Okay, welcome back everyone, we are here live at IBM Pulse, IBM's premier cloud conference. This is Silicon Angles theCUBE, our flagship program. We go out to the events, extract a signal from the noise, it's our exclusive coverage of IBM Pulse. I'm John Furrier, the founder of Silicon Angle. I'm joined by Coase, Dave Vellante, co-founder of wikibond.org, and our next guest is Steve Robinson, the general manager of Cloud Platform Services Division, in charge of all the greatness of the cloud here in terms of Bluemix, platform as a service, all the middleware, big software investment. Congratulations. Thanks John, I appreciate it. It's been a great show for us, and we had an exciting day yesterday. Great event, the cloud messaging, the messaging is great, it's all hanging together as we said, it's like the suit at Nordstroms, everyone wants that, wants to wear that suit, looks good, great wrap around of the IBM software, and the open message, open technologies is really, really fundamental to all this, and the cloud boundary announcement, Dev Pulse going on, four floors at the nightclub, all hacking away, partying, really kind of an ingratiation, not so much a hard sell, but more of an open... No, just kind of bringing the community to the new technologies here. Bringing the community, and with Q, we always talk about this modern era, kind of like to bring the baseball analogy, modern era of sports and technology, but this modern developer, the modern enterprise really is about agile, it's really about speed, it's about cloud economics, blending the services, having on-premise, it's complicated but also this demand, so speak as a general manager, your take on that, you look at that, the messaging is all in place, you're on a vector, the strategy obviously is in the middleware, soft players, the foundation, is that how you planned it, all coming together, is that part of the plan? Well, we've had it in the works for a little bit over a year now, and it's had a little bit of an organic path as we've gone through it, but we had to make some very fundamental decisions around it, what are we going to base it on, and then as you mentioned with community, I think nowadays with software, you've got to say what community groups are you going to have constituency with, the cloud foundry group brings a certain one, we've got a long standing relationship with OpenStack, that brings one as well, you'll see some popular third party services, they bring community at the same time and then of course IBM, we've been building middleware and software for many, many years as a very large, profitable chunk of our business, we want to appeal to that programmer as well. So yeah, we made some key decisions along the ways, but the goal was is could we build a good solid open platform that was attractive to the borne on the web shops as well as kind of show a future path for our enterprise developer at the same time. So that's why you'll see the hooks back to the enterprise pieces as well as some of the new stuff as well. So how much do the consumerization of IT play into this? Obviously the consumer cloud, all those players are well known, B2B is wide open as we were talking about earlier. You have consumerization which is, if the app's good, it works, if not, it doesn't, right? So there is a clear vote of confidence from the adoption side, but now you have the developer aspect of it. So the API economy is very fundamental in all this. With that in mind, the old tactics of competing, both from client adoption sales for you guys and also winning the ecosystem is about having a good product that the lock-in spec is kind of a thing of the past as we see in terms of proprietary. Talk about that openness. We're covering alcoholic. The strategy of open and into this cloud era, how you guys are going to plant and compete. Yeah, well, I think the interesting thing is, like you said, the lock-in, we used to do lock-in by having a proprietary stack all the way down and then we'd argue with you about every year when we renegotiated the enterprise deal over getting off the APIs. That doesn't play anymore. I think customers want to make sure they've got an angle that they can move should they want to. And of course, the challenge to us comes up is can we offer a better value, better hosting experience, better support experience, give them the 99.5 SLA and a platform that they can't get from somebody else, but the quality of experience that they have with the platform would be better than elsewhere as well. So the bar set. And this is going to be a little bit of an experiment with IBM. We're kind of breaking some of the old ways that we've done stuff and moving to more of a self-service type sales model with BlueMix and changing our support policy, even kind of how we engage with customers is going to open up some new ground for us. Obviously, composite applications, web services, service-oriented architectures, things, old buzzwords are still relevant part of the equation. So I want to ask you about the customer impact. And you, as you guys talk to customers, you guys are actually putting on a number of $7 billion by 2015 in revenue that's clinically cloud-related. So you've got P&L to deal with, so you've got some business to do. What is the customer demand right now from your standpoint? Well, I think the customer demand, they see the opportunity that both the cloud itself and cloud is a very loaded word, whether that's private, whether that's hybrid, whether that's public. But it is impacting the data center. I think most of the corporate accounts that we're talking to today are going to be looking at leveraging those resources in different mix going down the road. Now, the public cloud, I think, is very appealing to them. We've kind of reached the stage where data and elasticity and even the type and style of application that can be built with some of these public services are far beyond what could be imagined before. So they see the advantages, but I think they're trying to figure out, how do I transition my development team to get to that? And how can we fully take advantage of it as well? How peak are the developers out there? I'm asking you, you announced a deal with cloud and databases asserts there's no sequel. You guys have DB2, it's the bellwether within IBM. Will DB2 run on clouds as well in the future? You guys envision things of that nature? I mean, is this a sea change within IBM? And how much of a change do you see this kind of being a lever within IBM? Well, I think it is going to be a future direction for us. So part of the challenge will be, are we going to simply take DB2 and throw it into Bluemix as kind of the way it stands today? No, we're going to, we will have to do some API front-ending of that, and we may actually do some gateways so that you can bring that MRIs asset forward. There's strong demand in, how do I take what I've built today and extend that out? You extend it to the mobile community, extend it to a public community. Et cetera, and it doesn't mean you take that full asset into a free, full relocation of it, but there's various ways that you can either be bursting with it or actually move that asset forward this way. So I wonder if we could talk about just some of the basics. We had David Pogue on yesterday. He said, yeah, he's a technology guy. He said, I don't really understand pass. Okay, I said it, right? I've been around a long time so I get a lot of this through Osmosis, but let's go back to sort of the web sphere days, right? The whole middleware space. What is middleware?  What is the function of that stuff in the middle? Well, for most data centers, they're having to provide a kind of a base set of services around all of their applications. So you end up having to build a kind of a multiple platform approach to how do I do consistent data across the board? How do I do consistent system management and measuring the environment across the board? How do I lay out a consistent security policy across the board? How do I lay out a consistent way to do transactions and my business applications as well? So these are all services even with traditional middleware, they've always been kind of layers that I would put in my data center to really kind of build out my overall I.T. policy. Like peanut butter and across the. That's right. So it's services that would be used across multiple applications and also kind of be a foundational architecture for all the software that they would either support or put out as well. Okay, so that's kind of the broad view and definition if you will of middleware. How has that evolved into pass? Is it really different? Is it the same? What's different? What's similar? Yeah, it's funny. I've seen for a little over 30 years now and some concepts are identical and then other areas are brand new as well. When you get to the pass, the platform has a service and there's all kinds of debates going on right now. I said whether that's a popular term or even a few analysts here, so that's a fading term already. But basically is a capability to help you get an application framed out, get the services wired into it and then take the step that we never did with traditional development. Also handle the deployment and the management of that application out on a public cloud domain as well. Right, so there's a DevOps angle there. Very much so. I don't have much. And actually the lifecycle is extending now all the way to, we've done a lot of work on user-centered design all the way back to the DevOps piece as well. Traditional development always started with basic requirement through performance testing and then you tossed it over to a CIO to actually do the deployment of it. A guy today has to see the whole spectrum. He's got to go from the initial use case all the way to managing that application or watching that application run on the back end. And just to clarify for the audience, so when that gets tossed over to the fence for the deployment, oftentimes things have to change because it doesn't quite work, it doesn't quite fit in with the infrastructure requirements, so the infrastructure team hacks the code and then all of a sudden something breaks. Well, that's the old job. You've got to dedicate the hardware, you've got to put it in the release plan. Maybe they're doing an SAP upgrade that year so you fall off the calendar, you've got to make sure that it wires in with the pieces you have to wire in, such as the data specs, et cetera. You know, it used to take anywhere from six to nine months to plan from end of development to full production. So a lot of finger pointing. Oh, hey, it was working when I gave it to you. Well, it's not working now. You got to fix it. Well, it's not working because you messed it up. Okay, so what's the modern paradigm? Well, the modern paradigm actually, and the BlueMix demo itself, you say create an application and we actually take a base instance based off your language of choice and build pack of choice. It runs immediately. So we're pushing it directly out on top of a software platform through the Cloud Foundry pieces. You can buy and services to it directly. Then you can start adding your customization to it, et cetera, but it's a live program from second one. So you essentially are coding the infrastructure as part of the application? That's correct, that's correct. Steve, talk about the priorities now, obviously. And no, first, let's talk about the billion dollar software investment because that was news yesterday.  