My name is Sam Vagni. I'm the author of Malignan Salaflava, Narcissism Revisited. The irony is that narcissists who invariably consider themselves wordly, discerning, knowledgeable, shrewd, erudite, astute, and generally street-smart and clever, Narcissists are actually more gullible than the average person. This gullibility is because they are fake. Narcissists are false, their self is false, their life is a confabulation and a sham, their reality test is long gone. Narcissists live in a fantasy land all of their own making, in which they are the center of the universe, admired, feared, held in awe, and respected for their omnipotence and omniscience. None of this, of course, is real. Narcissists are prone to magical thinking. They hold themselves immune to the consequences of their actions, or their inaction. Therefore, they consider themselves to be beyond punishment and the laws of man. Narcissists are easily persuaded to assume unreasonable risks and expect miracles to happen. They often find themselves on the receiving end of investments camps, for instance. Narcissists feel entitled to everything, to money, to power, to honors, in commensurate with their accomplishments or toy, to love, to perfection, to beauty. The world, or God, or the nation, or society, or their families, coworkers, employers, even neighbors, owe them a trouble-free, exalted and luxurious existence. They are rudely shocked when they are penalized for their misconduct, or when their fantasies remain just fantasies. The narcissist believes that he is destined to greatness, or at least that he is entitled to the easy life. He wakes up every morning fully ready for a fortuitous stroke of luck. That explains the narcissist's reckless behaviors and his laced lack of self-discipline. It also explains why the narcissist is so easily duped, cheated and deceived. By playing on the narcissist's grandiosity and paranoia, it is possible to deceive and manipulate the narcissist effortlessly. Just offer the narcissist's narcissistic supply, give him admiration, a modicum of affirmation, some dollop of adulation, and he is all yours.  Narcissists, therefore, attract abuse. They are haughty, exploitive, demanding, insensitive and quarrelsome. They tend to draw hatred or problem, they tend to provoke anger, sorely lacking in interpersonal skills, devoid of empathy and steeped in irfsome grandiose fantasies. Narcissists invariably fail to mitigate the irritation and revolt that they induce in others.  When they are rebuffed, these kind of people become vindictive and even violent. Less prominent narcissists end up sharing life with co-dependence and inverted narcissists, equally clinging and needy. The narcissist's situation is exacerbated by the fact that often the narcissist himself is an abuser. Like the boy who cried wolf, people do not believe that the perpetrator of egregious deeds can himself fall prey to maltreatment. Abusers are not supposed to be victims of abuse, although often they are.  The narcissist reacts to abuse as does any other victim. Traumatized, he goes through the phases of denial, helplessness, rage, depression and finally acceptance. But the narcissist's reactions are amplified by his shattered sense of omnipotence. The abuse proves to him that he is not all-powerful and not all-knowing. Abuse breeds humiliation, and humiliation is difficult for the narcissist more than to other people. As far as the narcissist is concerned, helplessness is a novel and unwelcome experience. The narcissistic defence mechanisms and their behaviour are manifestations. If you use rage, idealization, devaluation, exploitation, all these defences are useless when confronted with a determined, vindictive or delusional stalker, or with a con artist or with a scammer. That the narcissist is flattered by the attention he receives from the abuser renders him even more vulnerable to the abuser's manipulation. The narcissist can also not come to terms with his need for help or acknowledge that wrongful behaviour on his part may have contributed somehow to the situation, may have exacerbated it. His self-image is as an infallible, mighty, all-knowing person, far superior to others.  As the abuser progresses, the narcissist feels increasingly cornered.   This contradiction creates a enormous inner tension, destructive, explosive. Decompensating leads to acting out. The narcissist disintegrates, he defends mechanisms, disintegrates. He lashes out, he acts out, and if the abuser is protracted, the narcissist withdraws from any interpersonal and social contact. It can even reach a situation of psychosis or psychotic micro-evidence. Abusive acts in themselves are rarely dangerous, but not so the reactions to abuse. Above all, the overwhelming sense of violation and humiliation. So, the narcissist's reactions put his personality, his defense mechanism, his integrity as a person, as a self, put all these at risk, and the gullible narcissist is therefore in the throes of disintegrating, of being transformed. Few narcissists come out of this tunnel and see the light. The vast majority of them remain very deep within.


