We have like 40 minutes to get to our reservation, but the hotel is so pretty. I wish we got here like two hours ago. We've arrived where? This is actually very cute. Guys, this is the bathroom. And then behind this glass. Hello, it's me. This is my travel fit by the way. Hola. This is the shower. So it's like behind this glass thing. And then this is our room. And look at this view, guys. We made it, bitches. We're in shock that we're here finally. I'm just happy the wind has come that old. You already know. All the stores leave a turn. The car is here. Stop twirling. Stop twirling. The table. NPM, guys. What's our room? Free something. I pass out. You have to reload. I've got eye bags. Nah, nah, every four seconds. I'm like two doctors. I'm like, I'm a beauty. We're at Prince of Bodse. We just left the club. It is 5.53am. We had gyros and it's photo shoot time. This was my outfit for the night, guys. Come through the outfit. Where? This is my outfit for the night, guys. So this is Zara. These are Louis Vuitton and this is Saint Laurent. Nice. This is Caesar. This is a modern outfit. This are O-Poly. This is the Aga and the Lぇb subsidiary. It's 6.65am. We're going to go to bed now, after a million golf balls. Clubs? Clubs. Banana clubs. Clubs. Banana club, club, club. Cabinet. No. Clubs, cabinet. Clubs, Claudel. We're on the menu. Dude, dude, dude dude. You're not going to lie. oh yeah so much get like a reward and they are so necessary if you don't up in the cabin you're not doing this you might as well just don't go we'll see you guys when we wake up you know what's funny actually to for the fact that it's kind of the same time became yesterday I'm struggling to sleep because where I had a nap yesterday after Prince Porte it was like three out three hours right and then I've had Red Bull it's basically like what I would do on a night shift is like have small naps and like energy drinks so I can't get back to sleep it's hard I'm hoping to lounge by the pool later and have a nap don't you think I feel like today I wouldn't even be upset if we like just went to the beach of our hotel yeah what did you say I'm gonna die and what if we're gonna almost again yeah I'm gonna be just passed out you can just like carry me out to the straight to the plane you know in like wheelchair something that's flying flying out sleeping today and my feet I'm gonna you I feel like you match the bunny behind you it's not funny you're crying in bunny guys not we cry we cry it's been so fun we came we're seeing Natalie saw to be fair we conquered quite a lot yeah yeah dark pink we found her princess tiara what do you guys think should she get it should she know I mean by the time you see this she would have already decided but I think it's so cute it's very cute I got this dress in Mexico anyone who's watched the Mexico vlog in the hotel shop that and I just like it's such a vibe but it was really unique then here it seems to be like what all the like girls who are hosting at the front of Bombonier club but like in a different wrap around but yeah it's a bit see-through but it obviously is a beach dress so yeah Navier looks like that moment in friends where Phoebe gets stuck within the jewelry store when Chandler's trying to pick the ring and when she's wearing all the jewelry at once so this is what I've just picked up guys this necklace it's an evil eye necklace and this bracelet it's like got protective energy I'll show you guys the card but I really like it I just love a little couple pieces from everywhere I go just pick it up sign a talk me to do that yeah this is from Adika and for matching sandals to like the headband and it's a cute bag and then I've got my beach bag there so Navier left for London today which I was so sad about but I have some friends who are landing from Dubai tomorrow and we're like staying I'm staying on for another four days with her which I'm so excited and few of her friends from Dubai and you guys would have probably seen her in my Sandra Pay vlog and so I'm really excited for that today I'm going to Namos with my friend Galia who is happens to be staying at the resort next door and we just saw that we're in they can also at the same time together she's here with her sister so I'm really excited we're gonna hang out for the day maybe do some shopping and just enjoy the weather and yeah I love the view of this room by the way just so picturesque yeah I feel like the lack of sleep has been difficult this trip I'm not gonna lie because I came from a set of seven no six nights 72 hours of intent any work it was really hard for me it was really honestly quite hard because I like had to adjust myself to last sleep anyway and then when I've come here I think my brain has just not learnt to let myself sleep completely and relax so I'm hoping that tonight when I sleep until tomorrow I have a really long sleep but today again I only managed to get three hours sleep I don't know what's happening now be a nasty they had the same problem and hopefully it won't sort itself out and it'll sink out because it's not like I don't have the time to sleep I'm not like let me wake up and rush somewhere it's more like I just my brain and my body can't relax I've cut out the red bull and the caffeine so hopefully that will help but we'll see I'll keep you guys updated on it other than that make it off is wonderful I went to a restaurant called in turnie last night which was so fun I think I got some content on my phone for you and hopefully I can add that in oh my god this light is all fours kind of fixing we're going to it there's loads of signs on the road I'll just follow this is a fucking big car we are at it beach apparently they have parties here on Wednesdays and Saturdays so it's just a chill day but we're going to add a magoo tonight anyway it's my last night but I've got pasta because that's literally what I'm consuming the whole day Hannah is chewing into a pizza as is everyone else enjoy I've lost my voice I'm ready to leave my canals I'm just about to order an Uber but let me set you guys down sorry if this vlog was a bit chaotic and all over the place but to be honest the whole trip was very chaotic and all over the place as my canals always is I thought before finishing off this vlog I would give you guys my recommendations of where to go and just random tips and tricks for my canals if you guys have never been I've been before and the audio doesn't work on my last YouTube video of my canals the last time I came which is very annoying but hopefully this one will work and you guys will get to see so they walk you through like some places I think you should go for sure so now most restaurant on a Friday is incredible I would say on a Saturday you should go to principal today you could put it on any day but I love it and so for now most on the Friday the music starts at five so try and get there for four and like have your dinner have your lunch reservation in the restaurant have your food and then by five the musical start and you get up and dance on tables on the Saturday for principal take principal take now starts getting very lively and crazy by about six o'clock so I would say get that for five and eat your food and then the party will start I think we left that to be honest we overstayed because we stayed online but like it's from five to eight is when it's like the crazy wild fun party I would say go to Kawatagu any day for sunset it's incredible every time I've been to Kawatagu I've been to before I don't know why I wonder if it's because it's close to each other because I don't plan on going to Kawatagu but it's beautiful at sunset and it's just a vibe they have she should I have drinks I've never eaten food that was just a drinks and stuff so that is the best and then on Sunday is school for your Sunday if you are a service member you can walk in otherwise you have to make a reservation you have to make it way far in advance we got there the seven but everyone was walking up at about nine school process very deep house and I would say a lot of people who are there are on another planet so if that is the vibe that you like I personally I don't like that vibe I like R&B in the house so that's why I would definitely go to more that type of place like now more than principal take but yeah school process one of those places that you have to go to and the music is good I would say but I