And we've kind of seen this before at Linux, right?  We've taken these big initiatives and we've put the muscle behind it. Yeah, you do the muscle, not only a code, but you're voting with code, as I say, and with the source community, but real money, that attracts attention. Certainly, there's a marketplace, the value exchange going on with dollars, right? That's a good benchmark. That really helped the Linux market kind of solidify. Now, with this market, talk about that billion dollar investment. What's the priorities of that and how you guys see that going forward? Definitely, well, we definitely see Cloud as kind of a critical part of IBM's overall transition. Earlier this year is, you know, part of it is, okay, if we're going to play heavily in the public cloud space, how big is that infrastructure going to be and where is it going to reside? So earlier we announced an investment to take the software and expand that out to 35 to 40 ponds worldwide. So a lot of countries- On top of the existing footprint, you guys had like 12 data centers. They had like 13. That's correct. So right now we are blasting this thing out and getting it into a lot of countries that, you know, you don't see a lot of public cloud infrastructure. And with the data policy rules, et cetera, you got to be local, you got to be in those countries as well. With the Blue Mix Announce, of course, we've named a whole new focus. We have almost every group within software group now focusing on how do we turn existing technologies into services. We have new initiatives like our mobile services that we announced yesterday as well. Coming into that, you see our contribution of participation at the Cloud Foundry Award yesterday. So we have a team focusing on open standards and participating in that community as well. You'll see our acquisitions of companies like Cloud and et cetera to show we're putting money behind this new technology, not simply morphing our old stuff forward, but we've got to have the popular services out there as well. And then even with our, we have a huge portfolio as more traditional software as a service that we are going to be extracting APIs from that as well and putting that into the environment. So I want that layer, you mentioned all the IBM software groups. That means essentially you're essentially creating that API economy within the groups. Yeah, if you hear Robert LeBlanc that runs the bulk of it at Cloud First. And I think we're going through that mental change within IBM is what does it mean to really expose these services out on the web? Yesterday we announced 31 services with BlueMix, which compared to some of the other passes in the market was almost a logarithmic ramp up compared to some of the guys out there. And it's been a, and we'll keep adding to it. The coin term has been IBM as a service, the whole company. And is that a cultural change? I mean, IBM has always had a good DNA going back to the early days of the management team that founded it. It seems to be of that same cadence through the culture. It's never really lost its soul over the years. The new modern IBM now is an API. What is this culture like now? Explain to the folks out there this culture and how it keeps that soul of the original IBM and the new somewhat structural change that the APIs has affected completely. It is a transformation to us. It could easily say that we just kind of keep doing what we're doing and we naturally fall into new technology spaces, but it doesn't work that way. IBM does bring its core competency. Excellent management environment. We do have a very aggressive business outlook. We do buy companies. We do shift resources. We do get into new areas. You do business. We do business, and we're very cautious. We can't sit on the laurels and we have to watch all new trends as they emerge. And Mr. Rometti's been very aggressive to say, Cloud is going to be a key transformation that we will not miss. And I think we're hitting this one as aggressive and more aggressive than we have had some in the past. So mentally, you'll see us, if you go down to Austin, Texas, we've taken three floors of our huge lab down there and have turned that into a design center simply focused on UI, how we build our apps, completely changed that, et cetera, we have. Energize the company. Of course. She said, this is a mandate. We're not missing Cloud. That is it. And big data too. I know she's one. We've got a handful going, right? Big data mobile and Cloud, those are almost impregnated in our head right now as well, but the money will be there. The culture will be there. The hiring will be there. The merger and acquisition piece will be there. And it will be a transformation completely. It's not just promises, promises. This is real. This is the real deal for IBM. Talk about the patents and the technology. We've always been impressed with the fellows we've had on with distinguished engineers. IBM research is well-known around the world, obviously, from just non-applied, just an applied research. Talk about the patents and how that's going to play into this, in the balance between doing business as IBM, solving customer problems, but also giving back to the open side of the community. How are you guys going to handle those patents? That's always kind of a delicate balance. We do maintain the largest patent portfolio in the world and we actually did it again last year. And a lot of it is really in kind of brand new spaces. Now, just because we do a patent doesn't mean that we can't donate that to an open community, et cetera. And I think you'll find also with the open groups, IBM does more than simply participate and consume from an open community. You'll see us putting board seats in place. We're helping do the governance around these. Cloud Foundry, we were working directly with the Pivotal folks on how to set up an open source type of group and also teaching them from our experience that we had learned from Eclipse, et cetera, through that as well. So I want to go back to that notion of IBM as a service. So you mentioned Jenny. Her predecessor, Sam Palmasano, said, no matter what business you're in, you're going to get commoditized. And of course, it's coming from a service, this guy. So this idea of IBM as a service and this idea of IBM, an API into IBM, is that a realistic vision with that massive portfolio and how do you make that happen? Well, we think we have to make it a vision. So, and I think for us, if we decide that IBM is a service, it has a very long tail to that decision as well. You're moving more to where we have done B2C, business to major customer. And as we look forward, we see IBM maybe having to transfer into B2U where instead of dealing with small organization and one of our major banks or financial institution insurance company, et cetera, maybe I'm dealing with 20,000 employees within them that are dealing directly with IBM. So I think you'll see, we updated our IBM Cloud pages yesterday, which shows us kind of bringing together our total story. And also, how do you see IBM? How do you discover with IBM? How do you purchase from IBM? You'll see soon the capability of just swiping a credit card that could, that was very difficult to do within IBM prior. How do we support you now more online? How do we get you sales advice, demo, even how we do free trials, et cetera, is going to shift with us as well. So, obviously a lot of difference between IBM and competitors generally, but specifically, I want to talk about Open. And I want to talk about this notion of API. Amazon turned the data center into an API. We're talking about this vision of an API into IBM. You guys are playing very strongly the open card. Yes. And, but what's the difference? If there's an IBM API and say an Amazon API or any other API, what's the difference between that conceptually and in the context of Open? Well, I think at Open, it's almost table six these days. I think to attract anyone to your platform, to attract anyone to your software, the programmer community today is getting more and more picky. One of the things that they fear the most is lock-in. And it's not fear from being set with a single vendor, but should their projects, it should their technologies really take off. They want to make sure that they can grow with that. So, I've got a video game that I launch and it's 101 week and it's nine million the next week. Am I picking the underpinnings that allow me to scale to that? It's almost consumer grade scale that we have to be able to branch out into. So, I think we look at Openness by multiple levels. So, with Bluemix, almost any language of choice you can bring in. You can bring in any development tooling that you want to have as well. And then with the Cloud Foundry as the underpinnings, should you decide to go somewhere else so you can actually pick your application up and move it to any of the other Cloud providers. Haven't forbid that happen, but it also raises the bar. We want to keep you on the platform. We've got to do it by more than just API lock-in. Steve, I want to talk about Cloud equals growth. I've seen some, I've seen some scientists that's a key part of your message.  