So, it's my pleasure to be able to introduce our next speaker, which is Astri Nurdiana, and Astri is from Indonesia. She's a lecturer with the Midwifery Department in Singapore Bangsa Karawong University. She's also a private midwife, she has a private clinic where she provides maternal and child health care, including breastfeeding, consultation and preparation for safe and normal birth. Astri is very interested to develop, to improve health conditions in Indonesia through constantly delivering maternal health services, and she's passionate about midwifery education. She's also the head of the Indonesian Midwives Association Education Institution Branch. Her areas of research interest are in the things that are essential for midwives in Indonesia, understanding trends of maternal deaths in Indonesia, and developing a family planning counseling model based on a video. So, we're looking forward to hearing Astri's presentation on pregnancy care quality measurements in Indonesia, and I'll hand over to Astri now. Yeah, okay. Thank you, Robin, for the introduction. Good morning, everyone, and happy International Day of Midwives for all of us. It's such a pleasure and an honor to be here. This is my first time presenting on the virtual event like this. Yes, my name is Astri and my co-worker's name is Wai Wariah. Today I'm going to present our proposal about pregnancy care quality measurements in Indonesia. The background of this study is, as we know, that maternal mortality is still one of the serious issues in the world. In 2014, 27% of maternal mortality in the world caused by hemorrhage and undericosis. And other causes contributed to the maternal mortality are abortion, sepsis, emboli, and hypertension. The study found that most of the maternal mortality happened in low and middle income country, such as Indonesia, and we can see here the maternal mortality in Asian country. This figure shows that in 2014, Indonesia is the third highest maternal mortality in ASEAN after Laos and Myanmar. Based on the previous slide shows that the cause of maternal mortality are pre-pentable during the anti-natal visit. Now let's see the anti-natal care coverage in Indonesia. It became better from 2007 to 2012. The coverage on 2012 a lot more increased into almost 100% coverage. So most of the causes of maternal mortality can actually be prevented. Prevention can be done since pregnancy. Therefore, quality of pregnancy care can be the key to the success of reducing the maternal mortality rate. Now I'd like to show you the maternal death incidence in Karawang City. So actually this research will be conducted in Karawang City. But before that, I'd like to introduce what it is like. As we all know that Indonesia is an archipelago country which has many big islands and province. West Java is one of it. In West Java, there are several cities and there is the city called Karawang. Karawang was agricultural city, but now it turned into industrial city. The economic aspect grows so fast as well as education, architecture and business aspect. This condition makes Karawang become most popular city in West Java and attracts many migrants from outside the city and country. There are many culture and race in Karawang, but this improvement is not in line with the health improvement. Karawang contributes more to the maternal mortality rate in West Java. In 2013, Karawang is the second highest city with maternal death incidence in West Java. Now let's see the maternal mortality incidence in Karawang from 2007 to 2018. In the last three years, the maternal death incidence tend to decrease from 68 to 61 of 59. And last year it was 46 maternal death incidence in Karawang. It seems change a lot, but the maternal mortality are still happen for two to three deaths a month. This is the maternal death cause in Karawang. There are three major causes of maternal mortality in Karawang and it constantly caused by the same case every year. There are preeclampsia, hemorrhage and heart disease and it seems like preeclampsia dominate the causes. Best on the maternal death data in Karawang in 2015 to 2018 most of the maternal death happen to the mother with antenatal care more than four times along their pregnancy. So in Indonesia we have minimum standards of antenatal care of one time in the first semester, one time in the second semester and two times in the third semester.  A serious problem now is this is become serious problem because it's supposed to be more antenatal care or more visit, the more prevention could be conducted. So the hypothesis of this study that there are some non-adherence in carrying out antenatal care standards by the midwives. So the aim of the study is to identify the implementation of antenatal care carried out by midwives in Karawang city based on 10 T antenatal care standards. What are the 10 T standards? 10 T standards come from Indonesian terminology where all the letters begin from T but when it's translated to English actually it's not T anymore but I'll keep this 10 T on this proposal. Anyway the 10 T are head and weight measuring, blood pressure measuring, thunder's head measuring, TT immunization screening, FF supplementation, nutritional status assessment, laboratory testing, fatal presentation and fatal heart rate examination, case treatment and health education and I added two more variables based on the journal of red that waiting time and duration are two indicators of quality. Waiting time is the time when the patient come to the community health center until they get they are getting the service from the midwife and the duration is the length of the service provided by the midwife. A population of this study are 864 midwives in 50 community health center in Karawang after I counted it so I need 70 samples for a midwife. I counted it proportionally and I will do this in this research in 50 community health centers in Karawang. The study will be conducted in six months from May to November 2019 and to prevent the bias while doing the observation so the study will be used blind observation study. So the midwives will act naturally while they are providing the antenatal care. Who are the observers? The observers are the students midwives who are trained to observe and the data analyzing this quantitative research the validity and reliability of the questionnaire will be tested and the final questionnaire will be used for this research then the midwife characteristics also become the variables of the study and then the data will be analyzed descriptively. Okay I think that's all what I can present to you today. Welcome for every for remark and questions. Thank you. Thank you very much for that presentation Astrid. I'm sure there are many questions that people would like to ask so please use the facility to make questions. Anyone who might like to ask? I might start the ball rolling. I'm quite interested to know the number of births that would normally occur in the Karawong area. You've said there were 864 midwives in 50 health centers so what is the number of births in this region? In the in province so there are you must be very surprised with this number 937,276 births a year. Per year yeah that's a lot of birthing women for 864 women midwives to look after isn't it? Yeah because Indonesia is one of the most populous country in the world. Yes I understand yeah. So every every community health center there are around 20 to 30 births every month in most of the health centers yeah health centers if in a hospital so there are around more than 100 births every month. Every month or every day? Every month every month every day there are maybe there are around 10 every day or normal birth for normal birth. I was very interested in the graph that you had up showing the percentage of maternal deaths by numbers of visits and the the number of maternal deaths was higher in the women who had had the the minimum standard of antinatal care. Would you like to comment a little bit more on that? Yeah I think this is the same question like I showed that Fiona asked. Yes Fiona just got that question. Yeah this is one serious problem about the antinatal care provided by the midwife. The antinatal care is supposed to reduce the maternal mortality but I saw the reality in the community health center about the antinatal care that conducted by the midwife so there are 10 standards it's supposed to be there are 10 standards but some standards I saw some standards aren't conducted by the midwife or yeah skip or or like in the yeah some we have we have to examine the pregnant woman very carefully but this is one of the biggest problem we have in the community that our midwife's care need to be I mean they are have to be adherence to the surface that they are providing. So your the so your idea then is that the midwives are not doing all of those 10 required steps in their usual antinatal care at the moment that's your hunch that you're going to go out and and examine is that right? Yeah that's right that that is my purpose of this study so now we have a program here in Karawang that some of antinatal care conducted also by the OBG decided by the midwife. Right and Deb's asked you a question about do women mainly go to a qualified midwife or do they go to traditional birth tendons as well? Yeah for for now there are most of them go to the qualified midwives there are no more birth tendons in Karawang or in Indonesia we have less than maybe less than 10 years. And do the OBGYNs do they do the same 10T standards? Yes but the different between OBGYN midwives OBGYN they do ultrasound as well. So now in yeah in I don't know whether this is the same the same the same thing with another country or not so the the competence of ultrasounds just only can conduct it by the OBGYN. Yes and Michaela's asked a question about do women keep their their pregnancy records? Yes the women keep their pregnancy records on the book we called it maternal and child health book but again some of the some some of the patients sometimes they don't bring it to the health center or to when they when they went to when they are going for checking after the midwives sometimes they left their book at home so sometimes midwife missed the the records in that book. Can you tell us a little bit more about the the blind observations and and how they'll be done and what kind of training will be given to the student midwives to do this? Yes so the blind observation are going to conducting by the the first I trained the student midwives about a feeling of the questionnaire and what they are supposed to do with the checklist and then I I mean I sent all the students to the community health center by the purpose to learn about midwifery midwifery skills but beside that they have the test to do an observation when the midwife doing the examination to the pregnancy woman. So the the midwife doesn't know that they are being observed okay and after that they will they will fill the questionnaire and the checklist and then I will see the filled questionnaire and I yeah that's the research data. There's a question another question that's just come on from Sahiri. How do you treat with a mother's death? I mean is there a rule? Okay Sahiri you might want to just clarify what you're asking? Yeah yeah yeah I think I understand the next question. Okay I'll answer about that. So the maternal mortality I mean it's such a serious problem in Karawang. I mean why I chose Karawang as the place for my research now because there are many pilot projects conducting here from USAID or like many international international organization and the pilot project always succeeds and now we have many efforts to to give the solution to the maternal mortality in Karawang. We have many programs but when there is the maternal death in one health center the the midwife or the health practitioner must report it to the health office the local health office and then the local health health officer will come to the health center and we have also maternal audit maternal audit and also we usually do the interview to the family who attend the birth and also we do the interview to village midwife so there are three data that come from the local health center from the family and from the midwife who have delivered the baby at that time and then the data will be presented in the maternal death audit with the OBG as the speaker and at that time there is also the delegation from the profession organization midwives association. Is there answer to question? Sherry said thank you so I think you have managed to answer her question really well. Are there any more questions that anyone would like to ask Astrid? I really welcome everyone to join the project here I mean my city my city here really need the many inputs many innovation in yeah solution to decrease the maternal mortality and what would you want people to do to help? Yeah for everyone I think yeah the access to the knowledge is one more most the most important thing for the for the people the people the people need more knowledge more knowledge in the about the health about the risk of pregnancy yes we do we we do have the program called maternal maternity class but again it need more evaluation on it well it sounds like your process that you're going to be doing now is moving some way towards finding some some solutions to the high rates of maternal death through the provision of antinatal care so well done for that it's a good project yes thank you no more questions then all we all we do then is thank Astrid very very much for her really wonderful presentation on the quality pregnancy care in her area in Indonesia this was Astrid's first go doing an online presentation and I think she's done a tremendous job so well done Astrid.


