Healthcare officials say at least four cases of salmonella infections in Minnesota and Wisconsin are linked to chicken distributed at Ruby's Pantry pop-up locations. The Minnesota Department of Health said Friday that one case is in Minnesota and three are in Wisconsin. All four patients receive frozen breaded chicken products at a Ruby's Pantry pop-up location. Officials say a raw breaded chicken product that may look fully cooked was distributed without cooking instructions or labels saying the product was raw. Ruby's Pantry founder and CEO Lynn Sar says the raw product came from a supplier that normally provides cooked chicken. Anyone who received an unlabeled chicken product from a Ruby's Pantry location should either discard it or cook it to an internal temperature of 165 degrees Fahrenheit. If you enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland PBS.


You've got to remember like why we're going to this in the first place, just to get it quick. That's awesome. But like, you've evolved beyond this, to actually want to provide value. What's up guys and welcome to this video and this I think is going to be a really informative video that you're going to want to watch because we're going to talk about the big reason why 99% of people fail at business or entrepreneurship. So whether or not you believe it, 99% of people watching this video will fail at entrepreneurship. Everyone gets into entrepreneurship and they believe that they're going to be the next big thing, like I'm going to prove everyone wrong. I'm going to be a massive successful millionaire entrepreneur. I'm going to be the next Tai Lopez, the next Grant Cardone and I'm going to make millions. I'm going to prove everyone wrong. I'm going to become super successful. Everyone thinks that going into it. Me as well, like I genuinely do believe those things about myself. I think that I'm like everyone else. So everyone thinks that, but the truth is 99% of people will never actually achieve this. Only 1% of people will reach that status of super successful business 99,9% 99% 1 in a 100 getting to like millionaires status is is 90 that's one in a thousand probably. Okay, and like I generally believe I will get there. You're watching you're certainly like they're not talking about me. I'm the 1%. Good. And that's just the way the human brain works. So if you believe that, that's good. But the truth is 99.9% of people will fail and there's a few big reasons why, but what we believe to be the core foundation of it is because people want to get rich quick. And when you want to get rich quick, you're missing the number one component in business. Like a lot of the stuff we're gonna talk about is just business foundational stuff that you need to be aware of. And that is providing value. People want to and think they can get rich quick, become super successful, become Tai Lopez here in my garage, all these people without actually providing value.  Now the intro of this video where we quoted Ollie, we were out to lunch with Ollie, we were catching up, we were just having a conversation, just talking. That wasn't planned out. When we look back at the conversation, you're like, that's actually really valuable. They was just filming it and made the sick edit out of it. I was like, oh, nice. Let's make a video. Let's talk about what he said right there. That is true. What he said is 100% true and it applies to us that the reason we first got into entrepreneurship was to get rich quick. I can speak for myself. That's why everyone gets into us. That's why everyone gets into any online business model. And over time you learn that that's not how it works. But at first, that's why we get into this. Everyone gets into entrepreneurship because they think it's the easier route to riches. So for me, I of course wanted to make a shitload of money and I couldn't do that having a job. So how else than to be an entrepreneur? Funny enough, I remember the beginning of getting into publishing because that was the first business I got into back in 2016. I learned a bit about it. I was about to start a publishing business and just from everything I'd heard, I was like, I knew this was gonna become super accessible and I was gonna make a lot of money. I see you not. I remember just driving in my car, imagining driving my own Audi with a Rolex on my wrist and I couldn't sleep at night because I was so excited to get started on my publishing business because I thought I was gonna get as quick with this thing. Look, naturally when you first get started, you expect explosive results. No, we want to make the most money, of course. And with that, we obviously want it as fast as possible. That's where the givers quick comes in. Naturally, you don't know much. That's what you want. So that's what you're gonna go out and look for. We look for business opportunities. So that's why people go towards dropshipping. Amazon FBA, they see these big flashy numbers. They say people saying, oh, I made