Just, you know, that's just, that's it. That's how I met Dolph. That's a real story how I met Dolph. But at the same time, I'm saying it to say, nigga handed me a flyer in the CD. And I'm like, all right, I'ma check you out, nigga. You know what I'm saying?   Yeah, we on boss talk, one on one. And then it's like, you know, like I had so many different little artists that was, and then I was the young Dolph, you know what I'm saying? Around that same time, Key Glock, it just had started. You feel me? That's my guy right there. I was in that, I'm still in that mix.  He finna go. Yeah. I talk to daddy, yo, daddy, yo, like, pull up with your Memphis like this, boop, boop, boop, pull up, meet Key Glock, young nigga. I ain't got no songs out of nothing really like that. He probably got like a couple songs, but he fresh, you feel me? But they like, he finna go.  Yeah. Let me ask you something with Dolph and you knowing each other. I don't know how you guys connected, but I'm pretty sure. I'll tell you Dolph got a cold story. Give me that cold story then because that's a serious one because R.I.P. the Dolph man, that was one, I was a big Dolph fan.  You know what I'm saying? You know what I'm saying? Key Glock, that's my nigga like. You know, I never got to meet him, but I just loved, I loved. Give me that story baby. That was hard. You was? Oh my God. But I ain't gonna lie, I was more of a Key Glock fan. I don't know what that is, but I just didn't know about it. Because he liked the newer versions. I just, I just, when I heard, I had already heard Dolph, but when Key Glock came on the scene, I was like, this nigga right here. And I'm like, nigga, I'm too old for this. You know what I'm saying? You just don't lose it. You just don't lose it. I love the way that he would rap him, bro. Yeah. But to give me the Dolph story first. Uh, Dolph, Dolph. All right, I, I'm coming from, at this time I used to travel back from Atlanta to Little Rock all the time.  You feel me? And in between is, in between is Memphis. You feel me? So boom. Every time that I'm going to, every time I'm, I put it like this, I'm going so much, I keep the same route. Yeah. You feel me? Yeah. If niggas travel, they know what I'm saying. I know what you're talking about. So I stopped at the same gas stations.  Cause I'm on the same, it's a seven, eight hour ride. So boom. When I get to Memphis this time, I got some smoke on me. You know what I'm saying?   Yeah. You know what I mean? And I got some smoke on me. So I get to the, my love's gas station that I stop at on Lamar Boulevard in a little, I mean in Memphis. In Memphis. Right? I'm coming out. You know me, I'm young at this time too. So I'm thugging. You know what I'm saying? I hop out the car.  Door swing open. You feel me? I ain't doing no, I had just started smoking right then. See, cause my thing was if I'm a ride with we, I can't smoke the whole eight hours. For Memphis, the Little Rock is two hours. So I'm like, I can smoke for Memphis, the Little Rock. I take that two hour risk. Yeah.  Young niggas know that. You feel me? You ain't. Sometimes you gotta wait. Sometimes you can't smoke it out. You feel me? But I, so saying that to say, boom, I had started smoking. I'm in Memphis.  I'm bumping. I walk in the gas station. When I walk in, I walk past the car. You know what I'm saying? A black Cadillac. I walk past the car. I come back out.  You know what I'm saying? And I was like, I was like nigga, that's that strong. You know what I'm saying? That's that real, real song. I said it like that. Oh, man, the nigga said this on the whole lot. That nigga said, what you smoking?  I'm like, but I got a hit in my car. You gotta hide it. So I don't want to get it.  I don't. So I said, damn, man. This nigga just sing like a player though. Like, I'm like this nigga sing like a player, man.  So I get the smoke. I show bro the smoke.  You know what I'm saying?  Man, my brother, my brother wants, I gotta go. I need this. This one, I'm smoking. You feel me? My personal stance. Man, come on, man.  The nigga was so cool and so player. I sold it to him and just, you know, that's just, that's it. That's how I met Dolf. That's a real story how I met Dolf. But at the same time I'm saying it to say, nigga handed me a flyer in the CD. And I'm like, all right, I'ma check you out nigga. You know what I'm saying?   If you got time. So I'm like, damn, I really ain't got time. But I'm finna holler at my partner in Memphis.  I'ma let him hear the CD.   You feel me? I understood that.  Feel me? It's like hot class street music or something like that. But long story short, I believed in it. I'm like, man, this nigga, I met this nigga. This nigga, he's solid nigga. I pull up to the pure passion, link with him. Just, he just, just G, feel me? After that, we just stayed in contact. It just, he has something going. He dropped South Memphis Kingpin. He like, hey, I'm finna drop my CD. I got a release party, pull up, you know what I'm saying?  You know what you should have just said? Real recognized, real. Real recognized. Yeah, for sure. For sure. That's what they want. That's what they want. That's what they want. You can't explain that. You can't explain that. You can't even explain that at all. And yeah, we on Boss Talk 101.


Magnesium is in charge or an important electrolyte to help us with muscle relaxation such as potassium is for muscle contraction. It is a major intra cellular fluid and it likes to travel with potassium so when magnesium levels are low usually potassium levels will be low and if magnesium is high potassium will be high as well. High risk for magnesium imbalances are patients with chronic alcoholism and that many times is manifested by this rhythmia called torsace de puentes and that is a special kind of ventricular tachycardia that is very easily identified on a cardiac rhythm strip so make sure that when you see that on a monitor you right away think about patients with magnesium imbalances and that is usually due to hypomagnesemia so low magnesium levels. Check out my full YouTube video to learn all about magnesium imbalances.


It's really cool because it feels like my draft is perceived in a positive way. Lizzie has been hustling to sell out her opening weekend. You're trying to convince 32 people that what you've created is worth spending nearly $600 to come to. And hit the road to climb the moonlight buttress. And Jesse decided to pull the plug on the Mount Taylor Quadrathlon. Every few minutes it's just like a really sharp pain. And is rethinking what being pro means. I like to challenge myself in basically everything that I do. Moonlight Buttress is graded at 12 plus and has six pitches of 512. So it's my favorite style climbing at the most difficult level that I've ever done it. One of the most beautiful landscapes you've ever seen. So of course I want to try it. I feel mentally prepared to push today. And if I can pull out the best climber in me there's a chance that I could do it. It's hugely important to visualize your success. If you approach a challenge whether it be something physical or something business oriented or even mental. If you have any doubts about it that's what's going to happen. My advice is that you block out all the what ifs. And that you focus on how to. After nearly four hours on the wall climbing the warm up pitches of the route. Lizzie makes her way to the base of the corners. The corners are the two hardest pitches of climbing on the moonlight buttress. And will push Lizzie to the limit of her skill level.  Today's moving day. It's going to be nuts. We'll see how it goes. Hopefully we get through it all. About two or three months ago we found out that our warehouse which is where we were storing about 80% of our product in was being sold. We were super lucky to find a building just four or five blocks from where we are now. We've got office on this side, warehouse over here. It's like super rad that we found a place that had a real office connected to a real warehouse. Moving offices has actually provided this super tangible, transitionary feel from kind of what Picky Bars was in our old office and this little space to this big warehouse, more legitimate office space. I have my own office for the first time at Picky Bars which also makes it feel more professional. We think the warehouse is big enough to get us to 7 to 8 million dollars a year of business which is more than double where we are right now. It's kind of a nice transition like this is where the next phase of Picky Bars starts. There you go. Empty. Now I'm a little bit nostalgic. There's a lot of memories in this place but also a lot of new fun memories to be made. Good job Jared. It's 4 a.m. and Matthias is heading out on a ski-based training mission in preparation for his upcoming projects in France. What's really tricky as an athlete is managing your time. It feels like there's not many hours in the day between prepping for speaking engagement, you know, sponsors dealing with contracts, organizing the logistics for your trip and then also performing. You have to find the time to train. That's the main reason why I want to ski-based jump now so I don't go to the house and be like, hey, how do I do that again? Well there will be times when you feel scattered and you got way too much going on and those are the times when you have to prioritize. It's like I make sure that I have at least a few days a week to skate two or three hours because that's what I enjoy the most and that's what keeps me sane. Before you go out on a mission you check in the weather every hour to see how the weather forecast is evolving. It's not just looking at the conditions and being like, oh let's go, it looks good. It's not a perfect science and by the time you show up, you know, things might line up but things might not. Ideal conditions for a ski-based jump is absolutely no win. All right, no go. Too much wind. There's always a 50% chance of getting it done and a 50% chance of turning around. You can't just think of doing it no matter what because this is how you get hurt or die and in the end the mountains decide you're not the one in charge. That's what makes it beautiful because when you're a mountain athlete you cannot take things for granted. The first corner pitch is Lizzie's first 512 pitch of the day, the most difficult climbing on the route so far. And this is where the exposure of the climb starts to play a big factor as she's now over 400 feet off the valley floor.   