You guys have pushed down some good numbers. Talk about the opportunity for folks out there in Cloud. What is the real growth opportunity for your customers, customers, developers? Why are you guys so bullish on Cloud? I mean, I've seen some obvious reasons. But like, you know, deep down, this is a change. And fundamentally it's an opportunity for growth. And we're seeing mobile first, obviously it's a key fundamental piece of the new generation and businesses that go like mobile apps, changing retail, transactions. Why is Cloud such a massive growth opportunity? Well, I think you look at it, it's, you know, Cloud and the variance of Cloud has really dropped a lot of boundaries out there. And, you know, you can look at it to say it's dropped competitive boundaries now. You know, three guys in a garage can now compete with what it used to be. You know, I had to have racks of hardware and racks of data used to be a high entry point to be able to get into that. So the barriers of entry are tremendously low, but the barriers of reach now have extended significantly. I can now get to customers in ways that are just were completely unthought of before. And that's what we see the opportunity. And I think also technology used to be kind of in the corner of major corporations. You know, it was the CIO's domain and the raised floor and where the mainframe was, et cetera. I think nowadays every single line of business, technology is one of their key investment areas and it's in the forefront now. It's in every corner of the business and the mobile, the reach, the cell phone, the push, et cetera, is how they're starting to reach their customer. And how hard is it to get there? I mean, it's easy to get into a business as a startup, but scale's a hard thing, right? You got, at some point there's a barrier to entry once you have certain scale. Talk about that competitive strategy that you guys have. What is the core thesis on the competitive strategy? Well, I think what we bring to the table, of course, is we've been in software for many, many years, going on our fourth decade around it as well. Our customer base, of course, looking at IBM to help them lay their overall strategies out and also bring the brainpower to it as well. And the breadth of IBM, as we pick a new initiative, like I said, we launched 31 services yesterday. We'll probably multiply that significantly by the end of the year. The smaller company, just the ability to pull that together would be a challenge for them as well. So, I think there's many things we have to come to the table with. And IBM's going to have some challenges as well. Some of these communities are very tight. IBM coming in saying they want to be the tool or platform of choice for the new millennial programmer. It's a little hard. We don't know you guys, we've never used you before. You're not some of our favorite tools. So, we're going to have a challenge as well. Just give away some of that free Watson.  Yeah, well, Watson's got him going in. We have a service soon coming into Bluemix that you can ask your questions as well. Yeah, the past layers of battlegrounds, certainly the middleware software is a key part of the value proposition. It's exciting for computer scientists, developers, and businesses. My final question to end the segment is, what's your goals for the next six months of the year? Now that Bluemix is out in beta, what are you talking to your teams about? What's the marching orders? Well, what we'll be doing next is, we just kind of opened the door yesterday. So, it's called Open Beta, so we've had it closed. And now we're, we had several thousand just join up on the platform last night. So, we'll be building the community around it and the base around it as well. Adding more services to it, of course. And I think the trick that I think none of the passes I've tried to attack yet is how do we make this attractive to the enterprise developer. For the new millennial, you know, they can use lighter weight tools, they can move fairly quick. But when the rock band breaks up, what happens to that application? If we're really gonna bring this over to the enterprise developer, we've got to have a richer set of dev-op tooling. We've got to have the hooks and connectors that helps them bring their existing environment forward into this and hopefully we'll be able to bring much more integration in that makes us a more seamless experience. Okay, the general manager of the cloud services here on theCUBE, breaking it down. It's the premier cloud show, IBM Pulse, notable 70% of the attendees are first timers. Real good transition, great story. You guys have a good strategy. And you know, David and I were commenting. It hangs together, it's legit. You guys are putting some muscle behind it and it's obvious the vibe is pretty energetic here. So, congratulations. This is theCUBE's exclusive coverage, Silicon Angles coverage of IBM Pulse Live in Las Vegas. We'll be right back after this short break.


What's good everybody? Chris from jassescasebreaks.com. Happy Saturday, happy weekend. It's our first break of the day What a bit of an adjustment. This is 2022 tops chrome MLB Jumbo one-pack random team number 90 one of our first two fillers for our hit parade baseball, which is right Here six boxes first of two fillers number 91 on the site right now as well, but let's do number 90 here And your first fresh dice and our list Tim all the way down to Tristan Tristan grab the last five spots But that last one would be the closest out. Thanks Tristan. Thanks to everyone else for getting in and our 30 teams Let's get started. Thanks again everyone. Good luck Five and two seven seven times on our random Isis one two three four five six and seven seventh and final time You chat it down to Jimmy Let's go It's a beauty right there, man Sometimes on our names sometimes on our teams. Good luck one two three four five Six and seven seventh and final time. I wish tops would give back to me on some of my redemptions I'd be very cool Hey, man more power to you congrats again Appreciate getting in the breaks man. All right So such as a filler no trade window, but we'll discuss our teams obviously Chad see with the diamond back Jimmy with the twins Ryan with the Dodgers Logan with the Tigers Daniel with the Cubs Jimmy with the Astros Tristan with the last ball mojo truly gets the race not too bad Andy with the Blue Jays Chad See with the Guardians Andy with the White Sox Kevin with the Mariners Peter with the Rangers Tim with the Braves Chad with the Reds Tristan with the Marlins second half here Andy but the match Chad with the A's Matt J with the Yankees Tristan with the Cardinals Chad see with the Brewers Tristan with the Padres Andy with the Royals Chad with the Angels Adam with the Pirates Darren with the Red Sox Tristan with the Rockies and Orioles Chad with the Nationals Tim with the Giants and Jimmy with the Phillies All right, let's set this bad boy up. Let's print it and let's rip it first break of the day We'll be here all night obviously Rockin things are gonna put joining us on your Saturday Hope everyone's having a nice weekend. It's got some playoff basketball tonight. They're gonna be rocking with me a lot of fun Just about one minute left of this From this heat Nick series Hooking a little heat it looks like to feelings might get hurt here. I don't know but 105 86 heat lead the Knicks and the fourth this game is all over Hey doing better than me. I'm a oh for one all the redundancy is coming back. Here's our pack And here is our list number 90 Chad with the D-backs Little grand opening and Chad with the Nationals grand closing. All right, let's do it. Good luck, everyone Teran Durand having a nice sophomore. So you've got a green Jada Martinez will be for the Red Sox and Darren Green Jadie Martinez 93 out of 99 Anthony Rizzo hyper alright Just the the quick and easy parts get to the real fun stuff here. Let's switch screens real quick Scrub our names from here Put them into our fresh dice and our fresh randomizer Top nine get in one to nine Pretty decent shot. Good luck everyone. Thanks again for getting in number 91 on the summer Right now. We didn't get in here. Give your second chance there. Good luck two and one three times Top nine get in good luck one to whoo a free crunch Can do the crunch with my mouth. All right, so 10 down to 30 sad times Thanks for getting in Jimmy on the outside looking in down to Tristan. Let's see got a few spots Let's see if you get in there man Daniel gets in Tristan gets in with the last last spot mojo Jimmy does get a nice Jimmy Chad will get in Matt will get in Chad will get in Tristan one more Kevin gets in and top spot is Adam Nice top nine here.  Ow Means you got in from number 90 Congrats to the nine right there. Thanks again everyone number 91 on the side right now Well more breaks going all day just case breaks calm. Thanks again. Bye. Bye


Here at GlobalMedic, it's an opportunity for the units to come and perform their missions. Units who have trained hard all year long at their battle assemblies to come and kind of show what they can do and also just to demonstrate that they are prepared to deploy. And it's an opportunity for the leadership to see their whole unit working together and then also work with other units and especially the higher unit. Scenarios really stress the units all the way from point of injury to roll three, field hospital level of care. They have to figure out the problem set of how do we evacuate these patients in a timely manner when Aravac is not available. How do we provide continuum of care throughout that ground in route care? It's also exciting because it challenges them because they're not your average trauma patient for example. If they're able to solve them and treat the patient then the inject is over and then what happens is if they learn something from it or it doesn't go well then we get to do it again and then they're prepared.


