usually shops at the Silk Road and so. Oh, that makes sense now. Now, now it's all syncing in. Yeah. Let me see if I can hire, uh, look for employees on Alibaba. All right, I'm on Alibaba now. Let's see. Just for fun. What's the thing I could buy? Like, I don't know, uh, the thing you could buy. Stormtrooper costume. What about made outfit? Uh, that's what I get back mostly is good selection of made outfits. You know, adult lace something and then they just insert the word, um, uh, stormtrooper in the search can be problematic. I'll give you that. Yeah, I looked up transformers and all I get are large pieces of, uh, under 32 kilovolt to 110 kilovolt three phase oil, immersed vulture of voltage. The international transformer toy. Maybe if I put Hasbro in the search. Oh, nothing. Well, there, the problem is their names of products can be a thousand.  And so you could have any product and just put a popular keyword in it would. I can have a transforming robot block toy can add candy to it. Ooh, I can add candy to it. Oh, who does it? What kid doesn't want to have a transformer that turns into a large tour bus? Oh, they have a super wings. You want your super wings that Korean South Korean cartoon? Oh, I'm chat. Oh, they're selling, they're selling amiibo NFC tags. It's, it's, some of the stuff is just skeezy. Can you believe how close and retacular it's gotten? Dude, it's a week and a half. I'm losing my mind. I'm sorry. No, it's fine. It's going to be great. I just, it's always about this much. Before I start to give you ever play that pixie song in the background just to get things going. Didn't I? I play a lot of crooner music. It calms me down. Fly me to the moon. That kind of thing. Yeah, like that. Yeah. Totally that. Let me prepare for no techie. Would you consider Bobby Darren crooner or no? I don't know. Darren could do some crooner, but he also was a pop singer. He did, uh, somewhere beyond the sea. Oh, I like that song. Somewhere. He was the only one. In fact, then everybody did everything. They literally did. They also paused their own shoes, drove their own cars, built their own health care, raised their own leaching worms. I need control. Speaking of you now, do you need control? You deserve control. Yes. All right. Here we go. You guys ready? I'm so good hiding. I guess she didn't ask me if I was good. I am ready. You evaded the question like a true something or other. All right. Here we go. Daily Tech News show is powered by you, the audience. You're the only one who has influence over this show. To find out more, head to patreon.com slash dtns. This is the Daily Tech News for Wednesday, June 21st, 2017. I'm Tom Merritt joining me on Wednesday. Scott Johnson in the house getting ready to put a layer of tech frosting on that tech cake you've been preparing for. They all have to bring the tech cake though, right? We're not providing both cake and frosting. Are we in charge of- I like to feel like their minds are the tech cake and the frosting we're providing is the understanding of technology. Well, this is a very unique- It's not a strained metaphor in any way. Not at all. It's a unique and intimate relationship. I'm happy to be a part of it and I would just ask people to be in a nice tight orderly line so that we can get through this as fast as possible. Okay? Boy, you are preparing for intertacular next week. Hey, we all know that Travis Kalanick has resigned as CEO of Uber and we are going to be talking quite a bit about what that might mean for Uber, for Lyft, for the ride hailing industry, etc. Let's start out with a few tech things you should know about. Snapchat added SnapMap, a way to share a location with friends on Android and iOS, starting now. Location sharing is off by default, so don't worry. They're not going to start sharing your location without your permission. Even after you share it with your selected friends, you can turn it off anytime or it'll go off automatically after a few hours of not using Snapchat. Yeah, you can tell they're being a little careful with that. That's probably good. I'm happy to support them in that mode. Toshiba has selected a group of Japanese companies backed by the Japanese government to buy its chip business. That's right. Toshiba chips are tasty, tasty. It hopes to reach a formal agreement by next Wednesday. However, Western Digital, a minority owner of Toshiba, is suing for the right to approve any deal it goes through. Solid state goodness. Yeah, this has been a long-going process because Toshiba needs to sell this to make up some debt. Japan really likes its companies to stay in Japan and nobody was stepping forward. Foxconn was putting together a bid. Apple was even apparently part of backing that bid. It looks like Toshiba is trying to go with this Japanese consortium, yet Western Digital wants a little bit of a say over that. Thank you. Spotify has launched Group Playlists for Messenger. It lets you create playlists with friends at Facebook's Messenger. Friends don't even need to be Spotify members to add songs to your shared playlist, but they will have to get Spotify if they want to play them back. Yeah. For some reason, the idea of helping contribute to a playlist is neat and all, but if you can't actually hear the thing, what are you doing? You may as well just get on Spotify. There are several scenarios. You're going on a road trip. One of you has Spotify, but everybody wants to pick the playlist or a party or a wedding. There could be lots of situations where you're all going to be hearing this playlist from the one person who has Spotify. That's a good point, and that is probably a primary use case for Facebook Messenger as it stands anyway. Why not add this function? I actually really like how Spotify is everywhere in all places, and I really wish Apple Music would do the same. Maybe I'll start using it one of these days. Who knows? Now here are some more top stories. Starting now, people can pay to send Periscope Broadcasters Super Hearts. This is one of those new trends paying for emoticons in services. Broadcasters in the US who receive $175 worth of Super Hearts, it's apparently like 185,000 hearts, get designated Super Broadcasters, and if approved by Twitter, can cash out about 70% of the money that's left over after taxes and app store fees. It's going to be available on iOS and Android. They will eventually expand outside the US so everybody can cash out. Users have to buy packs of coins. They're in-app purchases and then can spend the coins on three different kinds of Super Hearts. The cheapest is covered in plus signs. The middle one's bubbly and sparkly and the one that costs the most coins explodes and has your face in the center. $0.99 worth of coins can send roughly 30 of the cheapest Super Hearts. Okay, I don't want to jump the gun here, but here's my thinking. Periscope, a Twitter company, maybe they experiment here, and we get super likes coming to Twitter soon where you pay and they finally find their business model. You pay for likes. I mean, I don't think you're far off the mark here. I think Twitter absolutely wants to try this out and see if it's viable enough to expand it to other things on Twitter, whether it's likes or super retweets or stickers and stick line and cacao and others have been making bank off stickers for years. I wouldn't be surprised to see Twitter try that if this goes well. Yeah, and then related content happening over on Twitch, this has proven to be a big moneymaker for them. And not only that, just widely accepted by the users and by those using the services, I find it baffling that you would want to pay for icon stickers or little emotes or things that would make you a little cooler than the one guy who just had a base. But you're happy to take their money on Twitch, aren't you? I am, I guess. I don't even know how much of that is happening there with me because I don't know if I've got the same crowd or not, but it is one of the more interesting pieces of the internet. And if you could just go back in time and tell the people that were really prophesying the idea of micro payments and show them this, I think their minds would be blown because this is kind of it and it's most like raw primordial form. I mean, this is this is pretty complicated though. I always hate something where I have to buy coins in order to buy something else when they disintermediate the amount I'm paying from what I'm buying. I don't know that, I mean, they have a bigger periscope audience than a lot of people think. In fact, it's one of the pillars in Twitter's live video strategy that's being put together. I wonder how many people will really want to go to the trouble to buy coins and manage coins just so they can give superhearts. Well, and the only thing I would say on the tail end of this is that one of the reasons these work really well on Twitch and services like that is because you're dealing with kind of a star and fan base mentality. I think that's trickier to do on Twitter or at least it feels almost separate because sure, you may have a big following on Twitter and people are following your tweets, liking them retweeting and whatever, and you might be even replying a lot with people. That's the interaction model. But when it comes to live video that you're doing on Periscope, I don't, I mean, maybe it's the same as the Twitch model. Don't forget, there are people who do regular periscopes and have a following. They may not be as big as Twitch stars, but they do exist. Yeah, it's probably enough, I guess is my point. And we'll see how that goes long-term. Former Apple SVP Scott Forstall. I remember this guy. I won't tell you why I remember him because it's kind of mean. So I'm not going to say it. Discuss the birth of the iPhone at an event at the Computer History Museum in Mountain View, California. We talked about the demonstration of the first iPhone to singular executives. Remember them? Singular. They were around for a hot minute. He talked about the demonstration of that phone to them. And this was just weeks before the first announcement. He then addressed why they used skeu-morphism in the first design of the phone, saying it was meant to make the iOS operating system approachable and easy to use, although it wasn't called iOS then. No, no, no, no. This is later that skeu-morphism came in. Skeu-morphism wasn't there right from the start. Oh, really? Because I thought the... I don't think so. I think it's... It was when they... Remember when they made the memo recording thing show reel-to-reel tapes? That's when it really started. Yeah, that's true. They kind of... I mean, Apple is weird this way because they've kind of done this on and off with everything, even macOS back in, I don't know, the leopard days. The calendar was supposed to look like an actual paper-backed calendar and pages would turn and they really went for that. And obviously, most design and most operating systems have gone far from that and more to actually predict. Give it year, two years. I predict by 2020, we're all back in on skeu-morphism and it might have something to do with AR. What Forstall particularly was addressing here was people criticizing that skeu-morphism that he brought to iOS that as soon as he left Apple immediately was ripped out. Yeah, that's true. They got rid of it right quick. But anyway, that's cool that he's talking. I thought there was a big falling out with him and Apple and at the time... Oh, there was. Yeah. So I guess it's nice that he can go to a conference and not freak out. It's the first time he's made any public statements since he left Apple almost five years ago. And when I say he left, I mean, he didn't want to leave. He was pretty much asked to leave by all accounts. He's been doing other kinds of things, funding Broadway plays apparently and stuff. So he's doing fine. But yeah, it was interesting that they had some engineers who had worked on the original iPhone come out on stage first, then they all left, then Forstall came out. Now, that could be because he is a high-level guy. You want to give him all the focus when he comes out. And good of him to be at this sort of 10-year anniversary of the iPhone that he was willing to come out and chat with folks. Yeah, I just remember very specifically the 07 announcement video that they did, which white background, various