this much money. Publishing as well. Publishing as well. And when you first get into it, you're doing just to make money. Yeah, the moves you're making are to make money next month. You're not trying to provide real value so you can make a lot of money to use five, 10 years from now. You want to be able to make full-time income so you can quit your job as fast as possible. And you think it's gonna work and it's gonna be that way. And in some cases, it is. But when you approach a business like that with a givers quick mindset, it's always short-lived and it's only for the short-term because you cannot have a long-term, sustainable business with that mindset when your number one focus is not providing value. That honestly needs to be the number one focus of your business, whatever business it is. And that is only something you learn after being in this for at least a year or two.  It doesn't work. It can work in the beginning. It does work in the beginning. Exactly, you can get rich quick. You can get to like six figures and dropshipping, FBA publishing in 12 months. That's get rich quick, but it will die off because of the nature of how you've got rich quick. You're not gonna be there in five years. No. And that's something we're learning a lot in our own business. Our number one focus, and I think this is something that other people in the publishing space don't have and they don't live this way. Yeah. No one talks about it. And that is providing the most value I possibly can to your customers and your readers. People don't care about that in publishing. Right, so let's first- They care about their royalties. I mean, let's talk from our perspective with the course that we're creating now. Yeah. So high 2.0. First thing I wanna say is like, like I was saying, this is only something you really learn and become conscious of after years of experience in it. And going through trial and error and making mistakes and failing and just having been through a lot. So it's only something that we first realized within the past five months, six months. Yeah, five, six months. Now we know. So now every move we make is based on providing the most value to who we deem to be our customers. So that's why the YouTube videos has taken a massive jump up. They have hiring day and bumping up the production quality is all about providing more value to the viewers, customers, whatever you wanna call them. So right now at this moment, Chris and I, we're working harder than we ever have in our entire lives. Let me just quickly tell you what our day looks like. People have no idea. So I wake up at about 6.15, 6.30 we meet downstairs and seven o'clock we're at a cafe working right now. That's the new routine. Right now the courses we're working on every morning from seven to 12 o'clock. Every single day. At 12 o'clock we eat lunch, take about a one hour break. Then about two, three o'clock in the afternoon, we film YouTube videos. That's what we're doing right now. Yeah, let's see what time it is to see right now it's 3.44 so we're just, it's routine inception. What is it talking about? What are, we're doing it right now. This is just our daily routine. Then after this, when I film another video, and then we're gonna go to the gym, eat, go to bed and repeat. I'm working so hard right now making so many sacrifices yet. I'm making less money than I ever have. I'm not getting paid a penny for what I'm doing at the moment. But I'm working so hard. And this is what people can't do. They will start to put in the effort to provide value and build like a long-term business. But in the moment, they're not gonna make the money and that means they think it's not working. And they think it's not working, they're gonna stop. That's 99% of people. I mean, we've learned this maybe a year ago. I probably would have done the same thing. I'm like, what's going on? I'm not making money, I'm not getting paid. I'm providing value but nothing's happening. So without having that long-term mindset. But I just know that the work we're gonna put in now will pay off, boy it's gonna pay off soon. So we've made, we've both made a massive financial sacrifice these past few months. Like massive financial sacrifice. Like you said, income is as low as it's been in a long time. We're not promoting anything. We're not trying to make money right now. What we're doing right now is sitting in the background and producing the best product humanly possible that is going to provide the most value, humanly possible to people.  That was like three months ago. Look at me, that was me wanting to make a lot of money soon. Not realizing that that comes at a cost that you can't provide the value like that.  But what we learned was that- We started, we did start running ads. But we learned that after a while our core offer, our product that we're offering, the value was not good enough. It wasn't high enough, it was not valuable enough. This would only work for the short term. Maybe we can make those income goals that we had for like a few months, but it would die off because it was not good enough to sustain that level of success.  