We see Mr. President and Mrs. Nancy Reagan and members of the delegation. The current visit of your Excellency, Mr. President, is indeed very short. However, this doesn't reduce the great significance that we both attached to it. We attach even greater importance to this visit after Excellency. Mr. President and I, as well as our ministers and high-ranking officials, have exchanged views this morning. We have viewed together a very wide range of issues, either related to the bilateral relations between our two nations and countries, also the regional, as well as international, questions. Your Excellency's present visit coincides with the state of our world, which faces various difficult, complicated, and vulnerable problems. Both from the security and economic points of view, this situation does not benefit anybody, particularly it is disadvantageous for developing countries such as Indonesia. The United States has a great power, has the opportunity and ability to give the best possible contribution to the creation of a world more peaceful, more advanced, more prosperous, and more equitable than the one that has been enjoyed by mankind up to the present. As a country that pursues an independent and active foreign policy, Indonesia builds to all parties to refrain themselves and to take adequate steps in creating peace and stability in the world. Indonesia also earnestly builds to all countries, big or small, very advanced in developing, rich or not rich, to cooperate shoulder to shoulder as equal and responsible partners to establish a new international economic order that ensures progress and justice to all nations in the world. It is in this context, Your Excellency, Mr. President, that I see the summit conference of advanced industrial countries which will be attended by Your Excellency in Tokyo in the next few days. I hope that the summit conference of three advanced industrial countries shall not be to discuss the interests of the advanced countries. Hopefully, it will also pay attention to the interests of all nations, all countries, and all world communities for the sake of the survival of mankind, and the best interests of the world, especially at a time when the world is facing difficult and decisive moments today. Your Excellency, Mr. President, an American journalist has written a book entitled Revolt in Paradise which describes the heroic episode of Indonesian peoples' struggle during our war for independence in this island. The Indonesian translation of this famous book is entitled Revolt in Peaceful Island. Hopefully, Your Excellency, Mr. President, and Mrs. Nancy Reagan, as well as all members of the delegation, would enjoy an atmosphere of paradise and peace as they describe this island during the three days' stay on this island of the gods. In conclusion, allow me to invite the distinguished guests to raise your glass and join me in a toast to the health of His Excellency, the President of the United States, and Mrs. Nancy Reagan, to the progress and prosperity of the American people, and to the everlasting friendship between the United States of America and the Republic of Indonesia. Thank you. And now, a response by His Excellency, the President of the United States of America, which will be concluded by a toast. Mr. President, Mrs. Swarjo, Ministers, ladies and gentlemen, Nancy and I are delighted to be with you tonight. It's a great honor to be visiting Indonesia again and to receive the warm hospitality and gracious welcome for which the Indonesian people are justly famous. I remember how much I enjoyed my visit to Indonesia in December of 1973 when I was Governor of California and here representing our President at the time. I also recall with pleasure, Mr. President, your visit to the United States in October of 1982. I remember well that in your dinner toast, you suggested, like it or not, we must consider the world as the common homeland of all nations. Well, Mr. President, the American people are honored that as citizens of the world, we count as our close and trusted friends the people of Indonesia. Americans see Indonesia as an impressive success story. In just over 40 years, this vast and beautiful nation has made enormous strides. We Americans appreciate that the path to national union is not easy for a country that spans over 3,000 miles and is scattered across more than 13,600 islands. The challenges you face in developing your country with its wide expanse and rich diversity are not unlike the obstacles and hazards Americans face in settling and developing our own country. Despite regional diversity, Indonesia under your leadership, Mr. President, is a united country, a country that is assuming an increasingly significant role in the region and in the world. Your commitment to Indonesian resilience, drawing on your own resources and your own traditions and institutions, serves to enrich your people materially and spiritually. In the United States, our governing institutions celebrate the wisdom of a balance of powers that works out to shape our laws and traditions. Indonesia's governing philosophy of consultation and consensus is different from our own, yet its ultimate goal is blending diversity into national unity. Even though our methods of government differ, the friendly and open nature of the discussions we've had here and when you were in Washington reflect the positive and constructive day-to-day, year-to-year conduct of relations between our two countries. I want to congratulate you, Mr. President, on Indonesia's achievement in reaching self-sufficiency in rice production. This is an enormous accomplishment of which you can be justifiably proud. Having moved so far, so fast in providing ample food resources, is another indication of your government's effective management. The attainment of rice self-sufficiency is just one indication that Indonesia's economic development program has been wide reaching and