people talking about the product that were all big wigs at Apple. And then his section was all about how the phone actually worked, how to use voicemail, how to use calling. And I remember, I just remember that seeming so crazy at the time, like I didn't actually think that what they were talking about was going to happen. And it was a big deal. So I think to hear from the voices of those who were there, just like I'd want to hear from the original Macintosh team or the guys that were all working at Xerox back when they got kind of a mouse interface working, like that stuff is so interesting to me. So I'm glad he's able to talk. Maybe an NDA ran out or something. Maybe. It could be. I think it's probably more likely that Computer Museum reached out to him for the 10th anniversary and he was like, all right, fine. I'll limit. As long as you limit a task in me about this, this, and that, I'm comfortable doing it. XDA developers.com alleges that the one plus five review unit that they and others got manipulates benchmark results and that such benchmarks should not be trusted. The method of manipulation is different this time than the cheating that was discovered in the one plus three T, but it's starting to become a pattern of behavior from one plus. There's a lot of good information on XDA developers about who at one plus is cooperating with them on this and who's pointing out, well, it may be some developers doing something with the code. So it's not all of one plus that's trying to game the system. But the sad effect is the past two phones from one plus have game the benchmark system. It games it to deliver maximum CPU frequency and affects most of the benchmarking tools out there, including geek bench for it does not seem to affect 3D mark this time. But XDA is pretty much just saying, you know, if you care about benchmarks and phones, don't pay attention to the one plus ones, because they are giving you inaccurate information. Seems like you in, in the, I don't know, in our current time, if you're making any kind of product, especially a phone, a personal phone device with all the functionality you expect from a device like that, that people would figure out that you were game the system like, you don't need to. I don't think the majority of the populace looks at benchmarking results to make their phone decision. And XDA is even saying it's still a great phone.  Yeah, it's like when I'll use Apple's example, I'm not trying to make this an Apple story, but when they get up and say, and the new phone has two extra hours of life past the last year, and people immediately scrambled the test. It's like, well, let's make sure they're not blowing smoke up our butts. And then they'll come back and say, oh, actually, they were. Well, that's in Apple's best interest. It's in the one plus interest to give what they say they're going to give. Otherwise, someone's going to find out. It's too easy to find out. Now, nobody's going to just ignore it or not be smart enough to look deep into these phones. The whole reason they're getting review units is to put them through every possible pace. Yeah. I think that's a weird thing. Yeah, Gouchum says people pay attention to reviewers who look at benchmarks, but even reviewers, they don't judge the majority of the review based on the benchmarks. That's just one piece of the puzzle.  Every time this happens, people generally get caught pretty quickly. And it just, it actually backfires on you. So I just, I don't know why anyone, I'm not going to tar the entire company because it sounds like there's left hand not knowing what the right hand's doing here, but I don't know why anyone would think this is a good idea. Yeah. I mean, don't forget, Sony put some weird stuff on disks back. All right. Ah, root kits. Yeah. There was the hand not knowing the other hand was doing. Sega in the news. I know it's like the nineties all up in here. Sega announced a line of games called Sega forever. I've already downloaded this and been messing with it. This brings classic titles to Android and iOS for free. Now, when I say that there's a caveat, they are all ad supported users can pay a buck 99 to turn off those ads, which is nice. The games feature cloud saves, Bluetooth controller support and online leaderboards launch titles coming Thursday. Include an update to the previously available Sonic the Hedgehog own altered beast kid chameleon and fantasy star two new titles would come out every two weeks. The idea is that eventually you could in theory own every classic game Sega ever made and any possibly some third party titles. They make a license deal with to get them out there. It's a little janky right now. Just a quick review for me. The payout to buy Sonic the Hedgehog so it would just work. Didn't work for me. Ads were still showing even after it confirmed that I paid. Others are reporting similar things. So there's some issues right up front, but if you are a big fan of the classic Sega catalog, it's probably good news for you.  I guess the only disappointment I had, and this is probably only me that thought this is when I first saw the headline, I'm like, Oh, they're doing what Atari did where you can, you can buy the Atari app and either buy individual titles or you can just buy out the whole collection.  You're going to have a different app for every game and granted, you can put them all in a folder and it's pretty much the same thing. But I would have preferred with these retro games that you just give me everything at once. Yeah. Give me the arcade and then let me go into the arcade and decide what I want to play. Yeah. And you don't even have to do what Atari did with the 999 gets you everything, but that's kind of cool. Yeah. There's a theory floating around and they haven't confirmed this exactly. They've just said, Sega back catalog. But in theory, this could go all the way up to Dreamcast releases. And that's really interesting. Yeah. It ends up being, you know, controller supported version of the original soul caliber or something. People are going to lose their minds. That's a great game and should perform great on modern hardware. So if that's what they're going to do long term, that's really exciting. And it's kind of weird new life for Sega, but a little plugey how they're making you do it. I think the arcade way is a better way to go. Yeah. It's funny. I saw on Twitter Bridget Carey from CNET saying, I never thought I could justify spending $700 to buy a Bluetooth Genesis controller to go with my iPhone, but here we are. Nice. I can confirm by the way it works with what I played at the Sonic game and a comic zone. I think I played there are no kick million. They play with standard my five controllers and the iOS just fine. So the Nimbus controller from Steel series works like a charm. So you're, if you've already got some sort of dual stick style controller for, for your mobile device, you're probably going to be just fine using that. Yeah. And even though the titles are supposed to launch Thursday, it sounds like they're already out. So go track them down. Finally, Twitch announced it will exclusively stream some of Blizzard's biggest tournaments, Hearthstone, Heroes of the Storm, all that kind of stuff through 2018. And from June 20th through August 10th, Blizzard is giving Twitch Prime members free in game items. You'll get some Hearthstone stuff. You'll get some Heroes of the Storm stuff and a golden loot box in Overwatch. So it's a huge deal. It's a great it means good things for people who like to get their content on Twitch. I think fans are very excited about this. And also free stuff is cool. The one thing I think they're just confusing about in their marketing for this is that a Twitch Prime membership is a Amazon Prime membership. So if you have Amazon Prime, you have Twitch Prime and you may not even know that some people do. And in that case, you just need to make sure you tie your account on Twitch to your Prime account and boom, this free stuff is yours. So How do you tie your Blizzard account to that? You got to do that part too, right? Same deal. Yeah. So you go in there, they did this, they do this sometimes with like some other tournaments. It's like, if you, you know, log in for the spring bash or whatever for the HTC and Heroes, we'll give you an exclusive portrait or something in the game. And to do that, you go through a little API routine that just lets you log in your Blizzard account. And then it shows there in the API page of all your connected style accounts. And that could be everything from the old Curse app to Discord to one of these games. And so it sounds like it'll probably be tied to your Blizzard overall account because that's kind of how Blizzard does it now. But yeah, free stuff and no reason to not do this. So get on it if you like any of those.  That guarantees at least a legendary, which is a huge deal. And you consider legendaries are very expensive to buy as a sharded item and very hard to get just as a random sort of, you know, Vegas wheel spin. So absolutely. That's probably the thing that's going to drive the most people to do it. But I think it's interesting to watch Twitch starting to make these very exclusive deals with publishers that have a ton of a poll. Blizzard being one, Riot Games being another. Certainly they work with Valve on different things, but the more exclusives they get, the more reason people have to stay maybe away from Microsoft's new game streaming platform and staying with Twitch, not going to YouTube and staying with Twitch. And seeing Twitch as the place to watch esports is important to Twitch as well. You've got ESPN settled in to streaming esports. You've got Turner Networks doing it, and now NBC Sports has got a deal to do some esports. So Twitch has some competition from the traditional broadcasters and really has the advantage that it shouldn't lose. So it should make deals like this. It should. And the more they make, the more the players get incentivized to stay. Like, this makes me want to do it here. And Turner's not going to give me a free loot box. So why would I care about that? Like it really does cater to what makes Twitch popular in the first place. And I think that's going to be all good for them. By the way, Shard. Did I say shard? Sharded. No, you said it's just some people can't tell. I'm glad I didn't say shard. That would have been trouble. Did he say he said shard? Side note to this, too. Just as someone who has followed Blizzard for many years, isn't it interesting to see a big Blizzard announcement that don't mention Warcraft? I know Warcraft Arena is one of the tournaments that's going to be streamed by Twitch, but this is all about Overwatch, Hearthstone, and Heroes. Yeah, those three games, those are your, that's your competition now.  They're going to have to go here. A couple of years ago, people were wondering if Blizzard could, you know, could survive with Warcraft, and it's almost at this point like, well, sure, that would be nice. Yeah, I think they had a meeting, and after that meeting, it was no holds barred, and they are now proving that they are a company that does not need one MMO to survive. They're killing. Hey, folks, if you want to get all the tech headlines each day in about five minutes, subscribe to DailyTechHeadlines.com as a podcast on your Amazon Echo as a flash briefing, or in the anchor app at anchor.fm. All right, Uber CEO Travis Kalanick announced he has accepted the investor's request to step aside so that Uber can go back to building rather than be distracted with another fight. He had already stepped away in a leave of absence, and apparently five of the company's biggest investors. Benchmark, first round capital, lowercase capital, Menlo Ventures and Fidelity Investments demanded his resignation. He accepted the investor's request, so there's a little between the lines frustration here. The Uber board issued a statement saying, very nice things about Kalanick, and finishing up by saying, we look forward to continuing to serve with him on the board. He is a member of the board of directors and the New York Times reports that he controls the majority of Uber's voting shares. So he didn't have to do this. The board couldn't make him do it because he has the majority of the votes, but he decided to do it anyway. That implies that even Travis Kalanick thinks it's probably just best for the company if he's not involved, despite his own inclinations. So there's a lot of questions out there.  