In the publishing space. In the course creating space or whatever else we move on to next. And if we had just pumped our previous 1.0 course out like to the masses like that, that would have heard a reputation in the long run.  And that's the reputation that I want to have. So we're actually taking on band testers for our new course that we're talking about right now, AA 2.0. So we've gotten some feedback. I just want to show you a few things that some people have said about it. It's not important at all. You can pause the video read if you want just to give you an idea. Made a massive financial sacrifice to take a step back and provide the most value possible because that is going to be the best for us and our business and all of our customers in the long run. This all boils back to the number one thing you need to focusing on in your business which is the best product and service humanly possible. And providing the most value. The best product and service like in the entire industry. So let's tie this a bit into like other business models that people are in. So with publishing an example of that is just publishing books, publishing a ton of books and not really caring too much about the quality of your books. Will you make a lot of money in the short term? Like can you scale to 10K a month in five months? Yes, you can. You can get rich quick and make a lot of money fast but that income will die off. It is not sustainable.   And the same applies to drop shipping. People can scale to like 100K in one month and sales in like 30 days but they'll only do it with like a Chinese product that has shipping times of 60 days. That only leads to like super pissed customers. So it'll work in the beginning but it'll die off. So for example, in drop shipping how you do build long-term sustainable income you can't get rich quick in the beginning and make 100K in sales in the first month. What you would do is you would build a foundation you would find the right supplier you would find the right marketing streams you would hire the right managers and people and you would set up the system that will work for providing the most value the best product, everything to the customers of your drop shipping store and doing that, you won't get rich quick. You won't be able to make 100K in the first month. It'll take a long time before you can scale but you build it and then that's gonna build a much bigger business that'll work for a long time because people are gonna be happy and you're not tricking people into buying your Chinese product that gets shipped like 90 days after they order it.  Yeah dude, it's like just spam now.  Same in courses. People are making training courses they can make 100K and they can make a million in a year with a shit training program. So the guide was quick that way.  So that's why we're doing what we're doing right now. So let's wrap this up with the grand thesis, right? And that is that I see almost no one is focused on providing the most value and having the most valuable book, course, product whatever. So what I want you to take from this video is to rise to every business. What I want you to take from this video is look at whatever it is you're selling and make sure that it is the best thing it possibly can be.  That's basically what it is.  And I'm very happy that we learn this lesson at this stage in our lives at a ripe age of just 23 we now know this going forward that that's the number one focus in everything. And AIA 2.0 will be the first taste of that. I wanna wrap it up by saying that AIA 2.0 will be the course to teach you how to build that long term, highly valuable publishing business. Exactly, so everything we just talked about will be applied to your publishing business that's all we talk about. And yeah, I'm just really happy about everything we're working on right now. So that wraps up this video with all that said comment, like, subscribe and we need to tell you guys the magic emoji of the event. Now I was thinking this, a lot of people watch our videos for the first time and they don't know what the magic emoji is.  I'm looking for ideas for the magic emoji. Why am I touching your hand? You're me. The magic emoji means that if you made it to this part of the video, drop the magic emoji and there's just some roses here. So it's the rose emoji. The rose emoji, okay. Comment it down below. It means you watch this video to the end. Drop a comment, tell us what you thought. Subscribe because we got some of the best publishing videos on YouTube. Not some of the best. We have the best. Like the video because you like the video. I hate doing these call to actions at the end. But like you gotta do a free training down below. Best publishing day on YouTube. All you do is provide good value. Okay, see you in the next video. I am your own and I'm done with me.