Coming up on DTNS, is screen time bad for kids' relationships and self-control? Turns out maybe not. Also, Uber starts using its drivers to deliver more things, less people, and the state of contact tracing apps, what you need to know. This is the Daily Tech News for Monday, 4, 20, 20, 20. In Los Angeles, I'm Tom Merritt. And from Studio Redwood, I'm Sarah Lane. And from the Podfeat podcast, I'm Allison Sheridan. And I'm the show's producer, Roger Chang. We were just talking about volume and audio control and whether your apps can be too loud or not on Good Day Internet. We also talked briefly about the IBM earnings. It's all there in the expanded show. Get Good Day Internet. Become a member at patreon.com slash DTNS. Let's start with a few tech things you should know. Google announced it's now displaying information on 2,000 COVID-19 testing centers that are approved for publishing by health authorities across 43 U.S. states in its search. Google also added a new testing tab to its COVID-19 SOS alert with links to the CDC's symptom checker and links to testing information from local health authorities. Now information about specific testing centers for Connecticut, Maine, Missouri, New Jersey, Oklahoma, Oregon, and Pennsylvania not shown because they haven't been approved. Citing financial pressures on traditional media from the COVID-19 crisis, the Australian federal government ordered the Australian Competition and Consumer Commission, ACC, to create a mandatory code of conduct governing sharing of data, ranking of news content online, and the sharing of revenue generated from news between traditional media outlets and large digital platforms. The ACC has been negotiating a voluntary code of conduct since December. A draft of the mandatory code is expected by July. As part of Microsoft's work with COVID-19 Plasma Alliance, the company launched the COVID-19 Plasma Bot, a self-screening tool for plasma donations to create a treatment for COVID-19. The bot will be available on the web, social, and search channels. Checking if recently covered COVID-19 patients are able to donate plasma, which the Plasma Alliance hopes to use to create an effective therapy for COVID-19 patients if eligible users will be directed to a plasma donation location. Fandango has agreed to acquire Walmart's on-demand video service Voodoo for an undisclosed sum of money. Voodoo will continue to power Walmart's online movie and TV store, and Walmart says customer access to their Voodoo library will not change. Facebook launched Facebook Gaming, an Android app that lets users create and watch live gameplay. The app includes a go live option to live stream mobile games directly. Monetization is currently limited to fans make one-time payments by giving stars. The app had been in testing for 18 months in Southeast Asia and Latin America, and an iOS version is in development. Riot Games announced a bug bounty program for its Vanguard anti-cheat system used in the game Valorant, with rewards up to $100,000 for code execution on the kernel level exploits. Valorant is currently enclosed to beta, but the Vanguard system is automatically installed with the game and was discovered to always be running even if you're not playing the game. Canon announced the upcoming EOS R5 mirrorless camera will be able to internally record AK video without a sensor crop in either RAW or 10-bit 4-2-2-8.265, which is really good. The R5 will also record 4K video of up to 120 frames per second. Dual pixel autofocus will be available across all resolutions, and the camera includes in-body image stabilization as well. LG released a teaser video for its upcoming Velvet smartphone. The triple camera arrays range vertically on the back, and you can also see a headphone jack. The trailer shows the phone in black, white, green, orange, and pink. It will run on a Snapdragon 5G765. They should give a disclaimer that there is actually no Velvet in the phone as far as I can tell anyway. Maybe there is. Instagram founders Kevin Systrom and Mike Krieger launched RT.Live. This is a US-based COVID-19 infection tracking website. The site uses data from the COVID tracking project to calculate the effective reproductive rate of COVID-19, or the RT. That's an estimation of how many secondary infections, retransmissions, are likely to develop because of a single infection in a specific area. It's really important to get your RT below one. Germany got its below one, and now they're starting to slowly open some things up. The site shows state-by-state RT calculations and can be filtered by region, preventative measure taken, or population. Now that is taking actual test results. Let's talk a little bit more about another, a couple of other efforts, actually multiple efforts, to track where infections might go next by having people self-report systems. Symptoms, rather. Facebook partnered with Carnegie Mellon University's Delphi Research Center on a survey asking users to report their symptoms. Both Carnegie Mellon and Facebook have now published websites with their initial findings. You can see a little heat map. Go to covidcast.cmu.edu and you will be able to see these heat maps later this week and eventually provide forecasts based on the data to help local health officials anticipate where hospital capacity needs might spike next. Facebook's own site provides a symptom map of the U.S. at the county level, showing what percentage of the population has reported systems county by county. Facebook's also partnering with the University of Maryland to take that survey global and Carnegie Mellon is building an API to let researchers access the data. There are a lot of similar efforts out there. One of the early ones was covidnearu.org. We mentioned it on the show before. That one's created by a team of epidemiologists and bioinformaticists at Boston Children's Hospital. They created the successful flu near you map. Engineers from Apple, Amazon, and Google worked on covid near you. Flu near you was also self-reported symptoms, but they were able to show that the trends that came out of it were useful in predicting where flu outbreaks would happen. So they're applying what they learned there to covid near you. They don't have the reach of Facebook, though. As of Friday night, covid near you had reports from more than 440,000 people in the U.S., whereas Carnegie Mellon says its Facebook project is seeing 150,000 reports a day. Wow. You know, this reminds me of a simpler time when I remember seeing that Google figured out that they could actually track the progression of the flu. This was regular flu way sooner than I think the CDC. Yeah, but was people basically searching for, you know, my nose is running. Do I have the flu? And so if they could do it then, you'd think now they've got a lot more data, a lot more people pulling this kind of information. So this is what big data is for, right? This is perfect. This is the positive use of big data. Yeah. It's what it then slides into that gets everybody's nose bent out of shape, right? Well, and it's also, you know, how do people take advantage of the wealth of information that can be put into understandable terms? Like, this is great. Who that needs to know this information is going to seek out this information. I mean, Facebook is pretty good about making all that stuff front and center. But then you have a lot of people who are like, ah, Facebook's not the place for me to get information. So it really is just a matter of, you know, who uses the information and is it for the right reason? Yeah. And if we could pool some of these resources and get, you know, because there's more than just the two we mentioned here, get them to share the information, we'd have an even better, more robust data set to work from. The New York Times sources say that Dropbox offered bug bounties on Zoom vulnerabilities both internally and externally. The sources said that when the vulnerabilities were discovered, Zoom was slow to fix them, citing a major vulnerability found at a 2019 Hacker One event in Singapore, which then took three months to patch only after other researchers publicly disclosed a vulnerability with the same root cause. So took a while. The bug bounties aren't limited to Zoom. However, on March 27, 2019, Dropbox announced a vendor security program that encoded reasonable security requirements into vendor contracts and made the model terms available for any company to also use. Among the terms were legal authorization for Dropbox to offer bug bounties both internally and externally for its partners products. In a statement to the New York Times, Dropbox says it was grateful to Zoom for being the first to participate in this vendor bug bounty program. It also added that Dropbox itself used the video conferencing service for internal medians and that Zoom had become a critical tool in keeping our teams connected. Yeah, a lot of the New York Times story really is just telling you stuff you already know if you've been listening to the show. And we know if you've been listening to security bites on the Nocellicast that Zoom has really been making strides in improving its security. But I thought it was significant this part about Dropbox kind of under the radar last year announcing a bug bounty for its partner software. So in other words, Dropbox people were using Zoom and they're like, you know, we need this to be secure for our own reasons. Let's do a bug bounty for Zoom as well as other products that they use. I thought that was fascinating. Yeah, that is interesting. I'm glad you pointed out like the problem that they had with Zoom being slow to respond was back in March of 2019. April of 2020 is a completely different response time speed for Zoom. They have done amazing things in the last, what, six days? Yeah, less than a week. Yeah, absolutely. You know, we're not forgiving them for all their ills. But but the news here isn't that Zoom was slow to fix stuff. We already knew that. The news here is that Dropbox was paying people to find bugs in Zoom. And gosh, it would have been nice if they paid attention to them back then. But that is a really interesting thing, not just for Zoom, but for partners. I guess maybe the lesson to learn here is if there was more transparency, if people knew about this more, then maybe there would have been more pressure on Zoom to fix these things. Right, right. I do really find it interesting that they put it into the contracts too. They wanted to have people for production for offering those bug bounties. Yeah, yeah. Uber announced two new services, Uber Direct, which will offer deliveries from local retailers. In New York, it will start with Pharmacy Cabinet, an Australia pet food company Pet Barn in Portugal, the