Does it have to do with the investigation? Does it have to do with Susan Fowler? Does it have to do with the lawsuit with Waymo? Or some people are speculating, those things as bad as they were and are might not have driven him away if Uber wasn't in better financial shape, but maybe it's lackluster earnings. Yeah, well, very well could be. It's impossible to look at one without the other one creeping in though, right? There's no way that people are... It's certainly all of it together, right? But I think what folks are saying is, look, we all are paying attention to the controversies. If those controversies hadn't happened and they had bad earnings, you might still see Travis being nudged towards the door. Oh, interesting. Yeah, I guess so. I mean, it's interesting, by the way, the total side note that has nothing to do with that particular statement, but I just noticed his Wikipedia page refers to him as the former CEO of Transport. Already, yeah. Somebody was Johnny on the spot with that, but it's funny. You don't hear these kinds of... We talked about this a bit on TMS this morning with you. You don't hear this kind of stuff ever coming out of Lyft, and I don't even mean like when there's a poor performing month or quarter, there's not talk of, well, it needs to be a shakeup at Lyft, or the too bad this is going on at Lyft.  So clearly there's a difference between the... Well, it may be that Lyft has spent its money more wisely. Remember, what Lyft is doing is partnering with companies, partnering with General Motors, taking an investment from General Motors, partnering with Waymo, not being sued by Waymo, not spending a lot of money on fighting lawsuits in side your own company as well as in metro areas all around the world. They're not spending a lot of money on research and development and trying to hire a bunch of people away from Carnegie Mellon. They're spending a lot less money and having a lot more success or at least as much success as Uber. Yeah.  Oh, okay. I think my problem with that analysis is I think Lyft is Pepsi first of all, not RC. And second of all, if Coke is over there saying, F you, we're going to sell our sugar water wherever we want and we don't care about your damp food regulations, it's a little different than Coke versus RC and Pepsi is now where you don't see them having arrogance. I mean, there's something on top of this from top to bottom, from treating their own employees with disrespect to treating federal regulations, cities, taxi cab, their own drivers. Don't forget, Colinick, yelling at one of his drivers about how he didn't understand. There's a whole lot more attached to Uber baggage-wise than almost any other company you could think of. You're totally right. And maybe some... I've heard the argument out loud recently that the reason Uber is where they are in terms of market leadership is because they've been so scrappy. You could translate that to mean willing to take shortcuts or to roll over regulations or to do whatever it took to be a maverick in that space and completely dominate it. And it just, I feel like we're just at that stage where that is now biting them in the butt. You can't do that forever. You might be able to do that as a scrappy startup, but you can't do it for years and years and years. I wonder when I look at the success of Lyft, when I look at the success of Grab Taxi and Ola and all these other ride hailing companies around the world, did they need to do it? I mean, Uber likes to say that that's how they succeeded because they were rough and tumble. And in some respects, I think that probably did give them a huge advantage. But did they need to do it? Did they have to be that way to succeed? Is it because Uber was that way that Lyft can be nicer? Is the question, I don't know that that's true. Yeah, I think you're probably right. I mean, they were certainly on to something. Nobody questions that. It's just an issue of whether they could have done this a little, I don't know, with a softer touch. And Lyft is maybe benefiting by seeing that and doing their own thing and doing it the way they want happens to also align with the way people think you should run a company like that. So, I mean, there's plenty of arguments to be made for why or why not Lyft is benefiting by being in the sort of the back draft of this other company. But that may change now. This may be a huge thing for Lyft. Lyft can just kind of quietly off to the side say, well, we're just going to keep growing and partnering and focusing and doing the things that are kind of the opposite of the problems you're having over here with them. And maybe Lyft becomes the household name and Uber not as much. Tinas in Cape Town wrote us a nice letter saying, it's not often one can write in a response before the show. But hi, Tom Scott and Roger, some thoughts on the exodus at Uber. Can we all agree that Uber is not a startup? The company is eight years old and the rapid expansion in the last three has seen it grow to a large company. They have had several funding rounds and at their last funding round, very high stock prices. This is a company with stakeholders with huge financial risk attached. The second part is that their ambush approach to extension is no longer effective. The industry that they're disrupting is closing the gap with their own apps or with leaning on the politicians of cities and governments to protect them and up the entry threshold to the likes of Uber. So here we are at the end of the red wedding week at Uber. What is next? Uber is still losing money. They're doing this by burning capital, capital raised at the back of rapid growth that is slowing. So if this week of mass exodus is anything other than the investors stepping in and starting to clean up the company, image, policies, and expenses, is anything other than prepping for an IPO, I would be surprised. Uber's biggest problem going forward would be to improve the income statement, provide growth the legal route, and get ready for that listing. The picking of the next CEO will be telling into which direction they are going. And that brings us to that question. Who runs this place next? Who does Uber's board pick as the next CEO? Who would want this job when Travis Kalanick still owns more than 50% of the voting shares? Arianna Huffington, darling. Arianna is a board member and she was as early earlier this week arguing that Travis should stay in charge. So I don't think she steps in though. She's not the CEO for Uber. I think she's probably happy to be on the board. But don't you think we've talked about a few people prior to the show. It was actually kind of hard to pick names. There's got to be a huge roster of people in Silicon Valley alone with all kinds of diverse experience, maybe not in ride sharing or whatever their specific market is, but people from YouTube, people from Apple, people from 1,000 other places. I mean, both of these guys who founded the thing came from diverse backgrounds that had nothing to do with this eventually became. So I feel like that's really up in the air. There's no favorites. Are there? Well, no, there aren't. Merissa Meyer is recently available, obviously, but I don't think that works because Uber wants a non-controversial choice. And whatever you think of Merissa Meyer, she is not and everybody can agree, oh, that's a good choice. Cheryl Sandberg, on the other hand, the COO at Facebook would be a great choice. Everyone would agree. That's an awesome choice. Problem there is Cheryl probably doesn't want to leave Facebook right now. I've heard Susan Wojcicki's name kicked around. She is the CEO at YouTube. And while being CEO at YouTube is important, you're not CEO of Google, you're CEO of YouTube, which is a subsidiary of Google, which is a subsidiary of Alphabet. So this would be a bigger role for her. I, again, don't know that she wants to leave YouTube. So that would be interesting. And of course, if you look in the car department, there's no female executives really to choose from. But you do have Alan Nalali, who used to run Ford and was often lauded for his interactive experience.  But then again, he's recently departed for a reason. And that, that starts to bring in some controversy again. We asked Justin Robby Young, who was really sad that it's not his day to be on DTNS. He said, my take is that Uber will go with the most qualified woman as a new CEO, or put Ariana Huffington on a press tour, or both? Maybe both. Maybe we'll tell they do it. I, somebody in your, your patron group, Salak suggested Leigh Iacocca. How do you feel about that? Is it only 92? He's, he's rested. He's ready. Yeah. I don't think Leigh Iacocca or somebody else suggested Carl Icahn.  He doesn't like to be responsible for the pot. So I don't think he's going to be taken over as CEO. Is John, is John DeLorean around still? He could do it. Sure. Yeah. We could, let's just bring out Ed Koch, the mayor of New York too, while we're talking about 80s superstar businessmen. Yeah. I'm checking, I'm checking our Facebook to see if anybody had any responses. And there's really, there's no obvious successor. I think that's why it's, that's why this one's so weird. Like if you were saying to me, oh, a new CEO at Facebook, Mark Zuckerberg is going to focus on politics or something. So they're going to, whatever, you'd say, oh, it's somebody internally, or they're going to pull from over here or this guy that ran Novell for 30 years, that he's perfect or whatever. Like it's easier to pick those for some reason. I don't know why Uber's hard. And it's also going to be a very high pressure job. If you think Marissa Meyer's spotlight was, was hot while she was trying to do things at Yahoo, this is going to be laser burning your skin off hot for a while anyway, while somebody goes in there and is expected by everybody with interest in this. To clean up the joint. And that's a complicated thing because we're not talking about us, an oil spill. We're talking about a big cultural change at a company that maybe needs it. And Uber is going to want someone currently viable, someone who is currently running a company and who is trusted. Or if they are no longer running a company, there's a very good justifiable reason why, which is like they cashed out because they sold their very successful company to somebody else. They're not going to want someone who is either close to retirement or at least I don't think so, or, or has had a company that just hasn't worked very well. I know this is an offshoot and maybe no way this would happen, but is there any chance that all of this boils down to the board saying, you know what, we should sell to somebody? You know, that's a really good question. I wouldn't be crazy surprised if that happened. You kind of need the CEO in place for that to happen, I think. But if I'm the board, if a lot of those members on the board, I'm thinking about selling instead of IPOing. And, and, and, and just, and just doing an analysis to figure out like, which gets me the more most money. Yeah, it'd have to be a monstrous company too. It'd have to be Apple, Google, Facebook, somebody like that. Or it could be car company. Or yeah, that's true. That's true. Yeah, I could absolutely see a car conglomerate willing to splash out to get Uber under the right circumstances. Yeah. Yeah, that's an interesting twist. I wonder if that'll happen, but we'll see. Colin wrote in as for our message of the day and wanted to give us a little context about import restrictions for movies and television. We talked about that with Patrick Beja yesterday. For quick historical context, the roots of the situation lies in World War II when the European film industry was disrupted, but the American industry was not. Following the war, US producers had a backlog of movies that had not, had, or that had already closed. And selling them overseas, even for pennies on the dollar, was pure windfall. It was enormously successful and became part of the business model in the United States. Essentially in the US and India, the domestic market is large enough to allow productions with substantially higher budgets to make their money back