licenses, which are really headwinds right now from Microsoft, to the cloud, in the form of SaaS with Office 365, which is growing at a 20% clip within its commercial market base. Even the consumer side of O365 is growing in the double digits. Dynamics is Microsoft's ERP and CRM business, and that falls into this slice of the pie, that's growing at 18%. And then the newer Dynamics 365, that's growing at 37%. So you can see, Microsoft is easily able to show growth despite the transitions from its legacy business. Intelligent cloud is the next segment. It's kind of the kitchen sink category, meaning there's stuff in there that includes a bit of cloud washing in my opinion, but Microsoft is not nearly as egregious as IBM with the liberties that it takes around its cloud categorization. For Microsoft it's a $13 billion quarterly business. And it's growing at 19%, as we show in the pie chart. Azure is an increasingly large portion of this segment. Azure is the most direct comparison with AWS. And I have said in the past quarter, I'd say it's around 50% of the intelligent cloud, and that it's approaching by my estimates around $7 billion a quarter. Azure grew at 47% annually this past quarter, the same growth rate as last quarter. Ironically, both AWS and Google Cloud grew at the same year over year rate this quarter as they did last quarter. AWS is 29% GCP in the high 50s by at my estimates. AWS revenue was 11.6 billion this past quarter, and I have GCP still well under 2 billion. We'll be updating our cloud numbers and digging deeper next week into this topic. So consider these estimates preliminary for Azure and GCP, which the respective companies don't break out for as Amazon, as you know, breaks out AWS explicitly. Now, back to Microsoft's intelligent cloud business. It includes on-prem server software, which is a managed decline business from Microsoft. They also include enterprise services in this category. So as you can see, it's not a clean cloud number for comparison purposes. Now finally, the third big slice of the pie is more personal computing. I know, it's kind of a dorky name, but nonetheless it's nearly a $12 billion business that's growing at 6% annually. The Windows OEM business is in here, as is Windows 10 and some security offerings. Surface is also in here as well and it's growing in the mid-thirties. Search revenue is in this category as well. It's declining per my earlier statements that it's not a main piece of Microsoft's business. Now, one of the most interesting areas of this sector is gaming. Microsoft's gaming business is growing at 21% and they just acquired ZeniMax Media for seven and a half billion dollars. Let me land on gaming for a minute. The gaming experts at theCUBE are really excited about Microsoft's XBox content services, which grew at about 30% this past quarter. Game Pass is essentially Microsoft's Netflix, or you can think of it as maybe like a Spotify model. You can get in for as low as $5 a month. I think you can pay as much as $15 a month and get access to a huge catalog of games that you can download. In November of last year, Microsoft launched its xCloud beta service, which allows you to download to a PC or a game box. Now eventually with 5G, the box goes away. All you'll need is a screen and you know, controller with the joysticks, no download. In fact, this is how it works today for Android. Now, interestingly, Apple is blocking Microsoft and some others like Google's Stadia, saying that they don't allow streaming game apps like Microsoft's xCloud service, because they don't follow the company's guidelines. What Apple's not telling you is that its adjacent offering, Apple Arcade, is considered subpar by hardcore gamers. And while Apple allows the streaming of movies and music from any service on the iPhone, it's decided not to allow streaming games. Now, the last thing I want to stress about Microsoft is its leverage point around developers. Developers is a big one here, we all remember the sweaty Steve Ballmer running around the stage like a mad man, screaming, "Developers, developers, developers!" Well, despite his obsession with Windows, he sure got that one right. The GitHub acquisition was Microsoft's way of buying more developer love. It does concentrate power with a tech giant, but you know what, if it wasn't Microsoft that bought GitHub, it would have been Facebook or Amazon or Google or one of the other tech giants. Now, despite some angst in the developer community over this, GitHub, it really is a linchpin for Microsoft to more tightly integrate GitHub with its pretty vast developer tool set. All right. Let's look deeper into the Microsoft data and focus on the enterprise. We'll bring in the ETR as we always do. We said last week that Google needed to look to the cloud and edge and get its head out of its ads. Well, Microsoft recovered from its Windows myopia after Satya Nadella took over in 2014, and by all accounts from the ETR survey data, Microsoft is killing it across the board. Let me start by putting Microsoft in context with some of the most prominent companies that both compete with, and sometimes partner with