Live from Seattle, Washington. It's theCUBE, covering DockerCon 2016. Brought to you by Docker. Now, here are your hosts, John Furrier and Brian Gracely. Okay, welcome back, everyone. We are here live in Seattle, Washington for DockerCon 2016. It's a SiliconANGLE media flagship program. We go out to the events and inspect the signal from the noise. I'm John Furrier with my co-host, Brian Gracely. Our next guest is the CEO of Docker, Ben Golov. And I'm a CUBE alumni. Many times, welcome back. Thank you for having us this year again at DockerCon. Oh, my pleasure. It's great to have you here. More space this year. 4,000 plus people. Bigger convention, Moscone West next year. You went from the hotel to here. Yeah, so we outgrew the hotel and Moscone's clothes. So, you know, it's either here or Vegas and I spent too much time in the Sands Convention Center as it is. It's a nice place. Good place, great venue. Really impressive, the crowd size. Just go back three years ago. First DockerCon, 500 people. It was two years ago, actually. Two years ago it was 500 people. Last year it was 2,000, now 4,100. And you know, one, two KPIs, key performance indicators to me, I'll share with you, it was kind of a CUBE person goes all the events. One, the kind of attendance and booth profile. IBM, Docker, Cisco, Google, and then two, how many VCs I see in the hallways. Oh, okay. So that means you have commercialization at a tier one level in business. And then two, you have VCs and a lot of entrepreneurship. And that really kind of encapsulates the dynamic that you guys have right now, which is really impressive. And for the folks watching is that having that magic of entrepreneurial activity combined with the explosive commercialization on the business front, it's really lightning in a bottle. So I got to ask you, as someone who's the chief of the business, for Docker Inc, you have the Docker ecosystem, how do you balance that? Because that is really a tricky balancing act. Keep that fostering innovation and commercialization. Yeah, I mean, it is very tricky, right? And, you know, probably worth mentioning just some statistics since you mentioned the VCs. We understand there have now been over a hundred startups funded in the Docker ecosystem. And if you search on GitHub, you'll find 95,000 projects with Docker in the title. So clearly there's a lot of innovation that's happening in the small company level, a ton of innovation and partnership and co-op petition happening with the larger guys. You know, at some level, I think we just try and stay true to our roots and we say, listen, if we build amazing products that serve the needs of developers and serve the needs of operators, then we can democratize the use of containers and now democratize the use of orchestration and adopting the enterprise. A lot of great business will come our way and in the process, I think if we have a good platform, hopefully the ecosystem makes $10 for every dollar we've done and that's great. But you guys are taking the VMware Play, but we had Mariana Tressel on earlier. She shaped that program and it really needed help. She took it in the right direction. But the interesting thing about Docker is that VMware had a complete change over in the ecosystem at that time, which is why they had some challenges on how they managed and they found their groove swings. Docker doesn't have that problem. You have a huge winning formula on the DevOps now going mainstream, application developers using Docker. But now the challenge shifts over to IT operations, which is now becoming DevOpsized or becoming more ops dev. And so that's kind of like blocking and tackling enterprise stuff, compliance, security, identity. I mean, a lot of in between the toes details of stuff. Right, right, right. And so a lot of that we're trying to deal with, right? So we're trying to make Docker easy to deploy, but also easy to procure, easy to train, do a good job at change management, do a good job at understanding the fact that enterprises have a lot of different developers and a lot of different roles to play and a lot of different compliance issues. So some of the holes we fill ourselves, some of them get filled by our ecosystem. We have deep partnerships with systems integrators like Booz Allen and Accenture. We have deep partnerships with systems vendors like HP, deep partnership with Microsoft, relationships with all the cloud vendors, and of course a wide variety of different people doing everything from security to networking. Are you happy with the global SIs, global system integrators right now? You mentioned a few of them.  They're looking to really differentiate right now. And how do you view your relationship with them? Well, I think our interests are pretty well aligned, right? I mean, Docker enables organizations to transform themselves, but we do it in a pretty incremental way, right? You can start with a single data center, you can start with a single app, you can start with a single organization, but you know, if you're a global SI, you want to help people transform their business operations. You also want to help them move from one technology set to another technology set. And so as a result, it makes sense, right? They can get professional services revenue, we can sell Docker, and together it's a wonderful thing.  