Hey there friends. Thanks for checking in today. We're looking at the new canik TP 9 elite subcompact handgun That is new this year. This is the smallest handgun in their expansive TP 9 line This is a closer look review already did a range review a shot at quite a bit I was thoroughly impressed with the way this gun performed and I already mentioned there are a lot of TP 9 handguns from Canik I'm not one of those guys that can say you know the the ins and outs between all of their handguns But what I can say with confidence is that I have owned this TP 9 SFX for approximately four years now and it has performed excellent. This is their largest model It's a competition gun. I don't compete, but I love owning this gun And now this is their smallest model both have a tungsten finish on the slide that I think is Pretty sharp looking and it holds up really well for being You know four years old and shot many times. This looks brand new. I have to believe this will Wear the exact same which is very tough. However, it does have many other features and qualities about it that mimic this and Others that shooters really enjoy it. Let's start with the magazine does come with a 12 and a 15 round magazine the 12 round magazine has a Extension on the base plate. It also offers a flat base plate in the case We're gonna take a look at that, but this will offer three-finger contact on the grip and then the 15 is nice Because it offers of course three finger, but it gives a full-size feel to it with with the 15 round mag Now if we look in the case, we will see that there's quite a bit offered With this handgun and we'll start right here with the holster Currently set up for outside the waistband I wore it like this for a while and it is a comfortable holster if you move these Belt clips to the other side. It will work for inside the waistband, but it does have nice retention it has a Tool kit here because this is optic ready. All right. You can see right there has a plate there comes off and Various optics on there and that many shooters are going in that direction And you were seeing that with the CCW market It also has an additional backstrap right here All right and a flat base plate for this mag if you want this gun in its smallest configuration You can have that with that flat base plate It also has a cleaning kit up top and canik is known for adding a lot for Not a lot of money. This gun right now is selling for between 360 and 380 With everything that it offers and a very quality made gun that shoots outstanding I really enjoyed it at the range. It has a three point six inch barrel. All right Front serrations serrated black rear sights Dot in the front. It has a loaded chamber indicator bar right there and a striker fire indicator Right there. So I already showed clear if the slide is not charged Then that goes away But it does have that red dot right there that tells you that the slide is charged a rail up top here and A trigger that I find very very nice It has a Standard pole trigger bar safety in there trigger bar safety is red Which I think is a little different and then there is the reset right there You could feel it at the range when you shoot this gun that short reset is pretty nice Metal sights as well. Okay, so they didn't cheap out on this At all It's an ambidextrous gun so you can see it doesn't have the slide stop on the left and right side And then the magazine release can be moved over to the right side for lefties And of course those who like that Red dot on their handguns it's available right here One of the things I really like about the gun is the way it disassembles You just pull the trigger there move the slide back a little bit Then release and off comes the slide from the frame So simple we're seeing a couple other handguns like that In and I find it easy and and quick to do here's your 3.6 inch barrel Dual recoil spring and there is your slide Now during my initial review that did take place at the range many people wanted comparisons They said we wanted to know how that stacks up. Well, see I almost did it like Like a standard slide off the the rails, but here you just get it in this position and pull back like that and You're good to go, but many people wanted to see the difference between this and a FNS 9c, so we'll go ahead and compare. Let's put the magazine back in here And we could see that it's just a little bit longer All right, and then both in 12 round Magazines inserted there you go approximately the same a little thinner with the elite subcompact and You can feel it now the mags are not interchangeable there, but another Very common request by the viewers was check out You know the the differences between that and the PPQ subcompact so here we we can see that it does have Similar looks to it. All right. This has a 10 round mag 12 round mag. I can see up here and then Here we have very similar Very very similar this mag won't work But this mag will work in the Walther But another point I want to make to that is if you have Walther handguns Okay, here is my q5 match Same as the PPQ That will work here with a 15 round mag. All right, so that will work No problem. And of course Okay, so I got guns and mags flying all over here, but that's okay The 20 round mag from the TP 9 SFX will also work so a lot of magazine compatibility with This little subcompact gun So I want to get it out of the scale so we could take a look being that it is a subcompact gun Then we'll wrap this thing up here. We have the TP 9 subcompact 12 rounds in the magazine Dwayne in at 1 pound 13 7 8 ounces move that to just ounces exactly 30 ounces There's another target load 30 and 3 8 ounces. So there is the loaded weight. I Have to say I'm pretty impressed with what this gun can offer for right around $370 $380 at the range it was outstanding and it has a great feel to it and offers quite a bit for a Subcompact gun that I think many shooters are going to enjoy if you like videos like this Please subscribe and share I always appreciate thumbs up button. Thanks for watching and you guys be safe