impressive. This program of growth and advancement has been directed toward bringing the benefits of development to all levels of society. Mr. President, not too long ago you said it is impossible to reach equity in development, impossible to wipe out poverty if there is no economic growth. Well, we applaud that emphasis. We have a saying in the United States that rather than talk about how to divide up a small pie, let's work and build and bake a bigger pie so everyone can have a bigger slice. Mr. President, we've been happy to cooperate with you in a number of social and economic fields, including food production, off-farm employment, private sector development, and health care. We look forward to continuing our work together. In this regard, we have found the growing cooperation between our two nations in the field of science and technology to be particularly beneficial. Indonesia is also to be congratulated, Mr. President, for its humanitarian policy of granting first asylum to almost 100,000 refugees from Indochina. The international community and the American people applaud Indonesia for its generous response to the plight of these unfortunate people who are seeking freedom and refuge. Many of these refugees have also resettled on our shores and have enriched the fabric of American life. The plight of these friends in distress is very important to Americans. I want to express to you, Mr. President, my personal appreciation for the sacrifice and consideration your government has shown in this humanitarian endeavor. I am struck by how our discussions have reflected a mutuality of interests and a harmony of views. And I am confident the spirit that is prevailed here will enable us to forge even stronger relations in the years ahead. And I would ask you all to join me, then, in toasting the people of Indonesia, their distinguished leader, President Suwato, and the friendship between the Indonesian and American people.


Good evening, this is Melissa with thestockswish.com and welcome. Welcome to a video that I'm doing just for a client, or a prospective client. He was in the live trading room, or the webinar today, the live webinar today. And asked me about OUTR, I said I didn't pay it any mind and I don't even know what it did. So I said I'd look at it and do a video for him. First of all, it was a bullish gap and I preferred to do bearish gaps. There are certain bullish gaps that I noticed and then I call out and say these were good if you want to buy them. I did not do that with this today. I didn't even notice it at all. And the interesting thing is it wasn't a good bullish gap. It was actually what I call a nothing kind of play. So we'll go over in a minute, but I want to say one thing. When your eye, okay, your eye, when your eye gets used to seeing patterns and charts, you really do just black out everything else that isn't good. So it would not be surprising for me to not even pay any mind to hundreds and thousands of stocks in any given day that happened to gap because my eye directs me immediately whether or not something is worth me even rating or watching. And again, I've been doing this now for six years.  So this chart was not a buy today in the gap. I'm just seeing this chart. If you want my honest opinion, I think this chart is a little bit of a mess but I'll tell you what I think of it here. This chart's really a mess. It's actually was a nice bearish gap here. That's the direction to play this. And this one here failed. Was it the end of the world? No. Okay, just failed in the day. This had a huge monster big gap down after this fall off here. But this actually very well could have worked the downside, it didn't. And then when this followed through the next day, okay, this followed through in here and then the play in here was short. Now it bottomed out in here for the moment. This is temporary for the moment. Oh, this is gonna break. This is gonna break eventually again here. Now I see this. But for the moment, this didn't break. Rallied on up here. Remember, in this time, this is happening, the market's rallying too. I don't know what caused this far here. You can go back and look and find out on the internet, look up the stock. Something probably caused this move like this. But it was really a rally into resistance. I'm not sure what caused this gap here this morning because again, I didn't keep any in mind to it. It doesn't really matter though. When the stock gapped up here and opened to 5190, it was not a buy. And if you had rated this gap for my system, it wouldn't have rated high enough to buy at all. Now I know what people like to do. They like to short these things as fades. And you might have tried to do this. I'm gonna look at the one minute. I haven't looked at it yet. But I doubted how to proper set up in here based on the stopping tail configuration. And really it just became heavy on itself and came in. And it wasn't a good buy in the first place. Would I short this? No, I'm not shorting bullish gaps. Would I buy this? No, it's not a good golden gap to the upside. It's just not a good buy. Okay, it does not rate high enough to buy. And it's caught actually in a terrible area here. So it's a nothing play. You don't do anything with it. I'm gonna look at the one minute and see if it had any entries. But I doubt it. I also have a feeling this was just too, way too sketchy to do. But let's look at it. It looks like this happened. See that's what made that bar on Friday. There it is. Look, I didn't even see this because I didn't look at the one. So this huge big move happened, a $4 move that happened into the last five minutes of Trading Friday. This looks like some kind of news. So before that, the stock was at 5410. Let me just look at that. See, this is stuff that people don't take any mind to. And you got to pay attention to it. So really the stock prior to that news was here on Friday at 355. This last thing here that happened, which was 80% of the bar that happened on the day happened the last five minutes. So buying came into the stock. It looks like, okay, that pushed this up overnight, whatever that news generated thing that happened the last five minutes that made the clothes of this bar. But this isn't how the bar traded all the day. The bar traded all day like this. If I could just erase this here to show you, that's how the bar traded. Okay, so this happened late Friday night and people bought it or carried it overnight then that bought it late. People that bought it late just carried it overnight.  