Postal Service, and South Africa Medication. That's kind of hitting a lot of different bases. But the one that really excites me is the other new services, Uber Connect. Way for you to use Uber to send something to someone else in the same area on the same day, like a courier service. Uber Connect will be available in more than 25 cities in the U.S., Mexico, and Australia at launch. Uber CEO, Castro Shahi, says the new services reflect Uber's primary focus, quickly adapting our technology to meet the evolving needs of communities and companies. I love that Uber Connect idea. That is just like, I bought a bunch of pipe cleaners to try to make my mask fit better under my glasses, to attach to my cloth mask. So now I have 200 pipe cleaners. I would like to send them to Tom and to Sarah and to Roger. That would be great. What's funny about that is you're right. That's a great little service and it comes in handy. It already existed with Uber drivers. I can't tell you. I mean, okay, I probably can count all of the times I've done this on two hands. But if a friend was going on a date and all of a sudden she spills coffee on her dress and it's like, well, I'm not driving across town to give you the dress that would look cute that I've got in my closet, but all of a sudden, an Uber, that has happened. I have done that. Yeah, really? Oh, wow. Now the thing is, is that the Uber driver can be like, no, that's not really what this is for. And that has also happened. So I'm not advocating that this was always, you know, the thing that you were supposed to do. But for the most part, the Uber driver is like, I don't care if you're in the backseat or not. I'm going to the same place. You gave me this, you know, something on a hanger or in a box or whatever. I'm going to assume it's not anything that's, you know, an illegal substance, right? Because there's, you know, depending on the person involved, who knows what's in that box. I wonder if you could put a dog in the car and have take it to the dog sitter. I mean, if the driver agreed potentially, yeah, that is not what Uber Connect is for. So Uber Connect made Sarah's dress situation legit, right? She didn't have to work around the system. Yeah, I didn't have to be like, hey, driver, wink, wink, can you just do this, do me a solid? But yeah, this is something that was definitely already going on. So now we need Uber pet delivery on there is the next one, right? Well, and the whole idea with the partnership with retail shops, Uber had a, I think the partnership with Nordstrom went for a couple of years, but super limited. I never bought anything, but I remember being like, oh, this is the beginning of something interesting. And then it kind of went away. So maybe it just wasn't in wide use or they couldn't get a lot of good, good partnerships at the time. But this all makes sense to me as well. I mean, the only thing I would say is if you are ordering from some sort of independent store where they might have some sort of a delivery service of their own, you know, you get a lot of people, especially these days saying go straight through the source.  But in general, Uber's got to figure out what to do with all these people that have cars and want to work. And Uber Direct is only done with particular businesses.  Both of these Uber Connect and Uber Direct are products of the virus, they're products of our time. It'll be interesting to see if people get used to them enough that they continue to be useful after we're out of lockdown, or if they just kind of fade away as the drivers go back to driving people around. This will be, this will be interesting to watch. Well, everyone, the reviews for Apple's Magic Keyboard for the iPad are coming in. Overall reviews found the backlit keyboard to offer a better typing experience than the old folio keyboard, although opinions vary if it's on par with the new Scissor Switch MacBooks. Build quality and touchpad performance also standouts. Several reviewers though noted that when attached, the keyboard and 12.9 inch iPad Pro actually weighs more and is thicker than the current MacBook Air. So there's some bulk involved if you want that nice experience. Dieter Bohne over at the Verge also found that the max 130 degree angle was kind of limiting and the lack of a function row forces users to dig into settings for things like backlight strength. And the keyboard might not appeal to artists because it can't be folded behind the iPad like the folio can. And everybody mentioned that, yeah, it's expensive. I am super excited about this. I have asked for one for my birthday and I believe it might be on order. But I don't have one of my hot little hands. It's kind of funny thinking that it's a problem that you can't lay it down on the table. But yeah, you can. One of the things they said they liked about it, Dieter Bohne said in fact, was it's really easy to just tear it off of the keyboard. And so you can just set it on the table like that, right? That seems pretty easy. But you can't have it like at a slight angle to the table. The weight, that's a bummer because obviously one of the things that's fun about an iPad is that it's really thin and light. My 12.9 inch iPad Pro is not very light to start with, but having it weigh in as big as a MacBook Air might be might be significant. But I'm looking forward to those keys. It looks fun. And the idea to meet something that a lot of people don't talk about that I'm really excited about is just having it up a little bit more off the table. I don't know about you, but I think I'm getting a bend, a permanent bend in my neck from being leaned over looking at the iPad, my phone. I, you know, I've got a Logitech on an iPad Pro and I have a folio like an Apple folio. I much prefer the Logitech. I have seen some people saying that the new Logitech version of the Magic Keyboard is also superior to the Magic Keyboard. But the Magic Keyboard does look like it's much superior to the folio. So I'm wondering if it's going to make that much of a difference between the two because I really do love that Logitech iPad keyboard. Do you have the newer folio one or the original one? Like I have the newer one. Yeah. Oh, because I love it. I think I like that keyboard better than the new Scissor Switch keyboard. Yeah. Oh, I don't like it better than the newer Scissor Switch. We will have words about that, but good. The new Scissor Switch is at least better than the old one though. But yeah, the newer folio is better than the original one too. Like so I assume that the Magic Keyboard is going to keep getting better as well. All right, folks, if you're confused about the opinions surrounding contact tracing apps, don't worry, everyone is. The BBC has a good article summarizing the positions, and we're going to break down some of what they say and some of the other things that we've been bringing you in following this. If you're new to the concept, the idea of contact tracing is that when you find out someone has COVID-19, you can contact everyone they might have infected. That would be the ideal, right? Then those people can get tested. All of this depends on ubiquitous testing. But if you have come in contact with someone who is COVID-19 infected, you can get tested whether you have symptoms or not. In fact, especially if you don't. And the aim is to catch people who are infected and contagious before they can spread it to people because they don't know they have it because they don't have the symptoms. That would reduce the spread of the disease. Now, contact tracing doesn't have to be 100% to help with health. The downsides of the errors are usually just more protection. In other words, a lot of times, this is used to say, oh, this person can now go about their business because we feel like they're safe. They don't have the disease. Now you know, right? The making up for the error is everybody just please stay in their home. So contact tracing is one of the ways you can help ease the lockdown. Manual contact tracing is labor intensive, but generally agreed to be the best way to do this. You interview someone about everywhere they've been in the period when they were likely to be contagious, and you get so much more information that way. Even if some of it's kind of vague and fuzzy, it's good enough to try to contact the people they could have come across. Now, because of this, several efforts have been made to improve the accuracy of manual tracing by using technology. So the most famous, of course, is the Apple Google effort. And generally it's seen as one that protects privacy the best, since it doesn't use location data, keeps what data it does use on the device for the most part, and doesn't have a central server. Any system like this would need to be downloaded by 60% or more of the population. So you have an adoption hurdle you have to get past first. It's one of the reasons Apple and Google want to make this integrated into the operating system in the second phase. So they can just give you a pop up and say, hey, would you like to participate in protecting people from COVID-19? Say yes here. However, there are other downsides to using apps as contact tracing. Not everyone has a device, first of all. Bluetooth is not precise with distance, and it's subject to interference. And the device can't gauge the interactions like a human interview would be able to do to know whether it was more or less likely to result in contagion. Were you in a ventilated room or a windy area? That kind of stuff comes out more often in manual contact tracing efforts. It doesn't come out at all in the Bluetooth contact tracing. There also might be attempts to undermine the service by using multiple devices, false reports, denial of service. We've talked previously that the University of Oxford Big Data Institute suggests that even with those downsides of spoofing, it would still result in slower spread than not doing anything, which is the goal. So one approach is to recruit the thousands of people needed for manual tracing. Do the manual tracing, but then use the apps to supplement that and increase the effectiveness. There are different systems being proposed, though. The German-led Pan-European Privacy Preserving Proximity Tracing, or PEPPT, we've talked about on the show before, that's a centralized project. Unfortunately, several participants have quit over criticisms of it being centralized and alleging a lack of openness and transparency about how the data would be handled. This has caused the creation of the Swiss-developed Decentralized Privacy Preserving Proximity Tracing, or DP3T team. That one is aligned with the Apple Google system, because it does a good job of protecting privacy and it is decentralized. In fact, 300 