The second corner pitch is rated 512 plus and is the crux of the moonlight buttress, meaning it is the most difficult pitch on the entire climb.  You can take. This is a long, narrow section of crack that requires incredible endurance. Wow.  I just stopped having fun. I think I've just like pushed through a lot today. And I think I'm worn out at like sucking and I just don't have it in me to keep sucking right now. After struggling on the pitch for over an hour, Lizzie decides to call it quits. I don't know this technique super well and it like completely shut me down. It doesn't feel impossible, but it's something that I'm going to need to put work into. The cost of doing something new is multiple failures. For the next five days, the forecast is predicting rain. Today is not how I want to end my time on the route, that's for sure. Rain on sandstone is a really bad idea. One, it damages the rock and it makes it softer, so if I do take a fall, then I can rip gear out of the wall, damaging the rock and potentially hurting myself pretty bad. With rain in the forecast, Lizzie will have to make the choice. If it's worth the risk to continue climbing. I'm super psyched today. We've got our first visit with Village Family Capital. So investors are going to come over. I'm going to show them the place. Hey, hey, hey, what's up, man? Welcome to Picky Bar's HQ. Yeah, glad to be here. Yes, that's great. This is it. They are kicking the tires is the term that everybody uses, making sure that we are what we say we are. Maybe if you could walk us through kind of the process, where it comes, how it goes, where it flows, where it goes out. Yeah, totally. I've found that I'm looking for one to two million dollars, somebody that's comfortable with us paying down some of our debt on the investment, which is really important. And then somebody that's looking for more moderate growth goals in that they're not expecting us to ten or twenty X their money over the next like four to five years at the risk of bankrupting ourselves. And what about the quality check in terms of, did they get the right bars in the right box? I mean, do you guys have much of? Yeah, we have very low error rate. And so how does this rank? Are we at the front end of the shipment? Are we like where are you? We're stocked right now. Pretty heavy. Yeah, vetting investors is painstaking. It takes a lot of time and you're just getting to know these people. Potentially maybe asking them for a lot of money. It's like dating. So you gave away 13,000? No, we didn't give away anything. We sold 757 bundles. 78 of those people have become picky club members. You're partnering up with someone on a business. It's important to build a relationship with them, a personal relationship, because you want to make sure you're on the same wavelength and you have the same value system. It's not just about making money, because if that's what it's about, you're going to clash along the way. Cool, well, thanks for coming guys.  Sounds good, right? Yeah, sweet. That's great. Back in Zion, the rain has stopped, the sun is out, and Lizzie is going to give the Moonlight buttress another shot. So here we are on top of Moonlight buttress and Katie came. She was a few hours away and decided to come down to provide some comic relief with me and some moral support. There's no point in my mind of attempting the route again from the ground up unless I can climb the crux clean. So the goal is to be able to. What Lizzie was trying to say is today she will be climbing the upper pitches, the highest and most exposed pitches of the route. The difficult thing with sandstone is that you can't climb for 24 hours after it rains because the rock gets really soft, you can break off holds, it will ruin the climb and is dangerous for the climber. It's really rational to be afraid of falling because you don't place the right kind of gear, you can potentially die.  It's okay to fall, it's okay to fail. That's part of life and that's part of learning and ultimately that gives you more confidence. In order to climb a pitch cleanly there cannot be any falls so Lizzie restarts this pitch again. It's kind of like, well I got out the worst that can happen and then that gives you the confidence to really push through these zones of fear because you know what happens if you don't succeed. Once you make that decision and then you commit to it there's no better feeling in the world. Lizzie just successfully climbed the eighth pitch of the Moonlight Butchress rated at 512. It's a positive step towards one day reaching her goal of climbing the whole route from the ground up. If you can see the small improvements you're making along the way you will get there. It just feels so cool to access like a really good part of you. Like telling yourself like I know that I can do this just to keep moving and then before you know it you're like I think I was in flow like I was just in it and just flowing. The Moonlight Butchress is like such an inspiring climb and I plan on coming back to work on it until I can send the whole route. If you want success you got to be willing to try again to endure the failure and keep going. I tried 900's for ten years before I made one. So as I'm getting ready to go to Europe I'm getting a call from Camp USA saying that things have gone crazy in Italy and things are about to be shut down in France and that I should probably not go to Europe because I might not be able to fly home. Europe looks like the worst place to go in the world at this time. I'm deciding not to go because it's too unpredictable to go over there. I don't know anything about this disease. I'm not taking any chances for my family and I just can't take the chance. As the global pandemic hits the western US Lizzie receives some bad news from the title sponsor of her opening weekend event. I got an email this morning from Black Diamond Hey lady, so with all this corona stuff going on we may be cancelling our trip out to Smith and if we make it awesome and if not you still have the packs and raffle items. Are you kidding me? I understand people not wanting to travel right now not wanting to fly like there is a potential pandemic sweeping across the world so I get it. The same time this is affecting an event. I have put a lot of promotion into Black Diamond being here I have put a lot into these athletes coming here. This is for the biggest event I've ever tried planning and it feels like there's so much out of my control with it right now. I work really hard and I care about it so much and I don't know what to do. I left Zion in a freaking storm to make sure that I was in a place where I could focus on my business. And so I decided to cancel the event because I can't imagine being a part of contributing to the spread of this virus but it's not as simple as that when you're in my position because everything that I've done in the last six months of my life and all the effort I put in has just washed away. Today I had phone calls learning that I'm not going to receive $2,300 back from a venue we rented and they're not going to provide any partial refund or a credit for a future trip it's just a loss and for many people that's not a big deal for me that's like my income for a month. It feels so complicated because my work is still requiring so much of me so I don't have time to get another job plus there aren't a lot of jobs out there I really just have no idea what I'm going to do. I was living the good life so to speak in the late 80s making a lot of money owning two houses living the dream and all of a sudden skateboarding fell off in popularity and suddenly I found myself with two mortgages a child on the way no real backup plan and I got busy hustling and did whatever I could I think that I cherished those years the most because they taught me my resilience and they taught me that I could figure out other ways to make a living. Coming up on Go Forth the season finale Jesse, Matias and Lizzie all face the same challenge it's really hard to know how this is going to affect the investment plan right now there's a lot of risk I could shake every single contract that I have that could prevent me from getting used to sponsors and all their previous plans get tossed out the window quarantine life is fine but I am feeling very shitty Are you prepared to close up shop or are you prepared to see it through and to ride out the storm?


