From Orlando, Florida, it's theCUBE, covering Sapphire Now, headline sponsored by SAP HANA Cloud, the leader in platform as a service, with support from Console Inc, the cloud internet company. Now, here are your hosts, John Furrier and Peter Burris. Welcome back everyone, we are here live at Sapphire Now, the SiliconANGLE Media's flagship program theCUBE, where we go out to the events, extract the signal from noise, want to thank our sponsors SAP HANA Cloud Platform and Console Inc, called Console Cloud, growing startup at Silicon Valley, connecting the clouds. I'm John Furrier, Peter Burris, our next guest is Jason Wolfe, the GM of Global Technology Partners at SAP, and Jim Gontier, who is the Vice President General Manager of Engineered Solutions and Systems at Dell Technologies. Or can I say that yet? You can, I can say Dell. Michael announced it. Michael kind of announced it, it's not officially Dell Technologies, it's still Dell Computer. Guys, welcome to theCUBE, welcome for the first time. Thank you, thank you John. So obviously Dell and SAP are the longstanding partnership, Jim. We've talked many times about multi-vendor back in the day now, multi-services with the cloud. Yep. Jason, SAP has always been partnering from day one, we've known them. What's changed now? Because you're seeing all the big names up here, we just interviewed IBM earlier. These aren't barney deals, this SAP really getting down and dirty with the partners and its co-development, but the cloud puts pressure on the partnering strategy, because if you've got to produce fast, and so that kind of puts pressure, but also balances, make sure you do the right partnerships. Talk about what it means to partner in this modern era. Yeah, John, it's definitely changing. I think the cloud is one trend that's putting pressure on these partnerships to be more real, but it's also, I'll call it the millennial effect. You've got customers now that are expecting end solutions. They're not anymore about, I'm going to buy the software from you, the boxes from you, the service from you. They're saying, give me a solution. The cloud is a deployment model that kind of forces that, but it might be on-premise hybrid and cloud. So I think the forcing function is more the change to us as nature. We are more inclined to want quicker solutions. It's not about technology or the cloud, in my view. You know, Jason, that's a great point, because in many respects, while the cloud appears simpler, the amount of work required to organize, package, get it right, the software to run in the cloud can be extremely complex. And in many respects, the cloud is the ultimate statement of whether or not you've done a good job of thinking about how the software should look. Go back to that notion of millennials. If you've got a cloud solution, you can do on-premise. If you go on-premise, it doesn't mean you can do a cloud solution. Absolutely. It brings a higher level of responsibility on the vendors to seem as one. We cannot no longer look like multiple solutions. I use this example earlier today because when Bill and Satya were on stage, it became clear. When we grew up, we got Lego blocks, right? We were happy. We got Lego blocks and we built stuff. Now, if you give my kid my nine-year-old Lego blocks, he won't know what to do it. He needs the kit. He needs the instructions. He needs the little add-ons. He's actually moved on to Minecraft. Now it's moving to this thing. I would say I still buy Lego. But it's the same thing happening in this world. We have to work on R&D, like you said, co-development level. We have to engineer the thing ahead of time. We can't go in and sell and then ask Dell to go in and sell boxes that are fit into the solution. We have to do this end-to-end to your point. And that's what I think forces it. If you do it on the cloud, all they see is the veneer of the end result, outcomes-based. So how do you talk to a customer about the value of a partnership? Because it used to be, you buy hardware for me, you buy software for me, yeah, we'll work together to get it, to make sure it works. Now it's our partnership is better than their partnership. Is that a conversation that you're having with customers today? So I'll answer that and then Jason can jump in. So absolutely categorically yes. And we're having that conversation for a couple of reasons. One is folks aren't really interested in buying individual components, assembling, testing, validating, iterating, and then documenting. What they're really looking for is time to business value, time to business results. So in a great partnership, like we've done with SAP, what we're able to do is take a lot of that, reduce the risk, reduce the cost, reduce the amount of iterative engineering, and really let them get to absolutely time and get to the point of how can they now look at all of that data and drive not only actionable intelligence, but more importantly, business results. This is one thing that came up in our last interview with the CTO of Capgemini. Peter made a comment about moving the thought process up to the top of the stack because the hardware, and don't take this personally, but it's commoditized. And certainly you guys know that since why you have the engineer solutions you guys coming out with. So I just kind of teed up the next question. If the customer's moving their mind to the top of the stack for the business outcome, the time to value, that's where all the app energy is going to, certainly cloudable power of that. The commodity and the infrastructure hardware now has to be designed in a way that's purpose built.  