Good afternoon, so I'm here to present to you the Marine Science dashboard. And so in marine science, I think the life cycle is the same as in other communities. But just to illustrate how it can look in marine science, let's say we come up with a new method or new instruments, then we can go in the field and deploy that instrument to make a video survey, let's say of the deep sea, or deep sea ecosystems. And from these videos we select the most important images, and then we use software to extract information, to annotate these images, and that creates our data sets. And then we start sharing that knowledge. We can take the form of presentations, posters, and eventually publications. And these can be great literature and literature, or they can be peer reviewed publications. And the goal, I would say, for open air, is to verify these objects, to increase their fairness. And so in marine science, at least in the project I'm involved in, we have several providers of content. We have for literature, obviously, the usual journals. Nowadays we have data journals coming up that are quite useful, and we use it quite a lot. Also specialized journals for modeling or software publications. And then Zododo, which is used to publish pre-publication articles, or also presentations, posters, deliverables in projects. That is used more and more. When it comes to data, we have a lot of data repositories. Some focus on environmental data, some on molecular data genomics, some on imaging, some are aggregating data for operational oceanography, or for fisheries, or for biodiversity. Then we use also GitHub and some institutional repositories for model code, but also a lot of outputs. Another example is protocol.io, which we use for protocols methods. And then we also use social media and ResearchGate to promote and to bring attention to these publications. Now, in Open Air Connect for marine science, we decided to use a trickier approach to aggregate, to start aggregating these contents. The first one is to look at past projects. So aggregate all the content from past projects funded by the EU, but also by national agencies. A second approach is to take a single project. In this case, the Horizon 2020 project called Katanas. It's a medium-sized project. It has 25 partners. And so we decided Open Air Connect is in the description of the work of that project. So it is said that we use Open Air Connect actively from the start of the project to the end of the project to demonstrate how it can help improve the space. And a third approach is to use a network of institutions in marine science, in this case, the Royal Marine, which has a bit larger, 60 institutions. And that approach is mainly to bring awareness, to broaden the awareness in the community. For the first approach, this is a result. It's a survey that was done by the Marine Knowledge Gate. And it surveyed marine science projects, so 10,000 projects, 12,000 outputs in 2016. What I want to show with this, so in the pie chart, the width of the pie is the number of projects and the extent of the pie is the number of outputs. So if we compare FP7 projects to national funded projects, we see that fewer, larger projects tend to bring more outputs compared to lots of national, smaller-scale projects which tend to bring less output. And my point is that initially Open Air was focusing, not even focusing, it was only looking at outputs from FP7. And progressively it started to look at other projects coming out of national funding and other sources, so that you know that figure, so large projects, so few large projects contributing lots of outputs, but now we're looking at lots of small projects with smaller outputs and that's the long tail that you want to address with the national to reach out to the community and reach out to these smaller projects. So that's the Marine Science dashboard that we've looked at the moment. So 600 and more projects, 12,000 publications, or 1,000 something research data sets. Software about 4,000, that's a bit inflated because we see there are all the versions. So for Marine Science it's more than a few hundreds, maybe 500 software, which is already quite good. And I will look at the search functions, I won't show you that. If we look at the monitoring functions, it provides the basic statistics about the access mode, about how the timeline of access to data and outputs. You can look at it split by project as well, and what we would like to work with OpenAir to develop is to have a bit more statistics touching, well, who is, how many are citing the different outputs, who is citing the network of graph analysis and having impact factors. That's something that we would like to develop in the future. In the share function, of course, OpenAir is providing instructions and guidelines where to put the data in open access or in closed access, and how to bring the closed access and outputs into open access. So that's something that we use in our projects. And then linking, so there are algorithms that bring outputs directly in the community, but we miss, OpenAir misses some outputs. So if the linking comes in, you get a claimant combination of datasets or entities. And what we would like to work on is interlinking, are already worked on in that direction, but being able to link all the outputs in lifecycle of your research paper, that's something that we would like to see. Okay, then the second approach with Project Atlas. So what we did, as I said, it's embedded in the project. So we first briefed and trained all the scientists in the project about where to put the data. We have data repositories, there's journals, how to make it open access or other things. And then using Zenodo for all the presentations, the deliverables and posters. And also making sure that they use Worked to identify themselves, making sure that they properly acknowledge all the outputs with the project because that's the way, that's the basic way for OpenAir to link, with Medic to link an output to a project. That's the catch-all that I just mentioned based on that. And then we use the appbox, for example, the claim function, so we can claim all these. So the scientists are doing it in Atlas. And also the monitoring functions where all the outputs are automatically reported to the EC, so that simplifies our reporting procedure in the project. And we also claim that to display it on our website. So these are the benefits that we get from OpenAir. So in the dashboard for the neuroscience community, you can also have what each project has, it's on the page. So that's one way to bring attention to the outputs in the project. And if we look at some statistics, so this is showing that the top 10 H-2020 projects, that's all this has been compounded from 2014, so it's H-2020. So we're quite pleased to see that Atlas is the only marine project that reaches the top 10, which indicates that being, if we use OpenAir in the life of the project, if people are aware of it and using it, then it does improve the reporting and making management of all the outputs. Similarly, if we look at the top 10 of marine science projects, then Atlas is the only H-2020 project in the top 10. All the others are from FP6 and FP7, they're finished, and we expect that they reach the maximum of outputs, whereas Atlas, already midlife, is already part of the top 10. So if we use OpenAir Connect, then it works. It improves our visibility and the access to our outputs. And finally, urban marine. So urban marine has a mandate to address open science. Up to now we didn't have much tools to do it, now we want to use OpenAir Connect, and that might be a way to beyond the life of the project of OpenAir Connect. Urban marine could pick up the curation of the marine science style for it. Yes, so that's our option for the future, we don't have any time to let it sustain.