coverage here at VMworld 2015 from San Francisco. We're here on the director's set of theCUBE. I'm here with Ron Nash from Pivot3. Ron, welcome aboard, welcome to theCUBE. Thank you. Glad to be here. Glad to have you on. So we're going to talk about hyper-converged. Hyper-converged, huge in the marketplace right now. A lot going on in terms of the buzz on the street, the convergence that's happening, the transition that's happening in data centers. Tell us a little bit about what you guys are doing, because we were talking offline. You guys are making a lot of progress in the marketplace. Yeah, it is a trend that is pervasive, and it is a trend that people are saying is going to be responsible for taking over something like half the processing in data centers worldwide in a very short period of time. So that makes it a massive market. Probably the biggest market that I've ever seen in my career. And it also says the companies in it will be highly valued. They'll have fast revenue traction. But it's early in the process, so I think people are starting just to, they understand the general concept, they understand what it is, but they're starting to see differentiation between the players and such like that. And it's benefiting us, which is good. Absolutely, so hyper-converged, while it's fundamentally looking at the intersection of storage and compute and networking, the differentiation a lot of times is in software. So talk about what you guys do that's different, what your team brings that expertise that makes essentially like we talked about earlier, enterprises and mid-market infrastructure look like Googles or the web scale guys. Right, yeah, and one simple way of thinking is just taking the platforms that Google and Facebook and a lot of the web scale companies pioneered and taking them over and bringing it into enterprise, such as it has all the things that an enterprise would need to be able to trust and run their stuff on. We came at it very differently because our founders were storage experts. And so it was like a 30-man team that worked five years to get our storage part of this right. And then we added on the processing parts and the other parts later on pretty quickly. And so when you look at it, we're heavily functional and heavily performance better in storage than almost anybody else. But if you look at it, there's three things that you need to think about in performance. There's the processing performance, the storage performance, and the scalability. And if you look at those three things, that's what makes the difference in something because this whole thing is, in philosophical terms, is supposed to be about having commodity price, 686 servers, and each time your load grows, you just throw another one on it, another one on it, another one on it, another one on it. And it's very simple to say, what's difficult to do is what we've done, which is the more servers you throw on, our processing gets better, our performance gets better, our storage efficiency gets better, our scalability gets easier, and it versus bogging down, which a lot of other people have. If you don't foresee these problems, you'll just throw hardware at it and you'll get no effective increase in performance, like you will with bit three. But let's talk about what you guys do in the marketplace. So while hyperconverge is an efficient technology, it's probably a better way to run your infrastructure, you've got to overcome existing organizational silos, you've got some skill sets, you've got to talk about how you get customers to onboard the technology and what they typically go through when they're leveraging what you guys do.  And so it required a specialist to understand those. Now we're wiping that away by putting one platform and it's, you know, you have some pushback when you go into a data center organization, because there's a lot of people with their best interest in taking the old type of technology and their experts in that. And we're making it very simple, we're making it very scalable, very easy to do, and that's a good thing because the cost comes down for the company, something like to 40% of what you would do normally, but it displaces a lot of people in the organization. And so what we typically do is we sell a solution that comes in like VDI is a very simple example. And when you're selling that solution, it just works better and it just works faster and we don't have to philosophically get into these deep debates with people. But once they see it working on that, then they think, oh, maybe I can use this same technology for other things. And that's, I think, the easiest way to penetrate. Now, is that the common blueprint? You find a application that really needs to either run faster, needs to get deployed faster. So VDI is a great example. People know, they want to make, the outcome is I want desktop management to be easier. VDI is one way to, do you find that ends of being a lighthouse to drive people to go, this is going to work for other applications? Absolutely, that's one way to do it. And then once they get it and they get it in, they see that this stuff stays up, it doesn't go down, it protects their data, we have great failover type activity, so it just stays up and runs. And that makes a big difference to them. And then they can say, well, maybe I'll put another application on and then they start loading it up. And so penetrating like that I think is much preferred way of penetrating versus getting into a big philosophical debate.  It just doesn't, it's like too good to be true, but that's what's happening. But so we had to do it a little piece of the time and step at a time. Yeah, well, at the end of the day, change is hard when you're trying to drive it through PowerPoint. Change is easier when you've got results or you've got operational efficient, numbers that you can measure against. That's correct. We were talking a little bit earlier, you've got almost more than 1,600 customers right around that number. It's a large number. What are you seeing in terms of spreading that across either geographies or verticals? Are there certain types of customers that are a better fit at this point for converged infrastructure or is it pretty horizontal? Well, it's pretty horizontal. We're in, at the moment, we're installed in 53 different countries. Oh wow. So geographically, that's a pretty good spread that we already have. And I think it's a matter of customers that are willing to try something and willing to try something new and always trying to push the envelope and see if they can get something better. And I think it's going to be a fundamental change also in the CIO's job. Because if you think about it, the CIO used to be responsible for the infrastructure and the hardware and the software and the network. And he also was responsible or had a big say in the application. Now the business universal also did. But if we simplify that infrastructure for the CIO and make that part of his job easier, we're going to free CIO's up to be a business advisor to the corporation or the organization. And that's a big difference. And I think that's something that a lot of CIO's would like rather than worrying about keeping their network up and worrying about how fast they're going on processing or they're going to run out of storage. If they can have all that set and then they could focus on how do I take technology into this organization to make this business more profitable, faster growing, more efficient, whatever, then you realize the promise of IT. So I think we're just part of the help. Okay. One of the things that we hear all the time from our clients and is, you know, making these rounds, it was in the keynote today. Containers, DevOps, this application driven, more agile driven. How much are you hearing, you mentioned a little bit that the CIO is responsible for applications but infrastructure, how much do you hear from them that the application teams are saying, you guys just aren't fast, you know, the infrastructure teams aren't fast enough, make it go fast. Is it being driven a lot by the application teams or is it the infrastructure teams trying to be responsive? Are you hearing one way or the other who's driving this transformation? It's driven more by the application team and by the business users. If you look in most big corporations, business users are starting to look at IT and say, what's my return on investment? Are there other operations? If I give you an extra of $15 million, what do I get in terms of that in efficiencies in my organization? Or, you know, what they don't want to hear is, I'll give you $15 million and I'm just refreshing my storage. And so I'm buying the latest product and I did nothing better. Maybe, you know, that type of thing. So does that make your competition as much the other converged infrastructures or does that make the public cloud, you know, in terms of mindset, in terms of how fast I can get resources? Do you feel like sometimes you're also competing against the public cloud as opposed to just other converged infrastructure players? Somewhat, but actually the biggest competition is the incumbent IT companies. The large incumbent IT companies that sell these separates and have done so for decades. But this is a big wave and when these technology waves come through, a lot of times some of these big IT companies disappear. They do, every time this happens. And some of the new ones pop up and they're the incumbents for the next couple of decades. This is one of those multi-decade type of things. If you think about over a long period of time, technology got the price performance going up and up and up and up. Every year it was better. But so the complexity also went up and these things got more and more complex. The businesses we're sitting here at VMware's show, that was one of the first times that price performance went up and complexity went down.  Hyperconvergence is the second big wave, I think, on that reduction of complexity. And that's very, very important for CIOs. How do you manage security when, in the olden days, which could be three or four years ago, you had sort of, when you had silos, while it was maybe less efficient, it was clear where security boundaries were, where somebody owned something. How do you think about security in a hyperconverged or converged infrastructure environment? Where do you think about the demarcation points? Who should be in charge of it? Well, security is a difficult problem and it's an arms race.  If we simplify the infrastructure, it's going to be easier to focus on hardening those parts of the infrastructure that will not allow as many penetrations. You don't have as many moving parts. Now, that doesn't solve anything. It does make it much easier when you have less moving parts on that infrastructure that you can focus on. It's going to be much easier, I think, to continue to work. It's not going to make security go away. The bad guys are creative, they're well-funded, they're making money and they're investing on trying to be devious in more and more creative ways. So, as an industry, we have to combat that. Gotcha. Now, we talked a lot about what your customers look for in terms of their side of the business, an application, going faster, needing agility. From your perspective, conversion infrastructure is a very competitive market right now. There's a lot of players, some established, some startups coming in.  What's your message to a customer that says, why are you different?  