This year, you're talking about democratizing a bunch of things, right? Like you guys do tons of meetups.  And Greenland, yeah, yeah.  If you want to set up a meetup group, that's fine. How much do you get feedback from developers that say, you know, I feel more empowered, I feel more free to do things. I mean, like, what's the temperature of developers these days? I mean, it's amazing. This really has been a transformation for developers. I mean, if you think about it, you know, a few years ago, developers spent the bulk of their time not writing amazing code, not experimenting. Instead, they were worrying about dependency issues and, you know, why is it working on my laptop but not working in production? Or how am I going to get it to work in production? Or how am I going to scale? Or how do I deal with all these issues of distribution and production? And, you know, now they've been liberated. And not only been liberated in terms of what they write, but also been really empowered in the sense that they can be a lot more collaborative. And the way you tend to build an application with Docker is you sort of assemble it like you're building something out of Legos, right? So I can borrow a great fundamental building block that is built by my colleague in one area, another by getting off the shelf. And so as a result, we're hearing tons and tons of innovation. You know, I spoke this morning about the fact that this DockerCon was kind of different. Not only do we have people talking about things like doing protein folding to solve Parkinson's using Docker, but it's 13 year olds and 10 year olds who are doing it. It's absolutely amazing. And the cloud gives it that canvas, that tower base, the compute. So I got to ask you the business model question, being the chief executive officer. You got to look at the 20 mile steer. You got to look at the current execution that you got to figure out again, 3D chess, whatever metaphor you want to use. At some point, I'm sure, pretend I'm Jerry Chen. Ben, when do we do a business model? It's really good, man. I need some more heads. I'll be Jerry Chen. Ben, we need a business model. So I know this pressure, so I'm not going to say is there pressure? Of course there's pressure.  When do you guys really start getting down and dirty in the business model, or have you, or is it? Oh, we have, we have. I mean, so last year we were selling commercial support. In February, we launched Docker Data Center, which is our commercial management plane, which basically enables organizations who have lots of developers, creating lots of apps and lots of containers on lots of servers to manage that whole supply chain. And that's structured as a subscription that grows based on. A SaaS. Yeah. No, it's actually not SaaS. We have SaaS, but we also have behind the firewall. So if you're running Docker on hundreds of servers behind your firewall, or on hundreds of servers in the cloud, or some mix, we really don't care. We make the same amount of money regardless. But what we are seeing is that, we've now got over 150 customers for that. We've got 10,000 show customers for our cloud business. And the people that we sold two quarters ago have gone from having 40, 50 nodes to 100, in some cases a thousand. So we've gotten customers going from five figure annual deals to six figure annual deals and channels starting to push us. So the business model is there. It's growing. We still spend more money every month than we bring in. But the curves are- Well, you're funding for growth. But the curves are going in the right direction, right? So revenue's growing a lot faster than expenses. And we think we can cross, have those lines crossed well before we need to raise money again. So you think you'd be cashflow positive before the need to do a financing. So your fume data, as they say in VC land, is way out there. You're going to cross over. Okay, and any other on the horizon, business model opportunities. And this is a nice baseline, okay, great. Because you don't want to be mindful of being too dogmatic on the revenue model. Certainly, you got to get the cashflow positive. There's always another round of funding, technically, if you guys needed it. I'm sure they're not going to leave you hanging out there. But as the market changes, do you worry about the shifting sands of the competitive lands or the partner landscape or just the industry landscape?  And I try to find some healthy balance between something in between like Andy Grove and Howard Hughes in terms of my level of paranoia. But look, I think that we've set ourselves up with a fundamentally valuable service that will do well whether customers move to the cloud, whether they stay on-premise, whether they're hybrid. We will do well whether they migrate quickly from more legacy apps to next generation apps, whether they stay with legacy apps. We'll do well with big data. We will do well with the move to prices. First of all, we're big fans. So you know, we love you guys. And we think you'll do well no matter what. It's a question of how big. And the only thing I can use as a proxy when we were talking about this one before camera this morning was Microsoft bought LinkedIn for $26 billion. That's a Rolodex. I guess it's a job board. You can argue that data's there. I think it is. But $26 billion, Docker's got to be at least worth.  