The Nigerian Army has recovered 93 unexploded ordinances, also known as bombs, at the Khajiya Military Containment Lagos in its ongoing Operation Job Exercise Clean Sweep. The Army recently launched the exercise to clear the area following the 2002 bomb blasts that rocked the containment. Despite previous clearance and disposal exercises, remnants of unexploded ordinances have been discovered within and around the vicinity of the bomb blasts leading to safety and security concerns for the inhabitants of the containment and nearby areas. Director at the Directorate of Explosives Search and Disposal, Niger Army Engineers and Co-ordinator of Exercise Clean Sweep, Kona Abou-Riza Kazim, while speaking at the maiden briefing of the exercise and legos disclosed that the bombs varied in calibre and descriptions. So we map them with different colors. You have the blue, you have the green, you have the amber and you have the red. So the epicenter is in red and it keeps on. So those particular areas that I saw it, are actually the amber areas that are not within the epicenter. So in as much as they are nonsensitive, we still have restrictions on them. If you move around the containment, you'll see where the containment commander has placed. Before even the commencement of this exercise, there are signs and markings that the containment commander and the Niger Army authorities have put in those general areas. Even the nonsensitive areas, even areas that were suspecting that U.S. soldiers are wanting them to keep off putting soldiers in those areas, putting tents there to prevent and dissuade them from coming there. So these measures have been put in place before now. And those are not implicit. I've seen lots of human activities within those general areas. But if you move there, you'll see that they are tickly vegetated, which means that it symbolizes the absence of human activities or habitation within those general areas. Also, speaking of the safety officers for the exercise left in the corner, Olu Shayi Bar-Mikole highlighted that adequate equipment, demarcations and trained personnel have been made available to identify U.S. o's before recovery. We have other measures in place to ensure that the recovered, unexploded ordnance did not pass the normal and required limits within the environment in case there is an accident so that we can easily put them under control. And also, as regards the disposal of those that will be saved for movements to the demolition site, before that we have conducted different inspection and rakey of the site where the demolition exercise will take place. Also, before the commencement of the exercise, just as the exercise coordinator mentioned earlier, there is going to be early warning to farmers and people within the environment to give early warning that social activities will be taking place in that place so as to prevent any form of accident. And as well, there is going to be a red flag as well as demarcation boundaries that we naturally restrict on authorized access to the exercise area.


All right. Well, welcome. It has already been a terrific morning. I want to also give thanks to the secretaries, to Arun Sallie, just to everyone who worked so hard to put this event together. It's just been tremendous being here, and looking forward to the next day and a half. In this session, this is one where we're going to explore entrepreneurship and the entrepreneurial journey of our sector. Arun referred to the game changers of the industry, the need to innovate, the importance of innovation and tackling the 21st century energy industry and energy future. He talked a bit about that convergence between startup to scale up, capital and innovation and talked a bit about the ethos of Silicon Valley rooted in entrepreneurship.  And we're fortunate to have a panel of winners who are going to share insights on how they were initially ignored, how they were laughed at, how they were attacked and how they won. We have three incredible entrepreneurs who've done wonderful things not just from a business standpoint but also from our planet. You have their bios, but we're fortunate to have the person who's considered to be really one of the fathers if not the father of the U.S. solar industry in Dick Swanson. With KR, we have the epitome of an entrepreneur who has survived and thrived through his entrepreneurial journey at Bloom. And with Natasha, we have one of the great newest entrepreneurs who's tackling again this convergence of profit and planet. Let me kick it off with a question to Dick. Dick, I talked about this quote that epitomizes the journey and what trips off the tongue today as we think about solar, as we think about sun power, as we think about the success of your career, it'd be great to hear about the journey in that context. You know, today we think about solar is booming, over 250,000 jobs in solar, more than double the number, just as recently as 2012. Again, today as we think about solar, it's quite different from when you started. Talk a little bit about this journey you've been on. Oh, boy. Thanks, Ira. Appreciate that. I think the key was, from my perspective, was to recognize early on that we needed renewable energy. And that was that sort of vision sustained me through all the laughter and ridicule and that sort of thing because we had, our mission at the time was to take a factor of 200 out of the cost of solar cells. And give folks a context. When you say at that time, when was that? That was in 1973. Right. And so that's a big job. But I came from the microelectronics industry at the time which I felt was beginning to mature. And when I got excited about solar and started going to solar conferences, I saw the enthusiasm of the people for the mission that was very energizing. And that enthusiasm is still here today, I think. So I really got drawn in by that enthusiasm which sustained us over the years as we whacked away at that factor of 200. And just give folks, I mean, we now know it as Swanson's law. Which is a misnomer, by the way. Tell us about that. Tell us about that. Well, and this was not actually a law by Mrs. Swanson, was it? There is that one, but that's not the one you're thinking of. So the history of learning curves is very interesting. I first learned about it from Paul Maycock who had been tapped to be the Secretary of Energy DOE right when it was formed. And he came from the chip industry where the power of learning was very well established and known and took that methodology over into PV. It should be by rights called Maycock's law. I think the reason that my name got stuck to it is I talked about it till the audiences were asleep and totally ready to shoot themselves from hearing about it so much. So let's move to KR. You know, entrepreneurs tackle so many issues and challenges along the way. And in your case, one of the tensions you've had is this tension between ideology and innovation. It's this notion of really tackling the war on carbon. Folks who say it can only be done and the only acceptable answer is on 100% renewable energy side. And on the other hand, you have pragmatists who talk about a more balanced pathway forward. How do you see this? And tell us how you've navigated the issue at Bloom. That's a great question, Ira, but first and foremost, Ira didn't introduce himself as we started the panel. In the clean tech industry, as it went to the curves, the tourists came and left after the initial people came. You came and initially you saw the tourists come and go. You continued on sustainability. Thank you for doing that. That risk capital from people like you is what make entrepreneurship in this field happen. So thank you. Thank you, Kara. And to Aaron Salley, the secretaries, thank you so much for organizing this and having us. So to your question on renewable versus fossil, that's a great way to put that because unfortunately, electricity, which is so complex and which has so many different dimensions, has been somehow categorized as black and white and it's become a wedge issue in this country. Okay, right versus left. And the reality is, let's just pare it down into the fundamental drivers in our society. Energy has a moral and ethical dimension that we should talk about. It has an economic dimension. It has a security dimension. And it is also incumbency and a scale issue with technology and progress. So you put all this together. It's an extremely complex issue. The moral and ethical questions, which is where I started my journey, was to look at the map of the world and say there are more people on the planet today without access to electricity than when electricity was invented. 135 years ago we had the grid. Today there are less people with access to the grid than when that happened. That's an ethical issue. That's a moral issue. That's an access issue. There's another 1.5 billion people that don't have affordability. And in a digital world, not having access and affordability to electricity is not having access to a future. And that's a security issue. It's a global security issue if you want to think about the number of people. And then you take on that. We are living in a post-climate change world. Let's not talk about climate change is coming. We are living in a post-climate change world. The 100-year hurricanes are happening three times a year. We shouldn't be calling them 100-year hurricanes. Our forest fire season is going from four months to eight months here in the West Coast. So in this post-climate change world, how do we build resiliency to an electric grid? Because if chances are, if you are in a hospital and you're getting a complex surgery without electricity, that surgery is not going to go well. It affects every part of what we do. So our war is against time and against carbon dioxide. And that war can be, if it is against time, every possible way from conservation to reducing the footprint of the fossil fuel that we use in terms of carbon to renewables. It is an and, and, and. It's all of the above. It cannot be one or the other. And unfortunately, it has been polarized. And all parties, all sides have sufficient blame for where we are as a country in dealing with this issue. And you've been very successful though in being a bridge in many ways and actually trying to navigate those two polarized sides. Just talk a bit about how you've done that. So if you look at it's, it's education and it's about value proposition. The education is the reason people cannot breathe in Shanghai and Delhi is not CO2. It's criteria pollutants. It's NOx, it's SOx, it's particulates. We have a solution that can be put out there and give zero carbon, sorry, zero NOx, zero SOx, zero particulates. We can reduce the CO2 footprint significantly with our technology because of the efficiency and the lack of transmission distribution. We can also get it to zero carbon using a biofuels. About 20% of our install base uses biogas from bio waste and therefore on a cycle basis it's zero carbon. On top of that we have a technology to capture carbon almost for free so the sequestration can happen. So we are zero carbon ready. There is no willingness to pay at this point in the world. So when we educated across the board of you can take a fossil fuel and have an opportunity to zero carbon using a solution like what we have because we don't have the nitrogen dilution. You can have zero criteria pollutants and we consume no water when we operate. Water is a huge issue in most parts of the world. So you got to think about sustainability not in a single dimension. It is not a black and white renewable versus fossil. Yeah, great point. So people always ask about the biggest risk of funding and being part of these entrepreneurial companies and we always start with financing risk. Some people talk about it as valley of death. K.R., you talked about the notion of this being in some ways in the early days an island and then tourists came in and back to an island particularly on the financing side and financing side has really become the biggest risk of the sector and yet there are entrepreneurs all three of them here on this panel who have been creative about how they have actually built their cap tables how they've capitalized their companies figured out how to de-risk the risk mitigation journey with sources of capital ranging from non-dilutive capital government foundations angels and ultimately potentially equity sources like VCs. Natasha, you also have done a great job doing exactly that. Talk about how give some examples. How have you done it? Yeah, first of all, I want to say how honor I am to be on this panel amongst these titans of clean tech entrepreneurship and clean tech investment. We're honored to have you. Yeah, thank you. Yeah, so we realized early on that we would need to be very strategic in how we accrued funding and so for every sort of KR and Dick out there there was tens of hundreds of other entrepreneurs that couldn't quite get off the ground and take off and so we were able to kind of leverage that knowledge and create a pathway that so far has been really good in bringing in different sources of funding. So we started off with philanthropic sources. So in fact our first funding to support this project was through the Tomcat Center here at Stanford. So that was funding to build our first prototype. We had our lab here at Stanford and we had ideas to kind of scale that up and bring it out and so Tomcat supported that scale-up initiative. From then we were able to attract government funding so we were in a program at Lawrence Berkeley National Lab called Cyclotron Road and that was a two-year program where we got- For those who don't know, explain what that is. Yeah, so Cyclotron Road is this amazing incubator accelerator for clean tech companies.  