How your karmic memory is, that is how you will respond or react to the inputs or the stimuli that comes to you through the five senses of seeing, hearing, tasting, smelling and touching. Only if you clean your energy system of karmic imprint can you change your destiny. This is why yogic riyas are important. There is something called as cognition and then recognition and then reaction. This part of reaction or response is the dimension that human beings have the ability to take charge of. This is a sure way to be able to craft your destiny just the way you want it. Destiny is not a fixed destination. It is what you create as most part of human perception and experience unfortunately is happening unconsciously. Destiny seems like it's a fixed destination. One cannot create their own destiny without the necessary striving. Those who are not willing to pay the price of striving to create what truly matters to them will think destiny is imposed upon them. The destiny of individual experience and freedom, the destiny of social justice, the destiny of a national or global well-being has to be strived for without striving, without paying the price of striving. One will not have the privilege of crafting their destiny. As individuals, as a generation of people, the greatest joy is in being able to craft our own destiny. May you know the power, the freedom and the joy of crafting your own destiny. Only if you clean your energy system of karmic imprint can you change your destiny. This is why yogic kriyas are important because once there is a certain imprint of memory upon your energy systems, how much ever you try you tend to get into the same rut again and again. So the idea of doing kriyas is to clean your energy system of karmic imprint so that there is no internal software which is going against your present will as to how you want to do this. So always there is a question, is it a free will or is it a destiny? You must understand your destiny, what you think is your destiny is written by you unconsciously. So it's time to write this consciously. For this the cleaning of the energy system of your karmic imprint is most crucial and this is why daily sadhana is of great significance. If you compulsively react, external situations determine how you are right now. If you consciously respond your well-being is very much in your hands. What is significant about being human is that we need not be animals of compulsive reaction. We can be a conscious response to everything in our lives, not only external situations, even physiological and psychological situations.  Whether it is happiness or unhappiness, pain or pleasure, agony or ecstasy, essentially it happens from within. The seat of human experience is within us. The cameras may be outside, the microphones may be outside, but the drama happens only within us, even in terms of external impressions. Based on the external impressions, if you are in a compulsive state of reaction, your experience of that imprint take shape from the basis of your past experience or to put it more technically, it is based on your karmic memory. How your karmic memory is, that is how you will respond or react to the inputs or the stimuli that comes to you through the five senses of seeing, hearing, tasting, smelling and touching. You like something or dislike something is essentially dependent upon past experience of life that may be in your conscious memory or not, but somewhere deep down it is there for you to make that judgment, because between cognition and recognition, there has to be memory, otherwise recognition will not happen. If you hear this and then you say, oh, this is a dog barking, this is only because you have heard dogs barking before, otherwise you would be confused. You listen to something and say, oh, this is an automobile. Well, this is only possible because you've heard automobiles before. If a sound that you have never heard before happens to you, then you will be confused because there is no karmic imprint of that sort. So we must understand this, there is something called as cognition and then recognition and then reaction. This part of reaction or response is the dimension that human beings have the ability to take charge of. That is, you can either be an instinctive karmic reaction or a conscious response.  Once it's a conscious response, you can make the experience of your life the way you want it. That is the stimuli, the external situations will not determine the nature of your experience, you will determine the nature of your experience.  This is important to understand that you have to move from compulsive reaction to a conscious response.


Live from Cube headquarters in Palo Alto, California. It's the Silicon Valley Friday Show with John Furrier. Happy New Year everyone. You're listening to the Silicon Valley Friday Show. I'm John Furrier. This week, it's January 6th. Happy New Year 2017. And our guest this week is Alan Cohen, who's the chief commercial officer at Lumio, industry veteran, startup executive, going way back. Former Cisco executive, been around the block, been in the startup community for decades. Alan, welcome to the show this week. It's like a nice way of saying I'm old. Yeah, you're old but experienced. I got my big doctor checkup today going on, 51 years old. But look, so much is going on. It's like, it's great to have you on and get your reaction to a lot of stuff happening. But obviously CES is going on. It's 2017, it's the new year. Stocks are up. Twitter actually had good earnings yesterday. So that's a bright spot. CES is happening. It's turning into an auto show basically. Software is booming. You're seeing the automotive industry actually co-locating most of their main tech here in Silicon Valley. You see a startup community that's certainly changing. You're seeing a media business that is absolutely in turmoil with medium laying off the third of their staff. Journalists can't make money. Washington Post is on its way back though. Washington Post, they've got Bezos and little influence there. So who knows what's being subsidized on the digital side. But a complete digital transformation. The computer industry is in massive turmoil. As Dave Donatelli at Oracle said, it's completely, if you don't have cloud, you're going to be screwed. All the infrastructure guys are really struggling. So much is happening. So let's just stick with the big news. I want to talk about first is the security state of the United States. Julian Assange was on Fox News this week for exclusive interview. I saw that. And he came out and basically said, look at John Podesta's emails were not hacked by the Russian government. We can say that was not the Russians. But then he went in and he illuminated some