can't hack more than like an hour of beatless music it just drives me insane sorry I mean lyricalist music just drives me insane and then on Mondays is Alamagu and it is so fun get there for 9 p.m. for dinner and then you can use your dinner table to just carry on partying and stuff there and where else is good Santana I didn't really like it's just it's nice it's just I don't know I did not like it I'm just not on a rush to go back and we went to a place called Kahlua which is new this year and that was really fun again I think we got there for about four o'clock or five o'clock that was a good time the party started then they had a performer and stuff and that was on the beach that was more chill and it was really fun and we went to school plus after that we went on a Sunday so that was good as well as for nightclubs I absolutely love Bombania it's my favorite nightclub in the world and it's like why it's so small stuff is outdoors the music is good the people are nice I really like the staff there even so I really really recommend it restaurants I love interning and we went to a place now that you guys saw called Spila that's another beach car the party starts at about five that's really good if you're doing a boat day to get your boat to drop you in because it's so nice you could do the same with Namos even you don't by the way when I say you can get a boat to drop in like obviously you don't have to be on a boat and stuff like you can just walk into the restaurant normally as well but if you are planning on doing a boat day when you come to McDonald's then yeah I think Spila is a beautiful one it's basically the whole restaurant and stuff is built in a cave and it's part of a hotel and it's beautiful party starts at five everyone was just coming in from their boat and then fell off from the tent up onto when he was dropping in and I went and helped him out and then he came and brought me a flower after which I thought was so sweet but yeah that one's incredible and we're also working in restaurants I would say sea satin Leo is new I didn't get a chance to go but everyone tells me it's incredible so check it out in Tony I love in tiny it's so fun and the food is good and the vibes are going drinks are good the people are really fun and I feel like to be honest I think I've given you guys a full itinerary and as for pricing I would say McDonald's is expensive there's a taxi app called I move which is really good it's like Uber but you just pay the driver rather than it being linked to your card and it's really easy really quick and really reliable so I would recommend downloading I move when you get to the island what else can I recommend outfit wise I really into like Prince and stuff right now but to be honest anything really goes people are really comfortable you can even be to some extent in your beachwear going from this to another part from the restaurant don't go into town in your beachwear but like all the beach cubs and stuff you could be in the restaurant bit wearing a beachwear which is what I did and you get away with it well whatever you like I think when you're here you can get away with one of my fancy it's like chill easygoing and but yeah it is pricey taxis are I would say a big bulk away money goes not as expensive as Ibiza I think Ibiza was ridiculous for taxis but yeah it's very expensive restaurants and stuff I think if you're let's say looking to have one like average priced meal with like a couple of drinks or something you're looking at like 152 euros per person minimum like that is like if you've chosen like the most like simple stuff I would say so it is very very pricey bear that in mind but it's worth it in my opinion if you want to save up for a very fun party holiday the other thing is length of stay I think I've been here for like nine or ten days now I think that's too long as you can tell I mean I like to have a good time I was on 72 hours of night shift before this so in one week so I think I just wanted a break but partying all the time does get tiring like drinking and whatever so I would say a good length of stay would be three nights and four days I think you could smash out do like a Thursday to a Sunday or Thursday to and then leave Monday morning I think that would be perfect make sure you get the morning flight on the Thursday so you don't miss anything and that's beautiful anyway that is my long feel over the recommendations but I feel like I get so many questions at the bottom in the comments that I always think oh my god I should have just sat down and dressed this so that's what I'm done now and I'm gonna book my taxi and get out of here I'm gonna miss it a lot and I can't wait to come back next summer it's gonna be amazing okay love you guys so much don't forget to count my socials they're always linked down below in the description my Instagram is Persian bunny my TikTok is Persian underscore bunny and I'll see you next time bye


I think television is still one of the primary media in every household, especially when it comes to the regional channels, the regional presentation. Because India is many countries within one country, so therefore just saying that one medium is dying, I am not in confidence to that. But again, it also depends on what kind of category that you are in, what kind of brands. Depending on the category, certainly there are changes in terms of percentage that you spend on different media. But television definitely is one of the key mediums to consider.


Hello, everyone. Thank you for coming to my talk, how Cortex became a community. This is a talk that I'm really passionate about. Yeah, let's just dive in. So, I'm Gautam. I'm a senior software engineer at Grafana Labs, and I've been involved in the Prometheus community for about five years now. I started off using Prometheus while I was doing an internship, and then I did my Google Summer of Code with Prometheus, contributing to its storage engine. But for the past three years, I've been working on this other CNCF project called Cortex, which we use at Grafana Labs to provide a hosted Prometheus service. I was also one of the initial co-authors of Grafana Loki, a log aggregation system inspired by Prometheus and Cortex. And I've seen Loki go from launch to a huge community, a huge user base, and yeah, that's pretty interesting. Cool. Before we dive into it, I just want to cover a little bit about Cortex and the history of Cortex. Cortex is a horizontally scalable, multi-tenant version of Prometheus, or it implements the Prometheus APIs. It's about five years old now. It started off in June 2016, and quite recently it became a CNCF incubating project. So it was started off at VWorks to power its SaaS. VWorks was creating Veeve Cloud, and they wanted to give all their users a hosted Prometheus solution. So it started out at VWorks. It had a few early adopters in EA, Maya Cloud, and a couple of others. And then later, Grafana Labs started contributing to Prometheus, started offering a hosted Prometheus solution. And today, it is being run by tens of companies. I think I know of 25 companies that are running Cortex, and it is powering their mission-critical monitoring systems. Cool. With that context, I'm going to go into a little numbers. So Cortex started off somewhere in 2016. I'm not even going to cover that graph. Let's start somewhere in end of 2017, and you can see it's pretty flat. But in the recent years, there's been a huge spike, and the community has been growing over time. This becomes a lot more apparent if you look at the number of contributors that are contributing every month. So it was roughly around 10 contributors. And then in 2019, once we joined the CNCF, you start going up and there's been a huge spike. And in January 2021, we had 75 unique contributors in that month, which is kind of crazy to be honest. And I really absolutely love this growth. We also have a huge growth in the adoption. You can see this. These are the public adopters list we have. And we have a lot of big names like Etsy, Gojek, Distillation, EA. And also quite recently, we've added AWS. AWS is using Cortex to power its hosted Prometheus service. AWS managed Prometheus. So while these are just 15 companies that are public, I've also been speaking to a lot of other companies, a lot of banks and enterprises that can't make their Cortex usage public. And I think I know more than 25 