Microsoft. So this xy graph, it's one of our favorites. I show it all the time and it shows net score on the vertical axis, which is a measure of spending momentum from ETR, and the horizontal axis shows what we call market share, which is a measure of pervasiveness in the survey. Now in the upper right hand table, you can see the data for each of the companies. There's an ETR survey taken in October and it had more than 1400 completes. Several points stand out here. Microsoft is by far the most pervasive in the dataset, and yet its net score or spending velocity is right there with AWS, ServiceNow, Salesforce, and Workday. Only Snowflake, which I put in there for context, because of its consistently strong net scores, shows a meaningfully higher net score, of course from a much smaller base. Now what makes this so impressive is it represents a pan-Microsoft view across its entire portfolio. And you can see where companies like IBM and Oracle struggle from a momentum standpoint compared to Microsoft, which is a much, much larger company. It's that problem that I referred to earlier regarding the smaller size of their respective growth businesses. Also called Cisco and SAP, which despite some earnings challenges lately, are able to maintain net scores that while not in the green, they're not in the red, either. Green essentially means your overall install base is expanding. Red indicates contraction. Now let's look at the spending patterns for Microsoft customers. This chart shows the granularity of ETR's net score for Microsoft. The green represents increased spend and the red decreased spend. What's impressive is that Microsoft's red zone, I mean it's essentially negligible at 6%, when you add two reds up, the pink and the bright red. Their customers, they're all spending more, or the same, and very few are leaving the platform. Now I made the case last week that Google should double or triple its efforts and focus on cloud and the edge. Microsoft has already made that transition in its business and is the, that's the premise really of my discussion today. Specifically, Microsoft Azure is powering the company across all of its products and services. It's giving Microsoft tremendous operating leverage and steadily improving marginal economics. You can see that in the gross margin lines this quarter, across all of its businesses. And here's a graphic showing its position within cloud computing in terms of net score. Microsoft Azure functions, which is the first bar on this chart, and Azure overall, which is the third set of bars, shows momentum that's as strong as any cloud category, including AWS Lambda, which as we've talked about many times is killing it. Now five over from the left, count them over, one, two, three, four, five, you can see AWS overall. So that's a really important reference point. And while its levels are still elevated, Azure overall, which again is number three from the left, has meaningfully more momentum with 65% net score versus 52% for AWS overall. Now reasonable people can debate the quality of these respective clouds and you could argue over feature sets, who's got the most features, who's got the most regions, which regions are most reliable, who's got the most data centers and all that stuff, but it's really hard to argue against Microsoft's "Good enough" strategy. It's working in the cloud, and it has been working for the company for decades. Now another Microsoft strategy has been to be a late comer to a category and then bundle multiple capabilities into one suite. We saw this at first, really in the late 1980s with Office, and it's continued in a number of areas. The latest example, Microsoft Teams. Teams combines features like meetings, phone, chat, collaboration, as well as business process workflows that leverage tools like SharePoint and PowerPoint. I mean, it's a killer strategy, and you can see the results in this chart. I mean, it's essentially competing with Zoom, it's competing with Slack and all the sort of productivity plays there in that space. And this graphic compares net scores from the year ago October survey for reference, the July survey from this year, and the most recent October survey, as I said, 1400 respondents. Look at the lead that Teams has relative to the competition. There's a story across Microsoft's portfolio. Look at Microsoft's products in the ETR taxonomy. Video conferencing with Teams, productivity apps, RPA, cloud, cloud functions, machine learning, artificial intelligence, containers, security, end point, analytics, mobile, even database. The only signs of softness are really seen in the company's legacy businesses like Skype or on-prem licenses business, which I said were a headwind for them. And while PCs and tablets are weaker, that's what you'd expect from this mature industry relative to some of these other categories. Now, again, the premise here today is that by pivoting to the cloud and going all in competing with infrastructure as a service, Microsoft has created a platform for innovation for its business, and its developer chops are really credible, so it's evolving its install base very successfully to