interesting things like, hey, his password was so weak, 14 year olds could have cracked it. So we are in a state of, I don't want to say head in the sand, but the United States of America, liberties are at risk. People are being hacked. Whether it's spearfishing or fishing or other tactics, it's a total crazy environment. What's your thoughts on this? Well, I'll paraphrase. So yesterday I was driving and it's worth everybody listening to. There was a hearing of the Armed Services Committee, John McCain's committee. And he was a grilling national security director, Clapper and Adderham Wright Rogers, the head of the NSA. And Mike Rogers had a very interesting thought, which I think everybody in our industry should pay attention to, which is, first of all, there is a massive concentration of data in enterprise data centers and in cloud environments. And 10 years ago, people didn't have the computing power to get to it and extract it. And now they do. And things like AI and all the things that have advanced our industry are kind of weaponized in the hands and the ability of the bad actors to get their hands on the same tools and cloud capabilities is very low. But if you build anything that's connected to the internet, you're going to be at risk. And I think we never really thought about that over the last 20 years as we were building the internet. I mean, certainly people paid attention to security. And there's going to be a shift in thinking. So the last 20 years in security, we spent all of our time saying, how do you keep bad things out? It's kind of makes sense. And the next 20 years, they're going to say, now bad things are in it. How do we limit the amount of damage that they can do? John Podesta, I don't know what his password was. Like I'm not kind of Starbucks buddy with it. They said his password was password. Well, aside from that being like the Mel Brooks, one, two, three, four is the lock on your suitcase, you know, kind of environment.   And some people, some neighborhoods, they do do that. I lived in one of those, but they're, you know, but you know, it was a town of 11 people, right? So when I lived in Connecticut, you never have locked the door. There was no, there was nothing to steal either, but so. I wouldn't call Connecticut, you know, the boondocks.  But let's talk about hygiene. I mean, Donald Trump was quoted saying that he's going to use courier to send confidential information, basically physically. You think it's going to take away the Blackberry? They're going to take away the Blackberry? I don't know. Well, Blackberry has limitations. I mean, look at, look at Amazon has this snowball, now snowmobile. So you're seeing this physical analog, you're seeing trends where I was just watching on CES. Analog's coming back. You're seeing Kodak film making a comeback, vinyl records. So we're making a shift back to this new analog world. There's always, there's always going to be an overreaction. Don't forget, like when Sony got hacked, they went back to fax machines, right? For a while. I'm sure the computer systems are back on at Sony. I just think you used to, things that you used to take for granted, you don't take for granted. And I think the good news, and I don't want to be Polly Annabash, because this is pretty serious. I've built whole business around this in the last four years with some folks, is when we had terrorism incidents, everybody had to take their shoes off and fly a different way. And knock on wood, we haven't had any flights that have been taken over. So we're going to go through very similar measures. They're going to be painful. They're going to actually slow some things up, right? Which I think is what the president-elect was probably hinting at, because it takes a little while for a courier to get a note from me to you from Sunnyvale to Palo Alto. It only takes a second to send it to Pat. Alan, what's your take on that?  Lemio is a security company for the folks that are watching. We'll get it out in a second. In the third segment, we'll get more about your business on security. But really what we're talking about here is that the risk for citizens and society, and certainly Silicon Valley over the past decade, has taken a more prominent visible role in the government. Net neutrality, some say is at risk with Trump. That's obviously a topic. But security is one of those things where we don't have a West Point for cyber. And you mentioned and connected the internet. I mean, it's equivalent of Russia just dropping armed forces into New York and breaking into the banks and taking the cash. If they did that, there'd be war. But yet they're coming in digital forces and attacking our liberties. And some say even the Chinese are getting all the R&D from the US and just manufacturing. I mean, this is crazy. Why don't we have a digital army? Well, actually we do, right? And if you heard Admiral Rogers yesterday, he said like, well, you know, they made a differentiation between espionage and interfering with nation-state. Because the US actually conducts espionage. And by the way, very few people as good as our cyber army. Russians are pretty good, Chinese are pretty good. But there's the playing fields more level. I think you have to kind of break this into two issues. And it's not very, I mean, it's not completely Silicon Valley. One, you know, we don't ask civilians to shoot back when their businesses get robbed.  We maybe got raided by CNET or something. But so it's a multilateral game, right? Because so the influence, cyber is now right up there with economics, warfare and political influence as a factor on how nation-states, how the international system works together. It's doubly difficult for corporations because we expect the police and the military to protect us in the physical and meat space. But in cyberspace, it's a little bit vaguer. So I think one of the biggest, so I'd say the two challenges for the incoming administration and for government and for Silicon Valley, and I'll come to that point in a second, is that we're going to have to have like a new social contract on how that works. We don't have a contract for that one. It's the first of its kind. We're with Alan Cohen who's the chief commercial officer at Lumio here in studio in Palo Alto for the Silicon Valley Friday show. The impact of Silicon Valley is interesting because you have people way in the far left. You have people