domestically. International sales then make the production profitable by selling to many countries for small amounts of money. So an international distributor can get much more value for their dollar by buying an American or Indian film than by buying a local one. Many countries therefore try to limit how many foreign films can be imported to make domestic production more financially competitive. Regulating Netflix would therefore be a way of modernizing those existing restrictions. This is also part of the cause for the much bemoaned inability to release the same streaming catalog in multiple countries. Each country and territory usually has its own deal with the producer and different local import and release rules. Thank you Colin for that. Yeah. Once again, proof this in the earlier email, you get the best emailers in the entire, We have the smartest audience in the world. I'm so thankful for them. And I'm thankful for you, Scott Johnson. I'm looking forward to seeing you next week at Nerdtacular. What's going on in the meantime? Well, there will be one more of these with me on it, I guess that'll be next Wednesday, right before all the, all the fun hits between now and then it's just kind of prep. We're working on panels and other stuff and people keep saying, well, I, I couldn't go or I was going to come, but can't now or you're sold out, which is true. So I can't come anyway. How can I see what you guys are going to be up to? We're going to stream the entire thing top to bottom during all the panels and all of that stuff from the days for this are going to be the 29th, 30th and 1st of July. The evening of the 29th is mainly mingling and sort of hanging out, but that Friday and Saturday full blown stuff. So if you want to catch all that frogpants.tv will be the place to tune in. That is a Twitch channel. It'll take you to, it's as simple as that. And you'll get to see the entire thing and a lot of podcasts will end up on feeds. There'll be a daily tech news show done there that will end up on the regular feed for that Friday. All very exciting stuff. Excited to see all of you there who are coming and those of you who don't join us remotely, won't you? Thanks to everybody who does that. We'll see you at Nerdtacular next week. Of course, we'll be back tomorrow with another show. We're not going quite yet. And thanks to everybody who gives a little value back for the value they get from this show, including Simon Swowe, Shafka to Jaws, Rob Allison, and many more at patreon.com slash DTNS. We could not do it without you guys. Our email address is feedback at dailytechnewshow.com. We're live Monday through Friday for 30pm Eastern 2030 UTC at alphageekradio.com and diamondclub.tv or at facebook.com slash dailytechnewshow and our website is dailytechnewshow.com. Back tomorrow with Justin, Robert Young. Talk to you then. This show is part of the Frog Pants Network. Get more at frogpants.com. Diamond Club hopes you have enjoyed this program. All right. So, Steve, I submitted this as a title that I saw do it in the chat room just now. Open Zuber app. Selects new CEO. No CEOs currently in your area. No CEOs currently in your area is not bad as a shortened one. Yeah. Yeah. It actually makes that work. That could work. Can you hear me? Well, yes, we can. I don't know. It's 50-50. Sometimes it works. Sometimes it doesn't. Kalanik Uber ousted. Dollar sign, dollar sign, dollar sign, super heart. All right. Who runs Uber? Master Blaster runs Uber. That's a Mad Max beyond ThunderDome reference. That is correct. Open Zuber. Toshiba's chips go well with salsa. Western Digital has a Toshiba chip on its shoulder. Periscope, coins, super hearts. Sega does when N10 don't on mobile. That's from the old Sega ads from the 90s. Early 90s, late 80s. Lift is Pepsi, not RC. I don't think there's a line between R and C, is there? RC Cola. Me and my RC. It always tasted like watered down diet, so to me. What's good enough for other folks ain't good enough for me. Kalanik is lifted out of Uber. Uber's Travis Free. His name's something I want to click here. Travis Free, like Travesty. Uber's Travis Free. Maybe. Hey, that one's Ryzen. No CEO's currently in your area. The numbers. I'm pretty much settled on that one. I'm still curious what else is in here, but I agree. That one's really good. Sega, ND life, Blizzard shards on Twitch. Shard. Sharded.  Bye, Travis. Bye, Felicia. Bye, Travis. Bye, Travis. Uber Grey Balls for CEO. Yeah, because the gray ball thing. Oh, I forgot about that reference. We didn't talk about gray ball, but that was one of the many controversies. But you forget that gray ball happened since January. Like that whole revelation has happened alongside all of this other stuff. It's just a mountain. January to now is a weird compressed thing. On lots of fronts, but I feel like the Uber stuff is just every day something. Strike it rich suggests that Uber get Jack Barker to come in, which only Silicon Valley viewers are going to get. Jack Barker. Yeah. I still haven't seen a single episode of that show. Oh, you got to watch the, this week's episode was, had the pineapple all over it. Oh, yeah, heard about it. Yeah.  Don't have one within reach. For once I don't have a pineapple within reach. I must have moved it. Oh my gosh. I can't believe there's not a thing. I know, right? Man. It was funny to see it. Like I knew it was going to be in the show before I saw it because I'd been spoiled on that part. But I was, I was not expecting how much it was in the show. I don't know if it was properly used. It's kind of, they kind of kept it vague. Seems, seemed likely though, from what I could tell. I didn't know the other half of the founding dudes of Uber. It was Colaknick and Stumble upon's Garrett Camp. And I didn't know that he was a Stumble upon guy. Yeah. This is one of those situations where you have the silent co-founder. Huh? Yeah. They just kind of drift away. I'm looking at it. Maybe that's who you bring in. There's a picture of him here. He's just sort of chilling. He's currently founder of Expa, formally founder and chairman at Uber, founder and chairman at Stumble upon. He is worth. Sounds like he doesn't relish the CEO role. He doesn't have a CEO stuff in there. He's, he's worth 6.9 billion. I think he did all right. Yeah. He's, no, he's not crying. Yeah. He's fine. Although I don't know. There's plenty out there that says money doesn't make you happy. So maybe he's the least happy person on this page. I don't know. I don't know. I bet Calak, Calaknik or his name is. Kalanick. Kalanick is, um, I bet he's got an interesting story. Like I had some point I want to hear. I want some documentary about Uber. I was, whenever big corporate controversies like Enron or anything else happen, I love whatever comes out of the documentary scene from it. It's always interesting to me and I hate waiting for it. Travis Kalanick was born in a small brick house in the middle. 76. Yeah. But when he was young, he started sharing his big wheels with other. He'd make kids yell if there was a wagon nearby. He would charge them pogs to use his big wheel. He would also take Pokemon cards. Oh man. He's worth 0.3 or 0.2 billion less than Uber itself is worth. So that co-founder guy did real good. Yeah, it's not all from Uber, I'm guessing. Yeah. He was also a Tumblr. And maybe some of his other mother ones too. What was Red Swoosh? No idea. Red Swoosh, peer-to-peer file sharing company founded by Travis Kalanick and Michael Todd in 2001 acquired by Akame Technologies. Included centralized directory and indexed online clients and caches. Did they do middle out compression? Peer-to-peer thing. I don't know. It's another Silicon Valley reference that you're not going to get because you haven't watched me yet. I don't get it. I don't get it, Tom. Akame Technologies. Oh, Akame, back when they were still kind of at the top. Yeah, that was good to say. There was no back when. No, no. I mean, at the time when they rolled out, they were one of the few that was available. They're still dominant. Red Swoosh, they sold their file sharing technology to Akame. They just incorporated it somehow into its system. But it's a success. And then they went on and did Uber. That's interesting. Or he went on and did Uber. This is crazy. His half-sister. Oh, no. I'm sorry. He has a half-sister. Oh. He has a niece who is a semi-famous actress. She was in a tunnel. Oh, a niece, not a sister. Yeah, not a sister. I thought I was a sister at first. She's been in all kinds of stuff. Holy cow. You know there's a difference, right? Yeah, no, I know. Yes. Usually it's by age and death. This is my niece and sister. You know what? Oh, that's an old Southern Illinois joke, all right? Don't get mad at me. It's pretty good. It's a famous collectnik. Travis Kalanick of the Uber Kalaniks. The Kalaniks. It's just fun to say. You know, a lot of people are taking this as the death of Silicon Valley hubris, you know, of the bro culture and all of that of, you know, you can't just move fast and break things. You have to actually be responsible for your actions. Oh, rough year for him in May. His mother died in a boating accident. Yeah. No, we talked about that on the show. That is the original reason for his leave of absence. And I think it's a legitimate one was that his funeral was last Friday. I missed that. You know, it just could be very much the growing pains of an industry. I'm sure when the rail barons first came out, they were, I don't know what a broy culture back in the mid-1800s looked like. What is a 19th century bro? Do they all wear similar top hats and just go around? I think in the 19th century, that might have just been called being a white man. I don't know. I'm trying to imagine Carnegie or who's the other guy up JP Morgan, like doing fist bumps and stuff. Ian says, those rail barons blowing out on Nob Hill. I think there's stories we've never, never going to hear. I want to hear them though. It's just too much. It's so much money so fast. So you're so high on it, it just has to, there, you know, there's a documentary that I wonder if I do it, I'd shoot a documentary on that and then compare it with like the cocaine cowboys to kind of see. Yeah, because there's, there's very much. I mean, yeah, you know, one was a list and one's legal, but really it's, it's the story of how much money floods into a region affects everything. A wolf of Wall Street is a similar story that you guys are talking about. Yeah, totally that.  Rash is pretty good with that. What is that movie called? I forgot. Oh, I'm not money ball. Uh, the other one. No, I can't remember the name. Major League? No, the one that won all these. Major League. It was more of a comedy than anything, but it was also super. Jerry Maguire. Yeah, it was like two years ago. Not even that. Oh, uh, the, the, the big something. Big short, the big short, the big hurt, but that was Frank Thomas who played for the Oakland A's who were the source of money ball. But I love stuff like that. And the Enron documentary is mind blowing. If you guys ever see it, it's really good. So it could be like the short wolf cowboy on cocaine. Yeah, short wolf cowboy on cocaine. Here's the thing.  And if it is at a lot of companies, it ends quick. Like they, that happens in the, in the very earliest days. And then someone comes in and is like, okay, you're, you're going to have to shape up and make a product. Uber seemed to be able to work drunk.  It's not, it's not a tech thing either. Cause that, that exists in the multitude of corporate rooms. It's just tech these days because tech tends to be the more successful companies, but it's any company that's successful. Yeah. No, I think that's, yeah. I think that's a fair way to put it. One drive, I don't need to upstate one drive. One drive to rule them all. One. It just pinged me with an update update. One drive. So kind of use one drive on the OS 10, right? Uses and windows. Well folks, thanks for watching. And Justin, Robert Young, I'm sure we'll have something to say about this, even if it's just in the post show tomorrow. So check back with us then. Meanwhile, I'll be watching Storm's beard on Twitter at Paul and Storm, getting ready to see it in person at Nurtacular. Wow. One more week of this and I will be the Roland, the headless Thompson gunner of the six pound pick medic.