There's nothing to do with this though, really. It's just silly. But let's look what happened here. So if you tried to short this here, thinking it was a fade, it failed. Ride up over the high of the day, set up again, failed, set up again, failed, and set up again, failed. So this didn't act right. Something should not trigger and trigger and trigger and trigger and trigger and trigger and fail. If something should set up and go. And if it sets up and fails, you can re-look at it with confirmation to set up again, but something shouldn't set up and fail two, three, four, five, six, seven, eight, nine times. That's not a good play. And eventually then you can wait for the higher timeframe here to do this. If you wanted to do this then and short it on a 15 minute, I still wouldn't have done this in a million years. This is just completely opposite of everything I do. But you're shorting this then. Even if you faded this today, look what you're shorting. That's strong. Now in the moment that it happened, the timeframe of the movement was late Friday into overnight into the gap up this morning that happened very quickly. But looking at that as it stands right there, if you decide to short the stock in a 15 minute, this is what you're shorting. And I would never short something that looks like that. Now as it turns out, looking on the daily, it isn't a goodbye, but I wouldn't still short this. It doesn't have high odds of working. It was very sloppy. And if you did it, you got stopped that a couple of times before you even made any money. And it did have a move down into itself, but I think you lost money more than you made money in it until you got paid. That is just not the right way to trade, I don't think. And why would something have set ups, failure, set up, failure, set up, failure, set up, failure, set up, failure? Because overall, this is nothing, there's nothing to do with this here today. Nothing at all. So this is not a professional gap. And this is what some people will call a novice gap. A novice gap though isn't a strategy. A novice gap is a gap in the, in the, actually this isn't even a novice gap. This isn't even a novice gap for what a real novice gap is. And again, my terminology is different than other people's. This is not even a novice gap. That's how people played it today. But it's not a novice gap. Why isn't this a novice gap today? Because a novice gap is a stocking and up trend. Stock is in an up trend rallying up and then the stock gaps up after a big rally up and a big extension up and it comes in as a fade and you short it. That is actually not even a strategy at all. That is what people play. It's actually a play, it's not a strategy.  In a downtrend, trades down, gaps down big and they flip it and they buy it. Again, there's no strategy there. You're playing against the directional move and you're playing against the directional move when you short stuff that's in an up trend. That is really the definition of a novice gap if you wanna do that way. That's not even what this was. People play this as a novice gap. This wasn't even a novice gap because this chart is not in an up trend. This chart is actually a mess and if anything it's in a downtrend or neutral but I really say downtrend and that's actually the reason that this bar traded on the day red because a stock is in a downtrend and any chance the stock gets to fall down on top of itself it will. This chart is lower tomorrow, a lower on through and will break 46-25. I don't know when. It may gap down again. This stock is short at least until otherwise noted. It's not a long and this move here was so fakey fake because it happened in the last five minutes of the day and people just bought it and then carried it overnight. But this is even a novice gap. In fact, I should need really need to go over this more with people because people think this is a novice gap and it's not. Yeah, because the stock is not in an uptrend and you'd be looking to faint something uptrend that's not the real definition or the way I defined it. And also a novice gaps really aren't a strategy and you're trading against a trend and I just don't do them. There's nothing to do with this here. There's absolutely no play and something that's good to do that's clean to trade that's a nice gap doesn't have stop that after stop that after stop that after stop that until it goes on to work. It's clear and it's clear pretty quickly what it's going to do and there wasn't anything clear about this this morning except for there's nothing to do with it.  I just don't have time in the morning and once you learn how to trade my system David, if you want to you want to have time for it either. So I hope you didn't get hurted this because there wasn't anything to do with this here today. And the market didn't help us as well either today because the market was a mess, choppy chop today. So anyways, this is O-U-T-R just a nothing gap of no consequence but I did want to go over for David a very interesting there pointing out some good things that's accurate to notice. And if anyone's interested in more information you can email me on the upcoming gap course which is this weekend October 12th and 13th Saturday and Sunday from 9 a.m. to 5 p.m. Eastern time. My email is Melissa at thestockswitch.com Thanks everyone, have a great night.