If you look at it, it's all about performance, as I said. We run faster. You put applications on us and we have some information coming out where the same application on us will run faster than it will on somebody else's. Second, we have, because of our technology, a big difference in storage efficiency versus people. So in other words, if you've got X amount of storage, say you've got 100 units, whatever that unit is of storage, how much of that can you put unique data on? We go up to 94% of that you can use for unique data because we don't replicate the data. Most other people replicate. So if you replicate it one time, then you're immediately down to 50% storage efficiency. If you've got a giant installation, like our most sizable installation is a seven petabyte installation with 275 servers on it. If you look at the odds of an individual server going down or individual grives going down, if you were in a replication environment, you would have to replicate that multiple times to keep it up. We do not use replication. We use erasure coding and some other technologies. And so we keep it up with a six nines reliability without having to do that replication. So it's an efficiency. And then finally, if you look at what happens when we scale, we get better. We get better on the storage efficiency line. Our performance gets better. The overhead gets less as we scale. And that's because of our architecture and design and the fact that it took a 35 man team five years to get it working. Yeah, yeah. And we invested a lot for a long period of time. It was a big science project. Right. And I was around and it was pretty scary when we had no revenue, no product, no customers for five years and all these very, very smart experienced people working away. But once they delivered, it was a magnificent product and a good base that we could build on. Yeah, one of the things that's interesting to me is a lot of times what traditional vendors will do is they'll reuse a concept they'd used before. So you talked about RAID and the different ways of doing that. A lot of the newer startups, even though what they deliver looks to the customer like what storage sort of looks like or what compute looks like, what you do under the covers, and this is why it's so important to sort of dig into who's the founding team, what's their background, what is some of that technology, because like you said, could be storage, erasure encoding versus RAID or some of the newer things that people do with how they leverage flash or how they leverage caching can make an enormous difference in there. So that's to me, while everyone sort of wants to make the infrastructure kind of less visible or abstracted, you have to know what's happening under the covers to validate, am I really getting better efficiencies? Is it really going faster or is this just sort of yet another converged infrastructure? Yeah, and the other big delineation is you've got the incumbent IT vendors and then we've got what we call converged and then hyper-converged, now, Converse is basically just the existing pieces and offerings from incumbent vendors, screwed into a rack, put some software on it, test it out, and those things are selling because they are simpler than buying the piece parts yourself. But when you look at the value, that's not adding a lot of value other than just, it's a very simple contract manufacturing or systems integration type function. And then you go to hyper-converged, and in that, we get rid of all those pieces other than basic x86 processes that we continue to use. So what's next? What's next for the vision that you want to help your customers with or what are the next big problems they want you to help solve? Well, the next big problem that I see is if you look at the computing universe, we're computing on a very small part of the universe right now, and that's the part that does traditional IT, PCs, notebooks, mobile phones, that type of stuff. There's this whole other thing out there called Internet of Things with a lot of machines and devices that are producing data. That amount of processing and data they just produce is going to overwhelm the traditional IT. Hyper-converged is very, very well set and particularly our form of hyper-converged with the storage efficiency for handling the Internet of Things. We handle peak loads very, very well. For example, one of the things we do well that other hyper-converged people can is video surveillance because cameras are basic things. They're not like an IT device that if you're not ready, it buffers or cues something. They just transmit, and if you don't catch it, it's gone forever. That's what the Internet of Things looks like. It looks like massive amount of data coming at you and you've got to be able to catch it and hyper-converged solves that problem very, very well. At least the Pivot 3 version of Hyper-converged. Yeah, and that's something that I know within Wikibon Research, we've been looking at a lot, that intersection between big data, streaming data. What's the infrastructure going to look like as it's changing under the guffers? One last thing before we wrap this up, we're sort of running out of time. What's the message you want to sort of put out there to CIOs that say, look, you've got challenges.   You want to respond better to DevOps. What's that message that says, you know, why hyper-converged is so important to drive, not just infrastructure change, but things downstream that are business changes and so on? Well, this is one of the time that separates the CIOs that prosper in their organizations versus those that don't. Because you're requiring CIOs at this moment in time to step up and make a decision against some of their entrenched organization and for the overall health of their business organization. And the CIOs that do that are going to be further embedded in the business organization of their company. And those that don't are going to be pushed down to be just, you know, somebody that handles the bits and the bytes and such like this. So it's just one of those times. It's almost like you say, calling all CIOs. Here's a time when you can step up and this is the type of thing that makes your career for the next couple of decades. If you can look at this and jump on this bandwagon. Okay, so big transformational opportunity. Obviously, you know, we're seeing the internet of things. We're seeing DevOps. We're seeing cloud-aided applications. CIOs that want to be part of that, they want to lead through this as opposed to sort of following big opportunity for them to move their career, help shape their businesses. And you guys are right in the middle of driving that. And just look at this. Look at us, look at others. I think the more people look at us and everybody, I love the scrutiny. We'll come out just fine. Excellent, excellent. Well, Ron, thank you very much for being on. Folks, we're going to wrap up for this episode. Continue to watch here on Silicon Angle on theCUBE, continuing coverage from VMworld 2015 here in beautiful San Francisco. Thank you very much.


Every now and then you come across something that defies all expectations, either in genre or just from your personal expectation of what that is. For me, very recently, and I know I'm not the first one to talk about this, in fact it's been out for a while and I heard about it from other people, it's just I personally just read it very recently, would be Kings of the Wild.  Instead, all the main characters in this book are about 50 years old, haven't been adventuring for at least 20 years, and are specifically doing this to save one of the other members of the group's daughter. That's about as spoilery as I'm going to try and get, though again you've probably read this book if you are watching a video on it, or maybe not, and you are for whatever reason watching this random dude, me. Anyway, Kings of the Wild follows in a typical group of adventurers that being a group of retired adventurers from about 20 years prior. Now they did make up the greatest band of all time as stated in this world, but again, been retired for 20 years, but that does not stop them. Seriously, the book is amazing. These characters stop at nothing to achieve their goal. Yes, they're old, their limbs hurt, but Gaby is saving his daughter, Clay is helping him, Clay is getting back home to his family. It's just, it's amazing. I love every minute of the book, and it's so much fun. Now, in terms of characters, we have a kind of typical five-man band setup, where we have Clay as the leader of the group, kind of though I'm going to get into that later, Gabe would be his lancer, Moog, the smart one, who is the best character in the book, and I will fight anyone who says otherwise. Mattrick, who is their thief, which in this case would kind of make the heart of the group. I don't know, Mattrick's like the most jovial character he does embody the heart of the group, just by the fact that he is a thief. And then we have Ganalan, who is the big guy. The way they work together is really cool, because these are characters that haven't seen each other in near 20 years, yet as soon Gabe shows up being like, yo, can you please help me save my daughter? They're all like, you know what? Yeah, we'll help you save your daughter. You're one of our best friends. Why wouldn't we help you save your kid? What kind of shitheads would we be if we said no? And from there, it's just a lot of fun. It goes through almost every character, their story that we are presented with at the very beginning, and then by the end of it, they pretty much all have a satisfying conclusion. But here's the kicker. We don't know every single thing about every character's past. We don't need to. We need to know the bare essentials. Moog is someone who's trying to cure some massive form of disease, and that he lost someone close to him by.  Mattrick just wants a better life than what he currently thinks he has. And then Gabe just wants to save his kid. You do find out a bit about more of his relationship with his daughter, and that's a lot of fun. But the only character that we truly ever learn their past to any, like, lengthy degree, again, outside of what we probably need to know for the context of the story, would be Clay Cooper. The main character and focal point of this story. Clay is your typical fighter type character. He never considered himself to be the leader of the band that he is in, because Gabe would often be considered the front man, as Gabe is the most charismatic character. But Clay is effectively the leader. The others would follow him into battle. Clay would stop at nothing to protect others. That is Clay's entire fighting style. In fact, for a good majority of this book, Clay's only weapon is a shield. And he uses that specifically to defend his friend. And it's awesome. It's just, I find a lot of fun that the main character isn't some smash and hack, kill everything and go. It's a defensive line. He's a defensive line man who, yeah, can crack skulls if he needs to, but would much rather just block everything with his shield and let his friends do the killing. It's a lot of fun. And actually, for me, it kind of reminds me a little bit of Rising of the Shield hero. An anime series where the main protagonist, his magical weapon, is a shield. Often considered to be shit and very weak, but he has a group of friends that are willing to fight for him and he runs as the ultimate defensive line. It's a lot of fun and I thought it was a great subversion of the main character of a fantasy world.  There are a number of great moments that the first time we truly see Mattrick get into a fight in this book is just one of the most amazing scenes ever. It's so much fun and I gotta say, this just, I love this. I really want to see more from this guy. He has another book out called Bloody Rose. I 100% intend on reading that a book myself because it looks like a hell of a lot of fun, but yeah, I'm not sure what more I can truly say here. The book is a lot of fun.  Clay and Gabe especially feel like their motivation is specifically save Gabe's daughter as opposed to save the world from whatever this could be. Yeah, the main, like the threat to the world in this book is like an obstacle between them and saving Gabe's daughter. But honestly, I feel like if Gabe had the opportunity, he would just fly over, pick her and everyone they needed out and just fly away. The rest of the world be damned because all he wanted to do is save his little girl. And I loved that. I thought it was a lot of fun because it felt real. It felt like actual human stakes because when these characters are younger, their motivation is obviously what a lot of 20 somethings thing is fame, glory, fortune and women. Or men, if that's what you prefer. Basically it's fame, fortune and glory. Or as Indiana Jones have put it, fortune and glory, kid. Fortune and glory. Overall, I just thought this book was a lot of fun. The characters felt very human and I honestly cannot wait to read Bloody Rose, the sequel book I believe, to this series and just see where this world keeps going because I'm prepared for a damn fun ride from this entire series. Oh yeah, I should probably rate the book 18 out of 20. What's up guys? I hope that you enjoyed that video from me talking about Kings of the Wild.  Or pick it up on Audible, if you have an Audible. This isn't sponsored by Audible, I just use them a lot because I listen to a lot of books. But anyway, that is all I have for now. If you would like to follow me on social media, links to both my Twitter and Instagram will be in the description down below as always. And I hope that you all have a fantastic day and as always guys, peace out.