companies overall that are using Cortex in production, which is kind of crazy. So why this talk? If you see the numbers, the numbers are actually not that big, but we're actually quite proud of the numbers we have and the adoption that we saw. And over time, we've experimented with a lot of things and we've noticed that some things contributed a lot to the growth while some other things did not. And we've tried to do the same thing with Loki and we saw incredible adoption in Loki. And over time, I think I had this playbook in my mind as to what should open source projects do if they want to have more users, have more maintenance, have more adoption. And I was talking to a couple of friends of mine who were involved with the newer stage open source projects that were kind of struggling to build adoption. And while I was giving them tips, I realized that I could give a full talk that would be useful for more open source projects. And by no means we're not experts at this, we're still learning a lot about how to build communities. And this is just a subset of the items that I think are important. If you know of other items that you think are important, please share them with me after this talk. I would love to write a blog post or a live doc as to what open source projects can do. Cool. With that context, let's dive in. So this is going to be obvious. Documentation will break or make your project. You can build the best open source system in the world, but if you don't have good documentation, nobody will use it. This is obvious, right? But turns out we actually didn't do a good job of it until quite recently. So we had docs. They were all in GitHub. You had to click through MD files to kind of figure out where they are. They didn't have a proper structure. And we did not have a website until December 2019. And in December 2019, one of the low key maintainers, Cyril, who was also contributing to Cortex at that time, he decided to just use one of the open source templates and create CortexMetrics.io. And this is basically when we started to focus a lot on usability and documentation. We kind of redid our docs. We added a lot more structure. And once we launched a website with proper docs, we got a lot of feedback that it's like the change, like the usability and adoption story is like night and day people who were struggling to use Cortex before found it much more easier to adopt. And they were loving the new website. So if your project doesn't have a website, add a website, make sure the website has a search bar because people will use it. And yeah, one of the first things you need is a getting started guide. Make sure you have a very simple, very easy to use getting started guide that lets people install the system on their laptop, play around, click around. And also make sure to include a production and troubleshooting guide. The production guide will tell them, okay, this is how much you need to provision. This is like for this scale, these are the tweaks that you need to do and things like that. While troubleshooting guide will be like, oh, if you're not seeing any of your metrics, look at these numbers or look at these logs. And maybe this is the issue. So simple FAQ based on the common request that you get or common errors that you get would be quite nice. If possible, if you can have a proper page with the config file that is that describes the config file, what are the different options that you can browse and search through that would be super helpful for users. We did some good job automating the generation of this page from the config object that we have. And that page has been the go to page for a lot of people. So if you can do that, that would also be nice. So basically put the man page in the browser. Yeah, cool. So documentation is important. Again, make sure you have all these guides and make sure you have a website. This is something that we've kind of learned the hard way, I would say. Make sure your project is extremely easy to run. When I say extremely easy, make it really, really easy. So before May 2019, if you open the Cortex website, it would show you this architecture diagram. So now this is a lot of moving parts and a lot of dependencies like you have to depend on a no SQL store like Sandra or Bigtable, a console, a memcached and possibly even an object store. And there's like a lot of these moving parts. And if you are looking for a long-term storage solution for Prometheus, and you look at this diagram, you would be immediately discouraged. But that was the reality of Cortex. And there's a good reason why the Cortex architecture is this way. It's so desegregated. Cortex runs at massive scale. We handle 20 million samples a second. We ingest and compress them. And we need to make sure that every single component that we are running is highly available and horizontally scalable. There's a reason why every one of these components exist. And we've added one more component recently because the query front-end needed some additional features and needed to be scalable. Cool. So with that in mind, let's go back a little bit to understand how Loki was built. A lot of Loki's coding was done on transatlantic flights. So essentially, one of the reasons that Cortex didn't work or like the Cortex was a little hard to adopt is or a little hard to contribute to was the development process was you make your changes, you write tests for it, you make sure all the tests pass and then you had to deploy it to a remote dev environment in the cloud. This means the dev cycle was slow. And if you did not have a dev environment setup, it was kind of hard to contribute. But for Loki's case, we made sure all of Loki runs as a single binary. You do dot slash Loki and it just simply works. There's no dependencies. It works off of your file system and you can test and play around with Loki on your laptop. This airplane mode or simplicity of Loki and it's the same for Prometheus was a huge part of why Loki was adopted widely. And we've learned from that. And we focused on two things. One, making Cortex much simpler to run and reducing the dependencies that Cortex has. Today, if you look at the Cortex architecture, it looks something similar to this. So you do dot slash Cortex. You don't need to run 10 different microservices. All the microservices sit in a single binary. You can run multiple replicas of it. We use gossip to communicate between these replicas. So you don't need a console or an LCD. And we don't even need a NoSQL store anymore. So we just write directly to an object store. Object stores are really cool because one, they're inexpensive and two, there's virtually zero configuration that you need to do. So when we made these changes, the first change moving to a single binary mode was actually a simple one. That had the number of people who tried Cortex increased drastically. And then once we removed the NoSQL requirement, we saw bigger and bigger users start to look at and adopt Cortex. So if you are an open source project, make it really simple to run. Just create a single binary or single point of entry where people can just run that thing and everything is just working. Try to reduce the number of external dependencies that your project has. So one of our adopters, Obstress, they wrote a blog post on why they adopted Cortex. And they were like, yes, we were looking at possible solutions and we realized that Cortex needed to use a database like DynamoDB or Cassandra. But then one of our community members, he came in and contributed a new storage engine based off our sister project Thanos that uses simply object storage. And we spent a year optimizing the engine contributing to Thanos, contributing to Prometheus and Cortex to make sure that now Cortex only depends on an object store. This has increased our adoption massively. So, yeah, simplify running your system. There's a good reason Cortex has all those microservices at the scale that we run. We still need a lot of those microservices. But for a lot of people, they don't have that scale and they can run a much simpler version of Cortex. So if you can simplify your project that way, try to do so, it will improve adoption. And also it will make things easier to develop. It will also improve contributions. Yeah. So one more thing I do want to cover is be accessible. So what does this mean? So I have a huge issue with Slack for community