Oh, whoa, purpose built. Now, with hyperconverge, some of the things we heard at EMC World last week and some of these going on in the industry, so with SAP, having turnkey hardware is a trend. But it absolutely is a trend. But here are two things that you'll hear from Dell and SAP that you won't hear from anybody else. The reason why purpose built before was a dirty word is because you had to buy almost a hundred percent of somebody else's stack. So one of the things that separates Dell and also the reason why we love working with SAP is the fact that we're heterogeneous. I'd love for everybody to buy a hundred percent Dell server storage, networking, clients, software and services. But the net is that that's not always the case. So being able to do that in a flexible modular fashion, back to your Lego block analogy, being able to do that in a heterogeneous way, and then more importantly, as of November last year, there's only one company on the planet who in partnership with someone like an SAP can truly deliver end to end. And when I mean end to end, client, data center, cloud services and life cycle support. So talk about that, because this kind of comes back down to partnering but also Dell's differentiation. You have to move up the stack. And that's where the margin is, that's where the software is. What's the plan there? How do you view that and how does that impact the relationship with SAP? Let's talk about some real world announcements that we jointly have done today. So case in point, one of the things that we talk about is our engineered solution for SAP HANA Edge. You've heard us talk about and you had Michael talk about the democratization of IT. For the longest time, data analytics has been like the realm of enterprise and higher end enterprise. So working in partnership with SAP, we've been able to come up with an engineered solution that now allows data analytics to be done for small and medium business. The second thing that we announced and you can tell by all the great buzz behind us is IoT. This is where we can marry a whole bunch of things. I mean case in point, if you believe our friend Mr. Eastwood from IDC, by 2020 there will be 25 billion devices attached to the internet. How do you get all that data in? How do you analyze that data? How do you drive a business result? Yeah, I think he's understated on that forecast too. Ah, okay. Well, we'll go back in. Absolutely, you understand me. I mean, the IoT is the future, no doubt about it. But it's still a little bit away on the app side, but architecturally, people are in IT making those decisions today. Correct. Peter and I would just talk about that before you guys came on that that's kind of a cloud decision and also leveraging existing resources decision. Yeah, but the beauty is, and I think Jim alluded to this, is they are engineered solutions like you're saying, but they pre-built. So this system that he's talking about, the HANA Edge system? It comes in at a price point for all of us to buy $100,000 with everything, with two weeks of consulting, with the SAP software that's 100,000 starting MSRP. But the beauty is it's ready for scale, right? You can take it and you can add to this. And for us, it's great because our software will scale with it. Their machines will scale with it. They can decide, okay, I want to move that to the cloud. They've got a specific software patch that not a lot of people own today that they can actually move things into the cloud from your own friends. Which means the services can scale with it. Exactly. Absolutely. So you get the software, the infrastructure and the services all scaling with the business. Exactly. In a modular, easy to build, easy to add on, easy to deploy fast. And even though it started on purpose built, which is what couldn't be done in the past. Okay, so talk about the partnership again. I want to get back to this because global partnerships, certainly in technology partners, you got to pick the winners, I always want to pick winners. Jim, you always talk about this as well. Industry standard open has been a choice that both of you guys have a lot of experience in. How do you take that forward? As you guys execute your partnership and individually in your companies, you got all the lot of partnership opportunities out there. How do you separate them out? How do you decide? How do you tear them? How do you structure them? How do you guys manage that process? Okay, so I'll give you a perfect example of how we do it. The bottom line is, yes, we want to be open, but within every open ecosystem, there are leaders. No if, answer, but SAP is a leader not only in the database, ERP, and the analytics space. So when you take the power of their innovation and more importantly the power of what Dell can do, there's a reason why we have, without citing double digit number of engineers who actually sit at the partner portal or the partner port in Waldorf who are co-engineering and co-collaborating. So yes, we have to work with a lot of folks and that will always