That's right now, but it's fine. I have my cat here when I do that, but in today's video It's gonna be really quick. I just want to unbox my iPad I'm really excited because if you watch some of my other videos. I've been mentioning I think my iPad's gonna really up my thumbnail game on YouTube So I'm really excited to unbox it I got the older version of the iPad because I don't have one so it's new to me It was a little bit cheaper than the other versions for like the amount of space that I wanted And then I got a customized Apple pencil, and I can't wait to show you guys what it says But let's just get right into this and unbox my iPad with me. Let's let's do it And this one is actually refurbished You see it says Apple certified refurbished iPad air And this is what it looks like fresh out the box Just gonna kind of dump it because So it comes oh it has like the new one the new charger And the little charging cord designed in Apple, California. I'm sure it has like Manuals and stuff in here, and I really this is honestly why I got the refurbished one I love the color. I mean the new one in purple, which is my favorite color and tell by my nails Am I sure and like the whole outfit I wore today, but I don't know. There's been something about green. That's just been like Calling me so a part of the reason why I got the refurbished one is because they no longer make the new ones with the color green So I'm just really happy I was able to get this color Because I'm just really really feeling it and it's so new and shiny. Look at how reflective it is. I'm so excited So excited I'm gonna turn on there's like a little top button here Refurbished pencils, so I had to just get a new one and I did use the education discount You can't use that education discount on on You cannot use the education discount on Refurbished items, but when I did the math it was actually just cheaper to get the refurbished one versus getting a new one With the education discount. So that's where I got that and then since they didn't have any refurbished pencils I just got a new one and then look I Got it engraved. Oh cute. It's this dream thing in case you can't read But I love it. I just think that's so cute. I'm happy. I got that And wow Okay, so when I was doing my research They said that the major difference between This one the old generation I got and the latest generation is that they actually updated I think the front-facing camera, but because I Don't have any intention of like using the camera on my iPad to take pictures I'm like who cares. So that's part of the reason why I also got refurbished one as well Why like I'm really happy. It's just like teeny tiny and in addition to procre and making YouTube thumbnails I can now like watch movies and stuff when taking a bath have an iPad. So I don't really have anything to like Transfer over to the iPad, but I'm thinking I'm going to make a new video Just like kind of sinking and aesthetic sighting Aesthetic the justification I'm just like all of my devices like I really want to redo my Apple Like background and stuff if you didn't see that video I'll put it up here But I basically unboxed this iPhone and I left it at factory settings because I wanted to Just have something a little bit different, but I never made it different So I think I'm gonna take a couple of days and just make my background on my iPhone iPad Mac and then my desktop all like the cute little aesthetic and like theme that goes together So I'm really excited about that. I did it But I was actually super easy to take me that long and I just have like the factories that like now So I'm gonna go ahead and buy procre and then they actually have like a little procre workshop tonight at the Apple Store And I was going to go to yoga, but my body like I just feel really tired I think I kind of pulled something in my back and my joints have been hurting and It's happening. I'm 28 years old But then I'm gonna go to the procre workshop tonight instead of the Apple Store So if you like videos like this, thank you so much for watching Make sure you subscribe so you don't miss the Yesification of my iPad iPhone and Mac background because we're things I'm gonna get done things I'm putting on my to-do list and yeah, I will see you guys in the next video. Thank you One last thing I forgot to tell you guys I got this little case from Amazon. I think it was like $10. It's just clear And then I really hope let's see Hey, I think it looks nice and then it just has the little Thing and then I think I can still put my pencil in here. Yeah, so That's it in the back. It's clear. I'll probably put like stickers or something on here, but Yeah, that's it. Okay now bye for real


Okay, we're back, SiliconANGLE.TV Productions, SiliconANGLE.com's got all the coverage and tech, come there, watch and get all the stories, the most important stories, most important trends, and what's going to happen in the future.  Mike Olson, CEO of Cloudera, talked about this new generational opportunity, applications changing society and Cloudera as the company leading the charge. And it's just amazing, amazing new, new opportunity. We're here with Kirk Dunn, the COO of Cloudera. I'm here with my co-host Dave Vellante. Kirk, welcome to theCUBE. Thank you. Happy to be here. So first of all, how do you feel? I mean, you're new to Cloudera. The folks who don't know might not know. You came from Cloudera this year, building out the entire presence for bringing the solution from, Mike said, speeds and feeds, it's growing stores, to actually going out and deploying. So you got to feel pretty good that you made a good choice to join Cloudera, right?  Yeah, so it's interesting. I think there's been a couple trends over the last five or 10 years in two main areas, one in storage. More and more people are keeping more and more data every year, and that's kind of obvious. We know that's continuing to grow. The other thing is you've seen a lot of innovation in relational database technology, enterprise data warehousing technology over the years. Faster databases, calmer databases, streaming databases, parallelization of databases. And it's this notion that we need to take all the raw data that we're possessing in our storage systems and expand our ability to prosecute it. So it is really kind of a very natural next step to have Hadoop be a complementary element to exactly that problem. The numbers are off the charts. We heard eBay this morning talking about nine petabytes of information under management, and I said, wow, that's between it. That's big. That is big. And then J.P. Morgan Chase came up on stage and talked about 50 petabytes. That's mind boggling. Yeah. What are you seeing in the customer base? I mean, it's just amazing growth year after year after year. I mean, what's happening? Well, it's phenomenal.  Last year was 800. This year was 1450 with 250 people waiting to get in. And I think that's also the trend we see in the market. A good indicator was in the mid 2000s, right around 2006, the average Fortune 500 ran about 350 terabytes of data total in their entire infrastructure. We have a customer, a mobile service provider that is generating 350 terabytes of log data every single day. So six years later, the same amount of information that an average Fortune 500 had in their entire infrastructure is being generated every single day and doubling every nine months. And it has to do with smart phones and application downloads and all those kinds of things. So the machine generated data of today is just going to continue and expand. And the issue like anything is if you have access to that data, you're going to want to prosecute it because it'll make you smarter about your products, your customers and your markets. Last year when we were here was our first cube, was the second Hadoop world and we were sharing space with Cloudera. And so I got firsthand view of the geeks and all the PhDs working on the code. But we coined the term big data revolution and we were kind of pumping that up. But we felt the energy and we were drinking the Kool-Aid. So last year we talked about the proof of concepts of how EMC was coming into the market. At that point, Green Plum was just, you know, it's just Green Plum, not the EMC approach. And the conversation was about proof of concepts. So kind of you started to see that first wave of, you know, real business, not just the web companies coming in. So take us through what's happening now. So that happened. And we're hearing people, other vendors in the marketplace saying, oh, Cloudera's a leader, yes. But, you know, proof of concepts are small. And so there's been conversations like that. So share with us, a lot's happened. What's going on with the things that you're seeing in the field around legitimate size of deployments. You guys have a lot of reference accounts that we know you can't talk about. So there's some stuff on the website. But you guys have a lot of the big deals. So talk about that. Well, it's interesting. I mean, we like to focus on the customers that we call our data-driven enterprises.  So it's not necessarily the largest companies. It's those companies where they make decisions every day based on data. So if you go back, you know, a couple of years ago when CDH, which is Cloudera's distribution for Hadoop, which is a 100% Apache-based, basically it's a software integration to make Hadoop more consumable and easy to use. What that did is it set off a chain of events where you could easily start to use Hadoop. So when you talk about a proof of concept, migrating to real deployments and where we are today, we're going into environments getting real deployments to occur for people that have been using CDH for more than nine months. So by the time they come to Cloudera, they've already run that proof of concept themselves and they're saying, we're now ready to deploy. Good example, we had a media company that, a senior executive in their IT organization, kind of looked through his organization and he saw that he had four 20 to 40 nodes CDH clusters running in his organization, all independently, figured it all out, came to us and said, you know what, I want one 200 node cluster. Because again, Hadoop is about aggregating the data, not segmenting the data, not like RDBMS environments where you actually have stove pipes of data. It's put it all in one container and run your analysis against the whole thing. So those are exactly what we're seeing and you're right, the deployments are quite large. So I interviewed last month, SAP's president of North America and we were talking about analytics. SAP is just totally on analytics, on up. And they got a great vision there and they're really doing well.  I go, what do you say to the ROI skeptics?  And he said, quote, you know, some, you know, what we're seeing in the marketplace today is that sometimes you don't even have that conversation because the benefits are so great, it's just a no brainer. So can you share with us some use cases where you said, you know, it's not even an ROI discussion, the benefits are so obvious.  I mean, it really is.  