My name is David Burto, I don't merit a name tag and so I have to introduce myself here but I don't quite know where you'd put a name tag anyway. On behalf of Dr. John Hamery, I want to welcome you all to this latest in our series of military strategy fora on QDR and QDR issues, obviously very timely series of events. Our objective at CSIS is to provide a forum for discussion of critical issues in a timely and unbiased and nonpartisan manner. Dr. Hamery is fond of saying that there's no such thing as nonpartisan because everything has politics in it but we do our best nonetheless. So I want to thank you all for coming, I want to introduce our distinguished speaker this morning, the Chief of Naval Operations, Admiral Gary Ruffhead. He's had a very distinguished Navy career and he actually brings what I think is a unique global view based on his background and experience to the challenges that we face today. He has commanded fleets in both the Pacific and the Atlantic which is highly unusual as you know. He also has had some unique experience in Washington and he has this habit of doing his Pentagon tours at a time of presidential transition. He was here in the transition from Reagan to Bush and those of you who survived that know that just because it's inside the same party doesn't mean that it's less bloody, the blood is just spread out over a longer period of time and so it doesn't seem that way at the front end. And he came back in time of the Rumsfeld transition in 2001 and was here as the Chief of Legislative Affairs on 9-11 which is of course another set of unique challenges. So please join me in welcoming the Chief of Naval Operations, Admiral Gary Ruffhead. Well thanks, it's great to be here and to see so many familiar faces, colleagues and shipmates from over the years and it is true that I do pick my returns to Washington on 10-year centers to use a shipbuilding term but it has been great to be back. It's been about a year and a half since I lead Mike Mullen as Chief of Naval Operations and the time has flown by. In fact I'll get some feedback from you on what Washington is like because for the last month or so I've been out and about, made the first visit by US Chief of Naval Operations to South Africa which was a very worthwhile trip and opportunity to reconnect with my counterpart who I've had the pleasure of working with for the past year and a half. Posted the first sea lord, my UK counterpart here the weekend after that and then the weekend after that went to China for my fourth visit and my third time with my counterpart Admiral Wu Xiangli to participate in their 60th anniversary of the founding of the PLA Navy which was a very worthwhile trip and one that I believe is important as we move forward with our relationship with China. So it has been busy that spurt of travel came after a period of time of staying pretty close to the 10th here in DC as we worked our 2010 budget. My philosophy is when they're working on your budget you don't go far from home because others will work it for you if you're not there and so with that said I found the process and I know there's been some things written about it but I found the process to be very fair very open very high level of professional discussions that allowed us to address the very substantive things that one would expect the department and leaders of the services to be engaged in. I can't say enough about the leadership the involvement and support of Secretary Gates. The time that he spent in the budget discussions and the lead up to the budget discussions and availing himself to those of us who were involved in those discussions. To me as has been said from my touch and goes in Washington I found his involvement in this leadership to be extraordinary in that regard. We made some decisions based on capabilities that I think as a person who comes from the fleet were exactly the way that we needed to come out the problem and I would say that what we did reaffirms the direction that I had set for the Navy when I came in to this office but now we're at a time where I believe it is very important that we meet these important decisions and challenges head on. What we have been able to do in the Navy over the last year and a half I think is fundamentally set the course for our future. Shortly after coming in and with Secretary Don Winter made the decision to terminate two ships. The combat ships three and four because in my judgment the costs of those ships were out of control and if we did not get those costs under control I was concerned for the future of that class which I consider to be extraordinarily important to the future of the Navy and the nation and that I predict when it is all said and done they will be the workhorses of the fleet and the LCS will have a thousand fathers and so we did that and we now have a third LCS under contract. The first one is in commission and operating and I would encourage any of you who would like to see it to head down to Alexandria next week where freedom will be moored as part of our Sierra Space Symposium. Steve Petropoli here will gladly arrange for any free passes to anyone who wants to go. We then moved on and made the push to truncate the DDG-1000 a ship that has been in development since the early 90s. A program that I would add is extraordinarily well managed it contains some incredible technology that will be important to the fleet but as I looked at the DDG-1000 its combat capabilities were not what we need today and not what I envision us needing in the future and we made the move to restart the DDG-51 line because it is in the area of air and missile defense integrated air and missile defense and Blue Water ASW that I am most impressed with regard to providing those capabilities to our Navy component commanders into the combat. We've also canceled some programs because they were non-performing the multi-role underwater unmanned vehicle canceled that and then a weapons program harpoon free that was not performing and we canceled that. So my point in all of these is there has to be some tough decisions that are made and it is based on what combat capability we need and the performance of the program and that's where we're headed. But we've also done some other things to address the needs of the Navy of the future. We have stood up in a regular warfare office it had existed down at a lower echelon within the Navy that was working for me while I was the commander of Fleet Forces Command when I became CNO I brought that organization up into my staff and the Pentagon where we are better able to move money and capitalize on ideas that we believe are helpful to the warfighter and I would add that an example of this is those of you who watched the rescue of the captain of the Mayor's Calabama there was an unmanned vehicle flying off of one of our guided missile destroyers. That is not a program of record to be on that ship but through the work of the IW office we were able to have that unmanned vehicle on board providing the ISR that I believe was critical and what the IW office allows me to do is to see those capabilities and move them quickly out. Sometimes the introduction of them is what I call a photo finish and sometimes they don't deliver the full capability that we envision but if we always go for the perfect we throw a lot of good out in the process I don't think that's the way that we have to move forward with the Navy. I also had the opportunity to elevate the Director of Naval Intelligence to a three-star position and that has significantly changed and put the Navy's intel structure back into the game in a big way and the officer that's filling that position, Vice Admiral Jack Dorsett is best in the business in my book and he has really set us on a good vector as it applies to intelligence in the world that we live in today. Through his leadership we stood up the National Maritime Intelligence Center out of Suitman, Maryland. We've also created four other intelligence centers, the Nimitz Operational Intelligence Center which aligns our global network operation centers and provides intelligence to them, the Farragut Technical Analysis Center which is focused on scientific technological research development and proliferation of foreign technologies. The Kennedy Irregular Warfare Center which supports our special warfare in our Expedition to Combat Command and the Hopper Information Services Center which provides the mission-related information technology and all that has been done in about one year's time and Navy Intelligence is on the move once again. The other thing that I've been doing is spending a fair amount of time focused on our industrial base. There are some who would say that it's not the job of a CNO to worry about the industrial base. I worry about the industrial base. It drives decisions in its health and its viability is important to the United States Navy, particularly in the area of shipbuilding where the United States Navy is the source of work for the shipbuilding industry. And we've also worked very hard in this past year to take a look at our budget and move what had been a reliance on supplemental budgets and get that into our base budgets so that we have a good understanding of what it takes to run the Navy and as supplementals wax and wane to minimize the effects on that. For example, we took our Expeditionary Combat Command and now we have that in the base budget. It had been running purely on supplementals which was not a good place for that organization to be and particularly for the capabilities that we were pushing forward into the fight. I believe that the QDR is going to allow us to continue to examine the investments that we've made, the programs that we have and the structures that we use to keep all of that working the way that it needs to. I am a great proponent of QDR and I know Michelle Flournoy was here before yesterday to talk about her approach and the way that she sees it. I have my QDR rep, Brema Bill Burke, who has been given the task of orchestrating the Navy's QDR activities and he may agree with what Tony Cordesman said a few weeks ago that if God really hates you he'll assign you to the QDR. Bill, don't read anything into that at all. But I really do believe that QDR is a good way for us to get the issues on the table. I talked about some of the directions that we have started to move to the Navy, the 10 budget is the start of that and I'm pleased with how we as a Navy are standing at the end of that. But QDR is going to be extraordinarily important to us. As far as how I'm looking at the QDR, to me it's all about the type of capabilities that we want to put out in the world in which we live and in which our successors in the Navy will live and my belief is that we're going to continue to see a world that is extremely interconnected but that interconnectedness is very fragile and it is easily disrupted in our disorderly world that we are living in. I am not an alarmist but I do believe that the disorder that we see is going to continue for some time. I believe that the economic situation that the world finds itself in is going to exacerbate some of that disorder and it will take place in places that that Navy's operating. The case in point, one example, are the teenage pirates that pirated the Maristak Alabama. I think you're going to continue to see activities like that increases in transnational criminal activity, whether it's the trafficking and drugs and the people or weapons. We are also going to face threats that I think are going to span a whole spectrum of conflict and our ability as a Navy to operate in that spectrum will be one that will dominate the approach that we take to QDR. The word de jure, hybrid warfare, is