How can science science as we know it be so wrong about consciousness? I mean, we're talking about a situation where pole after pole shows that 90% of people in the United States completely disagree with this biological robot meaningless universe brain centered idea that we have about consciousness. So the real question I guess I have is how can we really trust science going forward? You're a great advocate of science. You speak eloquently about the scientific method about how beautiful science is done properly. But I guess I turn it around. Can we really trust science when they dropped the ball so badly already? I agree that the current theories of consciousness among my scientific colleagues really do drop the ball. They really start with an unconscious objective reality of space time and matter and they try to boot up consciousness from that. And of course I disagree with them. I think that that's not the right way to go about it. And many scientists still have a feeling that, you know, if that's what spirituality means, then I will have none of it. And the other aspect to it is they feel like, look, science made great strides in using the assumption that space time and unconscious matter are the foundations and it's truly stunning what's happened in the last three, three and a half centuries. It's completely revolutionized our understanding of the universe. The technology that's come out has been stunning and it's raised humanity's level of life dramatically. So there's this feeling among the scientists that look, the physicalist framework was our way of getting away from the weirdness of the spiritual traditions and breaking free. Look what it's done and it has been dramatically successful. So that's part of where they're coming from.


Hobby servo motors come in a variety of sizes and they're easily identifiable by their three-pin connectors Red or orange for power brown or black for ground and white or yellow for signal wire Servos make it easy to add motion to a project without the need for complex motor drivers They can rotate about a hundred and eighty degrees all the way left is considered zero degrees Middle is 90 and all the way right is 180 degrees This one's powered by five volts DC, but it can get by with as little as four volts or as much as six The servo's signal can be driven by short pulses from a microcontroller pin sent 50 or 60 times a second The width of the pulse determines the position the servo will rotate to one millisecond is zero degrees 1.5 milliseconds 90 degrees Two milliseconds is 180 degrees You


the signal from the noise. It's theCUBE covering Dell World 2015, brought to you by Dell. Now your hosts, John Furrier and Dave Vellante. Okay, welcome back everyone. You're watching theCUBE SiliconANGLE's flagship program. When we go out to the events to extract the signal and noise, I'm John Furrier, the founder of SiliconANGLE. I'm joined by Dave Vellante, chief analyst at Wikibon.com. Our next guest is Cheryl Cook, the vice president of Global Channels and Alliance at Dell. Now Dell EMCBM where Pivotal, RSA and a school of other great companies that have been acquired into the Dell. Welcome to theCUBE. Good morning. Welcome to Dell World. We're happy to have you here. It's great to be here. It's super exciting. I mean, it's like, we're like a kid in the candy store right now. When we cover enterprise tech, we cover like a blanket and there's more action happening now. And the timing of the Dell World couldn't have been better than having the announcement just last week. How fortuitous, right? It created certainly a lot of excitement, a lot of energy. So my first question that everyone wants to know is, your phone must be ringing off the hook. What does it mean? Cheryl, tell me, bottom line, what do I go with? How do I implement my channel strategy? Who am I partnering with? Is there a reconfiguration? These are the questions on one side of the table and the other side table is great. Now I have to consolidate my suppliers into one couple partners. It's more efficient for my business. So it's kind of like the scales are tipping. What's your thoughts? Yeah, well, you know, the initial reaction and reception that I've received, as you said, I've got a lot of calls and inquires has really been more positive. One, it's a big news. It's a big acquisition. And the entire industry is in this inflection of consolidation. So I think the reaction candidly from our partner community is Dell is going to be one of the acquirers. And we're going to be bringing together opportunities to simplify and extend the portfolio for our partners and our customers to be able to continue to really work as we've been discussing here at this event, the digital transformation and really trying to drive to the future of flexible models. You know, one of the things that have here is talking about from Coca-Cola on the keynote is localization in different countries. In the channel now you have a localization issue across all the different relationships, certain bars, ISVs, channel partners, alliances per company. You know, get Dell. How are you managing that? And are you guys doing a little overlap map? Is there a grid? Is there a solutions mix? I mean, customers are actually buying Lego like solutions. Is it okay? I mean, what's your thoughts and how are you managing that? Well, I think we have it still very early, right? And the transaction has to officially close and we'll go work the integration plans accordingly. But many of our partners are shared partners in the partner ecosystem. They're currently already working with EMC or VMware, certainly Dell and others. And I think our opportunity is to really try and be sensitive to the pressures that they have in trying to serve their customers. And I'm a big believer that customers are trying to simplify and narrow the