So you asked me, how do I feel about being here? I passed the intelligence test, right? I figured it out. Congratulations. Yeah, thank you. By the way, the bar on that is pretty low. I have to tell you, if you don't get Hadoop now, you don't get it. Go check into a mental institution. So there's a couple of points I would make about that. One, we have a large retail customer, which we can't talk about for obvious reasons. And their regular analytic window is about three years. Because of the volume and velocity of data coming at them now, they had to shrink it to 18 months so that they could prosecute the information and provide information back to their stores and their supply chain and their inventory control systems and whatnot. They came to us, they said, for no other reason than expanding our window back to three years so that we have broader visibility of our business, we want to deploy Hadoop. So all the other kind of analytical things we could do with them, it's simply just to expand the window because of the amount of data they're prosecuting. So that's number one. One of the other ones is there's a customer, it's a merchant credit customer. And you can imagine you walk into their environment, they have thousands of merchants and they have tens and thousands of columns. So you can imagine a schema-based world where they're prosecuting data in a database environment. They're using 10% of their available data. So we go in and we say, all right, so your merchants aren't going to change much year over year. You're going to have some more merchants, more organic that you'll grow. But your data columns, the things you're analyzing those merchants against, how about instead of 10,000, how about 100,000, how about a million? And how about instead of analyzing 10% of the data, how about analyzing 100% of the data? And when you say that, their mind just explodes because nowhere before they've been able to prosecute that level of data completely. And this is really what deploying Hadoop allows you to do. It's the challenge for you guys, obviously you got 40 million dollars in new funding, congratulations.  I mean, you're out there evangelizing, but you're also kind of educating and kind of feeding everyone kind of the Kool-Aid, if you will. What is that requirement? How are you guys going to scale it up? Because there's a lot of belly to belly, as Dave says, sales that needs to go out and do the work. How are you guys going to scale out the solutions team? And how do you bring that to market? Is it channel play? Is it, we saw the SGI news? What's the, how are you going to spend that money? And what's the point? So it's a great question. So the two areas we're going to spend it is, obviously the Hadoop ecosystem is expanding. And so technical development, both on the open source side that we will contribute back to the Apache Hadoop Foundation projects, as well as our proprietary offerings that we will continue to build, we'll expand that team dramatically. We've got a lot of relationships with companies like MicroStrategy, Informatica, NetApp, et cetera. And we will continue to invest technical resources in developing those solution sets as well. The other area is, and I can tell you three or four months ago, we were thinking about expanding to Europe and to Asia, kind of wondering, you know, gee, should we do that? We would flow to training class out there because Cloudera's trained thousands of people. If you want to get trained on Hadoop, you come to Cloudera. And literally the classes would be filled up in about four or five days. So we realized that there is a huge demand for education out there, as well as to expand the sales opportunities out in that market. And so we're going to do that. We're going to continue to do that as well. I got to ask the marketing question, John. So, you know, like John said, you got this new more chest.  I want to know sort of what the philosophy is. We were at EMC World in May. EMC basically shot across the bow. And we were there, the only ones talking about it. You guys were cool about it. And now Morton Works comes out, tries to claim they're more open.  Is that on purpose? Is that your philosophy? What are your thoughts on that? Talk about that a little bit. We don't need to. In every single category across the categories, we're number one. And so that's point number one. Point number two would be, this isn't about getting a big piece of a small pie. This is about making the pie bigger. So the fact that other vendors are going to come into the market, have solutions that are going to maybe compete, maybe not compete, we'll compete every day with anybody that wants to. But we actually think that the market is a big, big opportunity. And there will be many multi-billion dollar companies made deploying Hadoop and Hadoop related solutions. We were talking at dinner last night about Cloud Era, you know, at the Carnegie Deli radio. Great spot. And you know, we were really talking about you guys being number one.  Which seems to be the tactic. Sure. And Mark Hopkins, our editor at SiliconANGLE, was talking, he brought up Google. And we talked about like this interesting metaphor. Cloud Era's the Google of Hadoop in the sense that Google's strategy as a number one search provider wasn't to increase their share. They were already number one. They had to grow the people on the internet. So their whole strategy was to grow this. That's what you're saying. That's exactly it. So why even look back in the mirror, just continue to expand your lead. So that's what you're saying is your strategy. Matter of fact, if you look at what we've done, we started the business, you know, with the original founders helping data-driven enterprises deploy Hadoop three years ago. We built a training organization to make people smart. It's the old feed a man of fish or teach a man to fish. So we are making people smart on Hadoop. We built CDH as an easy way to consume and deploy Hadoop. And we're also built an ecosystem of partnerships, you know, that is continuing to expand to make that whole thing bigger. So you're right. We're not worried about, you know, our position in the market. What we're worried about and focused on is expanding the opportunities for people, enterprises to use and deploy, and profit from their data. And that is a key thing. They've got it, it's in there. Matter of fact, through the announcement with NetApp, one of the key messages there is NetApp for the last 15 years has stored, you know, exabytes of data for very large data-driven companies. How about now they go back and prosecute that data that they never were able to get at before? How about they now are able to prosecute new workloads that are coming up machine-generated kinds of activities? I mean, it just completely turns the whole data analysis market on its head. The Google of, and that's a good strategy, by the way. I think it's the right one. But you got to admit, I mean, Cloudera was untouched for years, right? So, but there is more competition. So how does that affect you guys?  Well, it's a great question. What do you and Mike talk about in the conference rooms when you have these conversations?  And listen, there's some large companies that are saying this is an important market. They're going to participate in it, and we respect that. And we take nothing for granted. Listen, this company has worked very hard three years getting to this position. We understand that there's people that are aiming for our position. We have no intention of letting up at all. Matter of fact, we expect we're going to, with this funding and with our strategic partnerships, we expect to extend the poll position in this coming year going forward. So just to give you guys a quick plug here on theCUBE, we're watching SiliconANGLE.tv's productions of theCUBE, our flagship telecast. We go out to the top events, talk to the smartest people we can find, extract the signal from the noise, and share the top stories, top trends, and kind of predict the future.  What is the kind of people you're looking for, Cloud Air? And also you mentioned you want to go out and continue to lead. It's a lot of different theaters in your business. You've got the open source community. You have to go out and solution architects and on the sales side and marketing side. So we'll just give a quick plug on that. So that's a great question. As a matter of fact, one of the things we talk about, and this is my personal definition of a disruptive technology, is when you actually can't hire the person. You actually have to make them. So if you can go out and hire the people, then that means that there's a technologist out there and you're just extending that. The fact of the matter is- Like relational database. Like relational databases, like anything like that. Exactly. If you can go hire that person, then it is not disruptive. The definition is that we are both training the industry, so that's where we're at a unique position where we're not only training other people to be able to use a dupe, we're bringing people in that come out of the storage business. They come out of relational database. They come from different areas of software and we're blending their skills with the ability to know and to know how to deploy and build Hadoop. And that's a unique professional that you can't hire. Matter of fact, go look at any of the job sites where the Hadoop engineers or Hadoop salespeople or Hadoop systems engineers are out there. It's a hot spot. So how does that affect kind of what you sell? Can you talk about what you're selling today, where you're generating business today and how that will likely change over time as you're able to invent those roles? Yeah, no, it's a good one. So as I talked a little bit about the early days was about building a consulting practice and training and then CDH was your ability to deploy and consume Hadoop. What became very clear and why we deployed Cloudera Enterprise was once you have a 20 node cluster and you're running it and you want to run into production, you need the management interfaces to be able to understand what's going on in that cluster, what jobs are being run, how the resources are being allocated. The best analogy is Cloudera Enterprise is to CDH what vCenter, VMware is to the virtual server. So one of the key holy grails to virtualization certainly was a virtual server, a fabulous invention by Dan Green and her company in the early days but what became really critical as you deployed virtualization more broadly, how do you manage it? How do you manage hundreds or thousands of these virtual machines running in your infrastructure? Hadoop is the same thing. A 20 node cluster goes to a 200 node cluster probably in six months. Because again, it's the law of statistics, the bigger the sample size, the better the result. Once that occurs, you've got to be able to manage it. You have to know how to resource allocate that cluster and how to run it. So that's where we see our opportunity is in that whole evolution towards using more and more of Cloudera Enterprise features. And that's a subscription model, is that right? It's a subscription model. So with that you get the proprietary Cloudera bits that run on top of CDH as well as a eight to five or 24 by seven support model. One of the things that's always talked about in the tech business, you're a veteran, you've seen many business cycles is the ecosystem. It's almost becoming cliche, but it's really important for new opportunities that are disruptive. You guys obviously build an ecosystem, Mike showed that chart on the keynote. For an ecosystem, there are some critical successes factors you got to kind of nail. One, you got to make people money. So, and then also in some of the businesses either distribution or support, what are your key success factors for an ecosystem to be successful? So vis-a-vis what's coming in with competitive approaches, et cetera. So the way we look at it, it's about you and we say it's about you, it's about the customer. And so to the degree that we with partnerships on this ecosystem can allow our customers to not just prosecute 10% of their data, but 50 or 100% of their data. So they get greater insight. They can learn more about their customers and markets and generate profit from that. That's what it's about. And so we're very focused on that. You look at the complimentary nature of Hadoop with traditional relational database environments. One of the things that's fascinating is the more we deploy and the more our customers deploy Hadoop, they're finding new workloads that were never possible. So they're getting insight on their business and their customers that yesterday before they used it, they couldn't get. So on the go-to-market side specifically, you have just announced a deal with SGI, we covered that, it's kind of a channel, tier one kind of being built out. But there's other demand about tier two and tier three kind of distributors. Distributors are integrators and there's a whole thing there. And they also got the direct sales. What's that mix going to look like and how does that affect support? Actually the most recent announcement was yesterday we announced a strategic partnership with Network Appliance, NetApp. We have Jeff Smith who's going to probably come on right after you, please squeeze him in. Yeah, yeah, yeah. So Jeff O'Neill actually, there he is right there. So anyway, that's a significant relationship with us and our model is it's really important in the early days that we drive our message into the market. But what's important is we drive it into the market with significant partnerships like NetApp and others. And so you will continue to see us work hand in glove with those relationships because again the solution set when you start talking about a data-driven enterprise's data whether it's JPMorgan's or eBay's there's no one vendor that dominates that. Matter of fact it's a collective that makes it work. And so we realize that there's nothing new here. We got to work together and so we were very, very focused on those, those interactions. We had Tom George and CEO of NetApp on the queue but VMworth he's been on a couple of times and we asked him what's your secret sauce how do you continue to do so well and outpace the balance of the industry. And one of the things he pointed to was their channel. 