The money does not come into the company but you get it through salary support. You get money to purchase supplies. You get basically free rent by being co-located at the National Lab and you get access to the billion dollars worth of equipment that's available at Lawrence Berkeley National Lab, really one of the gems of the Department of Energy, these national labs that we have. So within that program, we were able to really bring in a top team and really build our prototype and really show that we could advance this technology quite significantly. We also could apply to small business innovation research grants through the National Science Foundation, Department of Energy, NASA, because our technology can be useful in space. And once we have this government funding and then again could just really improve the performance and show that we can actually build this, we then were able to attract private equity. So we were able to attract first angel investors and family offices and lately we've been bringing on institutional investors into the mix of our financing. And what's been really great about this is that we see these three financing sources as kind of three buckets and we still actively go after each one of those buckets. And so the first bucket being philanthropic funding which really keeps us focused on our mission, really reminds us the impact that we want to have as we grow and scale up our company. Then the bucket of government funding, that gives us really great feedback on the technology. It forces us to really think about our technology development plan and gives us peer reviewed comments. And then of course institutional investors really of course keep us focused on our commercialization and thinking about how we're going to navigate the economics of bringing our technology to market and making sure we're always thinking about kind of a profit driven approach and making sure we're going after the lower hanging fruit. So each of these three buckets create this really nice ecosystem that really is there to support us as we navigate this sort of clean tech field. And maybe just to put some specifics on it, you've basically gotten a one for one leverage on the non-dilutive capital as you built this company so far. That's right, we've attracted close to 20 million into our company and so it's been a mix of these three sources. Yeah, that's great. So the newest successful IPO and newest successful entrepreneur in our sector who's just gone public is sitting up here with us. KR's journey is inspirational in so many ways. First and foremost, I think of just that tenacity and perseverance and riding out those tough times in our sector over the long journey that it often is. These are companies that are building real companies and not quick flips as it sometimes gets categorized by other sectors in this region. And KR, you have figured out a way to navigate through those challenging times, come out the other side with this great IPO recently and I've heard you speak many times about the lessons and learnings that you impart to other entrepreneurs along the way. Give us a sense of some of the lessons that you have had. Lucky is extremely important. Luck is extremely important. Let me just start with that. Hold on, hold on. Unfortunately, you don't control that. So it's something you hope for and hope's not a strategy. So outside of that, what do you do, right? Things you can control. I would say in our case, like, you know, I can just speak very specifically to our case. We had a extremely aspirational mission that for a company starting out there, looking at the sector of a multi-trillion-dollar marketplace and to have the audacity or the stupidity to say our mission is to bring clean, reliable power that's affordable to everybody on the planet, right? You said the laughable, all that stuff. But there is sincerity to that mission. It is put out there every single day we stare at it. Every single day when we come to work, no matter what the ups or downs, we keep asking, are we inching forward towards that goal? And we never forget that. Every employee in the company. That mission is ingrained in us. I think having something that strong, that is well beyond the profit and loss, that's well beyond the everyday stuff, is essential to be able to weather through the ups and downs. So, you know, that's one. The second thing is, with any new technology in a field like this, there's a technology learning curve. And there's a cost curve that goes with that technology learning curve. And things that you do when you start are absolutely unaffordable for most people. And it seems so incongruous with the mission of where you are. But the key is, do you have a road map and a pathway? I said. And just like the first cell phones were carried by the CEOs and Hollywood stars at $5 a minute and it barely worked. The first great cars were owned by the people who did not need that car because half the time it sat in the garage, right? So that's your early adopter who is willing to stick with you and learn. And along the way comes your technology. So at every step of the way you need to ask, do you have a value proposition for a customer? And will that pathway help you survive today and give you enough time today to work towards your longer term future? Time and capital. Talk a little bit about, you have successfully managed to actually figure out how to track the capital to bridge that gap and to get you along that cost curve. Maybe just say a few minutes about that as well. Yeah, so the first few rounds of funding for Bloom came from venture capitalists on Sandal Road. And here people think when things are going badly, it's a bad time to go pitch a new idea. I would say it's exactly the opposite. The dot-com busted happened. The VCs were cleaning up and not investing in anything new. So I went and said, I'm sure you don't know the difference between energy and electricity. I'm sure you don't know the difference between kilowatt and kilowatt hour. That's a winning pitch. Yeah, that's a winning pitch. I'm going to educate you, but the impact of investing in this field and the market size and what you can do is very large. And can I get you interested in a new field? They're willing to listen about a new field because the fields that they've been investing in are not doing that greatly. So it was a great time for us to be able to go make that pitch, right? And we could get started. But along the way, what we realized was the kind of money that we were raising in every round was about the size of an entire venture capital fund and not a venture capital investment. So we needed to go beyond that. We made a higher-level decision that we're not going to go to one single strategic industry partner because that's going to inhibit us from that long-term mission and that big aspirational mission that we had. So we wanted to stay true to that. So I sat for days thinking about it and a little light bulb went off, which in hindsight was very simple. What about all the pension funds and the sovereign wealth funds? They have the long-term vision. They want money to be coming in an annuity basis over the long term. So we went and directly started pitching to them and they said, we don't directly invest in companies. I said, there's always a first time. I know you don't, but shouldn't you be? Does this not align? And that's where we went to the next round. And at some point in time, you have to grow up and be accountable. And here we are being public and I'll tell you how it went 10 years from now. Congratulations. Dick, you are uniquely qualified to answer the question that we all get asked all the time, which is give us a sense of where we are today in terms of being an energy entrepreneur. What kind of time is this to invest? We, of course, think of this as a renaissance time at our fund. But given your history, give us a sense of what it's like today and put it in some historical framework for us. I'm glad you feel that way, Ira, because I do also, I think, today is probably the most exciting moment in the sector. We have renewable energy at maybe 1% of the energy globally. We need to get much larger. And how to do that is a huge monumental task. I mean, certainly a rune outlined a lot of the barriers to that. But it's going to require the creative thinking of the global community about taking that 1% and making it 50, 80, 90, probably eventually 100 within a century. So I think, you know, the challenge of that is so exciting and monumental that I also wish I was a young student right now getting into it. You know, one of the things that we, at DBL, we spent a lot of time thinking about when entrepreneurs come to pitch us is trying to figure out is someone trying to tackle the entire ocean day one or if they really figured out a way to risk mitigate over time. And one of the strategies is focusing on core strategic differentiation and leveraging what you can infrastructure around you in the early days. Even if over time you may want to build more end to end. And, Natasha, you've done that really well. You have figured out a way to speed up your development, to speed up your execution by really understanding how to bifurcate that which you are uniquely positioned and different and that which you are able to partner and buy off the shelf. Talk a bit about that. Yeah, absolutely. When we were thinking about forming the company, you know, we come from, at least me and my co-founder Kendra, we did our PhD here and so we were coming from this basic science side where we looked at these catalysts that can make all these different products and we were trying to figure out, okay, how do we now think about bringing this to industry? And again, hearing of stories of other entrepreneurs, we realized that trying to build the entire reactor, all the pumps and the firmware that would go around this system that we would need to build would really be very, very expensive. We'd have to bring in a diverse group of team. And so we asked ourselves, okay, what is the thing that we can uniquely do? Like, what is the enabling part of this whole technology? And then can we find a manufacturing partner who has already, you know, built the manufacturing floor, already has the expertise in designing the system? And luckily enough, there is a manufacturing partner in the East Coast in Connecticut that builds these systems that we can basically be a drop-in component to it. So we focus on the electrode that goes into these reactors and an analogy we like to use is sort of in your Dell laptop, you know, you have many different components made by different companies, but Dell puts all that together. So we are effectively the Intel chip that's in this sort of Dell laptop and then our manufacturing partner is putting all of that together. Opus 12 inside. Opus 12 inside. Okay. Yeah. That's right. So this allows us to get to market a lot quicker. We don't have to uniquely hire different people to build this system. And so we're, and we can also think about scaling up and we know what our costs will be and this kind of thing. So it's been a really great leveraging tool to leverage these decades of engineering that's already gone into these systems. You know, one of the things as we think about this entrepreneurship panel and we get asked this question of, well, why now or why is it a renaissance or why are we so excited? It does come down to what we think is the most fundamental barometer of where we are and that's human capital. We're just seeing extraordinary entrepreneurship. We're seeing experienced executives who want to make the next chapter of their personal professional lives and we're seeing the younger generation as represented here on this campus and many others who are tackling energy in ways we just haven't seen before. And, K.R., you have spent a lot of time focusing on the human capital side. I've heard you talk about the importance of how you've built your team.  