number of vendors they're doing business with and our channel partners are as well. So the more we're able to integrate and innovate and bring really integrated solutions and offers and programs and incentives together, in many ways, that should unleash some value that the partners can free up some time. Talk about you mentioned a lot of the same partners. You guys have been doing business with EMC as a partner for a long time and a variety of their companies. How has that changed? You mentioned that this kind of a preexisting relationship base across the different partners and alliances. What does that give you guys for insight in the integration? Obviously makes it a little bit easier. Any thoughts there and what's different is where are the hotspots? Well, I think as you look at how we're serving our customers, you know, Dell and EMC had a partnership for about 10 years. And then as we've expanded our portfolio, we continue to cooperate, compete in the marketplace. I think culturally we know each other quite well. And I think if we look at serving our mutual customers, as Michael highlighted in the keynote this morning, EMC is just world class at tier one enterprise customers and relationships and offers. And Dell is really strong and differentiated in the mid market and small business. So I think bringing these two together gives us quite complimentary scale on how to serve the customer base. So you mentioned, Cheryl, that customers and the channel partners want to consolidate the number of vendors with whom they do business. And that's, they've wanted to do that for decades. And it's kind of been a slow motion collapse in the number of vendors out there. But what does that mean? So it seems like we're now at this sort of steady state potentially. We saw this spate, you know, 10 years ago of consolidation. Now we're seeing another one. What does it mean for the channel partners to consolidate? How do they make more money through that consolidation? Is it better focus? Is it better margins? Can you take us through that? Sure. Well, I think it's a combination of focus. And I think the more we can integrate our offerings and through the alliances and partnerships we have with VMware or Microsoft or OpenStack, we launched here actually at this event a set of blueprints and reference architectures that we, the Alliance OEM vendors will test, certify, will do all the sandbox testing. And what that means for a partner is they can have the confidence to go propose and make these proposals and recommendations and configurations. And there's a lot more services around assessment services, consulting services, leveraging diagnostics and best practices that we can bring to bear that frankly brings more value and hence more margin in the offering to the customer. And I think the focus and simplification is the monetization is not at integrating the silos of technology. It's really in helping the customers and the line of business at the application in the workload really map it to the business value and the business return. It's not infrastructure for infrastructure sake. And I think those relationships, those type of consultants, those types of business acumen unleash a lot more value. So that's a big change for a lot of the channel partners. So I want to come back and talk about EMC in a minute. But independent of that, you guys are separate companies. You got to make investments. Is that really where you're making investments is trying to remove some of that heavy lifting for the channel? And how are they responding to them? And that's a big change for them, right? They have to reskill the cloud comes in. What are you seeing in the channel in terms of their ability to move up that value chain? I think we're actually seeing a lot of partners. The market is taking us all there. So I think our customers are taking them there. And one of the things we've announced actually at this conference is an effort to kind of help our channel partners make that journey and help be what we call future ready future ready channel. And it comes in the form of these blueprints and reference architectures as I've described. It comes in the form of training and solutions competencies that are really around these hybrid cloud solutions that couple services, software, hardware, not just the silos of our product orientation. And it also comes with financial tools. So we've been very flexible and innovative with Dell financial services, and have launched some financing opportunities that the partners can leverage to be flexible and accommodate the consumption models that their customers are increasingly demanding from them, whether it's pay as I consume or pay as I go. And through Dell financial services, we will help provide them the support to be able to be flexible and adapt those billing. You know, Cheryl, one of the things I'm most proud of when we do these CUBE interviews, we get to talk to a lot of people and and see the trends early with the first research and blog to cover cloud mobile social, big data DevOps. And those were trends that we saw early in talking to folks, and we get to glean some insights. So we got some nice insight out there on the intro saying that the DevOps movement really created the cloud mojo for Amazon now hybrid, where the developers were in charge, the developers were dictating what the infrastructure should do, which is a flip over from the old way. Some of the things Michael is talking about. Now what we're pointing out here in the CUBE this week and then we keep on research is the customers are now in charge. Now the customers are now dictating terms, I say terms loosely speaking, they want a Lego block solution. They want that kind of developer agile feel from their suppliers. So the channel parties are a key part of delivering services wrapped around a modular set of portfolio based products like Dell offers. So can you share some color to some of the consumption of the large enterprises down to the SMB.   