75% of the NetApp business goes through the channel. That's right. And that brings me back. I love to talk about competition. So we were at Strata recently, one of your competitors who I won't name, actually I won't name him. It was somebody at Green Plum said, you know we between our raise and the revenue that we generated we created $200 million of revenue and Cladera's raised 30 they're never going to be able to fund this thing. And I thought about that for a while. Let me think about that. The ecosystem is the difference, isn't it? Yeah, it is. And so you're leveraging companies like NetApp to really gain that advantage. Well, and by the way, I mean we're happy that other companies are raising the awareness. And like you talked about earlier about competing, great. Start a game, we'll compete.  That's exactly it, right?  We have product, we've got product, yeah. And we've got the most demanding customers and you listen with a company like Green Plum I mean Hadoop is not their heritage. Enterprise data warehousing is their heritage. Nothing wrong with that. Matter of fact, we worked very well with those solutions. We actually Hadoop complements those solutions. Yeah, we haven't heard the term Hadoop washing yet but it's getting there. I think next year at theCUBE we'll hear Hadoop washing. You slap on Hadoop to everything. My question for you is two things. My final question is two points. Every company has one thing in their DNA that they do really, really well. Could be we ship code on time or we make a great product. What's the one thing that you can say Cloudera is just elite at? And two, what do you see for next year? So the one thing, and you're going to see a trend in this and I will, it's a, Mike talked about it in his keynote, which is the data science. And so is it really about the container? Is it really about the DBA? Is it really about structured or unstructured data? Is it schemas or schemalists? No, it's about the science behind the data. And we have more people in our building that understand the value and how to extract value out of enterprise data. So it really is about that. Now, how you apply Hadoop to that, that's the next step. But you really have to understand the problem you're trying to solve, which is you have a customer that's got retail data and they've got Twitter feeds and how do you blend all that to make sense of them? That's a signal to noise issue. So you're going to start to see in the coming years, data scientists reporting directly to CEOs of large Fortune 500 companies. Because really it is about how do they prosecute the amount and volume of information coming into them. And that's the one area where Cloudera's second to nine. So we, you know, everyone knows the term cloudwashing, which is you still have cloud on an old product and it's called cloudwashing. We are keeping an eye out at Silicon Valley, Wikibon for Hadoop washing, where people just slap on Hadoop. Well, I think that's it. So what should we look for? I mean, tell us in your words, and that we just were joined by Jeff O'Neill from NetApp, we'll get to him in a second. But like, what should we look for? What is cloud, hey, that's cloudwashing. What is cloud, I mean Hadoop washing. I think what you should look for is the distinction of the workloads that are being run in Hadoop, okay? So, you know, some folks would say, well, it's not relational database technology. You know what? It's not intended to take over those workloads. It's intended to compliment them. So the issue is, you know, like recommendation engines or those kinds of applications are going to become more and more prevalent across the board. And so I think you're going to see net new workloads that are going to get much more mainstream than you've seen today, right? And so that's the area where I would keep my. You know, John, I think it's going to be, I actually, you always bring this stuff up. It's great. The Hadoop washing, I think it's going to be hard to Hadoop wash because like in NetApp today, packages, CDH in with the product, I mean you're going to find the workload. But big data washing is going to happen. It already is happening. Well, the thing is, well, Hadoop, well, big data wash, that's like web 2.0. It's a nice term. But it's easier to big data wash as well. No, but I mean like, there's some technical questions. Like, you know, Mike showed Hadoop core and he showed like the evolution of all the different new elements, high, pig, et cetera, oozy, and then you got out now out there. So all cool new codes coming in. So what is Hadoop? I mean, Hadoop is now becoming a little bit more global. Well, that's the point though. I mean, the workloads that I'm talking about is what I would call taking Hadoop from a technology discussion to an applied discussion. So how is Hadoop being applied in a retail bank, in a retail store, in an oil and gas company, in a media company, in an internet gaming company? How is actually it being applied and what are the workloads that are transferable across industries? And those are the things you're going to see that Hadoop applied going forward. So we kept a good slot of time for you at 30 minutes. When we have a 15 minute segment, we wanted to get some partners in and Jeff O'Neill's with NetApp, who your team has been on theCUBE. Welcome to theCUBE. We're sliding right in. Thanks, Mark, for that. We've had Tom Georgins on. We've had you guys on a lot. So talk about your announcement with you guys. What did you guys talk about today? Hey, Greg, good to see you. Good to see you. Yeah, Jeff. So we actually had two big announcements. The first is that we are going to market with Cloudera and putting the Cloudera distribution into, with a reseller agreement, into the second piece of this is an open solution for Hadoop. So it's a NetApp open solution for Hadoop, is what we call it. And there's a few key elements to that, right? So the very first thing that is, that is completely open, is completely consistent with the Apache Foundation approach. We have maintained a lot of freedom. You can choose your database. You can choose your servers. But we're taking a look at the storage component of that and approaching it in a new way. There's lots of room for innovation in this ecosystem right now. And we've brought a, take a look at it, maintaining all the things that are true about Hadoop. So the shared nothing infrastructure and bringing something new to the storage component. So just to be clear, so you're packaging CDH. Yes, we are. Or Cloudera Enterprise. Or Cloudera Enterprise. Or both. Well CDH is our software integration of Apache Hadoop code, which you can download for free. So it's the management console on top of that. And what NetApp is selling is Cloudera Enterprise, which is the management suite as well. And the subscription is bundled into that. That's correct, okay, got it. And so you are deploying what I would call an appliance. I don't know if I can use that term. You didn't use it in your press release, but it's everything I need to plug in and get ready. And I can drop that in and put a Hadoop instance up, stand it up and running. Is that true or not? I'm just going to parse that just a little bit finally because it's important. So for us to think of it as an appliance, it would also include the server and the network component. We have a reference architecture for that. We can tell you what to do, but it does not include that. Okay, so it doesn't include the servers. You can go out and your resellers can pick the servers and they're going to do some integration. Lots of customers have. They're happy, they've got some value to add there. Yeah, exactly. Okay, now.  But you know, you were at VMware, right? No, I wasn't at VMware, but I was at VMware. Oh, that's right. I had all of this was there. But you know, every dollar spent on VMware licenses, what, a 15 or 17, it's kind of the ecosystem. Well, that was quite earlier, right? That's a key message, right? That's how does everybody make money. Exactly, so. Now, I got to ask you about the open. So I think you answered part of that, right? You said that it's basically, you can use whatever databases you want. So it's an interesting choice of terminology in the naming of the product, right? Now. What's open? What is open? You're not, obviously Apache is the open piece, you're not like open sourcing on tap or anything.  No, no, no. It's open in the term that it is. I'm just looking for the big news here. No, we're avoiding going any proprietary way. We're, like Cloudera, we stay close to the Apache Foundation approach. So we're enabling the ecosystem. We're providing what we do well. Your ecosystem with the Cloudera code on your solution. Yeah, right. That's basically what it is. And you're selling Cloudera to your customers. So you've got all of the NetApp sales force through our, as well as through our channels. And is it on tap underneath or is it in genio? There's a small piece of on tap and there's also in genio. So two pieces. There's a name note issue of a single point of failure that's well understood in the marketplace and on tap is the way to solve that with an NFS hookup. So the Colombo question, okay, go ahead, sorry. The other half of it, and where the volume is, is on an E-Series box. So we put an E-Series box behind the compute nodes to provide a new wrinkle on how to provide the storage. Okay, so now that we understand what it is, the real important business question is there, why does anybody need this? What problems is it solving? Okay, there's three really. One is, think about it, is if you've got compute and storage inside the same box, that ratio is fixed. Compute really is driven by applications and how many compute nodes you need. Storage is driven by how much data's coming at your applications. So what we've done is allowed to tune that and separate it so you can keep your cluster better tuned against these. You've got two levers instead of one. Okay, and then. Even in Hadoop workloads, and this is where you had a question earlier about what are we gonna see in this coming year? There are workloads that are compute intensive, which require a lot of cores and a lot of processing, and there's others that are more storage intensive. And so what Jeff's talking about is this kind of flexibility between compute intensive workloads and storage intensive workloads. So it's an interesting solution, a very interesting and novel approach. Any other interesting thing that Kirk said was he stored exabytes of data for all these commercial customers for all these years. So this is an incremental opportunity for you. Can you talk about that a little bit? Well it absolutely is, it's brand new, but it's also kind of in our wheelhouse too, if you will. We're a network storage company, we understand this market really well. The, my branch again at Hadoop, we're just, we're just moving, I don't know, to me it's very simple. We're just moving to the next, the next pew over in the data center. Ask me something else. Oh so, so good, man, he's like bringing on, okay. I'm like, net app. So what's the, talk about the selling motion. So basically you're going into existing accounts saying, hey, you've got this big data problem, we can help talk about that a little bit. We have customers coming to us, so US public sector. Yeah, we're very big in US public sector. You've got customers that have a huge, well they have two things. They have a huge velocity of data that's coming at them, and they also have a huge volume of data. And they're looking for approaches where they can get rapid ingest, and then they're, how do you manage that data? So with the solution we put together with Cloudera, we've actually, that's one example of a kind of workload that we've got unique capability. The E-Series box that we put behind this is a data gobbling machine. So, heck man. So my question for, so since you- And it's great for big- So I'll bring on some questions.  