collect me kind of in the middle who are libertarian, conservative financially, but also risk taker entrepreneur. We want net neutrality. We want the freedoms. We want the liberties of creation. But now you mentioned these new contracts that are going to impact things. You mentioned before we came on air that used company sells kind of security, not audit, but like a checklist you've got deals with, Salesforce and all these big companies. I mean, there's now new dynamics going on that are now the new table stakes to have a vendor buy a startup. So if you're a CEO of any company, it doesn't have to be a Silicon Valley company. I mean, if you're General Motors or Ford or pick any company you want, your security agenda is a risk factor like for your board of directors, just like your finances, currency risk, personnel turnover and product failure. So those things actually matters and it's gonna take a while for that to get into the system, because there are differences of technology sophistication in management teams. And I worked at IBM years ago when Lou Gerstner was running it. Lou didn't use a PC, right? He was right, but he would be, you know, so. He's a 30, 70 terminal. And all the main framing out. So I think that it's gonna have to become part of the business norm for that. To me, John, actually the interesting thing, I also, I'll reverse this interview and I'll ask this to you. So we have built an industry, right? Real estate prices in this neighborhood are dependent on people continuing to absorb increasing amounts of computing equipment and software and applications and people's services. If there is a lack of confidence in the security and the trustworthiness of those systems, people are not likely to buy more. So we as an industry kind of have our moment where we've had kind of a free ride where we can disrupt or we can create and we'd say, hey, by my system, you'll be more productive, right? That's kind of the mantra of the last 40 years of the industry we're in. And that may or may not be true. We could talk about fake news and B2B marketing as well. But if I don't have confidence in those systems, how am I going to use them? Yeah, I mean, when you're buying a box, it's a single value, probably just, but now you have a connected system.  We're with Alan Cohn as the chief commercial. If you don't have confidence in your car, you're not going to drive it. If you don't have confidence in your food, you're not going to eat it. And if you think your kid's 529 college fund is going to be exposed in hackers, you're probably not going to want to have an online application to act. You might have to start going back to calling in, asking for your balance and asking them to do a check or wire transfer, which takes time and convenience. So those are kind of extreme examples, but the disruptions to human life is different than the disruptions that a startup would do to industry. So your point is, I think taken, is disruption has a point where it needs to be calibrated if you went into the society. Well, okay, it has to, so there's that this process, but if you look at the IT industry, we're at a three and a half trillion dollar industry, it kind of grows roughly, some of it's slightly faster or slower than the overall pace of GDP, right? And so on some level, the IT industry is not really exploding, the money is shifting around. This is what you do on theCUBE all the time. You bring in the people who are the shifters or the shiftees, right on, and you have this dialogue all the time, but if people, it is not inconceivable that that big IT pie can shrink. If people have less confidence in putting in computing systems, so because it's not dependent on just on innovation, it's dependent on confidence. Yeah, and also on the communication network that we're seeing out there with social media, let's see Trump using the Twitter as a circumvention around the mainstream media. Doesn't have to be advertising around me, right? He gets a straight, direct microphone, it's like a bully pulpit always on, and it pisses off the mainstream media, we'll get back to that in our next segment. We're going to talk about fake news, we're going to talk about the legitimate opportunity around this new environment where new social contracts are being fused and how that's impacting Silicon Valley and people in this country and around the world. We'll be right back with more from the Silicon Valley of Pride, I'll share it through the short break. I remember when I had such a fantastic batting practice, I walked by a couple of sports writers in that era. Paul of Famer, Reggie Jackson. It was like, you can rock at it out there. I kind of hope I didn't leave it out here. Reggie Jackson. When the game started, I got back in that moment. I got back in what was live, what was now. Hi! Goodbye! I went and did something with ESPN earlier this year. With Steph and Curry, they said, Reggie, we want you to come up and watch his practice, his pre-game. You know, it was very similar to your batting practice where people come out and watch, et cetera. And I watched the dribbling exhibition, I watched the going between the legs and the behind the back and the fancy passing, et cetera, and I watched the shots. And the guy asked me what I thought of the show and I said, well, it's a cool show, but I'm gonna see all that tonight. He does all that. He put it into the game. Yeah, I said, so it's not a show, but that's his game. Mr. October. I think our world now with the instant gratification of sending out a message or tweeting to someone or whatever, certainly in the moment is about what our youth is and who we are today as a country, as a university. Congratulations, Reggie Jackson. You are Cube alumni. Hi, I'm Stu Miniman. I've been an analyst with Wikibon and a co-host of theCUBE since 2010. It's been an exciting journey working with theCUBE. We get to go out to so many shows, help extract the signal from the noise, interact with such a wide variety of clientele, both practitioners, thought leaders, the big name industry people, and we've helped some people raise their profiles in there, especially love working with those practitioners. We've seen them move their careers forward and move their businesses forward as they take advantage of technologies and practices that they've learned, talking with us, working with our research people, and working with their peers. This