You got to go. No, no, no, I mean, look, I think it's huge. I think we're touching almost every aspect of IT and really our catalysts of the most critical transformations. I constantly remind people at Docker that, look, we are a $0 billion company right now. We'll be double that size next year, right? Well, you guys are a billion value right now. I think that's great. Well, you're talking valuation, yeah. But if you're talking revenue, it's a $0 billion revenue business. Nice, but we haven't hit that mark yet. And honestly, I think that we need to prove our value every day, we need to build a solid business revenue, and well, I will admit that I did notice that $26 billion acquisition. Honestly, I think if you're going to build a great business, you don't focus on the exit, you don't run for the exit, right? You build a great business. Well, they had revenue, to be fair to LinkedIn, I'm just all joking aside, I love LinkedIn. The data was the value, so I got to ask y'all, see revenue you brought up is a good point. You got to get them revenue, put some numbers on the board. Probably be some other opportunities to look at emerging business models as they surface themselves to you guys, as you guys continue your progression. But is there a KPI that you look to internally, strategically, that is core to Ben Gallup and the team where you're saying, this is a core kernel of a KPI? Is it the number of projects? Is it the growth and the ecosystem?  Top three, what is top three? So for me, I think it's the number of developers who are using Docker. I think it is the number of nodes under management, because that drives workloads, and what would the third one be? Revenue. Revenue. Oh, they got to work on that one. Oh, I forgot about that one. If Jerry were here, I would have said revenue right off the bat, but. No, but honestly, I think revenue is a, to some extent a trailing indicator. The more developers we have, the more enterprise we get into, the more workloads they create, the number of workloads that are under management, the number of engines that are under management, drive description business. Well, you have a critical mass business. I mean, my analysis would be, if you go too early to try to force the business model, you got to have it out there and nurture it and develop it, but if you go too far into it, you really could blow the strategic aspect of the flywheel and the critical mass that you guys are getting right now. Absolutely. And so, what has been really exciting for us and wonderful is that the Docker tends to come into the organization, obviously, through open source. People adopt it. It's very low friction for them, very low friction for us. And what we see is people start building Docker, they get successful, and as you go from one developer to many developers, as it's from developer to operations, you go from one application to many applications, at some point there's a need to be able to manage it and that's when we come in and generally speaking, we get called rather than us having to do profit. Brian, you want to get a question in? Yeah, sure. Yeah, so it was interesting.  Who are these people? And what I'm trying to figure out is, you just gave us some rough customer numbers and we won't take those for it, but who is the Docker buyer? Who is the Docker Lighthouse? Like, who is it that some people know them intimately like you do and some people go, I don't even know the things, like how, what does that look like? I mean, it's somewhat hard to characterize it because we have everything from two person startups all the way up to the largest financial institution, US government, the GSA uses Docker, you're going to hear people talking tomorrow. Goldman Sachs has come out publicly and said they have a goal to move 25% of their applications over to Docker this year and 90% ultimately. You have major manufacturers using Docker, you have major retailers using Docker, and of course, the large web companies using Docker and so look, I don't know whether the percentage of enterprises using Docker is 20% or 70% or something in between, but what I do know is this is no longer an early adopter technology. This has moved into the early mainstream and that's both a wonderful thing and it's also a scary thing for us. I mean, if nothing else, it says the people responding are passionate enough that they're trying to push a whole lot of what they're doing in that direction. It's driving what they do. It's been really gratifying for us. For example, I think like a year and a half ago, people would have said, oh, I'm interested in Docker, but if I use it, I'll use it despite my concerns about security. Now they're