something that a lot of folks talk about but I would submit that the United States Navy has been involved in hybrid warfare for a couple of centuries. It's kind of ironic that as we chase pirates off the coast of Africa, one has to be reminded that we began chasing pirates off the coast of Africa. So we've kind of gone full circle. The decisions that I've made are based also upon the proliferation of weapons that are taking place. Those are fairly sophisticated in the form of ballistic missiles. If you look at going back to the beginning of the 90s, about every third year, another country develops a ballistic missile capability. So we're seeing that grow. We're seeing the capabilities grow. We're seeing anti-ship cruise missiles for a liberator land. April of 2006 was an important month because that was when a terrorist group has fired a fairly sophisticated cruise missile that an Israeli ship and almost sank it. And that changes the calculus as you operate in and around the coral areas. And that proliferation in my mind is not going to stop. So I don't think that it's going to be easy to classify warfare as a low end or high end anymore. It's going to be a spectrum and the challenge that we have is how do we take what we buy as a Navy and how do we train our people, our sailors, to operate across the broadest band of that range of conflict. And that is what I look forward to doing in QDR. There are going to be some new areas where it will be required for us as a Navy and clearly as a military to spend a bit more time on the littoral areas, I believe are going to become increasingly important. We currently have about 70% of the world's population that lives within about 100, 200 mile band of the coast around the world. So you have this compression of population down into the littoral. And oftentimes when people talk about the Navy, the littoral seems to be from the shoreline out. I consider the littoral to be the shoreline out and the shoreline in anywhere where we can have the reach. And of course, our reach is becoming greater and greater. The world of cyber is going to dominate thinking and investment in a significant way over the next few years. Cyber, as many folks would look at it, if you look at it with its PowerPoint slides that have the lightning bolts going up to the satellites and running around on earth, that's not cyberspace. Cyberspace is on the bottom of the ocean because 95% of what moves in cyberspace moves on cables that rest on the bottom of the ocean. That's the maritime domain. That's the main in the United States Navy. And the entire undersea area for resources, I believe the resource competition in the future will also drive what we do and where we do it. I believe that our involvement globally has to continue. And the reason for that is our global interest will not wane. And if we have global interests, therefore, we must be a global native. And the nation must have the global reach that's required to influence events and provide for the commander in chief options from which he has a basis to move. The maritime strategy that we issued right about 20 months ago still guides what we do in the Navy. That strategy highlighted six capabilities that will remain in the four for me. And it's in those six capabilities that as I look at a program or policy or some approach that we're taking, if it doesn't support as many of those capabilities as it possibly can, then I begin to ask questions about are we on the right path? The capabilities are to remain a forward Navy, remain a deterrent force for the nation to be able to provide power projection that power projection can come off of our aircraft carriers off of our submarines and surface combatants. But it also can come out of our amphibious ships in the form of the United States Marines to be able to provide humanitarian assistance in disaster response and humanitarian assistance is a can be proactive as well as reactive and then provide for maritime security. Foundation for maritime security will be maritime domain where it's knowing what's moving on under and above the ocean. How do we as decision makers have a view of that? How are we better able to make decisions? The force that we have and the force that has those capabilities, I believe can assure our friends and partners and allies and it can also deter those who wish us harm. And the Navy will also be the force that can be present that can influence events that can provide options that does not infringe on anyone's sovereignty because we continue with our Marine partners to reside offshore because I believe in the future, sensitivities of sovereignty are going to become more acute as we move into that future and the smaller the footprint, the better it is. And as we talk about being able to influence events, I think it's important to think about what it is that you need. And there can be a tendency as we talk about security cooperation, the strategies of engagement, that the way to do it is to be small, cheap and benign. And I'm not sure that that is always the right path. There are some who say that in order to influence events, for example, in the Gulf of Guinea, if we had some small patrol boats, we could take some of the sailors from the coastal navies and teach them how to do fisheries patrol. I offer an alternative solution, which is what we're doing today off the coast of Africa with the USS Nashville, one of our oldest LPDs or landing ships that we have normally would be carrying Marines. In this instance, we have an international group of militaries on board. We have non governmental organizations on board. And what we are able to do is is to be able to show those small navies how to patrol fisheries areas or wherever it may be. We're able to bring their boats into the well deck of that ship and teach them how to maintain the boats, how to repair those boats. And because we're operating with an international staff of African naval officers and military officers, we are engaging at a level of leadership within those militaries that is pretty powerful when you get right down to it. It was my pleasure to visit Nashville right before she sailed from Norfolk. And this year, when we did after the partnership, we brought the staff over for the staff in the United States. When I said my farewells to ship as it was about ready to depart, I was looking out not on a group of US sailors and officers, but on an international group, primarily African babies who were on the ship would make the transit would do the planning for the mission and would also carry out that mission. And I think that's the way that we have to go forward. In order to maintain that presence, capacity is important. How much do you have to maintain the presence and capacity is what we must have. It has to have relative capabilities, relevant capabilities, but also sometimes you shape with power, and therefore, combat power is key to that. And as we all know, one ship can only be in one place. So capacity matters. Right now, we're the smallest Navy that we have been since 1916. You have to go back to that time to find the Navy as small as the one that we currently have. That is sitting at 283 ships right now. I believe that the little combat ship the joint high speed vessel are the real number of drivers as we move into the future. And in addition to their capabilities, that capacity is important to me. The centerpiece of the fleet, a lot of folks will look at us and see it as our aircraft carriers. They still are very relevant to the types of missions that we do. In the early days of operation and during freedom, 80% of the strike missions came off of US aircraft carriers. We are currently in the major combat phase of operation Iraqi freedom, providing about 65% of the fixed wing. And right now we're providing about half of all the fixed wing operations there. Our strike fighter capacity is something that I look at very carefully and monitor carefully. And what will be a topic of discussion during the QDR with the need for us to make a decision on how we avoid a shortfall that begins in 2012 and peaks in 2017 that we await the arrival of the joint strike fighter. Some of the options there are to extend the current hornet fleet. But also to consider whether or not super hornets figure into that solution as well. QDR will also cause us to take a look at amphibious shipping. And as I have mentioned, it's not only important for our power projection missions and for the role of the United States Marine Corps. But as I mentioned, the Nashville, the LPD is an amphibious ship performing a rather non traditional role for our Navy. Flexibility is going to be important. How do you get the that which you buy to span the most of the spectrum of operations? And I highlight the role of the guided missile destroyers that we currently have in service. Bainbridge was the ship from which the rescue of Captain Phillips was staged. I was in the fall that was the first ship DDG that sailed into Georgia after the Russian invasion. And it was the stetum, the Shiloh, the Curtis Wilbur, and Fitzgerald that tracked North Korean Tecodon missile when it was fired just a couple of weeks ago. People, all of the stuff that we have is really irrelevant. And it really gets down to people. And the manpower that we have in the Navy, our sailors today are absolutely extraordinary. They're performing missions that we never thought they would do over Christmas holidays, standing on a mountaintop rather cold mountaintop in Afghanistan, talking to a provincial reconstruction team leader, who was a nuclear submarine commander, leading a group of 80 people doing some incredible work. But we also are seeing recruiting and retention and numbers that we have not seen before. Thanks to the economy, that's the positive side of it. But it's also causing some pretty significant pressures on the budget is we have to make payroll as any company has to make payroll. But we have the best Navy today, in which I have ever served. And I couldn't be more proud of what our people are doing, and the way that our family support us in that work. So I think that we do have some great opportunities ahead in the QDR. It will give us a chance to address some of these fundamental issues about the type of military that the nation needs, the type of Navy that the nation needs. It gives us, I think, a unique opportunity to have discussions. And I look forward to that. And as I tell my leadership, now is the best time to lead in the United States Navy. It's always easy to lead with the man is falling from heaven. But now is when it matters. And now is when we have to make the best decisions for the Navy and for the nation. And contrary to what Tony court has said, I don't think God hates me. I'm really ready to dig into the QDR. So I'll take any questions you may have. Thank you, sir. Before we before we open for questions, I do want to take the opportunity to acknowledge the gratitude of CSIS for the underwriter of this military strategy for men, in fact, for all of the series of military strategy for that is Rolls Royce North America. I focus a little bit on our nonpartisan aspect early on. We are also, of course, nonprofit. And so we do rely upon the kindness of our friends in order to continue to function. So it's important for us to thank Steve Plummer and Rolls Royce North America for their support. Here's how we're going to do the questions. You will raise your hand if you have a question you want to ask, I will call on you you will wait for the microphone, you will actually use the microphone to speak your question into it. We're going to take two or three questions together. And then we'll throw them to the CNO for answering and then we'll look for