So you're seeing kind of an SMB trend. What is some of the color around this new customers in charge idea for future ready channel? Well, I think it's time, right? If there's a common theme, it's the pace of change and the pace of the demands on the line of business. So I think all that you just described are happening because they can no longer wait for the traditional IT timeline to deliver the solutions and innovations to be able to address the business. So one thing our channel partners clearly do and bring value is their local, their nimble, they typically have amazing capabilities and expertise that aligns far more strongly to their customers, their verticals and their lines of business. So I think actually this trend of customer being in charge voice of the line of business has a natural advantage actually to the partner community, who's really close to those lines of business too. When we look at expanding it, it's how can we be a really world class partner on bringing the innovations and frankly the form factor of the technology to the partners such that they can spend their time and expertise on really addressing the business need, but consuming and delivering and deploying and provisioning in a far more simplified way the technology, which is really where we're trying to add value. So you mentioned the positive response from a lot of the channel partners. I've talked to some of the channel folks on the EMC side and there's some concern and I wonder if you could address it. So their concern is, oh my gosh, EMC and Dell is now this huge $80 billion monster. They're going to come in and go end to end. They're going to take my customer and they're going to do kickbacks and I won't be able to compete with that. What would you tell the channel partner who's freaking out about that nightmare that I just described? Well, I would say be calm. Don't freak out. We certainly have lots to do. I think the one thing we share with EMC is a priority of serving the customer. So I think we want to make sure that we do the right thing for the customer. I think Michael, you also heard is incredibly impressed with the EMC's approach of a federated model where they've acquired some amazing technology and capability and in the different spaces, allowing them to flourish and appropriate level of both R&D and go to market. So this notion of a behemoth end to end, we know we have to be nimble and fast. So my feedback to the channel partners would be we're going to make sure we do the right thing to serve the customer. We're going to make sure we do the right thing to serve our partners and our shared partners and they should see this as a coming together with some amazing resource of innovation, R&D, certainly technology and go to market capabilities in a private company. And the one thing we definitely will see is how can we be more agile and flexible and responsive to the needs that those channel partners or our customers have. And isn't it true though in a two trillion dollar market that even if even an 80 billion dollar company has to have a very strong channel presence for leverage, for reach, for effectiveness, efficiency. I mean, can you talk about that a little bit in terms of the strategic importance of the channel? Yeah, well, we are firmly committed. And as I said, if we stay customer focused, the reality is there is a huge percentage of the marketplace that prefer to do business through channel partners for all the expertise and capability and local presence that they represent. I think in the enterprise space in particular, it's like 70% of the market prefers to work with channel partners. So for me, it's certainly a value for us, the OEM and coverage and extension. But for me, it's a mandate from our customers to make sure that we're allowing them to do business the way they want to do business. And we're providing the best experience from a value ad perspective and the channel partner ecosystem and communities help us do that greatly. They're certainly going to be afraid of all that moving parts around the acquisition today was mentioning is always going to be the peer. What's in it for me? Everyone wants, you know, with them. What's in it from me? Where's the soft dolls? What's the revenue? Where's the solutions? So that's one thing. But on the other side of the coin is the investment side that you guys are making. What are you doing with the channel partners to be specific on some of the investments you're making with respect to building out because now the mandate for the channel partners and alliance partners is we got to build the future. That's the theme of the conference. And Michael is very clear about that innovation strategy, internet of things, mobile, plenty of fertile ground to build on. No doubt about that. What are you guys doing from investments? Can you share any things you're doing? Absolutely. So we're going to continue when we made some announcements here. We had a partner event yesterday in advance of this group. I get a lot of feedback and request for training and knowledge and certification. So you're going to see us make tremendous investments to continue to not just provide product level training and expertise. But again, the solutions training and expertise around cloud and hybrid cloud solutions around big data and big data analytics solutions and around services. So we're really launching our deployment and pro support deployment capabilities to our partner community, which now opens and extends the ability for our partners to not just resell the product and do all the surrounding services, but actually do the deployment, implementation, installation services, creates a revenue and margin opportunity