So very early on we said the single most important resource or the competitive advantage or the secret sauce for Bloom has to be the people that walk in and out of the door voluntarily every single day. It's the human resource. We made that a core way of how we think about stuff. So we use this phrase, I don't think we invented it. Maybe we heard it somewhere and we happily copied it and used it, which was gene pool engineering. We were going to gene pool engineer our workforce and we asked what are we gene pool engineering for and it's value set, mindset and skill set. Skill set is easy. I'm not going to describe that to you. If you don't have the right skills, you're not even going to come for the interview. So somebody's going to filter that. The mindset and the value set became extremely important to us because we knew it was going to be a long journey and Silicon Valley. We talk about sprints. Next one year, I'm going to put everything on hold and get this company to this point, sell it to somebody else and then I can take my vacation. Smell the roses. That's a sprint. Some are marathons. We knew when we started the company, this is a tour de France. They're going to be sprints. They're going to be marathons. It's going to go on for a long time. So we needed missionaries who believed in the mission and wanted to stay and do what everybody else thought was impossible. So that mindset was extremely important and that came from them believing the value. So when you have that kind of an aspirational goal, what we found out later on, this is hindsight, was you can attract people of a caliber that you otherwise cannot attract. Let me give you two examples. When we were building our factory in Delaware and even prior to that building our factory, it's not like we can go to the next fuel cell industry and hire those experts to come and work for us. So I looked around everywhere to see how can I bring somebody who knows a lot about manufacturing and I know nothing about it or I knew nothing about it. And teachers but also adapted for the bloom way of doing it and it was the head of all of Toyota manufacturing for North America. Mr. Lean, Gary Convis, who had hundreds of thousands of employees working for him, the first non-Japanese to be on the board of Toyota. So I went and met with him and his wife had a golf course because he had just retired and said retirement is overrated. You can play your golf later. I'm sure you handicap will get better along the way. But for the next three years, I need you to come and help me make an impact. And I vividly remember, I'm going to use this as an example. I vividly remember his wife saying, maybe that's useful for you, but he's done everything.  What can he possibly do at Bloom? And I said, number one, he can make a huge impact on your grandchildren and the kind of planet that you guys are going to leave behind for them. Number one. And number two, I know your husband's probably the world's best manufacturing guy, but I'm going to look at him and ask him a question. If he answers he has done that, then I'll walk away. I need somebody who has built a product that has aerospace quality, built it in numbers that are automobile quantity at prices that are like washing machines and refrigerators. Has he done that? And he just said, wow, that's an interesting job. That's, again, an aspirational challenge. Long story short, he joined the company. So what I would say is that's how you attract the company. I am so happy you brought that up and I think it's worth just pausing on that. At DBL, our core mission is this notion when people talk about doing good, doing well, value values, the profit purpose, it has historically been thought of as a trade-off, as a compromise. And you have so well articulated how this has actually become a strategic differentiator for entrepreneurship and for folks who are trying to figure out how to recruit people out of bigger companies, out of other startup companies. And this is actually one of the ways that young companies actually are competing right now. Each of you have had that example. Natasha, why don't you talk a bit about how you could, Natasha is incredibly impressive, could have gone into a wide variety of opportunities you had, and yet this is where you're focused. Yeah, absolutely. I mean, in some ways, I feel really lucky to be able to take my graduate research and build something out of it. And I would agree too, in terms of attracting students or employees, we've been able to really leverage the fact that we do have this impact. A lot of inbound come to us and say, I want to do something in climate change. I want to affect things globally. I want to have an impact. And so that is a huge differentiated factor for us as well. I would say also one thing that's been really helpful is the fact that academic institutions such as Stanford and other institutions are training the next generation of employees for us. And the fact that my advisor, Tom Hadamil here, is still very much active in the field. And so that attracts new employees for us as well. And early on, us being at Cyclochon Road at the Lawrence Berkeley National Lab, that also was a huge attraction for us because there's so much history there. You're being at the lab. You're surrounded by other scientists and engineers. And for someone who is in technology, that's really exciting to be around other people doing really exciting things. So we've been able to hire a very top-notch team of scientists and engineers because of the impact and where we're at. But maybe before leaving the topic for you, Dick, we always talk about the migration of great talent from other sectors, other sectors here in Silicon Valley that are now coming into the energy sector for the first time and many of the folks at Sun Power and even Tom Werner himself, a great example of that. Talk about how the human capital evolution has changed since the early days to today. Yeah, interesting question, Ira. In the early days, I think we didn't have such a codified procedure for judging people. But I think it was the vision that attracted people and kept people there. And the key is not only to attract the best people, but to keep the team together through all these ups and downs going on. And as you go, well, for one thing, I'm really proud of the fact that four of my early students and employees have won the top prize in photovoltaics. It's offered every year the Cherry Award. So we did have a good founding team, but we didn't have manufacturing expertise. And it was when a cypress semiconductor got interested in it that was sort of the next huge break for us. We realized we all were academics. We had mainly made one device at a time, published a paper and put it in the drawer. And cypress got very excited about the challenge. Credit to TJ. TJ Rogers. But not, and of course, he led the parade, but it wasn't just TJ. It was the whole staff of cypress. We would go, he would have us meet with their manufacturing engineers. And they would say, well, how do you make your solar cell? What's the design rule, which is sort of a chip jargon for how big things are? And we said it's 100 microns, but we've got a roadmap to get to 50. And they said, no, you mean nanometers, right? Microns. And then they laugh. And then they say, well, how many mask levels does your device have? And we say, well, three. And at that time, CMOS chips they made had 21 or something. And then they'd laugh again about how simple this all was. And then they'd say, and how many wafers starts do you want to do? And we'd say, well, our first full factory is going to be a million starts a day, a million wafers a day.  No, a million a day. And that challenge just sucked their entire engineering effort into it. In fact, we rated them shamelessly our manufacturing people. We pulled out of Cyprus, for example. And they just ate up that challenge and got tremendously motivated by it. That's great. So we'd be remiss not to take advantage of the wisdom on this panel and end with a key question. Arun and Sally, when they invite all of us back to the 10-year reunion here in 2028 and we're talking about the state of play at that time, give us some prognostication. As we are back for the 10-year reunion, how will innovation and entrepreneurship have changed the future of energy at that time? Let's start with Natasha. Yeah, I think it was mentioned earlier. There's renaissance of clean tech entrepreneurship. I think that the ecosystem is building and I'd like to see more and more graduate students going and creating companies and building new solutions. I would say in 10 years we'll see more. IPOs, more early stage startups, more new ideas, just a very rich ecosystem. And the way we see kind of new software companies, we'll see new clean tech companies coming out. Well, I think that on the one side, today we have the technology at cost which would allow you to say have 25% renewable penetration easily in our electric generation system. To get our aspirational goals of over 80% or so, we, by the way, what I mean by that, Ira, is that if you are going to build a utility today, the most cost-effective solution would have 35% of the energy coming from variable renewables, the rest coming from natural gas, flexible natural gas sources with a big chunk of batteries. To get beyond that 25% or 30%, we need to maybe take the cost of batteries down by a factor of 20. So there is a, you know, the experience I had in bringing a factor of 200 out of PV makes me feel that that's a doable thing and I would challenge the community to do it. I think it can be done. We need to take a little bit more out of the cost of PV, but it's largely, largely there. And once we've done that, which may not happen at the 10-year reunion, but we'll for sure by the 20-year reunion, we'll be set to essentially transition to 80-plus percent variable renewables. Sally and I heard that was a request for an invite to two reunions. I'm going to start at it from the other side. At the end of the day, any industry exists to serve its customers. 10 years from now, what are the customers going to demand and what is it going to look like? I would say from 10 years from now, for most commercial industrial customers, for the first time in the history, their electricity is going to be customized to their needs. Electricity is going to see personalization like digitization and telephony saw personalization from a one-size-fits-all grid to a personalized solution. There are solutions that are going to require DC power, low-voltage, high-voltage, different phases. There are solutions that are going to ask for 100% carbon-free. There are going to be some that are going to be highly carbon-free, but not 100% carbon-free. There is going to be being able to follow the peak. There are going to be solutions that are going to ask for resiliency and reliability. There are significantly higher than what we have today because critical infrastructure not having power and the potential for cyber attacks and man-made attacks and natural disasters. There are so many different reasons in addition to sustainability that the customers are going to demand a different solution and that demand of personalization can only come with distributed, coexisting with the centralized. It is not going to be which one is going to end 10 years from now. It is always a hybrid solution at the end of the day. We have not lost our mainframe computers. They're called data centers. Okay? It's that hybrid. The reason the personal phone is really good is because it can speak to that data center and do something for us. It's that hybrid solution. So I think there'll be microgrids and milligrids connecting to the macrogrid. The microgrids and milligrids will provide personalized solutions for neighborhoods, businesses. That's where it'll be 10 years from now. The great Alan Kaye I thought gave the best advice on this notion of prognostication when he said the best way to predict the future is to invent it. Now is clearly our time to invent the future of energy. Thank the three of you. Thanks to everyone here at Stanford and thanks to so many people in this room who are indeed inventing the future of energy. Thank you.