academics signed a letter Monday endorsing the Apple Google system and DP3T as preserving privacy better. So there, I hope you have a little better handle on what contact tracing is, where apps fit in, why we still need manual tracing, and what the Apple Google system is, and where it fits into the various protection efforts going on. I have to wonder at the baseline problem being that it would need to be downloaded by 60% or more of the population. At least as of 2017, which is the latest statistics I was able to find, on TechCrunch, they reported that 50% of consumers don't download any apps at all. Yeah, and that's why they want to put it in the operating system. The first phase would be an API that would require an app download. The second phase would just be a pop-up when you get your operating system update that says, hey, would you like to opt into this? Then you don't have to download anything unless you get infected. That's when you would download an app so that you can verify your diagnosis. Yeah, I think that's the only way it's ever going to happen. Yeah, and that's supposedly coming after the first round in May, so probably end of May, sometime June, it would go into the operating system. Hey, folks, if you want to get all the Tech headlines each day in about five minutes, be sure to subscribe to DailyTechHeadlines.com. So, Allison, you pointed out a study by sociology professor or led by sociology professor Douglas Downey at the Ohio State University, comparing teacher and parent evaluations of children who started kindergarten in 1998 about how they related with other kids with parent and teacher evaluations of kids who began kindergarten in 2010. The hope was to see any difference caused by increased screen time use among the children born in the year the iPad was released 2010. Results showed both groups had similar ratings for forming relationships and self-control. Allison, I love the way this story started out. Douglas Downey wanted to prove his son wrong by showing there was a difference and he didn't find one.  And he said, how do you know? And he had to go check and started the study and the starting with the 1998 study and then trying to replicate the results in 2010. I found this fascinating because it's so much easier to find studies that tell you that that screens make children horrible people. My niece is actually writing a book about the fact that she removed screens from her children's lives. She has four kids and two foster kids, so she's got a fairly large samples that just in her house. And, you know, she watched our kids kind of turned into monsters when they were at the very best zombies when they were on screens. And so she simply removed them completely and then started watching their behavior and the things that they learned and how they reacted to it. And they've gone completely screen free now. They were just going to do like a two-week detox and now it's been, I don't know, eight months, something like that. So I got into kind of a discussion with her on what she thought of these results and she sent back about 35 other studies that showed things like that the number of hours kids are spending on screen today is something like six hours a day and that they're seeing increased levels of depression and anxiety in these kids that are on that lawn. What I never saw in some of the direct studies I didn't get to look at to say, okay, compared to what? You know, what did they, maybe the kids who spent six hours a day or the kids who were already depressed and high anxiety, I'm not really sure. And we've also seen studies counteracting that saying that there isn't a statistically significant uptick in depression anxiety. That's why you need multiple studies. He can never go on just one study. And it's important to note that even Professor Downey's study shouldn't be taken as the only proof of this, right? This is like, he wanted to find a result and didn't find it. Doesn't mean there isn't some other result there or a different study might find a slightly more statistical result. But it does say that it's not obvious. It's, you know, it's not that sort of thing like, well, I could have told you that. Well, no, you can't. You got to look at this stuff and you got to study it for multiple angles. I'm sure there are effects of children using screens, some of them positive, some of them negative. And so if you just ban your children from using them at all, you're not seeing what the negative effects of them not using the screen are because you don't have anything to compare it to anymore. And that's more nuanced. So you really do need to look at this from multiple angles. I think the most significant thing that caught me about this was the idea that here was a professor who really wanted to find a different result and didn't, but still publish the results.  I mean, that seems like the most obvious thing that's going to happen earlier and perhaps worse. You know, if you've got logging a lot more screen time earlier in life, because it's just, it's just going to happen over a longer period of time. I wonder, and also your friend who's got a bunch of kids in the house and being able to limit screen time or eradicate it completely. It's like, I wonder how, you know, then it kind of turns into this like social pressure, right? Like kids who aren't allowed to eat the candy that the neighbor kids get to eat. You know, it's, it's not necessarily that kids feel like they need all of the screen time and being heavily using a variety of social networks, but it's kind of what everybody else is doing. It seems to me like, yeah, you can't really compare the kid who's always on Twitter, let's just say, to someone who's never used it, but it's more of like, well, what happens and how does it change when we pull back on the screen time or take it away or add it into something, you know, it's kind of this control group. Also, your friend could be absolutely right that screen time is bad for her kids and not be in contradiction to the science that says screen time in general is not bad for kids. She may have the outliers, right? It's not a representative sample. I did want to make the point that she was, she sent me like 12 books she's read on the topic and things and studies that she's been studying. So she didn't just do this independently as though this anecdotal evidence matters. I do like what you said, though, Tom, about that that, uh, Dr. Professor Downey went directly towards, I want to look for this result and I'm going to do a test to find it out. What, what is really common is to look at test results and go, Oh, now I'm going to draw these conclusions from the data that I found. If I learned anything from listening to Dr. Gary, what you do first is you start with a hypothesis, you do a test for that hypothesis and then you see what you find. If you find something interesting, you get to do a new test, but you don't get to start your, get your results from that test. You have to start with that as a hypothesis. And that's what made this a little more valid to me than maybe some other tests that I've read about. Right. He did proper science. Well, you know what? Screen time is really kind of fun. Discord screen time and you can join our discord by linking to a Patreon account at Patreon.com slash D T N S get to chatting. What's in the mailbag, Sarah? Tom, I'm glad you asked. Uh, one of our patrons, Alexandria wrote in and said, Hey guys, been a listener for a while now. And since Kroger, I assume your employer, Alexandria is giving us $2 per hour more for a month. I thought I'd support you. I also joined your folding at home team with a build server that doesn't see much constant use. It's a rise in seven and a two. So it ought to get some good results. Oh, that's great. I am a, uh, I'm a Ralph's patron. Ralph's owned by Kroger. So I go Krogering in a way quite often. So, uh, thank you, Alexandria. Uh, thank you for sharing the wealth. But it's heartwarming. Also, thank you, Alexandria, for working in the grocery industry, which is super important right now. Uh, you know, thank you for that as well. I can't, can't say how much that means to us. Thank you. Shout out to our patrons at our master and grandmaster levels, including Sonya Vining, Tony Glass and Ruchon Brantley. Also, thanks to Allison Sheridan. Allison, so nice to have you back on the show. Where can people keep up with the rest of your work? Well, you can find that over at podfeed.com, where I've been talking a lot about my fun with programming. It is my happy place now. Yes, you are certainly, I can tell in your voice what you do when you talk about it on the show. It's pretty great. Yeah. I made a clock four and a half years. I've been taking programming by stealth from Bart Buchatz in an audio podcast and I can now make a clock. That's cool. Hey, that's, that's helpful. It's more than I can make. So yeah, good job. podfeed.com. Go check that out, folks. Also, we've been sharing the love here at the end of the show, uh, with lots of folks sending us a good deserving people who are doing some good deserving things. And I'd like to call out personally, uh, artist Ryan Officer, longtime great supporter of the show. You may have seen his artwork of the hosts of the show and you can now get a personalized portrait of yourself, a DTNS boss in the same style that he has driven that he has drawn all of us. Uh, this will not only help Ryan, but he wants to help others get through all this as well. So you'll get a 5,000 by 5,000 high res personalized DTNS portrait drawing of yourself, a social media avatar version for use on the web, a 36 inch by 24 inch digital poster art, uh, posing with the selected DTNS crew of your choice as you get us drawn together. Uh, this will all of course, as I said, help Ryan, uh, but he intends to take some of what he makes off of this and help support some local charities and cover the cost of support for other DTNS patrons. He's been working with people who might not be able to keep supporting DTNS and he wants to help them out as well. Uh, you can get all the details from creative vast arts.com. We'll have a link in our show notes, uh, as well. So yeah, get yourself a, uh, a self, uh, a commissioned portrait from Ryan Officer. You can also support our show at any level at patreon.com slash DTNS. And we want you to give us feedback, questions, comments, all of it, send it to feedback, a daily tech news show.com and join us live if you can Monday through Friday, 4 30 p.m. Eastern 21 20 30 rather UTC and you can find out more at daily tech news show dot com slash live back tomorrow with Jen Cutter joining us. Talk to you then. This show is part of the frog pants network. Get more at frog pants dot com.