some more folks to call on. The host will take the prerogative not of the first question, but instead for the last question. So that way I'll get to ask the one that nobody else asks as we go along. So raise your hand if you've got interest to wait for the mic. Let's start at the table over here and we'll take both of those together. And here comes the microphone. Go Court. Good plan. Yeah, I also should say identify yourself. Thanks. CSC. How do you see the future of it in the Navy? Eric McVaden, the Institute for Foreign Policy Analysis. Admiral, you said it was your fourth time with Admiral Wusheng Li and Qingdao. I wonder how you would characterize the trend that we have with the PLA Navy. Are we trending more toward things like the Gulf of Aden and the Global Maritime Partnership and so forth? Are we concentrating on any access and how should we be going? Right. Thanks. Two very related questions and I'll take them in that way. With with regard to IT in the Navy, I believe that we in the Navy have held a say leadership or a significant role in information technology. We like the Air Force tend to be a service that relies extraordinarily heavy heavily on that. I also would say that that it is the Navy that has a significant part of the educational process for IT and I'm kind of lumping all of cyber into that. The challenges that I think we face are on the manpower side, the manning models that often are put up are more resemble more the way that we approach more traditional operations in joint task force type structures and we're going after a particular objective. And my concern with regard to the IT manning models, the cyber manning models of the future is that they're unsustainable. Manpower is something that is going to be very critical. The costs as I alluded to are significant. And the type of individual that's going to be involved in that type of work is going to be rare. And it's going to be a very competitive environment. Because in the case of IT and cyber, it's not a military thing. I have been struck by the fact that I can open up the Washington Post, and I don't see a lot of ads for Hornet pilots. But I see a lot of ads for system administrators and people who really understand that business. So I think it's going to become pretty competitive for us. But we've got to get the manning model right in that regard. With regard to the PLA Navy, I believe that the relationship that we have with the PLA and the PLA Navy is going to be one that doesn't quite fit in either mold, I would like the future to be one of the type of cooperative activities we have going on in Gulf of Aden. And those operations are going very well. And the exchange of information that takes place between our ships and theirs and the command structure, I think has gone extremely well. The challenges that we will face as we continue to operate in their EEZ, as I mentioned to Admiral Wu, he and I disagree on the interpretation of the law as it applies. But that we have to agree on is the way that the behavior goes. And there can be nothing that puts at risk our ships and especially our people. Admiral, I'm Mitzi Worth. I'm Mitzi Hardian. I'm from Sabrowski Institute at the Naval Postgraduate School. Among the key issues for the president are both energy and climate. How does that fit into the Navy's QDR? That's David. Sir Vagamoranian from Defense News. We've seen a series of accidents and there are a couple of in serve reports that have had some troubling trends highlighted in them in terms of even the surface forces ability by major space fire. How much of this do you think is some of the innovative ideas that have been put in play, whether it's ratings consolidation, whether it's training at the school house, too much time on simulators. And whether there's a wider fleet wide problem that's going to take a lot of money to be able to solve and a lot of time to yield the balance of my time. David's from Davidson Consulting Services. Michelle Flournay talked to us the other day and she talked, said that we can't do it alone. And what I wanted to see is what's the Navy doing in the QDR to talk about building a partnership capacity among our coalition partners. Okay, great. Thank you. On energy and climate. About nine months ago, we put together an energy task force. It's always easy to say I've got a task force so there I'm handling the problem. But I would submit to you that we're doing things a little bit differently, because not only are we looking at current energy demands, but future energy demands. When I look at the energy reserves that will be available, and even though the Navy and the Department of Defense is a flip on the national energy consumption, it's still important that we get our arms around that. So we're looking at current and future. And this gets into the idea of total ownership costs. So when someone comes in to talk to me about a particular program, they better be ready to talk about manpower. And they better be ready to talk about total ownership costs. Otherwise, it's gonna be a real short conversation. And the other aspect is we're looking at our shore side, which quite frankly, we've had a lot more activity with regard to innovative energy ideas, the shore, than we have had at sea. But I now have NAVSEE involved in this task force as well. And we're going after some opportunities that we believe are on the afloat side. And if you can get five or 10% per ship, that begins to start to add up. So we're doing that with regard to the ability of us to maintain and man and support our ships. I know that there's a current insert report is on its way up to me. The don't like to see any degradations. But what we are seeing is about a historical norm over time. As I move around, I see ships that are very capable of performing their missions. One of the things that we did a few years ago is we remove the engineering process from our surface ship life cycle management. We have a great process for submarine, we have a great process for aircraft carriers. But because of some other oversight things we were doing, we thought we could remove the engineering oversight from that. That was a mistake. We now have reinstituted a life cycle engineering process. We have taken people out of the NAVSEE structure to begin to get ourselves back into an engineered cycle for our surface ships, which we need to do because we have to make sure we're performing the right maintenance. But I also believe we have to make sure that we're not performing maintenance that period. This is that we don't have to apply those months elsewhere. So that's what we're doing there. With regard to the cooperative efforts that we had, the strategy that we issued is actually called a cooperative strategy for 21st century sea power. And from that, we have seen the growth in coalition activity, and in the way that we are working with regional navies around the world. If you would have told me that the countries that are represented in the Gulf of Aden would be assembled and working as effectively as they are. Four or five years ago, I would have said, I don't know what part of the world you're talking about. But we do have a very good cooperative effort working there. And fast, our counterparty task force is about ready to be taken over by a Turk, which I'm very comfortable with that. The Africa partnership station is in the other example. The comfort possible ship is now sailing down into Central and South America. Pacific partnership is going into the South Pacific and Oceania. The regional ties that we're making are significant. The last international sea power symposium in Newport two years ago had 98 countries represented. And we'll be hosting the next international sea power symposium this October 639. So the fact that I'm traveling around and visiting the places that I visit is great. But I will tell you it is for the main purpose of building those partnerships and trying to come together with a common view. And I think the Gulf of Aden is a great example of how that can work. Let's move to the rear of the room. We've got one question here, a second question here. And I'll let the third question be back against the wall there. Admiral JJ Gertler, AIA and senior associate CSIS. It's been good to see you again, sir. You spoke of the importance of hybrid warfare in the QDR and in defining the Navy's future. How is the Navy thinking about hybrid warfare in the blue water? Yeah, the I think that the the nature of warfare, I'm sorry, we're going to take a couple more. I'll keep going here. I like the clusters. John Donnelly with Congressional Quarterly, you expressed concern about the industrial base, besides wanting it to be healthy. Is there anything in particular that you are keeping an eye on or need to manage with particular care? Thomas Bees, Captain German Navy. What is the US Navy's reaction in regard to the melting Arctic and the new ways you can ship around there? Great. With regard to hybrid warfare in the blue water, I think that at the present time, there are not that many nations, navies that operate in the blue. Clearly, we are the dominant Navy in the blue water. There is no question China has an ambition to move out there. And Russia is a blue water Navy that is episodically venturing back out into that again. But I do believe that the things that I'm looking at with regard to the blue water and particularly some of the undersea resources and communication issues, I think that's a place that is absolutely right for unmanned systems. I will make an editorial about my view on unmanned systems. There's no such thing as an unmanned system. There may be a pilotless airplane, there may be an uncrewed submersible, but they all have manpower associated with them. And if we don't take that dimension into account, as we envision the future, we will generate an unsustainable bill. You can tell I've been in Washington for as long as I have, I talk about money a lot. And, and, but I think that's an area that we really need to play into. With regard to the industrial base, there's no question about my main focus there really is shipbuilding shipbuilding industrial base. airplanes, another one that's important, please to see that we flew our first P eight the replacement to the P three last week. And a significant milestone for us. But looking at the base that we have that manufactures are our airplanes is also key. I would also say that when it comes to our industrial base, in particularly as it applies to shipbuilding, there's a phrase often heard that shipbuilding is broken. I don't believe that at all. You don't have a broken shipbuilding industry and build Virginia class submarines, or Nimitz class aircraft carriers, or Arleigh Burke destroys. If it's broken, you can't build that. There's no question. There are some things that we have to do with the industrial base. And I believe given the fragility of the base and the fact that the Navy is really the game in town, it will be important that we work with that base early on with the leadership of those industries and have a common view of what it is that we need and where we're going, as opposed to waiting to the end game and then slogging it out. So I think we have to have a different approach with regard to the Arctic. We are looking at that. I would submit that there are some who envision transportation routes that are running up through there. I do not believe that that will take place in the near term. To be sure the ice pack does retreat. We're seeing a diminishment of the old ice. But as far as transportation goes, I think you will still have impediments to transport because of large pieces of ice that will still be floating up there. I think the first press into the Arctic is going to be in the area of resources. And the claims that countries will be staking out for that. And for that reason, that's why I believe it's important for the United States to see the UN Convention of Law to see. I believe that having a seat at the table is very important. That's still one question here. And a question here will do those two. And then I'll reserve the final question. I'm running out of a lot of pressure with the Congress and others. You mentioned some of the things, the decisions that Secretary Gates made on procurement, some of your ship programs. Some of them you agreed with the amphibious ships, the LHA and the mobile landing platform, or have impact on your future, your sea basin concept.  