support. The problem with Slack is people ask you a question, you answer it. And then 20 days later, when someone else has the same question, they would ask it again and you would answer it again. So there's no searchability here. A Google Groups mailing list is really good, which is what we use in Prometheus. Basically, when somebody asks a question, you answer it, it's persisted on Google. So next time somebody Googles the same error or same issue, they will find your answer. So while that is really cool, when your project is just starting out, it's really important that you have a sync chat system. Like something like Slack. And this is even true for Prometheus. When I was using Prometheus five years ago, when it was 0.8 or something, I initially asked my question on the mailing list, I got an answer. The answer was not very clear. I immediately jumped on to IRC, which is what Prometheus uses for community support. And I started asking people the maintenance, their questions about it, and they could immediately answer without the latency of using a mailing list. And that basically helped me fix my Prometheus issues. And that also helped them understand some of the common problems people were facing. So if you can have a sync chat system combined with a mailing list, do that. Having said that, make sure questions don't go unanswered. When a contributor asks a question, and if they don't receive a reply within a few days, it would be really discouraging. And when you have a ton of those questions, and when somebody new joins the community or the channel, and they see a ton of unanswered questions, it's very discouraging. So make sure all the questions that are being asked are answered. But the caveat is you should also expect to spend quite some time in the beginning, like 10 to 15% of your time will go into answering these questions. It's important and you will be doing it for a few months, but it will be giving the community such a good experience that once they have your system up and running, they're going to stick around and answer questions because they want to contribute back and that's the easiest way they could contribute back. So yeah, in the initial months when you launch or if you're a newer project, spend a decent amount of time answering questions on Slack or whatever chat option that you choose. The other thing I want to mention is have regular office hours or a community call where the maintainers just jump on for 30 minutes for an hour, whichever works for you, and they give the highlights like what's in the new release, what are the new bugs that we fixed and then open up for questions from the community. So this is really important for the community to have a space where they can directly talk to the maintainers with the video on. And yeah, I would highly suggest that every project that doesn't have a community call, make a community call that is 30 minutes at least once a month. So that's really useful. In Cortex, we have one every three weeks and we have new users jumping on all the time telling us about their use cases and we also have all the maintainers from different companies and time zones who are talking about different issues that they're seeing and potential fixes. So that's really cool.  It will be quite lonely for a month or two every time you post something, like I would say it will take like five community calls before people start showing up. But you have to consistently advertise it post on Twitter that, okay, this month's monthly call is at X time tomorrow and things like that. So the reason for this is people who are using your project, they will keep seeing these updates and they will probably join a few times later. If you cancel the calls because there's no agenda, people won't realize that there's even a call. And this 30 minutes just hang out with your maintenance and talk about random stuff if nobody shows up. But yeah, try to have a regular office hours community call. So yeah, the other thing I want to mention is we are doing one for Tempo and the initial times, I don't think there were a lot of updates, but like recent days, a lot of people are jumping in and showing us ways of how they're using Grafana Tempo, which is another open source project that we launched. So have a community call if possible. So this is another big thing, dedicate time for outreach. So by outreach, I mean make some noise about, do some marketing for your project. Don't do vendor marketing but market your project, regular blog posts. Write a blog post every month if possible and share them on social media. Twitter is a good medium for this. Now you might wonder, hey, what blog post should I write? Write about the new features that came up in the last month or if there was a release, write about what's new in the release, why that release is important. Or if you found some nice performance optimization, write about the performance optimization. Write about many things that you can write. Write about different use cases people can use your project with. But make sure you continuously ship blog posts out about your project. This is because in the future, people are going to Google about their problems. And if you say, so people are going to Google about multi-tenancy in Prometheus. And I'm pretty sure there's like five or six blog posts that we wrote about Cortex that are going to show up. So they're going to read about Cortex and then they're going to try things out. So yeah, always try to publish a lot of blog posts. I would prefer blog posts over like conference talks and meetups because they show up on Google and people can search them in. It's easier to consume text. Having said that, always keep on applying to conferences and also to meetups. Like this, like good conference talks at good conferences will actually give you a lot of early adopters and a lot of useful feedback and contribution contributors. Meetups are the same and I kind of prefer talking at meetups over conferences because one, the setting is a little bit more intimate even if it's an online meetup. And I feel like there's a lot more engagement and people will there's a higher chance of people going back and trying and running the project at meetup standard conferences. Yeah. So a couple of advices I can give here is have a set of slides ready like a simple Cortex 101 or an introduction to Cortex slide that is public and that people can just copy and give conference talks at their local meetups or like local conferences. This way it's not just you but your community is also empowered to talk about the project that they really like about. And one of the things that we've done at Grafana Labs that I think is super cool and worked really well is we have an OKR to publish a blog post or a talk per quarter. So this essentially means if you have a team of three people you already have a blog post or a talk per month which is really cool. So if you can have OKRs that have to do without reach, try to add the OKRs and try to see how that would work. Yeah. So the good thing about Cortex is it's just not one company who is using it. So a lot of companies are using it and each of them is writing Cortex blog posts which are really nice. Here we have an example of a blog post from WeWorks one from AWS and one from Grafana Labs. And you can kind of see all the different ways or all the different kinds of blog posts. The first one is about the performance optimization. This is about AWS's journey of adopting Cortex and the third one is what did we do in Cortex in 2020. So this is actually my favorite advice of all. So one of the things that I really like to do is work closely with a few users. So this gives you a lot of insight and it helps you kind of improve the project a lot. So what do I mean by work closely? If possible, have a weekly call with the user. So this can be right after you launch and you're struggling to find an option and you find a user who is super seriously wanting something like your project or wanting to try that project. If they're super keen on it, set up weekly calls with them, see what they're struggling with and prioritize their requirements over yours. If possible even create a shared Slack channel because they might be trying it at different times and if they can have access to you over DMs or a Slack channel, like a sync communication channel that would be super useful. And this will