is Stu Miniman. Thanks for watching theCUBE. You're listening to Cube Fridays, brought to you by SiliconANGLE Media. Now, here's John Furrier. Hey, you're back. We're listening to the Silicon Valley Friday show. I'm John Furrier. Joining me this week is Alan Cohen who's the chief commercial officer of Alumeo, also industry legend, former Cisco executive and loves startups, always comes in as usually the first business guy or chief marketing officer. And then now, as he gets more senior and more experienced, more knowledgeable, he takes a commercial role, which is basically COO or board member. And you've got a lot of investments and advisories out there. So you got a great view. And one of the things I really respect about you, Alan, I want to get your thoughts on this segment is, you've seen a lot of stuff. You've seen the movie many times. You've seen the good, bad and the ugly. You've seen through multiple cycles. So this is kind of the cycle that's going through its motions in Silicon Valley. I was saying we're in a bubble, which we were, but it really wasn't a bursting bubble because we had so much dynamic action in the enterprise. And if you look at the recent election with the crumbling of the mainstream media, the advent of how Twitter was a vehicle for Trump, how Facebook became a propaganda platform for fake news to the rise of Silicon Angle Media Inc. That's self-funded, no advertising, there's no layoffs here. Medium's laying on the third of its staff, funded with 150 million in venture capital. Your company's booming with a security focus as a whole new dynamic going on, the startups, and how people are investing. And the two hottest areas are enterprise technology, which is cloud, big data, and lifestyle tech. Drone racing, automotive, Tesla's. Autonomous virtual reality, AI-driven, heads up the play cars. I think that crystallizes to the common person out there that the future is really weird and different, right? And the enterprise side is the reality is you could change your business and transform how you operate to get a competitive advantage or you're out of business. So interesting juxtaposition, your thoughts on this dynamic because look at what Twitter did with Trump. I mean, you're seeing a whole new media landscape. Well, you know, it's funny, we, when people come onto the cube and they talk about the cloud, they say the cloud flattens business, flattens IT advantage for a business of any side, right? Because it's infinitely elastic and Twitter is the media equivalent of that. It is infinitely elastic, right? You can actually pick up 18 million followers in a year or two and create effectively your own broadcasting channel, which is what the president-elect has actually been able to do. Whether you love or hate what he says, you cannot, at the minimum, you have to admire his ability to use that mechanism, by the way, and save a couple hundred million dollars in the running of a campaign to get elected. You know, what I think is whether- Well, we said on the cube, I mean this show here, going back to weeks, first we thought he wasn't gonna win, but then we saw the fact, and we were the first ones to use the word that Trump trolled his way to the presidency. Trolled his way. I mean, he literally had no chance of being president if you go back to two years. He basically trolled the media. He used the media against himself. You're actually describing 95% of the B2B technology market, trolling your way to an IPO, trolling your way to an acquisition, trolling your way to your first customer. So talk about that trolling of the success. As you said before we came on, the start-up for the Silicon Valley was, buy yourself a stairway to heaven, essentially use all of venture capital, rocket fuel to get into orbit, which is critical mass, and then things materialize. But I think the issue is that there's different kinds of wars.  And I think that's what's happened when people have large Twitter followers. If you're in the IT world, you're not gonna build a self-driving car in a million and a half dollars of your friend's seed funding, right? So it's the difference between the Pal doctrine and let's say other million. The Pal doctrine is if you're going to go into a major fight, going with overwhelming force. So if you're gonna try to be a player in B2B software or infrastructure, successful like an aluminum partner like Nutanix, it took a couple of dollars to get there, but the stakes are so large and the cost of entry and the cost of getting through the noise. And think about the large enterprise selling force you still have to build. It's a frontal attack on a market. It's more like World War I. One is war, so you could actually say the infrastructure war is more like World War I trench warfare and the media war is a little bit more like terrorism where a couple of super empowered individuals with some clever ideas and some explosive capabilities can actually show up on the scene and capture a lot of attention. So we started with blogging initially and now you're seeing, now with social media, all these different channels, the arbitrage opportunity. Well, it's the difference between what you guys do in theCUBE and Wikibon versus Gartner, which remained a $900 million acquisition and consulting this week. I mean, so there's kind of two different wars going on at the same time and that's kind of what you spend your time working through. And I think the other thing that's going on and you hinted at this in the bumper for this is that we're going through a generational transition. And one of the things I've learned is you only get one generational transformation in your career. So we're going from this client server, infrastructure consolidation to this cloud mobile, distributed, software driven, guy like Mark Anderson will come up with a better name than I will, right? But that we're going through and then we're going through it and you and I are working at the front end for this but we won't be working for the end of the cycle. And you were talking about buying your way this their way to heaven. The other thing going on generationally is the brains and leadership of this industry is also going through this transition. So you're gonna see the Aaron Levy's of the world and folks like that who, by the way, who's most respectful about the last generation of anybody in our industry today, started with the file