be in our DNA. It's been there since, you know, Michael founded the company 32 years ago. And SAP's got a lot of geeks and Michael's a geek himself. I mean, it's kind of an interesting partnership, yeah. Correct, and so the net is, is the way we pick them is we look for other leaders but more importantly- So technology leadership won. Well, technology leadership, more importantly, a killer differentiated value prop because at the end of the day, customers want to go drive a business result. They drive that business result through a workload or through an application. So how do we co-innovate in a way that gets you the best possible TCO, the best possible ROI? And then we've all kind of talked about it. From a life cycle perspective, how do you get the best possible quality in a modular? I'll go back to your Lego block again. Appliance-like, start small, build fast, future ready fashion. So I got to answer the question. Okay, go ahead. Yeah, and SAP for us, it's not about either or. We have to enable the choice. So today you saw the announcement with Microsoft and supporting the public cloud and Azure. We have a similar relationship with AWS. The beauty is, and I think this is where Dell comes, every one of them has a very unique approach. So if the, we spoke about democratization, Dell is very unique in its ability to take these solutions that are relatively expensive and make them available for everybody. We know- The downsizing of the service is business. We won't put it in that fashion. I mean, one of our taglines has been, we see technology as a way to enable human potential. We want to bring that potential to everybody and we do it through our democratization. Well, you could say downsizing on one level, but also enabling a new class of services. New class of customers, new class of market, new class of opportunity for both of our firms. Okay, so now back to the customer impact to this whole partnering discussion. The old days in the CIO was, I got a single throat to choke, a single pane of glass, whatever the phrase was. We've heard that. We all have. That's not necessarily going to be like that anymore. Just like a perimeter based security's gone. Some are saying that that notion of single throat to choke is now going to be abstracted away into analytics. So a kind of a fuzzy future in IT. How does your customer deal with this new change? Because obviously the partnerings are happening, a lot of co-development. We heard from Apple, IBM, Dell, SAP is an integration point. Now the CIO's become the single throat to choke because it's the business line that's making the decision more and more. Stuff rolls downhill. Yeah. What goes to the vendors? How does the CIO deal with this? Is it good, bad, I mean, what's the, I'm not going to ask, I don't know. I think it's brilliant because it goes back to the fact that they're demanding better and better solutions, which means not necessarily single throat to choke. It means metrics, outcomes. It means we're looking at what is the result of things and the cost to switch has actually gone down, which is why the single throat to choke is less important, still important, but less important than it was in the past because if you went wrong 10 years ago, the company could have gone down the drain. But that was a cost-centric model, that was cost consolidation, but now with top line revenue in IT, they want to enable more cash. So he's the hero in the mind of the business guy. So it's not so much pressure, get it done, keep the lights on. No, no, no, but to your point, there has been a fundamental shift. A CIO and his or her organization has gone from a cost allocation to actually being a partner to the line of business owner. And so the net is, is yes, we're not only making them a hero, but what we're also doing is we're making your lives simpler. Back to Jason's point, the net is is that if we can give them that's something that's easy, something that's scalable, something where if anything does go wrong, the person who sold it to them will take care of everything because it has been co-engineered. It's not like I bought the hardware, I put the software on and if something happens, I get one of these. No, no, no, we've actually done this together. So our services folks are just as trained, our consultants are just as trained, and frankly a lot of the SIs who we also partner with understand what to go do. And the commercial agreements and legal agreements are just as important as the co-innovation and development. But they're simpler because the way we say it is it used to be that we had known process, unknown technology. And now we're moving into an area where we have unknown process because we're dealing with engagement customers and the technology is much more known. And in known process, unknown technology, the seller had all the advantage in understanding and so the buyer had to protect himself from the contract and so we're constantly looking for that single throat to choke because the contracting process is so hard. Now because it's all about co-creation, the buyer is more in charge, they can move forward because the vendor is trying to keep up and that's why the partnership becomes so important. So I want to go into a question. Are you guys, so we've heard a lot today about SAP's partner network. This is a broad partner network. Channels, go-to-market, et cetera. You represent Jason some of the biggest companies.  