Azure. It's got a very solid hybrid and multi-cloud strategy and story with Microsoft Arc, which eventually it can take to the edge. You know, we think its edge strategy needs some work, but nonetheless, the company is really, really well positioned. Microsoft has a huge partner ecosystem, heck, it even partners with Oracle and database, as well as using Azure to enter new markets, including vertical clouds like healthcare, which it talked about on its earnings call. I mean, there's really not much on which you can criticize Microsoft. You know, sure, they've had some high profile failures in the past. The Nokia acquisition, the Windows phone, you remember Zune? Mixer, you know, Bing. Is Bing a fail? I don't know. Maybe not really. I guess the fail is, you know, what I was talking about last week with antitrust, Microsoft was distracted by the DOJ and maybe that caused it to miss search, give it to Google, and in that sense, maybe it was a failure, but overall, pretty good track record from Microsoft. Yeah, maybe you can say Microsoft is somewhat of a copycat, you know, the graphical user interface that they copied from the Mac, but hey, even Steve Jobs stole that. Surface, okay. The cloud? But so what, ideas, they're plentiful, execution is the key, really. No matter how you slice it, the data doesn't lie. Microsoft's financial performance, its pivot to the cloud, and the success of its adjacent businesses, make it one of the most remarkable rebirths in the history of technology industry. Now I didn't use the word turnaround because the company was never really in trouble. It just became irrelevant and kind of boring. Today, Microsoft is far from immaterial. Okay. That's it for this week. Remember all these episodes are available as podcasts wherever you listen. So please subscribe. I publish weekly on Wikibon.com and Siliconangle.com. And don't forget to check out ETR.plus for all the survey data and analytics. I appreciate always the comments on my LinkedIn posts or you can DM me @DVellante, or email me at David.Vellante@SiliconAngle.com. This is Dave Vellante for theCUBE Insights powered by ETR. Thanks for watching everybody, be well, and we'll see you next time. 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>> Announcer: Live from Orlando, Florida it's theCUBE covering Pentaho World 2017. Brought to you by Hitachi Vantara. (upbeat techno music) (coughs) >> Welcome to Day Two of theCUBE's live coverage of Pentaho World, brought to you by Hitachi Vantara. I'm your host Rebecca Knight along with my co-host Dave Vellante. We're joined by Robert Walsh. He is the Technical Director Enterprise Business Intelligence at ZeniMax. Thanks so much for coming on the show. >> Thank you, good morning. >> Good to see ya. >> I should say congratulations is in order (laughs) because you're company, ZeniMax, has been awarded the Pentaho Excellence Award for the Big Data category. I want to talk about the award, but first tell us a little bit about ZeniMax. >> Sure, so the company itself, so most people know us by the games versus the company corporate name. We make a lot of games. We're the third biggest company for gaming in America. And we make a lot of games such as Quake, Fallout, Skyrim, Doom. We have game launching this week called Wolfenstein. And so, most people know us by the games versus the corporate entity which is ZeniMax Media. >> Okay, okay. And as you said, you're the third largest gaming company in the country. So, tell us what you do there. >> So, myself and my team, we are primarily responsible for the ingestion and the evaluation of all the data from the organization. That includes really two main buckets. So, very simplistically we have the business world. So, the traditional money, users, then the graphics, people, sales. And on the other side we have the game. That's where a lot of people see the fun in what we do, such as what people are doing in the game, where in the game they're doing it, and why they're doing it. So, get a lot of data on gameplay behavior based on our playerbase. And we try and fuse those two together for the single viewer or customer. >> And that data comes from is it the console? Does it come from the ... What's the data flow? >> Yeah, so we actually support many different platforms. So, we have games on the console. So, Microsoft, Sony, PlayStation, Xbox, as well as the PC platform. Mac's for example, Android, and iOS. We support all platforms. So, the big challenge that we have is trying to unify that ingestion of data across all these different platforms in a unified way to facilitate downstream the reporting that we do as a company. >> Okay, so who ... When it says you're playing the game on a Microsoft console, whose data is that? Is it the user's data? Is it Microsoft's data? Is it ZeniMax's data? >> I see. So, many games that we actually release have a service act component. Most of our games are actually an online world. So, if you disconnect today people are still playing in that world. It never ends. So, in that situation, we have all the servers that people connect to from their desktop, from their console. Not all but most data we