saying I'm adopting Docker because it will help me address my security concerns and it's fundamentally more secure. It's not if Docker, it's how and when. It's not only how, but Docker will actually make them more secure. The fact that you can deploy something quickly, know what you're deploying and fix it if something's wrong, that makes you actually much more secure as an organization, not more vulnerable. Yeah, it's been phenomenal growth. I think the DevOps has won. DevOps has won in the enterprise. That's gone mainstream. Certainly hearing HP talk about it. The issue is how the operations 2.0 is going to happen in IT. And that's certainly changing radically. And that's interesting. That brings up the question on the business model again. And I asked Mariana about this when she was, and she brought up a great answer. She said, the key for us is integration points. Really being clear about what we want Docker to have as integration points and what's clearly established to the ecosystem to what they do. In other words, clear line of sight, swim lanes, whatever metaphor. What are those in your mind? Because those are evolving in real time. Have you guys sat in a room and said, these are our key integration points. That's going to drive our competitive advantage. Yeah. Yeah, I mean.  Sure. Look, I think that what has become very clear to us is that obviously it's important for us to be part of development. And in the new world order, right, what gets developed, gets instantiated as a container or a group of containers. And that has on it the information that let you deploy it into operation. So that's a very clear integration point for us that's important. But it's also important for us to be there in traditional operations, right? Almost every large customer has a mix of traditional and hybrid and traditional and next generation apps and traditional and next generation infrastructure and cloud, right? So that for us having a deal with an HP for example, HPE for example, where every server that ships is by default going to have Docker's commercial engine embedded in Docker commercial support available with a click of a button, that's hugely important for us. That's a revenue deal for you too, right? It's an absolute, it's a revenue deal for us both with the initial adoption as well as any incremental upsells. And we're partnering with HP and their channel not only on commercial engine but also on Docker's data center management product which is nice. We also have integration points with the major cloud providers, as you can imagine. We want people to be able to push a button and deploy Docker in a cloud, deploy it on-prem and actually in both places. We also are finding interestingly enough that there's sort of key integration points that enable us to work well with people's existing converged infrastructure, hyper-converged infrastructure, networking infrastructure. And so as people are migrating we are going to be part of it. Ben, great to have you on theCUBE and thanks for your support. Any more questions? No, I think it's fantastic. Congratulations on all growth and excited to be here again. What's going to be for day two tomorrow? What are we going to hear? So I think day one was all about democratizing the use of containers, democratizing the use of orchestration. Day two is really all about the enterprise and how do you democratize, if you will, the adoption of Docker in a complex enterprise with all of the concerns that the enterprises have. And it's always about democratization. Can we just say it's been democratized? Can we use that? Do you think it's democratized? You may have noticed that even well-established democracies occasionally have. We need some democracy in our area. Warriors lost. Trump might be in president of the United States. What the hell's going on? Ben, stop embarrassing me, man. No, no, so yeah, no. We believe in democracy. We believe in evolution. We also believe in intelligent design at least in terms of our products. Yeah, intelligent, open source and transparent too. Final question, just give us some numbers. Headcount, stats on the company, fee areas you're hiring in. Yeah, we're up to 250 people, which feels big to us. In one building in San Francisco now, right? No, total in the company. About 170 of them are in San Francisco. At the first DockerCon, we were 38 people. So we're growing fast, but there are 3,000 people who work on Docker. Most of them, of course, are outside the company. Great, and revenues? Growing. Almost. Greater than zero, less than a billion. Greater than zero, less than a billion. That's right. Well, you got the HP deal, I think it's very impressive. That's going to be good. I think you're going to start to, I think you're going to start to see more. Yeah, and you're going to hear about a lot of the impressive commercial customers tomorrow, so that's very impressive. Well, congratulations on all your success. Thanks for having us. Hey, thank you so much. Thank you for having me. Live here at DockerCon, this is theCUBE. I'm John Furrier, Brian Graceley. You're watching theCUBE, we'll be right back.