Actually, we already are. Before I came to join y'all, I was actually with an SI partner who was very complimentary of not just what SAP was doing, but more importantly what they were seeing in the field together. Back to your very salient point, the ability to have a group of folks that can come in and say, I understand your business, I understand your pain points, we have this unique offering between our two teams and then go get that executed. Yeah, this particular systems integrator was thrilled and wanted to figure out how to do a lot more. So seamless in-market dynamic. Yeah, I'll give you a very good example, which I hope we will fall on because it's important for the health of all of us. SAP Foundation for Health is a new business network offering. We have a partnership with Apple. Dell, and Jim said this yesterday, if I can- Who you had a partner? What? Jim said this yesterday. If we come together with a foundation for we all know a messed up, discrete mom and pop shop type information systems in a trillion dollar industry like healthcare, with a provider like Dell that can access all these things with their channels and the usability and devices which you guys are obviously using from Apple, suddenly you can transform an industry not only like Uber does, this is a much, much larger scale and the table stakes for all of society- Execution has to be very tight. Yeah. To execute in-market like that, to come across very seamless at that level. Exactly, exactly. And by the way- To Jason's point. That's why we're so close. Right, exactly. And to Jason's point. It's not just us. It's also when we say the word us. Microsoft, the foundation for health, great partner has been Intel. So industry leaders coming together, looking at particular things such as health and life sciences and how can we fundamentally change that industry by putting our IP innovation differentiation together? And by the way, that trillion dollar industry, none of us are taking a significant part about so there's no competitors. We can now five, six partners take a trillion dollars in. Look, let's be honest, some of the save the world problems that we can all see on the horizon are not going to be solved by one company. We agree. It's going to take the best brains on the globe while working together and that's what we're talking about. That's a beautiful thing about Mike and Bull, specifically, they have in health care and other areas. They have a very clear social agenda. Well, Michael just donated to the Austin. He's building a hospital. He and his wife and excuse me, he and their foundation. Larry Ellison won up them and put cancer research at USC. You see that one? I didn't. I'm going to focus on what we're doing. Kill me with that problem. I'm going to help out that problem someday. No, but this brings up a whole point. These use cases, these unknown processes or assets or apps are being enabled by the new capabilities. I mean, IoT is a great example. I mean, bolting on clouds so that a Siemens could just connect into the cloud. I know the customer of you guys. And speaking of partnerships, you saw the announcement, both SAPs and ours. We are together and separately creating entire ecosystems of folks who can plug into these offerings. Which is how you bring, why your partner networks have to start coming together in context, in the context of specific classes and problems. All right, so how are you guys going to feed the ecosystem?  The ecosystem will be a battleground for the next 10 years, 20 years because that's developer ecosystem and also channel. I'll have to say channel with the lack of a better word or a partner. But increasing the channel ecosystem has to become more of a developer ecosystem as well. Absolutely. It's evolving. That is a very good point. Absolutely. From just consulting to their own IP on top of it. Absolutely. So Dell is releasing reference architectures. So that's not the full package, but for the people that take it, it's kind of like the Lego block instructions without the blocks, let people put those packages together. Are you guys funding that? I'm obviously partnering now, but are you a partner? I'm assuming you have a partner conference besides the one here, like a separate event. We had it yesterday. Was that your global event? Yeah, that's our global partner. Are you guys planning on doing a specific event around partners? You know, it's just between us, right? No one else is seen. I personally, I'm more into people. You're pre-announcing theCUBE. Go ahead. Exactly. My personal, and it's not announced, but it's my personal mission is to really up the ante as SAP as a partner because it's traditionally been more of a closed group. User conference. And there's certain things that I'd love to see more open and more large than we have. Even the 30,000, 300,000 online is just a tip of the iceberg of what the SAP ecosystem can draw by touching on 76% of every transaction in the world. But it's a money thing, but it's also an IP thing. Absolutely. I agree. That's what I mean. The test of a partnership historically has been how much money. But I think what CIOs and businesses are going to look for increasingly is the value of the IP that's unique