actually help you build the right product. I've done this a couple of times for a couple of projects and this need not be even right after you launch your project. Let's say you're working on a large feature or a huge change or a huge performance optimization and the kind of problems that you have are different from the problems that users have. So whenever we're doing something big we try to find a beta user who would be okay testing it out in their environment and giving us regular feedback. So this works really well in optimizing documentation because they're running the project on their local system and they're going to hit issues so it will help you understand what are the struggles that end users face and what are the problems that your project is actually having that you need to fix so that the adoption story gets better. One caveat is make sure the end user that you're working with is as invested as you are you might be wanting to help them but they might not have the bandwidth to do this. So it's kind of really hard to find this. This is why I like meetups and conference talks where especially meetups you give this talk and then you likely find one person who's super keen into trying this, testing this because they have the same problem as you. It also happens in conferences for example I've done this with Gojek Gojek is an Indonesian company but it has engineering offices in India and I gave a conference talk talking about Cortex and they're like oh we're having this issue with scaling in FluxDB and we really want to try Cortex. So it's like hey this is amazing I really want to help you. Can I come to your office to give you like a tailored presentation and to kind of look at your problems. So they said yes. I visited their office a couple of times they had a direct connection to me and as they were adopting Cortex we had to improve our documentation, publish some of our configs to kind of fix issues at scale and things like that and I had a lot of fun working closely with the team and improving the documentation and the adoption story over a couple of months and one of the really cool things is this is Ankit you see in the picture he was part of the Gojek team and now he shifted from Gojek to a company in Berlin and he moved to Berlin and now we are really good friends and we hang out all the time. Open Source helped me make a lot of friends and Ankit is just one of those amazing friends I made through Open Source which is super cool. Yeah so if possible try to work with one or two companies like you won't get a lot out of it but it will help you improve your product, build the right features and also ask them if they want to do a conference talk or a case study with you afterwards. So that brings me to my final piece of advice is do a case study. So basically case studies are documents where end users outline the problems that they faced. What were the requirements they had for the solutions they were going to pick why they picked your project or why they picked Cortex and what were the challenges they faced and how they overcame them and what benefits did Cortex or your project give them. So if we have a few case studies we have actually three more in the pipeline that I'm going to publish and these are super useful because turns out other people read the case studies. So the first one we did was Gojek and we have a couple of users who read the Gojek case study who were struggling with Inflex as well. So they read the thing and they're like oh this is great Cortex works for an actual company and here's an end user case study and we've done a couple more of that and we have a couple more in the pipeline and they're really really useful. So if possible if you have a very interested end user do a case study with them. Having said that make it really easy for them. So essentially if you ask an end user to write a case study it most likely won't ever happen. So what we do is we jump on a call with them. We have a technical writer interview them based on a template that we create we record it and then we actually do the write up ourselves and then share it with that company. Once the end user has sign off from legal we publish it. So this way all that the end user has to do is jump on a call for an hour and talk about their journey which most people are happy to do. So yeah if you can do interviews and write up case studies for approval yourself do that. That would be much easier for the end users. And your first case study like having one case study is actually much much better than having no case studies and if you already have companies that you're working closely with try to use them for the first case study. One caveat is make sure that the case study is approved by the company's legal and legal team before you do the case study because sometimes the person who's running your software might be really interested to do a case study but it might not have the right approvals. Cool. Yeah and continuously encourage your end users to submit conference talks and to write blog posts. End user talks are much more appreciated have a lot more nuance than vendor or maintenance talks. Again I want to reiterate if you have a Cortex one on one already that would also be super useful for end users. It will just reduce the amount of time they put in. Cool. To sum up have a good documentation and a good website. Make the project really really easy to run. Be accessible to your users especially in the early days of the project. Have a sync communication channel. Have a community call. Have office hours. And yeah spend a significant amount of time. 20% even to work on community and outreach. Write blog posts. This is how you're going to get adoption. Work closely with a few users to refine your product and your features and this is like these users will become champions for your product in the future and that will drive more adoption. And yeah leverage the end users to generate more content and make sure to have some case studies. If possible write the case studies yourself and then send it for approval after doing an interview with them. Yeah cool. Any questions so far?


Everybody forced here ribbon a box of 22 23 revolution basketball hobby for Jeffrey. Yes appreciate you Jeffrey. Good luck Another thing is also kind of want to like if you can't see the wrapping like well like if it's tops or whatever You kind of want to show that at like give a quick turn and show that it's sealed. Yeah That's it pretty much it just like a quick There's a card pushing up against something don't cut there cut somewhere else Careful opening boxes to show and hurt yourself and don't damage cards, right? Pull those out. I'll just turn it to show that empty This one this over pretty easily So that popped open just gonna go like that It's like a it's like a one-two right and now With going through cards, you kind of want to have your thumbs in the middle on the sides Okay, you don't want them like up here obviously like down here Like right in the middle is good because I you have you have your leverage everywhere. You got a jade and hearty rookie Now we've got an IO do soon move You turn be very careful flipping cards around. Yeah But the soon move is a cosmic 72 of 99 And you don't want to like thumb the card I don't want your thumb over it because that's why I like you want to get into see I'm holding it Almost like a very light. It's not even like a pinch. Just like it looks like you're pinching it over So you can hold the card with two fingers if you have In next finger came over but your thumb over to the left are kind of just hitting it right there So you can move this anywhere, right? Palo rookie revolution Astro Desmond Bain And I'm kind of like kind of letting it just sit where it needs to sit.  So you got a groove Carl Anthony Towns Supernova Steph Astro D'Angelo Russell Jabari Smith, Jr. Astro rookie Vince Williams, Jr. I can already like imagine like I need to be more careful like and then You're righty like me. So you don't want your left hand like I always bring it back in my elbows Like at the same spot that way I will literally just rest my entire arm on the table, right? I can do whatever over here I can click around and I can go look at the emails or orders or whatever may be Cartridge in the exact same spot Got fractal a Paul George. You kind of just want to find a comfortable place to keep Your I guess I guess you call like what base hand or like planting hand or whatever. Yeah Pivot, I don't know Whatever you want to call it Walker Kessler on the rookie got fractal vortex Iyana Santa de Cumpo Well, see an auto last back here. So like tour like the other side So I just brought it back around so I could feel it like you could feel like tearing more So I just went this way And then as long as you're like taking it off here if I snag anything it's totally fine There is an auto. Okay. Nice. I was a palo shock way by the way Astro Jalen Brown and the auto is a Lonnie Walker the fourth. So I set these down, right? Very easily You don't have to worry about that at first, but Don't sleeve on camera. Let's see the front 40 of 100 Lonnie Walker the fourth Got the auto now. I'll do it appreciate you Jeff. We'll get these out to you