Yes, I'm Steve Benson from Census Corporation and a fellow at CSIS. The Army just put out its first EW manual in decade. We intend to operate more often closer to the shore with higher capacity of vessels in the future. What are we doing about EW in these complex environments? If you could address that, please. With regard to amphibious shipping, and the fact that we're going to be bringing it up in the QDR, I'm not alarmed or I wouldn't begin to predict that we'll lose those ships. That said, I believe it will be important to have a good discussion about what the structure should be, and the role particularly of the MPFF or the Neurotime Pre-Position Force in the future. I look forward to that. The fact of the matter is that right now we have ships booked in our amphibious building yards. To have added another ship in that category, it would have been a book ship. I'm comfortable with where we are, and I look forward to the discussions. With regard to electronic warfare, I'm pleased that the Navy has been able to play the role that it has ashore in Iraq and Afghanistan. We have several hundred of our electronic warfare experts that are part of our 14,000 sailors on the ground in the Middle East. In fact, I have more sailors serving in Iraq and Afghanistan than I have on ships at sea, and I have 10,000 at sea right now in the Middle East. But our EW people have made a significant contribution. I see some other uniforms here, and if you ever want to talk to somebody who in my mind has made a huge contribution to that, you need to look no further than the gentleman in khakis right behind you. Dave Woods, who led our effort over there, and really brought some structure and capability and capacity to a mission that was absolutely key. EW is part of who we are. We operate in an electronic environment. We live in that environment, and therefore, we have a sense about it, and we have maintained that capability. We are very mindful that in future conflicts, controlling that spectrum is going to be important. Being able to ensure that we can operate in the spectrum where we want to be and denying adversaries and operate, the ability to operate in that spectrum is going to be key. That's what we've been doing for years. We're going to continue to do it. It becomes more complex as time goes on, but that's why we have the pros like Dave back there. Well, let me ask the final question and we'll let you get back to your other matters, but I'll make up for it by having to be a two-part question. Great. Secretary Gates talks about rebalancing, and he divides the budget into three categories. He says about 50% is dedicated to the conventional and strategic aspects of what some call the old way of doing war. 10% is on the new irregular warfare, and 40% is what he calls both. The two parts of my questions, number one is, how do you think Secretary Gates sees the Navy in terms of those three categories? And where do you see the Navy headed as a result of the budget in those three categories? I won't answer on behalf of Secretary Gates. I'll let him form his own opinion on that. I do believe that we as a Navy, because of the capabilities that we have, that are in our special operations force, our SEALs, Naval Expeditionary Combat Command, the growth that we have put into explosive ordnance disposal, I believe that we are moving the Navy, particularly with NECC, getting that into the base budget. I think we're making the appropriate moves there. We did our first force structure analysis on NECC since we stood it up about four years ago. And that has been a helpful exercise for us. We clearly have a niche at one end of the spectrum of conflict, which is with our strategic force. And our ballistic submarine force, to me, is the significant component of our deterrent. So I think that we have that part of the high end. I would also submit that the ability for us to flex our capability, you know, for example, a Hornet is a great fighter. It really is an extraordinary fighter. Yet it is, as I said, flying about half of the fixed wing missions in the Middle East today, we've been able to adapt that airplane into an electronic warfare version. And when you go into Iraq or Afghanistan, and you see the work that what someone would say is a very high end type of airplane that would be used in strike, whether it's at sea or shore. It's those young men and women flying those airplanes that are saving lives by defeating IEDs. And also the term I use hurting insurgents within the electromagnetic spectrum, but where we want them or don't want them. I think that's a pretty good mix of capability. I cited the role that our guided missile destroyers have played from counter piracy, delivering humanitarian assistance to tracking objects in space. That's a pretty good spread on the spectrum as well. Our submarine force, which is the most incredible weapon that we have in our arsenal is the Pacific Fleet Commander. As I said, it was the most important arrow in the quiver. I refer to it as if you're playing chess, the nuclear submarine is the invisible queen, tremendous power that you can put wherever you want it, wherever you need it to do whatever you need it to do. It also has functions beyond simply war fighting. And they're worth their weight in gold. So I believe that we're spreading ourselves. Nicely, we have to continue to take a harder look at some of the capabilities that can be put into play in the IW area. And, and so that's the reason why we're why I brought the IW piece up into my staff. And I refuse any attempts to make it part of the normal bureaucratic process because I'm afraid it will get buried in the inertia of the way we normally go about doing business. So, you know, we, we have a force that I believe is spread well. Is it optimized? That is something that I really look forward to QDR to be able to dig into. I have, in my opinion, a great leadership team on my staff. We spend a lot of time getting out of our portfolios and talking about things that matter to the Navy and the nation. And when we go into those sessions, I make everybody check their portfolio at the door. And we're there as senior leaders in the United States Navy, trying to come to the best decisions for the day and tomorrow that we possibly can. So thank you.


This is Peter Pan from .cloud. Today, we will together catch, unlock, and master the resource speaker either. May I introduce my cost speaker? In Chinese religion, his dragon's fifth son, his lamb is taught here. He's very greedy. He will eat whatever he can see and he can touch. It's just like a container, which is too much resource and exhaust the whole system. How could it happen? In our mind, the war between the container are well-protected, well-isolated, with the protection of the land space, sea groups, and those mechanisms. But actually, there is still climbing in the war. So the part will share some specific resource with the containers on the same host and compete with each other. This is where the monster can break out. All right, now I take the site descriptor as an example. Sometimes, you can see error. Too many open files in the system. Maybe in the port of the web server or DB. So below it shows the story. The small white dots represent the file can be opened on the system. The maximum value is defined by a kernel parameter, the fsmax. All right, so a port, the yellow pigment. The yellow part will open many files. And the open files reach the limit. So the other part, the green pigment, has to quiet because it sees too many open files. Okay, what a pity. So besides the FD, there are some other stuff sharing among ports, like the PID, the FS notify, the CPU time slide, and for the network area, the connection track, the RP table, and DNS request. So time is short. You can refer to my uploaded first slide deck for more detail and for each of them. And as well as the thread source code. All right, now come back. How to fix it? Could we just increase? That makes my value of the kernel parameter. Not actually, it's a double each swore. So here are some tips. Okay, for the maximum value on a host, just leave it alone. Unless some operating system put it in a safe, a very small value. And the second, for each port, we can configure its default value by the container D or Kubernetes configurations. Next one, if you remember, the 110 makes part in the same node in a node. So if you take this into consideration, the port value should be more conservative. Tips number four, if a port, they require large kernel parameters, he or she will take the reason possibility to do it in its part, either by the container or do it in a YAML. If you forget all about, you still have the last gatekeeper. The next one, Kubernetes can still do the system level reservation. And the Kubernetes will do the evasion with the under pressure. Okay, so next I will introduce some interesting things. We all know about the first part. Okay, but if they are all run on banks, it means that everyone hit the upper limit, what will happen? So it comes to memory, the performance will not even hung. So we recommend to use VPA to find a reasonable request value. Or for some old kernel, the OAM killing will be slow, so you should make it happen faster before too late. For GPU, VGPU can enable over commit, but be careful, when run on banks, the GPU memory will be swept to a slower host memory. Okay, oh, a Qcat. The black cat is hooking over the whole space. It's just like IO bandwidth contention. So for the disk, when the disk bandwidth running out, best things will happen, right? Like a Kubernetes will be known ready. Thanks to Kubernetes 1.29, introduce the volume of the middle class, so it can name it the PVC, IOPS and throughput. For network, the AI training, the network will be a burst to exchanging some gradients. And the neighborhood work load, the latency will be impeded. So we can leverage the CNI traffic shaping to relieve it. All right, DNS, if a port requests too many DNS requests, it will become a DDoS to call DNS, it will be crash or OAM. So the solution, either to use the local DNS as the low-level caching, or use the Istio sidecar as the port-level caching. All right, sorry, here's some ways to tune the color parameters in different level. Port to do system control in its YAML using the security contacts. Second, do the hosted-level system control by kubespray or kubespin during the provisioning. Or you can choose the operator to do it. All right, to fight with the monster, they are rotating up. The color parameter defines the system-level total, and the C group provides container-level isolation and limit for those shared resources. Then we can leverage the underlying power and configure the limit from the upper layer. Last, don't forget to monitor and alert before to lay. All right, thanks to all above, the monster has been sealed and becoming a good pet. So welcome to my first slides and a sample call for more detail. And this is the monster hunter from the cloud. Thank you.