to your partner. The results that you can drive as a function of that partner. The value that you're able to create. Correct. Absolutely. How does Dell's ecosystem change? Because your vision of the solutions we talked about, this is nice because you take away just, I turn keys a word I use, I don't mean, it oversimplifies it, but the idea is that you're not going to be configuring hardware all day long. Correct. You come in, it's built for workloads and apps and scales up, you get in memory, all this other stuff. How does that ecosystem grow? Because that's perfect for the cloud. That's perfect for IoT. Are you funding initiatives in the ecosystem? Absolutely. Yeah, so we're doing basically two high level things and then we're doing a lot of other things with partners. The first thing you're going to start to hear is what we refer to as community validated systems. So one of the great things that's happened in our engineered solutions, reference architectures or blueprint world is a lot of channel partners have basically adopted it. So what we're finding is some of them have come up with some great solutions on their own and now they're turning around and offering those to us. So this virtuous circle of making it better. So the first thing we're going to do is this community validated systems and you'll be hearing a lot more about that over the next couple of months. The second thing we're doing is, yes, we are creating a partner ecosystem. You know this well. Dell OEM powers a lot of the innovations, a lot of the differentiation you see from MRI machines to let's just call it scale up, scale out architectures for others. So as we start to bring in more ISVs, more IHVs, we're not only going to feed that system, but we want to create something where the community itself generates their own solutions and then we can bring that back to the greater good. Jason, final question for you is your KPIs this year, as you look at your business, because you got your hands on the keys to the kingdom. Well, the track's been amazing. What's your goal this year? I can't continue this space. We had Etachi, Apple, Dell, Microsoft in the last four weeks. That's sad. Launches for WIMPs, come on, keep going. No vacation for you. So we're going to have a media Wikibon next week. The idea? We do hundreds of interviews a day, come on. Joking aside, the goal for me is going to be more depth, real, like you guys started, more depth, more real relationships, more real products that come out that next year we can sit here together and say how we transform this industry or these boxes. Depth of the partnership or depth of the bench of people you work with? Depth of each partnership? I think it goes hand in hand, because as you said, there's alignment at the top, CO2CO, vision, culture, and everything, all the way down to the technology stack because we're creating, again, these Lego sets that have to be perfect for the kids to consume. That's a doll's like key. Exactly, that's a doll's like key. Tiffany, there you go. Can I key? No, but I mean, this is IT's changing. What's in Tiffany? High-end jewelry, you know, like a Dell box. I see you're married, but I love my wife and my necklace. I left a logo when I was a kid, now I love IT. There you go. Build your own. I'm staring at that keg of beer over there. I got this line of sight. That's an IOT-enabled. That's a keg-rated. And it runs empty, it sends an update, and Heineken brings another one. It's going to change the supply chain. The Cube's soon to be a Cube sponsor. Guys, thanks so much for coming on theCUBE. Really appreciate it. I'll give you the final word. Share with the folks, each of you, you could. What's this year's Sapphire about? If you're the kind of encapsulate for the folks watching it, who couldn't make it? What's going on? You can start. Your thoughts on Sapphire this year. It's a continuing, sorry, in our particular case, at Dell, the continuation of a great collaboration that's almost more than a decade old, equally as important, showing how we can take a combination of engineered solutions, reference architectures, and help people dramatically lower time to result, lower costs, lower risk, and frankly, go enable that human potential that we always know could be done. Perfect. So for me, on the partnership side, I'm not talking about the customer side, as everybody knows, this is the largest Sapphire ever. But I really like Bill's statement about empathy and being able to come back. And maybe it's my nature, but I'm much more humble in terms of how I look at partnerships and how we look for these things. So for me, this Sapphire is a humbling experience because we've had the biggest and the best step up, such as standing on stage for 10, 15 minutes. As an attest to that last week with Tim and Bill, it was an amazing event to be. So I think this is the culmination of those partnerships for us. Jason Wolf and Jim Gontier from Dell inside theCUBE, Jason from SAP, Global Technology Partnerships. Thanks for coming on, sharing your insights. I'm John Furrier, Peter Burris here live in Orlando for Sapphire and now theCUBE. We'll be right back. You're watching theCUBE. There'll be millions of people in the near future that want to be involved in their own personal well-being and wellness. Nobody wants to age in a way that...