Welcome back everyone, this is Silicon Angle and Wikibon's theCUBE, our flagship program. We go out to the events, extract the signal from the noise. I'm John Furrier, the founder of Silicon Angle. I'm joined by my co-host, Dave Vellante, the co-founder of wikibon.org, and we are here live in Barcelona, Spain, for day three of our exclusive coverage of HP Discover 2013 in Europe, and I'm pleased to have them on theCUBE, Antonio Neary, a CUBE alumni, and now the Senior Vice President and General Manager of HP Servers. First of all, congratulations, it's a new role for you. You were moved into this role to head up the service group. Welcome back to theCUBE. It was great to be here, thanks. Again, big role, servers, they're not going away, right? I mean, they're getting bigger, bigger market every day, getting smaller in size, but larger in scale. You got the pods, you got a lot of things, a lot of market share to talk about growth. So I got to ask you first, what's it like in the job now that you've been there for a few months? Tell us, give us some color around what's it like, how's it feel, what's the dynamics, and then talk about your vision for the server, division, server group. Well, nice to see you again, it's always fun to come talk to you. I think it's a very exciting job because as we talk about all the time, right, we have to be able to drive the transformation to provide solutions for the new style of IT. And for the servers, means we have to provide new solutions for the style of compute. So this is why we kind of change a little bit, say it's not just about the server, it's about the compute. And our vision is very, very simple, which is to provide the right compute for the right workload at the right economics every single time. So it's not anymore just about a general purpose server, but understanding those key workloads that deliver specific business outcomes and how we can deliver the right compute for the right economics to deliver the best scalability, best cost, simplicity, agility, and efficiency. And this is why you have on the floor a significant amount of innovation targeting specific workloads. Dave and I were talking this morning on the ride over here, we interviewed, you're now Pierre, Tom Joyce, and you're Vice President of Converge Group. And we were talking about- The Sharkman. He said, it's Shark Week here, we're in the Shark Tank, you can now call the Shark Tank, not Sharkanotto, which is a viral hit that went south, but the Shark Tank here, but he's got Converged, he's trying to package it up. HP kind of was the leader in Converged. But the way you guys defined Converged was servers, networking, and storage, kind of different elements together worked in a Converged infrastructure. Now we're going fully Converged. How do you guys talk to customers about this trend of Converged systems? Is it a packaging issue? Is there software underneath the covers? Clarify that relationship and that trend around convergence. Well, I mean, virtualization is absolutely the underpinning of the cloud architecture, right? So, obviously you have different ways to drive virtualization. We are very proud to lead virtualization with our HP Blaze systems. And now with HP OneView, which provide an architecture around virtualization to be very efficient on how you deploy that, and how you manage that infrastructure. So that becomes kind of the critical components on this new style of IT, which is the Converged system, the Converged infrastructure, and with the announcement of the HP Converged system 300 and 700, we are taking the best of great components, right? If you remember listening to Bill, you're talking about the best of great components and then packaged in a way that are fully optimized between the server resources, the storage resources, and the networking resources using our software stack, and therefore delivering a superior experience when it comes down virtualized environments. And the whole point is to simplify all the administration that goes with it because customers have told us over and over and over that they don't want to be in the integration business, they don't want to be in the deployment business. What they want to be is provide agility and cost efficiency to serve those customers as fast as we can. So that's why one of the key value proposition of the HP Converged system, 300 and 700, is that you can order it in 20 minutes and you can deploy in 20 days, but what they're going to get is a superior virtualized environment using our server technology, our three-part technology. And the other piece of that too is the customers don't want to have to pay for a unique statement of work for those services every time. They want you to do it in the factory and ship it to them. Exactly. So we can all prepackage for them based on their needs and be able to deploy for them because at the end what they care is not so much about the server, the storage, what they care is that I need 1000 virtual machines fast so I can provision those virtual machines to my clients as fast as you can. And so you roll the new infrastructure and you provision that as fast as you can. That's what they want. So you know from your previous Cube interviews that John and I, we love the services angle and I've always said that services is a great feeder of information back to product groups. You get excellent visibility there. So my question is what did you take away from your services experience that you're now bringing to the product division? Well first of all, services is we call it a glue but it's really all about driving customer relationships and the amount of customer insights you get every day is tremendous. So think about how people use the product, how their service, how they are managed, how they are automated. How we take that information and we feed it back into the product development to make sure our technology is differentiated and as efficient as we can. So one of the things obviously with my services experiences, we are building in all the right communities between the services organization and the product engineer organization now in my server group to make sure that close loop feedback is accelerated as fast as we can. So for example, we talk about intelligent management infrastructure is what type of enablement we need to put in the product to make sure we drive the simplicity, agility and cost efficiency as you service those products in the marketplace. That's an example. Anthony, I want to ask you about, now that you're the chief of the division and the server is really important to me obviously with the emphasis of big data and cloud and the modern era of computing, new style of IT as you guys call it. A lot of people are evaluating architects as they're revamping their IT and infrastructure company-wide from instrumentation for big data, cloud, enterprise, data centers are changing. We were talking on the Gartner conference this week as well about this, the data center is changing. So I want you to talk about the mega trend right now which is confusing customers that we talk to. And that is, hey, I see Facebook, I see Google, I see Amazon buying their own servers. Why don't I get some of that open compute and build my own. And so it sounds great, right? It sounds easy. One, do you have the money to do that, right? Some don't. But it begs the question. It's becoming a leading indicator of a trend, meaning DevOps, whatever you want to call it. So we sort that out for us. I mean, because you guys make servers, you probably supply gear to Facebook and others, but that's a trend. We know Amazon definitely makes their own and then build their own proprietary. So how do you guys talk about that and talk to the enterprise customers out there about this trend and how you guys are working through that? Is it a black swan trend? Is it an anomaly on the unique use cases? Right. No, I think if you look at what some of the customers are trying to do is figure out how they can implement an infrastructure that's really optimized for their app. And obviously software is going to be the key component, how you optimize the hardware to that application. But the challenge is that you have to have the right engineering heritage, the right services support capabilities, right? Because at the end, there's not just buying standard components and building up this farm. It's how you manage them and then how you maintain them, right? With the right level of service levels and the efficiencies that you need. Now, we work closely with a lot of the service tier one providers where we provide actually engineering designs for them as they build these scale out solutions. And I think the reason why they work with us is because ultimately they want to get the, not only the engineering expertise, but the supply chain scale that we have and also the services support scale that we have, the procurement scale that we have, and then at the end, there's an overall package. It takes a core competency when you're saying it. Exactly. To do that. And so the little nuances are in there like engineering, right? And making sure the software is all working. It's a flu case. I'll say it's kind of a flu case and you have to be the size of Amazon or whatnot to do that. I'm sure you guys probably have a non-disclosure around some of the supply and relationships you have with them. Okay, so the next trend I want to talk about is obviously with virtualization, you're seeing the consolidation of the data centers. We talked with your CIO and talked about how HP consolidated down to seven data centers, consolidated and rationalized applications down to seven. It's awesome, right? So that's another trend. So talk about the data center model, which is are people going to be buying data centers in the future? You guys have pods, we're seeing that trend certainly with Dave, where it's like Facebook is kind of a poster child for this, where hey, here's our app, we want fully integrated infrastructure for the app. Right, that says give me the data center for that. I don't want a server. I don't want to buy storage. I don't want to mismatch. I want, give me a data center. Will they be ordering data centers in the future? Customers? Well, you know, the explosion of the data, right? And at the end, in the current course of speed, we are not going to be able to sustain this. The huge hunger for more and more and more compute. So we have to really transform the way we do compute. So for example, let me start with a moonshot, right? Moonshot is a great example of how to really transform the way we deliver compute to our clients in a much smaller scale, meaning in a smaller form factor, which drives less energy, less space, but really a super optimized compute per watt on that specific application. That's what we always refer as the software defined server because you are actually giving programmatic access to the data center. Now the problem is obviously while you can reduce eight racks to one rack, right? That's the example of HP on HP case that we talked the other day, where 30% of the HP traffic now is managed with H chassis in a standard full rack, instead of eight full racks, is a way to not have the need to build new data center. But that will take us so far. And then the question is, what else we can do to improve the energy efficiency? That's why with the modular performance optimized data center, we're giving the customer the choice to deploy fast capacity in a very environmental friendly with significant energy efficiency, a half of the cost that you will take to build a new data center.  