Going to maybe a permanent signing, a signing perhaps that's going to cost quite a lot of money. How does the procedure work involving the owner, the chief executive, the manager, you? Do you all sit around the table and say, well, we're going to have to pay X for so and so? And who sort of would make the final decision if you like? Because there's a lot of talk to go on internally. Yeah. And again, a very good question and one that I'll try and answer as succinctly as possible. But it's sort of in that question, you have a microcosm about how recruitment can go wrong. And the good fortune that we've had at this club is consistency, because I think if one of those components change, let alone a couple of them, like it has happened that happens all the time, it clubs up and down the country, then clearly that there can be a disjointed nature to the recruitment. And it's not easy to get there's no guarantees rather to get signings right. But clearly you can limit the chance of mistake with good communication. And we've always had that we've always, I say we've always had that we've had that in this in this era of the club, because I wouldn't know what happened before to be honest, Neil. And how I was signed for this football club on two occasions is a mystery. But from from from this side of the fence, and direct to this clear from the owner, the communication between the owner and the chief executive, Neil Blake is excellent. I'd imagine on a daily basis, especially during a transfer window. And you come into it with with a plan you kind of you kind of that in windows gone by summer wins, especially we've always looked to to be progressive to to improve the squad that we had, which was as well as a want, it was an assesity as well, because we had a very good team here. Of course, a great team that achieved promotion won the championship title with a group of players that without having the average age to hand was probably the wrong side of 25. And so to survive five years in the Premier League, you know, you're going to have to recruit in order to do that. And every window there was an understanding that would come from the manager. Primarily his his his beliefs or so Eddie, how it would have had first and last word on a signing. But clearly in between that first and last word, there's a whole whole order process of important conversations going on with people of the level you describe their owner, chief executive, etc. But there was always a great understanding and a belief in where the message was coming from the fact that the message in the first place was an accurate one. And therefore, the the owner always wanted to and always has back that and allowed the chief executive to to negotiate said deal and and hopefully come out the transfer window with the with a more competitive squad than we went into it with. Clearly, when you come down the level, this is the first time I've been in this job that that's happened. And of course, it wasn't the plan to ever be in that situation. But we had to be reactive to it. You chuck COVID into the mix. And it makes it a situation where you have to be you have to be careful, you have to be prudent. We knew that certain players would go we didn't know exactly how many so therefore the list that the recruitment department had to have were pretty extensive. We I think we having lost three players to to sales and then a number in terms of out of contract and and Harry Wilson, of course, the long going back, I think probably eight and nine bodies short and where last season. But the belief from everyone coming into the window and that if that was a number that that we lost it probably would only take one or two and and a little bit more luck on the injury front to have a more than competitive squad to attack the championship with. So it's it's evolving conversations. I'm going on a lot here, Neil. But it's you've asked me a very, very relevant question to the process. And and I want to give an accurate answer. But fundamentally, the key to having a good recruitment or as good recruitment as possible is good communication from the leader down. And we definitely have that here. People want to hear from you, Richard. They don't really want to hear from me or Chris. Just just a quick one. It's quite topical at the moment. I'm not going to talk about other clubs, businesses, but sometimes there can be disputes between technical directors and managers. What's it like for you to a Eddie, how and then Jason Tindall X teammates? What's it like to have worked and be working with them? How important is it that relationship? Yeah, fundamental. I'm very lucky that the only two managers have had doing this are two people that have known since since my teens. And understanding them from a human perspective as well as a footballing perspective, I think is crucial to the job that I do. And I really feel sorry for people in my role that that try and do that will do do this and a very good job in times as well for people that they don't necessarily know as well as I do. Clearly, that proves that it's not essential, but it gave me a head start definitely in working alongside a manager as successful as Eddie also helps because he can make bad decisions look indifferent and decent decisions look great. So, you know, that I think is the key. I think how you recruit a player, it clearly varies between club and club and everyone will have their own policy. It's my belief that the best chance you have of having a successful signing is that the manager is a huge part in that recruitment process, which we've always had. But it's also true that that manager can't be in multiple places at one time. So therefore, if Jason is preparing for the game tomorrow and tonight, it's unlikely that he will manage to cover the six or seven championship games that are going on. And that's why it's someone else's job to make sure that that's done properly. So that for me is what the job is and the better the understanding between the person in my shoes and the person picking the team and coaching the players, then one would assume the better the chance for success. It buys an all guarantee because the magic question you want answered is how is that player going to do at this club with these teammates, this manager in front of these fans at that time, an impossible question to ask fully. So you're in the lap of the gods a lot of the time, but if you narrow down the chances of mistake by doing your homework correctly and making sure that you need that position clearly in the first place, then there's all sorts of things that you can do to limit the mistakes and ensure that there are more good succinings than bad ones.


the amount of things that you can see on social media, it's not always enjoyable. Even for me as a developer, for anybody in business, really, sometimes you're going to get destroyed. Any business, you name it, you look at the CEO, UFC, it doesn't matter what it is, right? And so what would you say to somebody who wants to get involved in public office and then sees the way, not just you, but all politicians, anyone in the public eye is treated, what are the things that motivate you? What are the things that excite you and sort of keep you going? Yeah, look, I mean, I think that this is something that I go to colleges and, you know, we're very fortunate. Recruiting efforts are really ramping up. A lot of people want to come and work for us because we're communicating a vision. I usually tell people, look, first of all, we're on the right side of history, right?