I my first initial feeling is we're back in 2010 except this time they've got two maxes which they weren't able to do back in 2010 But this is essentially what this is this feels like, you know, they try to rebuild and it's just it's not going to happen So swing for the fences and go get KD and Kyrie, you know, and they weren't going to get one by themselves Both those guys made it clear they weren't coming here alone And it's been a rumor for a long time Now the other rumor that has finally come to fruition, which we've all been worried about And it's something that you know to me is is really upsetting is the fact that this guy you bled for 17 win season and Drafted Chris House Porzingis and this guy Essentially just started putting out those that that sense that he didn't want to be here that he didn't either trust the franchise What he went through with Phil Jackson what he saw what happened with Carmelo Anthony and he had enough people in his ear Which includes his brother Who means well, but I never really every time I tried to talk to the guy and I tried to You know even just sometimes you just try to help people out like it let him get a lay of the land He always seemed like he was smarter than you or acted like he was smarter than you Well, we'll see how smart he is I mean it's a good move for him because they look at Don sich and KP are very good friends very close And if you're Mark Cuban who was by the way in New York last night He was at the garden last night Mark Cuban This is brilliant for him because it definitely resets their franchise. It gives him two European stars. They do very well They're obviously Vicki's been there for 20 years So this is great for them and it's a place where you expect for Zingus We'll sign an extension and stay there and that's the limited market the Knicks were working with here So I know I'm all over the place, but I'll begin with the fact that this didn't just happen today All right, it leaked today, but this wasn't something that just suddenly was KP walked in the office I don't like the direction. They said fine. We'll trade you. Oh and hope Dallas just happened to be here last night Let's send you to them. This has been this has been in the works for months, right? And in fact maybe even the last couple of days when something was able to come up on on this and Turn it into a deal that the Knicks looked at and said we get a young point guard that they They know they should have taken in the draft that year and they didn't they get the caps I mean moving Tim Hardaway, Jr.'s contract that almost seemed impossible to do without giving up a first-round pick Now I don't know what the picks are involved, but I do believe the Knicks are getting picks in this deal And yet moving these contracts and now they have two maxes and now they can look at Durant and Kyrie Who do want to play together and say you guys want to come to New York? You both are basketball guys You both love this city and love the history of basketball come save the franchise be the guys that we make statues for in the next five years That's essentially what's happening here, and yet they still have a young core of players Which again 2010 was different 2010 was scorched earth Only one only one max and LeBron was the guy LeBron or bust Then they had no young players. They really didn't have anything else going on except for a coach with a system in LeBron This time around they're a little bit smarter. They've got young players They got a lottery pick that still could be Zion Williamson And now they have two maxes to go after two of the biggest names in the game So we'll see if this time it works now I used the analogy earlier because the fans some of them are up in arms about the deal because they're just gonna go Under the assumption they're not gonna be able to get the free agents because they never get the free agents But you sometimes you got to ask the girl out at the bar even though you think she's gonna say no you still have to Be in the game You got to be in the game and those who say well, it's no use you're never gonna get the guy Let's look back at the reasons why they never got the guy because no guy was coming here by himself No one ever mellow came because Amari was already here Amari came because they gave him a ton of money and there was no other options for him at that time Like this was his best option, but when you're talking about like top ten top five players, they're not coming here by themselves It's too hard to do alone. It's the heaviest jersey in the NBA. You put it on. It's way weighs you down So if you can't do this alone, everybody knows that they saw what mellow went through and So that's why the Knicks had to say if we're gonna get one We got to get to there's only one way to do it and you had a guy who clearly guys Did not want to be here and I can't understand for life me why and he's a pain I don't understand and he's a pain in the a also Let me ask you Alan Han our Knicks expert the Nick guy. How would you grade this trade for the Knicks? That's a dog. God.  I really do I hate it because they traded him. So you liked him. You thought he was gonna be great I want well, I wanted him to be great. You know what I mean? It's homegrown This is a guy. You just I wanted him to be great because of the year you go in me 60 loss season you drop in the draft and yet you get the second best player in that draft class That's that's pretty damn good. All right But some fortune there but but knowing they didn't knowing he didn't want to be here Mm-hmm, and he'll say it all along that he did he just wasn't sure of the direction Oh, it's all a bunch of BS. He didn't want to be right He didn't want to deal with this. He didn't like criticism. So knowing that knowing that he didn't want to be here So let go of the emotion attached to it. How would you grade it? Is this something you could be excited about if you're a Knicks fan? Ask me in July. Yeah, that's it. See that I'm sorry I'm sorry, but that's scary in July. You can't do this now because you don't it's air right traded for air essentially So this could end up being Zion of course it's right and Irving or Nate silver tweeted out watch It's gonna be Goran drodges and Chris.   