generate for the game comes from the servers that people connect to. We own those. >> Dave: Oh, okay. >> Which simplifies greatly getting that data from the people. >> Dave: So, it's your data? >> Exactly. >> What is the data telling you these days? >> Oh, wow, depends on the game. I think people realize what people do in games, what games have become. So, we have one game right now called Elder Scrolls Online, and this year we released the ability to buy in-game homes. And you can buy furniture for your in-game homes. So, you can furnish them. People can come and visit. And you can buy items, and weapons, and pets, and skins. And what's really interesting is part of the reason why we exist is to look at patterns and trends based on people interact with that environment. So for example, we'll see America playerbase buy very different items compared to say the European playerbase, based on social differences. And so, that helps immensely for the people who continuously develop the game to add items and features that people want to see and want to leverage. >> That is fascinating that Americans and Europeans are buying different furniture for their online homes. So, just give us some examples of the difference that you're seeing between these two groups. >> So, it's not just the homes, it applies to everything that they purchase as well. It's quite interesting. So, when it comes to the Americans versus Europeans for example what we find is that Europeans prefer much more cosmetic, passive experiences. Whereas the Americans are much things that stand out, things that are ... I'm trying to avoid stereotypes right now. >> Right exactly. >> It is what it is. >> Americans like ostentatious stuff. >> Robert: Exactly. >> We get it. >> Europeans are a bit more passive in that regard. And so, we do see that. >> Rebecca: Understated maybe. >> Thank you, that's a much better way of putting it. But games often have to be tweaked based on the environment. A different way of looking at it is a lot of companies in career in Asia all of these games in the West and they will have to tweak the game completely before it releases in these environments. Because players will behave differently and expect different things. And these games have become global. We have people playing all over the world all at the same time. So, how do you facilitate it? How do you support these different users with different needs in this one environment? Again, that's why BI has grown substantially in the gaming industry in the past five, ten years. >> Can you talk about the evolution of how you've been able to interact and essentially affect the user behavior or response to that behavior. You mentioned BI. So, you know, go back ten years it was very reactive. Not a lot of real time stuff going on. Are you now in the position to effect the behavior in real time, in a positive way? >> We're very close to that. We're not quite there yet. So yes, that's a very good point. So, five, ten years ago most games were traditional boxes. You makes a game, you get a box, Walmart or Gamestop, and then you're finished. The relationship with the customer ends. Now, we have this concept that's used often is games as a service. We provide an online environment, a service around a game, and people will play those games for weeks, months, if not years. And so, the shift as well as from a BI tech standpoint is one item where we've been able to streamline the ingest process. So, we're not real time but we can be hourly. Which is pretty responsive. But also, the fact that these games have become these online environments has enabled us to get this information. Five years ago, when the game was in a box, on the shelf, there was no connective tissue between us and them to interact and facilitate. With the games now being online, we can leverage BI. We can be more real time. We can respond quicker. But it's also due to the fact that now games themselves have changed to facilitate that interaction. >> Can you, Robert, paint a picture of the data pipeline? We started there with sort of the different devices. And you're bringing those in as sort of a blender. But take us through the data pipeline and how you're ultimately embedding or operationalizing those analytics. >> Sure. So, the game theater, the game and the business information, game theater is most likely 90, 95% of our total data footprint. We generate a lot more game information than we do business information. It's just due to how much we can track. We can do so. And so, a lot of these games will generate various game events, game logs that we can ingest into a single data lake. And we can use Amazon S3 for that. But it's not just a game theater. So, we have databases for financial information, account users, and so we will ingest the game events as well as the databases into one single location. At that point, however, it's still very raw. It's still very basic. We enable the analysts to actually interact with that. And they can go in there and get their feet wet but it's still very raw. The next step is really taking that raw information that is disjointed and separated, and unifying that