Live from Las Vegas, Nevada, it's theCUBE at IBM Edge 2014. Brought to you by IBM. Okay, welcome back, everyone. Live in Las Vegas, we're IBM Edge. This is theCUBE, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier, the founder of SiliconANGLE. I'm joined by Coach Dave Vellante, co-founder of Wikibon.org. And our next guest is Jamie Thomas, general manager, software-defined systems and storage for IBM. Welcome back to theCUBE. Thank you. Great to see you. You're smiling, you're talking to customers. It's your show. Lots changed in the past year at IBM. So, tell the folks out there quickly, what's changed and why is IBM different this year than last year? Well, I think we've arrived here with a perspective of what does infrastructure really mean to our clients on this new journey that they're embarked on? We've talked a lot about the new initiatives in the marketplace, particularly around cloud, analytics, mobile and social. And really, what does that mean to clients particularly from a storage perspective? It creates this opportunity for all of our stakeholders and the various accounts to deal with this new data explosion. And I think that presents new opportunities for them, new challenges. And so a lot of what we've been talking about this week is how do we enable our clients to tackle those challenges? We talked to Sebastian earlier in the result, which, you know, Pontificale, we were right last year predicting all this stuff, but the pace of change has been massive. We talked about the portfolio refresh, pretty significant, the speed of what's happened. So, and obviously now you're in command, that's the new change. He wouldn't put his finger on it, but was there a flash point internally with IBM? Was it years ago? He said five years organically they decided storage, but how did all this come together? Was it just a continuous rallying cry? Or was it more of continuous innovation? Well, I think there was a combination of things that led to the announcements this week. Clearly, the announcements we made are really a combination of innovations that we've invested in over a number of years, both from IBM Research and in our laboratories. We also fundamentally needed to address, we believe, this new generation, next generation of applications and workload that fundamentally are changing infrastructure needs. And it's requiring organizations to have much more intelligent infrastructure. So I believe the announcements we made this week are really founded on those two different premises. What do clients need to drive benefits from their existing storage environments which requires a lot of this innovation? And what do they need to do to capture this next generation of opportunity? Intelligence, obviously great. We saw the announcements here with Watson who bought an AI company, the brains of systems. We talk about this is a trend where you start to see reasoning kind of come into the equation. And that's my word, but AI kind of implies, computers doing some thinking, obviously cognitive computing was a theme. Now translating that down into storage and systems, it's a software driven world. Yes. As the person in charge, how do you take that and rally the troops? What's the message that you do internally and then how does that translate to the customer? Well, this week we spoke about three main tenets from a storage strategy. We spoke about software defined storage. We spoke about optimization and performance through flash innovation across the product line. And we talked about the infusion of next generation virtualization into environments to allow clients to optimize their resisting storage environment. When we look at software defined storage, what we really believe that brings to a lot of our clients is a unique ability to automate their infrastructure perhaps differently than what they've done in the past. So it brings ability to better manage the infrastructure, to better apply policy and data governance. It allows us to more intelligently tear storage to the most effective media and not only achieve the needs of new workloads, but also tap into the back office expertise, if you will, that we can get through things like flash, through disk integration and through tape integration. So it really opens up a lot of opportunities for our clients.  Software development, middleware, you really know that business well. Now you're coming into a division that the world sees anyway as hardware group. I guess the first question is that a sort of misnomer is software sort of eating the world, as Mark Andreessen would say. And what does your software background allow you to do with the storage division that somebody made me without that background might not be able to do? Yeah, well, I think first of all, we see ourselves as a provider of solutions for our clients. And even within, quote, the hardware division, clearly many of our offerings don't operate without software. Just as Tom Rosamilia said yesterday, software does need hardware to run somewhere. So it's really about optimizing the combination of software and hardware to the benefit of the clients is my perspective. And that's something we've been doing for a long time. If I look at my experiences that I had with WebSphere in the early days, the real secret there to success with the optimization of the middleware and tying that more intelligently to the hardware layers in which we believe we effectively did with both power and the mainframe in those days. So in the storage arena though, I think what software allows us to do allows us to have more agility. It allows us to meet client needs in some of these much more dynamic environments where the requirements are evolving much more quickly. It allows us to do that effectively. And it then gives clients a choice. So you can buy certain solutions as a software form factor. You can choose to buy them as an appliance form factor. And frankly, as we give clients a choice about building out on our cloud infrastructure on software, it gives us flexibility in being able to run those assets out there in different pricing schemes on top of software. So let's unpack your three pillars here a little bit. Let's start with software-defined. You announced Elastic Storage. There's a lot of components that people are talking about. So talk a little bit about the software-defined products. What can I buy today? What is in there? Well, as part of our software-defined strategy, we announced two main offerings. One is our new offering, codenamed Elastic Storage. And that is really focused on these next generation workloads, predominantly driven by unstructured data sets and analytics, the need to apply analytics to that unstructured data. I can talk a little bit more about Elastic Storage in a minute. The other key offering that we announced as part of our software-defined portfolio is our storage virtualization capability, which has been around for a while and we updated in a major way at this conference, allows our clients to virtualize a very large set of IBM and non-IBM hardware, over 260 different footprints, if you will. And that is a software form factor that we've had available in that environment for a while. From an Elastic Storage perspective, this is an offering and capability we've invested in over many years. And it was originally the technology, the storage layer that powered Watson and other supercomputers. And now what we've seen in this shift that's occurred in the last year and a half is more of our clients are assimilating unstructured data, particularly around social mobile context because they're trying to personalize experience in different ways or they're trying to use this data for things like risk analysis or fraud analytics or other industry-relevant problems. They need a different way of deploying the infrastructure. And this capability allows them to achieve both flexibility and economics around this deployment. So the strategy is to bring those pieces into the storage solution, make it a fundamental part of it. Now, I have a question on the next generation virtualization. So what is NextGen about what you guys announced? Is it just bigger, faster, better, or is there some other secret sauce in there? Well, I think the main innovation that we announced within the virtualization capability is our real-time compression. And this innovation around real-time compression allows our clients to store five times the data with the same storage footprint that they already had deployed. So we think this really helps our clients. And we're really trying to help clients understand more intently, when they use this kind of virtualization capability, they're able to achieve better parameters around continuous availability and mobility of their data. Gives them a lot of flexibility about how they manage their hardware, how they do maintenance of that hardware, how they upgrade it. And a lot of the software to find agenda to me is about flexibility. It's about flexibility of how you use your hardware and how you manage it, ultimately. And of course, the other big disruption is Flash. Guy's made a big announcement. Let's see, last year, last April, Steve Mills announced a billion-dollar investment. He likes billion-dollar investments. A good number, nice round number. So talk about what's going on in Flash and what's new there. From a Flash announcement, you're right. We did also share this week that we've shipped over 2,000 Flash systems, as well as we've shipped now over 100 petabytes of Flash-related storage. The other thing is we announced that we've infused our DS8000 product line, our high-end product line, with Flash enclosures. And that gives our clients in that space some improved economics. 