storage, built a cloud business, took it into the enterprise, took a lot of- Well he targeted Microsoft, which is smart and he knew for day one. Partner with IBM. He was gonna target- Kept that war going. Yeah. Right and it's an incredibly brilliant business which is a utility for a lot of companies today. Well you know the Cube started inside the Cloudera office, was the first office as you know and next door was box.net at the time they were called. And we saw some pretty early fun parties over there. Wasn't the wrong having fun. All under 25, having a great time. Yeah but I think to be successful at our advanced age in the industry you actually have to be respectful of the bomb throwers, right? Cause we were once bomb throwers ourselves and you don't get change in significant industries without trying to blow things up. And you know sometimes you blow yourself up, that's the danger of carrying bombs. And though actually in this industry you can blow yourself up a couple of times and people will still give you new bombs. We're probably making material to keep going. So the start-ups of the new terrorists, so that you know essentially most terrorists will die and some will win, that's the VC playbook.  And actually and you don't think about them that way but the British called you know our founding fathers terrorists and we call them legends and you know the gray beards and the intelligence of our industry. So what does the bomb thrower look like today? Cause right now we are living in a very interesting time where you said people can literally show up like Aaron Levy at Box and there's new markets opportunities with software, big data, so look at Ford and GM and all the car companies, BMW, they're all coming to Silicon Valley because that's where the action is on the software side. Well, the one lesson that I think all of us can learn is that industries have concentrations, right? The finance industry hasn't left New York. The legal industry is still very dependent on New York. The entertainment industry is still very dependent on Hollywood that they shoot all around the world to save money on production costs. And the technology industry is still concentrated here because you have a community effect. You have the ability to move from company to company to take IP, not take IP but take intellectual power. That was the IP I was thinking about from place to place. Of course publicly we would never say take IP from one company to another. That's exactly right. As good terrorists would do by the way. And that people can actually meet each other and get together and you can't break that apart. So the power of community is still very much here and that's why it's hard to replicate Silicon Valley. People try to say with the Silicon Valley of Eastern Europe or with the Silicon Valley of the East, it's the community of the ecosystem of suppliers. It's this community of intellectual capital. And all these founding technology ideas, very few of them really make their way into mainstream production, but they kind of morph and then show up in another place because there's this incredible energy in this obviously this capitalist dream that's fueled by venture and ambition in the valley that it attracts a certain type of people. And what's interesting is that the radicals become the rulers, right? And they change their moderation. I mean, the contrarian also will thrive here too because sometimes the contrarian one day becomes the winner. Well, and I've been, look, I've done four venture deals in the last 18 years and what I've learned is like the more difficult and weird and crazier idea and you are the more interested in like the best VCs are in you, right? Because they have to fund that way if they're going to change it.  So, and it's a great risk reward. Years ago, I'm Andy Radcliffe who founded Benchmark. He was my investor at Nasera. We were talking and he's very even. He's actually running Malthfront, very, really interesting company. He's done a lot of great things. And I said, how come are we so calm? Like I've known him over the years and I finally went to work for him because you know, Alan, I make 10 investments. If two or three pan out, it's great. I love all of my investments equally but I also understand the law of numbers.  So it's, you know, it's not a zero sum game. But they say, and a player that's a 100 hitter on one team might be a 350% slugger on another and that's kind of how the mix moves around. So I'd say people, community, and talent is what drives the Valley and drives it.  I don't know what your numbers are, you know, over the last couple of years. Over 5,000 people have been in the Cube. 5,000 people have been on the Cube. That is probably the same as the recruiting database of the best venture capital firms, of the people they track when they're investing in funding. In fact, Cube probably would be great talent source. This is your third business. And how well people do on the Cube should dictate whether they should get picked up for the new deals. Because you're tracking the same talent that the investors are tracking that the technologies that are coming from. Yeah, we have all the metadata. And speaking of metadata, Alan Cohen here is with me this week on Silicon Valley Friday show. Chief commercial at Alumio, great perspective, great understanding of the Valley, how it works. Well, let's talk about the VC firms.  Syndicate funds were Sequoia sprinkled some cash down. Right. Friends that are covertly looking at deals. Has there been, has this changed the landscape? I mean, Sequoia, is the Sequoia XL and the new Ivory Tower, you don't really see them out in the street much. You see Greylock more than I see. Well, there's, I think there's kind of two models that I've seen and I part of this in the other one. There's the Andreessen super firm model, which this is my second time working with them, which is a, if you are a portfolio company in the Andreessen family, you are a lucky person because there is help in every possible business function from recruiting to meeting customers, to helping you with advice on enterprise selling to financing you. I mean, they have created a firm around supporting entrepreneurs. And if people don't think that model works, I'm a walking example. As long as they don't run out of cash. Well, you know, they're in Pinterest, they were in the Sierra, I think they're doing okay. Right? You know, they got a lot of really good deals going on. I mean, I think it works and they actually helped foment that. And they're also a source of IP. What most people don't understand though is that when Andreessen and Ben started that fund, their initial pitch to the limited partners was 50 million and we're gonna do early stage investments, a lot of them and they had that operating cycle. And then completely went off to reservation and bet it all on Skype. Well, if you look back at the history, I don't think anyone's actually reported this but this is original content. They told the LPs one message and did the complete opposite.  