Absolutely. And Moonshot is that, right? So the question everyone asked, and we're getting some questions on Twitter actually around this. Thanks for watching this late in the US and certainly here in Europe. The question asked Antonio about Moonshot as service providers is expected to erode solutions for the enterprise. You bring that point up, right? I mean, the capacity issues of the data center is busting at the seams. So okay, you're consolidating with Moonshot. It looks like you're cannibalizing but the need for compute is growing. So that's your thesis, right? But let's be clear, you know, when we introduced the first time Moonshot and you recall having some of this. We were there with you. Exactly. And you were having a conversation with some of us. You know, we said we are the leader in the server space. We are the leader in the compute space and we're going to transform this industry again. So in many ways, you're actually leading the transformation which yes, is going to transition from, you know, traditional IT to the new style of IT but that's what leaders do. So call it cannibalization, call it transformation. In my view, is a transformation, is the need to deliver the new style of compute. It's a new reality. Right, exactly. It's a new reality. So you get a glimpse of that new reality when you look at the hyperscale business. You see the giant web companies. They kind of started out with this software defined thing and that seeps into the enterprise. You're now seeing these super dense servers seep into the enterprise. You're also seeing a trend which is relatively new to me even though it's been occurring for a while. I didn't realize it. We were at Amazon re-invent and the architects there were telling us, you know what, actually, we're not building on commodity components anymore. We're getting highly customized which is kind of an interesting, sure you say yeah, no kidding, about time. Well, yeah. Exactly. Well, at the end, you know, because you want to differentiate your business model, right? The way you're going to differentiate in many ways, right, is the entire stack, right? So you need the app, you need the right infrastructure to deliver that differentiation and the right cost. But you need the engineering to drive that full optimization between the software, the app and the infrastructure. And HP is a unique position because as I said at the beginning, right, our aspiration is to provide the right compute for the right workload and the right economics. This is why we're applying all that innovation and engineering to be able to help service providers, to be able to help enterprise customers as they move to the new style of IT for the cloud or even small businesses to provide a converged infrastructure, right, set of resources that allows them to be very efficient in their business model. So, I mean, some of the internet guys aren't going to buy from you. They're not going to buy from anybody. They're going to buy from, you know. They have choice. ODMs and they're going to do their own thing. That's cool. Most of the enterprises are going to look to companies like HP to develop those technologies and bring them to the enterprise. We've started to have some conversations with some of these large financial institutions that are trying to figure out which way to go. Should we become mega data center, you know, internet like and start dealing with ODMs? Which would be different for a bank.  I'm wondering if, you know, not, you know, the name names, obviously, but do you see that trend where some of these super large commercial enterprises are starting to think, well maybe I can be like a Google? Do you think that's wise? Do you think that's crazy? Have you started to have those discussions with them? Would they maybe migrate to something like Moonshot? What are your thoughts there? Well, I think customers need to understand, you know, what is the best path for them through the cloud based on their unique business needs and outcomes. I think HP is a unique position to provide the best solutions for them because we at the end is not just about the hardware, is about the software, is about a clear articulated cloud strategy, is about providing the entire backhand support from the sales engagement all the way through the services support all the way through the supply chain. Because at the end of the day, when you build these large enterprises or large scale out capability, you need to have somebody who has the expertise. So I think customers really need to look at the entire picture, not just at the component level, and I think our vision is to provide the entire solution to our customers, not just the component. Now, we start with the component because we want to have the best of breed, we package it in a way that's very cost efficient and we wrap the whole experience around those solutions. So those are customers where the financial institutions or all the type of customers, they understand what is the right end to end stack for their specific needs that they can rely on a partner at HP. You mentioned supply chain now a couple of times and I want to ask you the importance of supply chain as a competitive differentiator. Can you talk about that a little bit? Well, I mean, you know, our strategy is clear, right? Which is to provide solution to the new style of IT. We want to be the partner of choice and that's why we have a complete portfolio, right? You're talking about printers, talking about PCs, you're talking about servers, you're talking about storage, you're talking about now converging infrastructure, you talk about software and that gives us a tremendous advantage from the supply chain perspective because we serve from the small SMB customer all the way to the large enterprise customers and through service providers. We serve from the client all the way to the cloud and we actually cover every aspect of the product which means that it makes us able to deliver very cost effective solution for the supply chain. That supply chain, it's got to be more than 50 billion, right? I mean, we support a $125 billion business.   John Furrier was very vocal. That would be a big mistake. I think we put that to rest. We did, but you must be very happy that you still got that PC because that's a key piece of the supply chain and gives you leverage that virtually nobody else has in the industry. Well, but remember, you know, we just didn't do it for that reason. No, I know that. We did it because we wanted to be the provider of the new style of the institutions. Right, understood. And PCs are very critical components, right? I mean, the supply chain is a huge advantage.  Oh, you cannibalizing your business, but the margin shifts to other areas. One, that's what customers want. They want a more efficient data center so that you're delivering innovation. One, two, you're shifting margin to software. And all the leverage of the supply chain just gives you efficiency on cost and quality, right? So, I mean, I was talking to Bethany Mayer about her six nines.  I mean, it's just amazing. Well, by the way, in our service too, because obviously remember, we provide, we actually power 90 plus of the Fortune 100 companies with absolutely the best resilient, mission-critical systems in the world, because those are mission-critical transactions. I mean, you guys have an amazing hardware engineering and supply chain. Had that for years. You've always had a cost of ownership and great management software over the years.  Around this notion of a software-defined data center, which, you know, I've talked with Shajar Khan in the labs about this years ago, called the data center operating system. So as the data center becomes much more of a cohesive entity, not just ingredients of servers and storage, that's now a big picture right now that everyone's talking about. Can you talk about that operating environment? You guys have pods and shipping, that's a new, well, fairly new, but you know, new innovation there. What is this data center operating system? What is the software-defined data center? Yeah, so first of all, we have a large portfolio of pods, right, from eco pods to modularized pods. And the fact that we announced here in Barcelona, the dedicated pod for, a specific pod for the European market, that tells you the understanding of customer needs for a specific market. And like I said, you know, you can deploy that pod in six weeks and at a half of the cost. Now, going to the software-defined data center, in our view, right, software is going to drive, you know, the next level of, you know, how you drive efficiency through the data center, and it's basically giving programmatic access to the data center.  