You guys obviously net app is a legacy in this term, legacy vendor, Silicon Valley success story, venture backed, skyrocket, you know, and survive the trough of the bubble and rebound into great financial performance. But storage is changing with SSDs flash. We know you guys doing a lot of stuff there and Dave comes like a blanket. How has Hadoop disrupted you? You know, we've heard rumors you've lost some business, there's demand in the marketplace, because of market shifts. So what can you share with us? Not about losing business, but like with the new solutions that are coming out, you obviously have to look at that by not having a Hadoop presence.  So could you put some color around that? Well, the market- You can take the gloves off now too, it's okay. Yeah, you know. The market is- We're easy, we're gonna fight back, that's okay. Well, these guys aren't shrinking violas in case you had a few violas, but I got it. So the market is- I mean, I'm not saying net that's doing bad and you guys are performing, Tom. No, we're still on backfellas. You know, I just want to know use cases of where the disruption is and you know, obviously you're doing this served demand. Number one, we're there and we're still growing. You've been there. We've been there. We've been there. This show, all we're doing is bringing a new set of tools that expands that market opportunity. Ingenio, the ingenio acquisition provided us a whole bunch of new opportunity there where we had a great chunk of the market already covered and there was a piece that, frankly, you need this high ingest, high capacity, high density solution for, and that's where the ingenio fits in into the big data space. And we're going into several markets around that that we've been talking about, but this being one of them. So this is our move. What we're talking about today is the move to cover that. I would even, to add to that, I mean, think about what NetApp has done over the last 15 plus years. They're a very significant partner with Oracle. They do a lot of kind of structured, relational database analytics. And imagine if, assuming 10 or 20% of the analytics are coming out of NetApp Storage anyway, what if you could then go back in and tap the other 80% and you could put a system like Hadoop with Cladera Enterprise on top of that to generate more insight out of a broader set of data. The data's sitting there already. NetApp's been managing it. So the growth is secure for years. So you can only reach maybe 10% of it sometimes to actually do any analysis on it. It's a powerful concept. I mean, we can't stop thinking about the future because you look at what the $100 million fund and all these new analytic tools, the growth of Facebook and these new, and even in the financial services, analytics is obviously a key part of that business, the edge of the app edge, if you want to call it, or edge of the network. But it really talks to a cloud model.  So, you know, you guys sell in hardware into enterprises, big discussion around cloud. How do you see that cloud piece expanding if people start building applications on Haruku, for example, or these new clouds? The gear shifts, so you guys sell gear, so it just shifts zero sum gain. It goes, I mean, someone's still going to buy storage, right? Storage isn't going away. So what's your view on that? Well, my view is that the data has to live somewhere and it's going to live where it's most efficient and where it can be managed the easiest. So what we're focused on is what we've been focused on is data flexibility and data efficiency. And this is just another instance. In fact, the more we talked about this, the more it came back to this is just what we do. All right, so that's a question I asked Perk, which is, every company's got that one thing that they do really well in their DNA that's kind of in their culture. What is that for NetApp? Is, you know, sometimes it's shipping code, it's high quality, design, do your Steve Jobs, or what's NetApp's one thing that they do extremely well? So, at the heart of NetApp's innovation, but where you see the innovation is in efficiency and making data centers more efficient, making data centers easier to manage, being able to deploy. I mean, one of the things we've got right now with Hadoop is deploying the infrastructure is we want to shrink the time that it takes to do that so you can get on with the work of the data analysis. So, those are the main areas. Okay, you're watching SiliconANGLE.tv's coverage with Wikibon.org, SiliconANGLE.com, theCube, flagship telecast, we go out to the event, Kirk Dunn, the COO of Cloudera, extending their lead in Hadoop, looking in the rear view mirror is their competitive strategy to compete, just keep on plowing ahead and extending the lead. And Jeff O'Neill from NetApp announcing the announcement. Thanks for coming on theCUBE, guys, appreciate it. Thanks for having me. Thanks guys, good to see you.


When you change too much for some people, they start to criticise you or make snipy remarks because what's happening is you are reminding them of how much they need to do that. So they can't celebrate your new hairstyle, they can't celebrate your weight loss, they can't celebrate that because they feel insecure by the work you're doing because it shows up the work that they're not doing.


Lex Luthor, ruler of Australia, entertainment weekly, has put out the first look at Jesse Eisenberg as Lex Luthor in Batman v Superman, dawn of justice. So this is what they say, okay? It says the mark of a good villain is how he knows to stop monologuing before he gives away too much of his plan. That's also the mark of a good superhero franchise director. Details on Zack Snyder's Batman v Superman, dawn of justice. Due March 25th, 2016, have been scarcer than kryptonite. We know that a cameo by Aquaman sets up 2017's Justice League in that Wonder Woman has a sizable role and now we have our first glimpse of Jesse Eisenberg as one of the comic's greatest bad guys, Lex Luthor. He's not any of the Lexes that you've seen, that's for sure, says Snyder. Other than him being a captain of industry and one person to the world and another person to himself and bald, of course, Eisenberg may, is he might not be the first person you'd think to play the supervillain, but he did have experience portraying a morally challenged billionaire in the social network. And this edition of, oh, trying to use words I don't know about right now. I'll look that up later, challenged a megalomaniac, taps into a similar hyperintelligence mixed with malignant straight shooting. Our Lex is just arming and he's not fake, says Snyder. He says what he believes and he says what's on his mind. If you can unravel the string and decipher what he means, it's all there. Now, excuse us while we try to unravel that string and decipher what Snyder is secretly trying to tell us. I can tell you this about Mr. Eisenberg. He looked like somebody that would say, Snaggers.   Fucking Rami, but I know he's supposed to be Lex Luthor or so, you know, but the man looks savage. He looks calculating. He looks malicious, shrewd.  That's the Lex Luthor that I really want no part of. The dude that played Lex in Smallville did a fantabulous job. He was great. I wanna see what he brings to the role. I ain't gonna judge him. He looks scary to me right now. He looked like he got body parts in his freezer right now as far as I'm concerned. So let's give him a chance and let's see where this goes. All right? One billion subscribers. Woo!


Welcome to Toffy TV. It is the Everton News Daily. Everton have been linked with Brighton's right back today, Tariq Lampti. The players just signed a new contact for Brighton and only joined the club last summer from Chelsea, but apparently that is not putting Everton off or a few other top clubs off in pursuit of the right back who's really impressed this season, come from nowhere and just loves to rate down that right.  So if you brought a player like that in who's got that kind of speed, I'm sure we could teach him how to be a defender as well, but yeah, it's a bit of an unusual one. I must admit considering the players just signed a new contact, but obviously when players sign a new contact, it just pumps their value up, so I'm sure Everton and other clubs probably didn't think they would have got the play before, hand cheap and that price tag has just gone up even further. It's an interesting link and we'll have to see what happens. Everton apparently locked in talks with Bayern Munich over Joshua Zakesy. We did speak about him on Friday. Other clubs are interested as well, including Parmer in Italy. A 19 year old would be alone with an option to buy for around 10 million euros. That's what's being discussed, although it has been said that it would be difficult. A difficult situation for Everton financially, but it won't go away. It's a strange on this one. It won't go away. Only 24 hours before the link we had from NATO bands saying there wouldn't be any incomings, but this link won't go away and it's back out today. So this might just be Zakesy's representatives trying to get another club involved to take the player who was down the pecanode and now at Bayern Munich, but at 19 on loan would it be the worst move for Everton to go in that direction? We'll have to wait and see whether there's anything genuine in that. Everton play Liverpool tonight in the mini derby, the under 23s. It is going to be on Everton's YouTube channel, I believe. It's the games getting played at Southport. They haven't played, I don't think, for about a month, so good opportunity for some of the young players to get to play because it's been a while for them. It's a hotly contested game. Hopefully Everton's under 23s can do better than they do normally and the first team do normally as well. It's a big happy birthday today to Bob Lachford, 70 years old today. He's over there in Germany, probably enjoying himself having a couple of classes of wine as we speak, so happy birthday to him because you know what? He probably was your dad's favourite player ever, so that deserves a big shout out as far as we're concerned. Make sure to check out this week and next week all our transfer dailies, whether to be on Everton or just in the Premier League or Europe as a whole. We're going to be doing them in over the next couple of weeks because it's transfer deadline day, two weeks tomorrow, so make sure you check that out because in two weeks tomorrow we'll be doing stuff with Borsuit again being a four hour special over on the Borsuit YouTube channel to watch. We'll be doing our own things as well on the day. I'm not sure how much there'll be to go on, but we'll have to wait and see in a couple of weeks, so make sure to check them out Jordan this week and next week. Make sure to give this video a like. Subscribe if you haven't already if you want more great videos. Join us over on Patreon for daily live videos. You can subscribe by clicking the link which is around here. Just down there. There you go. See you later.