One thing I'd point out is, well, FlashBlade, one of our products is Scaleout. FlashArray, our first product, is not Scaleout. You know, Scaleout isn't a capability for a customer. It's an architecture in how you build the product. You know, when I scale out, I have more complicated software. I have more components. More components lead to more failures. Right, if I have a piece of memory and it's going to fail at a certain annual failure rate and I have 10 pieces of memory, I'm going to fail at 10 times that same rate. So Scaleout introduces complexity, it introduces more components, and then you have to say, what do you get from it? So if our customers needed a lot more performance than we're delivering, if they needed a lot more scale than we're delivering in the FlashArray product, we'd then react to that and go build Scaleout. Where the FlashArray sells, we don't see that as a major market need. It's more of a niche. Where FlashBlade sells, then there is much more of a need for that and that's why FlashBlade was Scaleout from day one. The TAM expansion really is following where solid state takes us. You know, we've gone from a world that was where, believe it or not, most computers still had mechanical systems operating them. It's sort of like having a mechanical calculator rather than an electronic calculator, right? We had mechanical disks in our computers, literally spinning rust, right? And it's only been in the last decade where a semiconductor, where solid state has taken the place of that, called Flash, right? Well, as that continues to get less expensive, we now can bring not only Flash performance into disk economics, but more importantly, now we can finally have modern software that is driving the need for having greater flexibility with our data. As data grows, it now, we say it has gravity. That is, it gets heavy. It gets hard to manage, hard to move between different environments. And now, a lot of infrastructure operators are spending much more time managing their data, managing the storage systems for their data than they are managing anything else in the data center environment. We want to eliminate all that. We want to automate all of that. You know, on the theme of decades, two decades ago, every application had its own individual communication stack. There were dozens of different protocols and a dozen different networks in every company. One decade ago, every application had its own custom hardware stack and custom operating system stack. Well, today, there's one network. It's called the Internet. Today, every application, every server is virtualized, allowing mobility, and yet storage is still static. We want this decade to be about making storage and data dynamic and really responsive to the needs of the application environment. Sure, so it's a deep relationship that's only getting deeper, and it's really at all levels. It starts with the executive alignment, and you think about Charlie, Giancarlo from Cisco. We've got a lot of just common cross-pollination there. But now it extends, certainly, to the field level. Tom and I are doing a lot of planning together in terms of having our teams go after common use cases. But now it extends to engineering as well. We had a UCS director plugin that we've had for some time now, but Pure is now first in terms of having integration into Cisco InterSight. So we are first and only to have storage integration into Cisco InterSight so that Cisco and Pure customers can really manage their environment from one console. So a lot of simplicity, the single SAS interface for managing everything. Tom, why Pure, why first with that? Well, Nathan, he articulated it well. You can look at the executive level. We talked about Charlie, but even all of our Cisco executives, but also to the engineering. We started really strong with the field sales teams. But even if you look at the little things that our customers noticed, but a lot of people may not like the internal development of validated design guides, use cases, we churn them out with Pure as our top ecosystem partner more than anybody. There's a lot of work being done. Our customers see that, and it's really helped drive our go-to-market together. It's really a very strong strategy. And what is the type of data that's going to be the best fit for it? There are a lot of common patterns for consumption in AI, speech recognition, image recognition, places where you have a lot of unstructured data, or it's unstructured to a computer. It's not unstructured to you. When you look at a picture, you see a lot of things in it that a computer can't see, right? Because you recognize what the patterns are. And the whole point about AI is it's going to help us get structure out of these unstructured data sets so the computer can recognize more things, the speech and emotions that we as humans just take for granted. It's about having computers being able to process and respond to that in a way that they're not really capable of doing today. Absolutely, absolutely. Yeah, no, I mean, I think it's been a really exciting conference for us so far, like you said, a lot of payload coming out. As far as the building of the bridge of the hybrid cloud, this has been, I would say a long time coming, right? We've been working down this path for a couple years. We started by bringing some of the cloud-like capabilities that customers really wanted and were able to achieve into the cloud back into the data center, right? So you saw us do this in terms of making our on-prem products easier to manage, easier to use, easier to automate. But working with customers over the last couple of years, we realized is that as the cloud hype kind of subsided and people were taking a more measured view of where the cloud fits into their strategies, what tools it brings, we realized that we could add value in the public cloud environment. The same types of enterprise capabilities, the same type of features, rich data services, feature sets, things like that, that we do on-premise in the cloud. And so what we're looking to achieve is actually quite simple, right? We want to give customers the choice whether customers want to run on-premise or in the cloud. That's just a choice of, we want to make an environmental choice. We don't want to put customers in a position where they have to make that choice and feel trapped in one location or another because of lack of features, lack of capabilities, or economics. And so the way that we do that is by building the same types of capabilities that we do on-prem in the cloud, giving customers the freedom and flexibility to be agile. Sure. Two-year-old startup, headquartered out of Bellevue, Washington. And we really focus on two primary businesses. We have a blockchain business and we have an AI business. In blockchain, we are one of the largest blockchain cryptocurrency hosting companies in North America. We've got facilities, four facilities in North Carolina, South Carolina, Georgia, and Kentucky. And really the business there is helping companies to be able to take advantage of blockchain and then position them for the future. And then on the AI side of our business, really we operate that in two ways. One is we can also co-locate and host people just like we do on the blockchain side. But primarily we're focused on creating a public cloud focused on GPU-centric computing and artificial intelligence. And we're there to help really usher in the new age of AI. How does Pure actually take that word simple from a marketing concept into reality for your customers? Yeah, I think simple is the most underappreciated but biggest differentiator that Pure has. I was recalling for someone, you talked to Cause earlier today. I had a conversation about three weeks into the existence of Pure, excuse me, with Cause. And we were just debating, I mean this is before we wrote any code at all about what would be Pure's long-term differentiator. And I was kind of like, I will be the Flash people or high performance or whatever he's like, no, no, no. We're going to be simple. We are going to deliver a culture that drives some plus into our products and that will be game changing. And I thought he was a little crazy at the time. But he's absolutely turned out to be right. And if you look over the years, that started with just an appliance experience, a tent card install, just a really easy environment. But that's manifested itself into every product we create. And it's really hard to reverse engineer that. You know, it's an engineering discipline thing that you have to build in the DNA of the company. So how do you see the partnership with Splunk just in terms of supporting that TAM expansion the next 10 years? So analytics, particularly log analytics have really taken off for us in the last year as we put more focus on it. We want to double down on our investments as we go through the end of this year and in the next year with focus on Splunk as well as other alliances. We think we are in a unique position because the roll out of smart store, right, customers are always on a different scale in terms of when they want to adopt a new architecture, right? It is a significant decision that they have to make. And so we believe between the combination of flash array for the hot tier and flash blade for the cold is a nice way for customers with classic Splunk architecture to modernize their platform, leverage the benefits of data reduction to drive down some of the cost, leverage the benefits of flash to increase the rate at which they can ask questions and get answers is a nice stepping stone. And when customers are ready, because flash blade is one of the few storage platforms in the market that is scale out, bandwidth optimized for both NFS and object, they can go through a rolling non-disruptive upgrade to smart store, have investment protection. And if they can't repurpose that flash array, they can use pure as a service to have the flash arrays the hot tier today and drop it back off to us when they're done with it tomorrow.