But he's a restricted free agent. He's not going anywhere. What do you mean? He's not going anyway It's restricted free agent means he'll just take the Qo and play a year and then leave Okay, nobody was going to take him without the assurance of an extension. He's already told Dallas. He's signing well because it's look at That's his best friend. He's gonna love it there and Novitski's there He's gonna love it there But the bottom line is is you couldn't trade him to the pelicans for Anthony Davis cuz he was never going to say to New Orleans Oh, yeah, I'll stay here never and they so they weren't gonna like so his value is completely diminished down to a one-year guy Because if you did just force a trade to some team that he didn't want to go to he'd stay there for one final year Then walk so there's no value there So you're limited to where you could have sent him and you knew he would have stayed in Dallas That's why this didn't happen in the span of the what 26 Meeting today did they get win that No, no, this is this was come on Here's another thing I have to know because you're around the why why is he such a punk he acts like he's a star He's not a star.  He blows off Phil Jackson He comes into that. I don't like the way this is going. He is bad influence. He has Doesn't have a good. It's I tried I'm telling you guys look. I don't like to reveal this stuff publicly I don't like to act like you know, I try to you know talk to people if somebody doesn't agree with me I just walk away from it. It's not a big deal two summers ago when all that was going down I kept I was trying so hard with this guy. I was trying to tell him. This is a bad look You don't do this in New York.  I'm like, what do I know? I've been here my whole life You've been here for ten minutes like listen to somebody with reason instead of following something you've watched in a movie It's essentially what's going on here. Like they just don't they don't get it the guy is in New York He could have been a huge star if he just if he just did the simple things the kid is not a bad kid That's the problem here or zingus is a good kid and he means well he wanted to be a star here I mean he was fragile. Yes, they had to get him stronger There's a lot still there that he has to do before he can reach super stardom, but there's so much potential there I just think he's had some bad influences and his trust or their lack of trust the family especially lack of trust from Phil Jackson And what happened there and what they saw with Carmelo? It soured him it soured the family and they just don't trust and they also don't like the criticism that comes with playing in New York it's the fact that when he doesn't play well, he's gonna get criticized There's gonna be tweets there's gonna be fans who say things about him for stock radio that says stuff about him He doesn't like that. So it just it's you I just knew this was coming I didn't want it to happen. I was hoping it wouldn't I was hoping when David Fisdale went last summer and Visited spent a whole week with him letting him know getting that relationship together and trying to build something forward You thought he'd have some ownership he'd care But he clearly didn't want to be part of this and he didn't want to be a leader He didn't want to be the guy that had to wear had to carry the burden of it So he's all he's now in Dallas and the Knicks now have a huge I mean they've got a huge pitch To make in July hoping and it starts really now hoping that they can pull two guys off of two teams that might be in The finals playing against each other What's the pitch what come play with Kevin Knox Well, no, no, come on Michael Come play come be a duo here in the biggest market in basketball in the biggest Help or they're gonna have to do it alone. It's heavy lifting even if it's two great players. Well, it's it's two great players Let's start with that. That's that's pretty great players Knox and then possibly with Zion and if you get Zion if you get Barrett or if you get the kid You know Moran, I mean, you don't know what you're getting in Dennis Smith's at least the talent Knox is going to be guys Listen, I know not a lot of people watch them So I get it but watch Kevin Knox on a nightly basis like I do and there's a ton of mistakes He makes defensively and he's very young and he's not in his he hasn't no man's strength yet But the fact that that kid can put up 12 15 points a night and he and he's they didn't even know what he's doing It tells you he's gonna be good and this kid Mitchell Robinson is going to be a really impactful player Once he actually understands how to play basketball.  They're just trying to get him reps and teach him stuff He's I mean talk about as green as you could possibly be that's what he is right now So there's stuff there. It's just you know, it takes it a whole offseason get together. This is not 2010 I'm gonna tell you that right now. This is not like 2010 that cupboard was bare. This is a lot different Is this a referendum though? Do you think that poor zingas didn't like the way can't can't it was treated does poor zingas not like It was laughing last night I was watching when canter came in and did the whole W. Yeah, he has to calm down.  All right, so I don't think anybody was too upset about anything and I from what I understand. There's it's not like there's a real relationship there, you know, like this is this is not that All right, tell me what happened with Dennis Smith, Jr. Why why why was he away from the Mavericks? Well, are they are they getting damaged goods here? Well, he had to soar back But really his issue was the fact that they wanted him playing off the ball because Luca dominates the ball now Now remember he had a triple double last night, right? So I it's almost like did he know something but that was the next He put on a little show All right, but still what what happened with him was the fact that he got disenchanted He also has people in his ear. He has influencers as well.  