into a single model that they can use in a much more performant way. In that first step, the analysts have the burden of a lot of the ETL work, to manipulate the data, to transform it, to make it useful. Which they can do. They should be doing the analysis, not the ingesting the data. And so, the progression from there into our warehouse is the next step of that pipeline. And so in there, we create these models and structures. And they're often born out of what the analysts are seeing and using in that initial data lake stage. So, they're repeating analysis, if they're doing this on a regular basis, the company wants something that's automated and auditable and productionized, then that's a great use case for promotion into our warehouse. You've got this initial staging layer. We have a warehouse where it's structured information. And we allow the analysts into both of those environments. So, they can pick their poison in respects. Structured data over here, raw and vast over here based on their use case. >> And what are the roles ... Just one more follow up, >> Yeah. >> if I may? Who are the people that are actually doing this work? Building the models, cleaning the data, and shoring data. You've got data scientists. You've got quality engineers. You got data engineers. You got application developers. Can you describe the collaboration between those roles? >> Sure. Yeah, so we as a BI organization we have two main groups. We have our engineering team. That's the one I drive. Then we have reporting, and that's a team. Now, we are really one single unit. We work as a team but we separate those two functions. And so, in my organization we have two main groups. We have our big data team which is doing that initial ingestion. Now, we ingest billions of troves of data a day. Terabytes a data a day. And so, we have a team just dedicated to ingestion, standardization, and exposing that first stage. Then we have our second team who are the warehouse engineers, who are actually here today somewhere. And they're the ones who are doing the modeling, the structuring. I mean the data modeling, making the data usable and promoting that into the warehouse. On the reporting team, basically we are there to support them. We provide these tool sets to engage and let them do their work. And so, in that team they have a very split of people do a lot of report development, visualization, data science. A lot of the individuals there will do all those three, two of the three, one of the three. But they do also have segmentation across your day to day reporting which has to function as well as the more deep analysis for data science or predictive analysis. >> And that data warehouse is on-prem? Is it in the cloud? >> Good question. Everything that I talked about is all in the cloud. About a year and a half, two years ago, we made the leap into the cloud. We drunk the Kool-Aid. As of Q2 next year at the very latest, we'll be 100% cloud. >> And the database infrastructure is Amazon? >> Correct. We use Amazon for all the BI platforms. >> Redshift or is it... >> Robert: Yes. >> Yeah, okay. >> That's where actually I want to go because you were talking about the architecture. So, I know you've mentioned Amazon Redshift. Cloudera is another one of your solutions provider. And of course, we're here in Pentaho World, Pentaho. You've described Pentaho as the glue. Can you expand on that a little bit? >> Absolutely. So, I've been talking about these two environments, these two worlds data lake to data warehouse. They're both are different in how they're developed, but it's really a single pipeline, as you said. And so, how do we get data from this raw form into this modeled structure? And that's where Pentaho comes into play. That's the glue. If the glue between these two environments, while they're conceptually very different they provide a singular purpose. But we need a way to unify that pipeline. And so, Pentaho we use very heavily to take this raw information, to transform it, ingest it, and model it into Redshift. And we can automate, we can schedule, we can provide error handling. And so it gives us the framework. And it's self-documenting to be able to track and understand from A to B, from raw to structured how we do that. And again, Pentaho is allowing us to make that transition. >> Pentaho 8.0 just came out yesterday. >> Hmm, it did? >> What are you most excited about there? Do you see any changes? We keep hearing a lot about the ability to scale with Pentaho World. >> Exactly. So, there's three things that really appeal to me actually on 8.0. So, things that we're missing that they've actually filled in with this release. So firstly, we on the streaming component from earlier the real time piece we were missing, we're looking at using Kafka and queuing for a lot of our ingestion purposes. And Pentaho in releasing this new version the mechanism to connect to that environment. That was good timing. We need that. Also too, get into more critical detail, the logs that we ingest, the data that we handle we use Avro and Parquet. When we can. We use JSON, Avro, and Parquet. Pentaho can handle JSON today. Avro, Parquet