for them. But most importantly, creates a richer customer experience for them to be able to really manage the end to end offering with them. And you'll also, as I said, see us to make continued investments around Dell financial services. We've had a phenomenal uptake in our global financial services offerings that we've taken to our partners, which gives increased credit capacity, gives extended payment terms, gives a lot of flexible business model resources to them, one to help fuel their growth. We've been experiencing just some phenomenal hyper growth, and that puts a cash flow strain on a small business or a medium. They want a reliable partner. Absolutely. And Dell has amazing resources and capabilities. And we want to just open those up and extend them to the partner community. So the message is, calm down, don't freak out. One, two, there's an investment behind the deal, a lot of wood by the arrow from financial stability standpoint to support the partners. Absolutely. You know, the one thing the partner community gives us, at least remarks or credit for with Dell is we've been very consistent and stable. And when I hear partners, they want stability, predictability and consistency. And even as our family expands and we're going to be far bigger, we're not going to lose sight of that core tenant of how to remain simple to do business with, maintain some of the best of breed capabilities of all these programs and really help them. And you've got some new partners with CDW doing some expansion. What's going on there? I mean, that's big news. That happened this last week, too, is a newsworthy week for us. So we kind of got buried, I think it was a little overshadow. CRN might have picked it up. But I mean, yeah, we did. So we did announce last week that we're expanding a partnership with CDW and, you know, through several of the acquisitions Dell had made, we had a meaningful relationship with CDW already with some of our sonic wall and our wise capabilities. They absolutely do. They're a world class company. They also just announced a couple weeks prior that they've formalized a final acquisition of Kellway in the United Kingdom, and they were a very big son partner. So what we announced is an expanded partnership where CDW will now take all products and services from Dell to market. We're delighted and thrilled with, I think that's a reaction and a response to customer requests. Customers, we're asking them for increased Dell. We certainly are looking to expand our ecosystem. So we're excited about... Well, you're excited. You've got your hands full. Certainly your inbox will be flooded with emails, your text, your Snapchat, your Instagrams are going to be, all your direct messages are going to be hounded from everybody. What's going on? Don't freak out. You're investing. I want to really just, before we end this segment, I want to get your personal take on something. We were just at the Grace Hopper celebration last week. I know last year you had a chance to talk with Jeff Frick on theCUBE. We didn't hear a lot of that on the stage today from Michael about diversity and leadership. We heard about entrepreneurial, but there's a lot of stuff going on. I want you to share the color because you're a real leader in women in computing, and we had great presence there last week. We talked to some of the smartest people, and it's really amazing. And theCUBE is so passionate about promoting leadership for women in computing and all folks. So share your color on what's going on with women in computing and what's happening at Dell. No, I'm happy to. And I unfortunately wasn't able to make the event last week, even though it was in Houston. I was a little busy. But I think they do an amazing job and just have created a community that I love the way they're starting at the education level and where they're trying to take it to the market. At Dell, we're a huge believer and an advocate in diversity at all levels. You heard Karen comment a little bit about our Dwen network, which is Dell Women's Entrepreneur Network, which is trying to bring not just funding, but resources, technology, networking to help women-owned businesses and women entrepreneurs thrive. We just need more women in our business and our industry. So the more we can create opportunities, we have in Dell some training. We're actually taking all of our executive leadership. I've already gone through it. We're training what we call Mark, which is men advocating real change. And we're very active in the Catalyst Group, and Michael and Karen are on the board of Catalyst, and we were a pilot partner on really saying if we understand we're in a male industry where we have that, men have to accept some of the ownership to help create the opportunity and create the environment and the awareness. But we have 12,000 women as strong. It was beautiful. It was awesome to look at. And it was all geeks too. I heard DevOps in the hallway. I was totally geeking out and I was like now I know how it feels to be a woman in the tech conferences. And then again, I was pretty excited because we love women in tech in general. But but we are we are Mark, but also we're dads of daughters, right? So we were DoD's and we really appreciate all the work you're doing and let the follow up. You can do a whole new segment. I'd like to do more. Now I'd be happy to. It's an important topic. It really is an important topic, and we need to make more progress. Thanks so much. We are here live at Dell World. We'll be right back with more at this survey wall to wall coverage day one of two days of coverage. This is the Cube. I'm John Furrier with Dave Vellante. We'll be right back from Austin, Texas, extracting the signal from the noise. It's the Cube covering Dell World 2015 brought to you by


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