3.5 times performance improvements, 50% space improvement, and energy conservation as well. So it's just another step along the journey of infusing Flash into the larger product line. And in Boston last week, you guys had an event. It was great, and it was good because you had talked about the products, but you also gave a little direction and you had some guys come in from Haifa, from the labs. They talked about things like storelets and sort of new object stores. And so some of that is directional, right? A lot of that is directional. Maybe talk about that direction. You know, I'm Bush Goyal on last year. Sort of set the record straight. As I didn't say I didn't like object, I think it's the future. But so what about object in terms of the direction? So what we really are doing with object is we plan to improve our integration with OpenStack Swift. We've already done quite a bit of testing on that front with our Elastic Storage offering. Through the integration of OpenStack Swift and Elastic Storage, we can achieve object support. Really, that just has to be a maturity of testing and then putting the finish on that particular scenario. Here at the expo, we're demonstrating the use of OpenStack Swift with Elastic Storage and using our Enterprise Content Management solution as just a workload example of how you could take advantage of the storage layer. So what if I could summarize the strategy? So you've got your software-defined storage products and vision solutions. You've got the flash capability. You've got the underlying virtualization capability, which is fundamental to any software-defined. You have to virtualize the underlying hardware. And you're allowing the existing product suite, the portfolio, to play so that your customers' data services don't have to rip them out. That's different clearly from some startup who says, hey, I'm new and I'm just going to go software-defined and don't have to worry about the old stuff or just worry about the new stuff. You don't have that luxury or it's two-edged sword, right? But how are you different than, say, some of the other large, the storage cartel, I often call it, some of the large suppliers? So some of them are doing the same thing. What's different about IBM? Well, we do believe that there's a different approach to software-defined storage. In the next generation space where Elastic Storage plays, we're really focused on a software-agnostic offering that can run on multiple types of hardware. It runs on X86 today, it runs on Power. We believe that this software layer also can be effectively integrated with these other storage mechanisms and we already have that in place today. So as you said, the integration with tape and flash and things like that, that is there today. We believe that that data governance capability that provides us the unique availability to achieve economics without maintaining multiple copies of data, those are unique characteristics of that storage layer. And we're really keeping that much more focused on next generation while allowing our clients to tap into those existing storage environments. And how about open source? Where does that fit? Well, from an open source perspective, we really think that it's very, very important that we, first of all, we've integrated all of our storage with OpenStack. So in the past year, we've integrated all of our storage products, including Elastic Storage, XIV, StoreWise, into the OpenStack sender and Swift now with the object work. We've also are integrating Elastic Storage with Hadoop, creating a Hadoop connector so that we can also integrate more effectively with that community. And we've continued to drive a lot of innovation into OpenStack. We contributed over 200,000 lines of code to Icehouse to support the infrastructure needs that we have across IBM. So this is a collective effort between our server unit, our software group, our services unit, because we're using OpenStack holistically across the different units. And that brings up a lot of the questions around doing stuff out in the open, innovating in public. I was the open source. We also heard from the practitioners here. It's about trust, right? They need IBM to be a trusted partner at the channel level also, at the practitioner level, at the customer base. I've got to ask you about virtualization. We've heard some folks talking about VMware earlier and that they love IBM's tool chests because they can come in and work within the different countries to build large-scale infrastructure. So with that in mind, there's some stuff on the web here saying IBM's number one in Flash optimized solutions from across the portfolio around virtualization, caching and training and management. Is that true? Is that number one? Is that a stat that you guys put up there? In terms of Flash? It says IBM's number one with the $1 billion investment, 12 Flash centers of competency, 82 petabytes. What does that mean? Was it part of the executive edge presentation? Well, we do believe that from a Flash placement perspective that we are the leaders in Flash technology delivery into client base today. So yes, we absolutely do believe that. I think it's a combination of the innovation that I spoke about, the investment and things like the competency center. So you have to have the ability to not only deliver innovation but make sure that your field is successful with that and clearly the partner channel is a critical part of that for us. What is the $1 billion investment? Dave and I always joke, consumerization of IT. The $1 billion investment is really the base acquisition price of Texas memory systems along with the ongoing investment that we've made in Flash from an organic perspective. We were joking the other day because someone stole one of our quotes on theCUBE on the, I think it was Business Insider, but I said 10 billion is the new one billion. Yeah, joking on the old, these dot com companies getting 10 billion users. We have been talking about numbers a lot this week, right? Head of Bytes, Yotta Bytes. One billion's kind of a yonder, I mean, what's more? Give us, is there a $10 billion number in your future? Maybe they do. Okay, next question. Well, so. No, kidding aside though, that's a significant investment but put that in context. I mean, you're spending that internally and we brought this up at OpenStack HP so they put a billion dollars in. You guys have a billion dollars in with the BlueMix. Is that really a billion dollars if you factor in what's inside IBM, what's outside IBMs? Because ecosystem is a big part of what you're seeing. Yeah, I think that clearly one billion is just the IBM investment and we really, there's a tremendous amount of a partner investment around these products and as you say, we don't really include that in the total number. So that's a very good point, I think. So we're seeing a lot of hubbub about things like pure storage and all flash arrays. Is there one silver bullet we, I certainly don't think so. We've been trying to analyze that. I want to get your perspective on that because you have a portfolio of a lot of different use case, got transactional, high-ups, intensive environments, then you got big data. Is there one tool fits all or not really? What's your view on the all flash approaches? Well, clearly all flash is an important play for us. We've chosen to combine flash with virtualization because we think that has a lot of benefits. We also believe that flash infusion of these other product lines is really critical. So we're not going to have one single flash recommendation for every workload. I think right now we see different use cases that require different offerings. But as things change and as flash becomes more prevalent, our product offerings will reflect what customers need and desire. Well, and there's a practical situation there too is a lot of the flash startups in particular and even the flash products from existing players don't have a stack. You drop it behind an SVC, it's the stack. So you have a robust, rich stack, 10-year history of whatever service storage services you want, you get it in your flash today. And I think as you said earlier, I think as the stewards of a large client base, we're always focused on how we allow them to innovate but how we allow them to progress forward with the investments they've already made with us. We have that obligation, right? We have to do both.  Honestly, you have a lot going on, portfolio refresh, you're talking to customers, is it to continue the portfolio expansion, grow the customers or any specific priorities you have you'd like to share with the folks out there? Well, I think I stated the priorities earlier, right? The software to find a storage agenda, the flash agenda, the continued journey with storage virtualization. There's much ahead on the software to find front that I'm not going to necessarily share here all of the conference, so there's more to come. You can tell us who you're going to buy. So, yeah, Dave always gets that out of you. Gross margin, too. That's the space of stuff. But this is a very large agenda for us. I think that there's a tremendous amount of opportunity to integrate the portfolio more effectively that we've started to talk about some of that, but I think there's more to come on that as well. Final question, share it in your own words to the folks out there. Why is this time in history so important for this industry? You see Watson getting more AI, you got cognitive computing, seeing storage, and you're saying you're going to look at storage and have software integrate into storage, vice versa. Why is this point in time so important for the folks that aren't on the inside of the ropes in the weeds like us? What's important? Well, I think there's an inflection point right now that really benefits those of us who are part of infrastructure, part of the storage infrastructure, because this significance of data, right? The infrastructure, we're the stewards of the, I said yesterday, data scientists, right? We're really the stewards of the data for many organizations, and the choices that we make, IBM is a vendor and the clients that work with us, I think fundamentally we'll set a foundation for workload for years to come, and I think that's an important responsibility to next generation of workload that we're responsible for. Fifty years ago, the mainframe was doing information processing. It sounds like we're back at the data processing, MIS department, D-P, data processing. Well, we appreciate you taking the time, I know you're super busy. We really appreciate you supporting the Cuban coming on and sharing your insights. This is the Cuban side, getting all the action, talking to all the thought leaders and the executives, here at IBM, live in Las Vegas, theCUBE with John Furrier and Dave Vellante. We'll be right back after this short break.