Good morning everybody. We're here in Troutman, North Carolina. Just getting our day going. Just got up. Just getting out here to do my pre-trip and then go inside grab a coffee. I already walked the weasel so he's good to go. It's a hot one. It's only gonna get hotter. We're gonna head south from here through South Carolina into Georgia. We're gonna Waynesboro, Georgia where I got to drop off this load that I'm pulling in the box behind me. From there I'm guessing I'm probably gonna go to the Atlanta area but I don't have confirmation on that yet. Pick up another load going back to Canada. Again I don't know if I'm going to Eastern Canada or going to West. I have no idea but I've finished my reset now so I have a full 70 hours available to me in the next week. Hoping to make use of all of them. Take the entrance to the right. Palm trees. Palm trees. Just want to point that out. Finally. Look at them. Beautiful. They're the sign that we are where we're supposed to be. Where it never snows. Very rarely anyway. It's hot. Wow Georgia. My thermometer here okay we've been sitting here since 39 Celsius but it's a little it's not as hot as that because we've just been sitting here it's affecting my thermometer but it's got to be in the 90s. Fair enough. Oh just unloaded the trailer. I don't think this is gonna be enough to replenish all the sweat and pour it out of my body. How do you people live in this? Oh yes. Water. How do you do it? How do you live in this every day? Is it going about their business like nothing's going on? I'm like sitting here melting like frosty in the corner over here. Wow. The AC doesn't even do anything. It's still hot in here. Got the AC just blasting. I love it. I love it. Oh man. So we're in Waynesboro. We're empty and my reload fell through. So I'm waiting for a new reload so that it just left me here to melt. I should have let them know if I don't respond to them when they try to get a hold of me. It's because I turned into a puddle and evaporated. I'm floating away with the clouds. Imagine living in there like being able to enjoy this weather every day all year around. I would love that. I get used to it after a while. I mean I'm just not used to it. That's why it's affecting me so much. But my body would adjust to get used to it. I get a permanent tan. Maybe one day. Maybe one day we'll have a summer home. I'd love to have a summer home. A winter home down on the Gulf Coast somewhere one day. If I play my cards right. I have what 35 years or something before I retire. If I play my cards right in 35 years I can be an official snowbird. And I'll be that old guy with the Canadian plates holding up traffic down in Florida. But don't worry I'm gonna be spending all my retirement money into your economy. Okay so don't get too mad at me. I am giving you all my money I saved up my whole life. All I ask is for your hospitality. Please let me come enjoy your palm trees and your warm weather. I'll be old. I'll have a lifetime of work behind me. And I just want to go sit on a beach in the sun somewhere for the rest of my life. How about it? Is that a deal? Maybe I'll still be making vlogs then. Can you imagine how many of you. I'll be at like episode 200,000 retired on the beach in Florida or Alabama or Georgia anywhere on the Gulf Coast really. Maybe Texas. I kind of like the Mobile Alabama area there. I've been there before. The Panhandle of Florida. I really like that area too. We'll see. 35 years. We'll see what happens. So I'm at this little truck stop here in Waynesboro, Georgia. And there's a parking permit required if you leave your vehicle unattended. So I'm wondering if I stay with my truck do I still have to pay?  The signs all around here say parking permit required. There's a sign way over there. And over here. Parking permit required if vehicle left unattended. It's 10 bucks for the night I think. I went in there now and said hey I'm just waiting for a load. Can I like hang out here for the afternoon without paying? And I said yeah yeah no problem just if it turns into overnight and you leave your vehicle unattended you'll have to pay then. And I said oh okay. Then I walked out of the store and I didn't think of it until I got back to the truck. I'm like wait a minute they said if I leave my vehicle unattended. And the sign says the same thing so I'm thinking if I stay with the truck I should be good right and I'll have to pay. Guess we'll see what happens. Who is that? Is that a cowboy weasel? He's my new best friend man. He replaced you. No way. You sure? You replaced me? I don't love me anymore. So we're staying here for tonight and I got a new pillow. I went to Walmart. Diesel got a new new friend there. I got a new pillow. The world is all happy. So no loads today. They actually had a load for me but it fell through I guess last minute or something. So apparently 12. They had 12 loads lined up and they all fell through. So they have 12 drivers here in Georgia that are all sitting now waiting for new loads. So I just got to wait till the morning. There's already a load that's lined up for me. They just want to wait till the morning to see if there's anything better. And plus it's only getting loaded in the morning anyways. It's a drop-in hook so I don't even got to be there for it to be loaded. So I don't have to move from here. I'm gonna stay here in Waynesboro for the night and figure out what's going on tomorrow. If nothing better pops up for them that load I'll go and pick it up probably tomorrow afternoon just south of Atlanta and that's going back to Winnipeg, Manitoba. So I guess I'll be going home for next weekend probably. I'm about three days, three full days from home, maybe a bit more. Let's see how far away we are. Waynesboro is in the eastern part of Georgia.  I'm trying to open up my phone here.  I think I'm quite a ways from Atlanta. Let me zoom out here. Okay. Oh yeah, I'm like across the state from Atlanta. Georgia's not very big either so it'll probably take a few hours to get there. Switch trailers and start heading home. So today is Monday so Tuesday Wednesday. I'll probably be home Thursday night or Friday sometime during the day and I'll probably be home for a reset then. Well not much of a video for you guys today. I've got to end it here so really short one. Tomorrow will be a little bit better. So no load for us but tomorrow don't worry I'm already in the future. Tomorrow we have a load coming out of Auburn, Alabama. I got to go over there. It's about three and a half, three and a half, four and a half hours from here. I'm going to go to the Love's truck stop near Columbus. I believe that's the town that it was called. Smith Station, Alabama. Hopefully find a parking spot for us there and they have laundry there. Hopefully I can do some laundry then because I haven't been able to find a place with laundry where we did our reset the last time up in North Carolina. They didn't have laundry there. They don't have laundry here so I need to wash some of my pants. I'm running out of pants. Look at this. I'm wearing my old pants with the with the holes in it already. What is this world coming to? So I'll see you right here tomorrow. Sorry I couldn't show you much more. I wish I had more to show you but it is what it is. The load fell through. We got another one now though so I'll see you tomorrow to go pick that up. It's going to Alberta I believe.