are coming in 8.0. And then lastly, to your point you made as well is where they're going with their system, they want to go into streaming, into all this information. It's very large and it has to go big. And so, they're adding, again, the ability to add worker nodes and scale horizontally their environment. And that's really a requirement before these other things can come into play. So, those are the things we're looking for. Our data lake can scale on demand. Our Redshift environment can scale on demand. Pentaho has not been able to but with this release they should be able to. And that was something that we've been hoping for for quite some time. >> I wonder if I can get your opinion on something. A little futures-oriented. You have a choice as an organization. You could just take roll your own opensource, best of breed opensource tools, and slog through that. And if you're an internet giant or a huge bank, you can do that. >> Robert: Right. >> You can take tooling like Pentaho which is end to end data pipeline, and this dramatically simplifies things. A lot of the cloud guys, Amazon, Microsoft, I guess to a certain extent Google, they're sort of picking off pieces of the value chain. And they're trying to come up with as a service fully-integrated pipeline. Maybe not best of breed but convenient. How do you see that shaking out generally? And then specifically, is that a challenge for Pentaho from your standpoint? >> So, you're right. That why they're trying to fill these gaps in their environment. To what Pentaho does and what they're offering, there's no comparison right now. They're not there yet. They're a long way away. >> Dave: You're saying the cloud guys are not there. >> No way. >> Pentaho is just so much more functional. >> Robert: They're not close. >> Okay. >> So, that's the first step. However, though what I've been finding in the cloud, there's lots of benefits from the ease of deployment, the scaling. You use a lot of dev ops support, DBA support. But the tools that they offer right now feel pretty bare bones. They're very generic. They have a place but they're not designed for singular purpose. Redshift is the only real piece of the pipeline that is a true Amazon product, but that came from a company called Power Excel ten years ago. They licensed that from a separate company. >> Dave: What a deal that was for Amazon! (Rebecca and Dave laugh) >> Exactly. And so, we like it because of the functionality Power Excel put in many year ago. Now, they've developed upon that. And it made it easier to deploy. But that's the core reason behind it. Now, we use for our big data environment, we use Data Breaks. Data Breaks is a cloud solution. They deploy into Amazon. And so, what I've been finding more and more is companies that are specialized in application or function who have their product support cloud deployment, is to me where it's a sweet middle ground. So, Pentaho is also talking about next year looking at Amazon deployment solutioning for their tool set. So, to me it's not really about going all Amazon. Oh, let's use all Amazon products. They're cheap and cheerful. We can make it work. We can hire ten engineers and hack out a solution. I think what's more applicable is people like Pentaho, whatever people in the industry who have the expertise and are specialized in that function who can allow their products to be deployed in that environment and leverage the Amazon advantages, the Elastic Compute, storage model, the deployment methodology. That is where I see the sweet spot. So, if Pentaho can get to that point, for me that's much more appealing than looking at Amazon trying to build out some things to replace Pentaho x years down the line. >> So, their challenge, if I can summarize, they've got to stay functionally ahead. Which they're way ahead now. They got to maintain that lead. They have to curate best of breed like Spark, for example, from Databricks. >> Right. >> Whatever's next and curate that in a way that is easy to integrate. And then look at the cloud's infrastructure. >> Right. Over the years, these companies that have been looking at ways to deploy into a data center easily and efficiently. Now, the cloud is the next option. How do they support and implement into the cloud in a way where we can leverage their tool set but in a way where we can leverage the cloud ecosystem. And that's the gap. And I think that's what we look for in companies today. And Pentaho is moving towards that. >> And so, that's a lot of good advice for Pentaho? >> I think so. I hope so. Yeah. If they do that, we'll be happy. So, we'll definitely take that. >> Is it Pen-ta-ho or Pent-a-ho? >> You've been saying Pent-a-ho with your British accent! But it is Pen-ta-ho. (laughter) Thank you. >> Dave: Cheap and cheerful, I love it. >> Rebecca: I know -- >> Bless your cotton socks! >> Yes. >> I've had it-- >> Dave: Cord and Bennett. >> Rebecca: Man, okay. Well, thank you so much, Robert. It's been a lot of fun talking to you. >> You're very welcome. >> We will have more from Pen-ta-ho World (laughter) brought to you by Hitachi Vantara just after this. (upbeat techno music)