He needs the ball He needs to run screen-roll So what's he gonna be if they have the dream realized and it's Durant and If it's well if it's Kyrie, he's right is your training right you're trying. Yeah, exactly what you're doing Well, at least you get a look at him for the last quarter of the season Boston that he was staying with them. So that's no longer on the table He told the Boston crowd, right? I mean if you've been paying attention to some of the stories come out of Boston He keeps hinting to different things not him but people around him keep hinting to oh, you know I might want to get back with LeBron and and he still is interested There was a story out of Boston just recently that the Celtics bigger concern is not the Lakers But the Knicks because they are laying in the weeds with the potential to get more cap space And now that they've got it There's something real there. There's always been that connection he and Kevin Durant They both come to the city they come to New York in the summers. They play at rocker. They play at Dijkman They play they love playing summer ball. You saw uncle drew that whole thing was about New York City Street basketball so they both have that appreciation for it and All you can think now is that if they can make the right pitch or whatever it is, you know Just here you guys want to own the city you'll own it come together and you'll own it That's basically the pitch right now and if those two guys decide not to and they get shut out You just continue back to well cap space and use it properly and keep playing the young players I guess but this is you know, what else were you going to do for Zingas if he didn't want to be here See that's see that's the ultimate point here And I think a lot of the nitpicking about this is because of the history of the Knicks and the feeling is oh Of course, it's gonna fail. It's that that jet met syndrome. Of course the other shoe is gonna drop Of course, it's gonna fail The worst and hope for the best but but the thing is No question even said that you have a right to be skeptical because he tells you to be skeptical You have to eventually make bold moves to change it There was a time the Patriots were a joke the Saints were a joke, you know now these become me a parade is right You guys know that that that Steph Curry when he signed his extension and the team traded Monte Ellis The fans booed the owner and the GM right doing that So the idea is to make the bold move and and the negative is losing poor Zingas, but there is negatives in poor Zingas He hasn't been able to be on the court. He didn't want to be here Michael You call them all kinds of names to start the show. We call them a punk Who is this kid to be able to dictate this stuff? And then you and now you've got to dealt that away To get this label He's allowing it though, so he can't he can't come free on this In his name right but that's another argument for another day The point is that if you're like Michael for you the apprehension of this deal What you gave up if you think the guys a punk and it's a good deal what exactly did they give up? No, no, no, but I believe that there's value out there people in the NBA thinks that I mean Kevin Durant I want to call them a unicorn as I said right years ago If you said you'd get Dennis Smith jr. And salary cap relief you throw up in your mouth Well, if I do you have to understand it's salary cap relief is one thing it's two max contracts lots million That's a for the NBA for today's NBA especially when you know Kauai Leonard Kevin Durant Kyrie Irving Clay Thompson his generation K this summer Those guys are available. There's four guys right there I just named you that if you if you added two of them you suddenly become a top 14 in the east So, you know, we're not saying, you know some salary cap relief We're talking about a major amount of money at a time where there's some big names available But as I said earlier, it's air right now. Absolutely use it properly


new desk. For the next two hours. Conference call time and the boys are playing out in the hallway so I'm taking, setting up shop at their desk. Here we go. I've never felt so tall in my entire life. Okay. I'm walking. I can walk. The legs are recovering. Slowly. They're recovering. Going to a meeting downtown Denver. Want to get better. Trying to get better. Lots of practice. That's that shot you saw of the skyline of Denver. If I would have flown here 365 days ago, I can guarantee you that the skyline would have looked 20% different just like that shot you saw. I don't know if you could see the cranes in the shot. Maybe rewind. Go check those out. Denver is booming. It's insane. I don't mind it as long as they don't move to the mountains and they stay here in the city. That's all I'm saying. That's all I'm saying. New people to Denver. In addition to flying high and getting big fun beautiful shots in the sky, I want to continue to work on precision shots with a drone. Meaning slower, technical, flying fairly close to objects like that bridge and honing in on that precision. And then not to mention the water. It's always a danger. If it gets wet, you're done. That's another added challenge to the repertoire of flying the drone, Mr. Drone, which is making a comeback. He's making a comeback. What else can I say? Good day at work. Time to go home. The vines are growing nice. They are growing nice. It's getting chilly. I'm surprised they're still so green, but I'm not I'm not complaining here. Just trying to get them configured in the roof here. Waiting for the family to get home. I like it. I like it. It's looking good, folks. By the way, this is going to be a rose, a rose bush, but vine next year. That's the goal. That's that goal.


This study found that social capital plays an important role in the mental health of individuals after a natural disaster. Specifically, it found that individual factors such as appraisals, coping behaviors, and social support are influenced by the level of social capital present in the community. Additionally, this study found that cognitive social capital was negatively correlated with mental health issues while structural social capital was positively correlated with anxiety. This article was authored by Tim R. Wind, Maureen Fordham, and Ivan H. Compro.