And I think, you know, this is just the beginning, right? If you think about what Betany does on the software-defined networking, she's actually allowing, you know, making available APIs to be able to manage that network, right, in a most efficient way, which today is really very hard to manage. If you think about what Davis-Cott has done on the data software-defined storage, is another aspect of how we are driving this vision. And in Moonshot, it's obviously the typical example of optimizing to the extreme, you know, an application workload on a compute per power and be able to really provide that experience. I like that term, personalized data center. I mean, we're living in the era of big data where essentially general purpose seems to be going away, the notion of, remember, general purpose computing data? Well, by the way, general purpose service is still very good for certain workloads, right? But what is clear that big data, for example, is going to drive the need to have a very optimized set of architecture. This is why, you know, we have a system called the SL, the DL-4500, which basically is the SL-4500, which is a highly optimized system with memory and storage and compute to be able to run the extreme workloads, right? Like Vertica, for example, right? Hadoop, and so forth. And then we can deliver the best performance per cost on those extreme workloads. What is that? So, the server business is a massive business. It's highly competitive. Margins have been under pressure for a long time. It's, you know, consolidation. It's actually a lot bigger than people realize because of so much you don't see, because it's going into this giant data center, right? So, how should we think about, and there's some changes going on. We're just talking about general purposes. There's a place for it, but there's so many new use cases coming out. So, how should we think about the server business and how it's evolving? What's your perspective on that? Well, you know, I think you have to really segment the market, both from the customer standpoint, from the workload perspective and then from the product perspective. Think about the three-dimensional metrics, right? This is why we are becoming super laser focused on that segmentation. And then, so if you take, for example, a SMB on a specific workload, what we're trying to do is drive a complete solution to that customer, which includes compute, storage, and networking, so we can deliver that complete package to the customer. But when you talk about that market, right? You're talking about what is the right compute for that specific workload? And this is why, you know, we are really driving a lot of work around that workload application so that we can optimize with our engineering capability that specific compute power. And this is why, again, it goes back what I said at the beginning, deliver the right compute for the right workload that the right economics. We had Tom Joyce on yesterday and John asked Tom, when you talk to Meg, what do you talk about? He said, segmentation. Segmentation is key, segmentation is key. What are you talking to Meg about? When you talk to Meg, Meg, we're going to get you in the queue. You're watching, I know you're watching in your hotel room. We're going to get you in the queue someday. But the other one is how you present the clear value proposition to the clients around business outcomes and this is what we really focus on. So before we get into some of the personal questions I have for you, I want to ask you about the biggest trend you're seeing in the data center. Okay, as you talk to customers and you've got the HP story down, what are the customers telling you? What are the biggest issues? Is it footprint? Is it capacity? Is it power and cooling? Is it DevOps? Is it developer environment? What are the core issues? All of them. But I think it starts with, you know, they really, they understand, right, that what they are doing today is not going to work in the next two to three years. They really have to change. Some customers, you know, they just need to modernize their IT. Some customers really, they need to change the infrastructure for the new style of IT in the sense that, you know, be ready for the cloud. But at the end it comes down to reducing footprint, reducing power consumption, improving, you know, service levels and then obviously reduce cost and this why simplicity, efficiency and agility are kind of the three key areas that we really focus on. Simplicity in the sense consolidation and in terms of infrastructure and management. Agility meaning react quickly to the business needs. Yeah. And then obviously cost. That's something that we're hearing a lot. We hear, they use the word flexibility when we talk to them. And what they mean is, what you just said, we need the ability to move on a dime to put resources on a project. Immediately. Immediately and that's sometimes ad hoc. It could be a fire drill. It could be a new business opportunity. It could be a new application. Exactly. Great. Okay, Antonio. So I really appreciate you coming on theCUBE. Great, great guests. You're leading the charge and servers. Great big business line for HP. Obviously changing in a great way and in a new way. Energy is a huge issue. Moonshot is great promise. We hope to hear more about that. But I want to ask you a personal question. You've been at HP for a long time. Yes. And I want to get your perspective. Take us through what's going on around the culture now. You were there when I was there in the 90s when Bill and Dave were kind of exiting out of the company and then it became Lou Platt, a CEO. And then you had the different regimes, if you will. Different CEOs come in. Carly, Mark Herd, Leo, and now Meg. What's this new HP like under Meg? And how is it, look at that, because she earns points with me when she puts Bill and Dave up there. And I know that gets me going because I love when I see that keynote. She's basically saying, we're bringing back Bill and Dave's vision, which is the soul of the old HP. And so I like that. So you were both there and I were there. So talk about that. I'm absolutely excited to be part of HP, part of the turnaround story. I think Meg has brought a completely different view about what we should be focusing on and the how, which is very important. I think we are very optimistic about our strategy, what we're doing. We are convinced this is the right strategy. And you can see it, you can feel it, right? I mean, if you work here on the floor, the excitement of our employees, customers, and partners about our vision, our strategy, and the way we're executing. So I think from the cultural standpoint, I think it's kind of almost, kind of a new way to approach the business. And I am super confident the way we're approaching this. And Meg has done a phenomenal job in rallying the company behind the vision and the strategy. And you can see that people are super committed. Does she talk internally about the Bill and Dave story? Absolutely, we talk about Bill and Dave's and the roots of the company and the fact that we are trying to transform the company for the next 75 years. Because at the end, HP is all about innovation, is all about our customers. Without the customers, we are nothing. And our partners are super critical part of the ecosystem. The message is super, super consistent. I never worked at HP, but I've said a number of times that I've always felt that HP has to get back to its roots and its original logo, Invent. Do you buy that, or is that just nostalgic and HP really has to look forward, or is it a combination? Innovation is live and well at HP. And I mean, just walking on the floor, right? Just walking on the floor, look at how much innovation is there. Well, your new manager, Bill Vecte, who's now in charge, is he Chief Operator? What's his official title now? He's the Executive Vice President General Manager of the Enterprise Group. Yeah, so he's now, he's running the Enterprise Group. We'll get him on the queue too, we want to hear from him. But he had an interview I watched on Bloomberg yesterday. You know, it was obviously remote in San Francisco, a little delay, but I liked what he said, you know, and what he said to the anchor person, Emily Chang, said, you got to feel it, you can just only be here. And I got to say, being here, Dave and I, you know, we're not just saying this because we're here, but it is a good vibe. You can see a spring in the step, a sharper improvement since Frankfurt, in terms of overall energy, cohesiveness in the story. So it is a good vibe here. Well, I mean, the excitement, you know, when you walk and talk to people, you know, you see the amount of energy around each of the booth. You know, we have our server group area, right? And we refer that very affectionately to the petting zoo because people want to see it touch the technology, right? And how they can apply that innovation technology to their specific needs. And so it's an incredible, you know, excitement when you go through the park. So tell us what your goals are for the next year.  Well, first of all, is to focus on the customer. Absolutely priority number one, our customers are our top priority. Obviously we have to continue to drive the innovation at the right cost for this new style of IT. And I am very excited and confident that we are on the right path. And you know, you will see new innovation over the next two, three, four quarters as we come. And I'm sure we're going to see each other again in Vegas and other places, in other words. So we'll talk about that. We've done all the moonshot launches. That's been exciting from day one. Exactly. Bill and Dave's office to the New York. Right, exactly. Love that product. And you know, and then, you know, continue to drive, you know, what I call the solutions together with the rest of the enterprise group because we have the best of great components. We have the engineering to provide this converging infrastructure solutions. We have the software to really differentiate our product. And we have the services really to help customer in this journey to the new style of IT. So my key priority is to continue to drive the innovation in the compute space and then leverage the power of HP to meet and exceed the customers. We're getting the hook. I'm getting messages on my screen. You got to go to a meeting. We'd love to. Bogart, the time here with Antonio. Great guest, a super nice person. High integrity, great person. He moved up the ranks from HP from 95 here. Great veteran. Final question, end it with a bumper sticker. It's leaving Barcelona. The car's leaving Barcelona. What's on that? What's the bumper sticker on HP to discover this year? HP is your partner for life. I'll call it for that. But again, one thing I want to leave is that we're really focused on delivering the right compute for the right workload and the right economics as a part of the new style of IT. We'll be watching you guys. Obviously servers we've known for a long time but pods are exciting. It's basically shipping data centers. Moonshot, revolutionary energy savings. Changed the game on footprint, et cetera. And we'll be looking at the software angle to how you guys tied all together. This is theCUBE. We'll be right back. Exclusive coverage here at HP. Talking to all the top executives. We'll be right back with our next guest after the short break. I'm John Furrier with Dave Vellante. We'll be right back.