But this is what I'm a bomb throw is that's. Well, but they did something. You say, well, you need to get the cash and then you lay your own hand. I don't know if that's really true. And I will investigate that. Yeah, I will investigate. I don't know if they were actually Andreessen Hart said they were just Ben and Mark when they did that. So I think it was super early. Yeah, I think it was super early. I mean, this is before when they, I think they're pretty consistent. They built the firm that they wish they had when they were entrepreneurs. And as somebody who builds companies, for me, it's a no brainer. So there's this model and other people. No, but let's, let's, let's unpack that. Yeah, let's just say what I said is true. And I think it is true. And I'll, I think the facts will speak for itself because I have all the access and Silicon Valley, as you know. But let's work for those guys. But let's, let's, but no, we're not talking trash about it. I want to get unpack why even Mark Andreessen, the founder of the browser the inventor of the brand Ben Horowitz, two solid dudes, entrepreneurs, breaking into the VC business, even for those guys is hard. Well, they had to change the model. Well, this is my point.  And it's like this, how do you become a great VC? If you've never done it before because the track record issue is huge when you try to start a new fund. Well, I mean. Everyone I talked to said, I want to start a new fund, but you have no track record. How do I get a track record if I have no fun? So at some point you have to have a track record. Well, I think you start by using your own money, right? Which is a, which I think, you know, they ponied up to it, but they changed the model and they created the most entrepreneur friendly firm and useful firm to work with in the industry. And I would argue that other firms have tried to emulate elements of what they do. Yeah, but what I'm saying, what I'm suggesting and what I'm saying is that you can call it Machiavelli the way that might have done that, but the way that he did it, they did it their way. And the point is if they had gone out and said, hey, limited partners, the traditional foundations that donate, the harvors of the world, we're going to start this founder friendly super fund. We're going to be like, what? No way we're putting money in that. But that's what I would look at. Yeah, but the flip side is, look how fast they've moved. Yeah, no, I know. Right, so I mean, you know, so they've built on success. The other side of this is what you brought up is the concept of super angels, right? Which I work in the super angel group as well. And, you know, there's just a, there's a fluidity of moving from super angel to super firm along the way. And then there's kind of traditional funds. I mean, the model works across the board. I would say about Andrew. So I was joking. I said, you know, they've essentially have figured out Silicon Valley through their own experiences, kind of like those deep jobs has learned through the scar tissue as all the senior guys do. And they've vertically integrated Silicon Valley. Well, they've created their own stack. Well, as you said, they've created their own stack and other people are trying to emulate that stack because the model apparently works really well. But what I think the thing about it that everyone has learned is that you want to be as early as possible, right? So the race in the venture business, and by the way, I'm not a venture capitalist, right? But you do some investing. I do some investing, but I basically work for venture capitalists and which if you believe in something, you always want to be early. Because one, you have, the return is always highest if you were the first money in. Doesn't mean it's not valuable to be at different stages, but then you take a different risk reward profile by going early, right? I mean, you put five, 10 million dollars into somebody who hasn't done something before. Sometimes it works. Sometimes it doesn't work, but if it works, it works really well. All right, Alan, we're going to be back for the third segment. We're going to get into CES security, some of the things that you're doing in the business. I want to get down and dirty on and talk about some of the deep under the hood stuff. Okay. Okay, we're here with Alan Cohen. John Furrier, you're listening to the Silicon Valley Friday show. We'll be right back. I walked by a couple of sports writers in that era. Paul of Famer, Reggie Jackson. It was like, you could rock at it out there. I kind of hope I didn't leave it out here. When the game started, I got back in that moment. I got back in what was live, what was now. Benton did something with ESPN earlier this year. With Stephen Curry, they said, Reggie, we want you to come up and watch his practice, his pre-game. You know, it was very similar to your batting practice where people come out and watch, et cetera. And I watched the dribbling exhibition. I watched the going between the legs and the behind the back and the fancy passing, et cetera. And I watched the shots. And the guy asked me what I thought of the show. And I said, well, it's a cool show, but I'm going to see all that tonight. He does all that. He brought it into the game. Yeah, I said so. It's not a show, but that's his game. Mr. October. I think our world now with the instant gratification of sending out a message or tweeting to someone or whatever, certainly in the moment, is about what our youth is and who we are today as a country, as a university. Congratulations, Reggie Jackson. You are Cube Alumni. Hi, I'm Stu Miniman. I've been an analyst with Wikibon and a co-host of Cube since 2010. It's been an exciting journey working with the Cube. We get to go out to so many shows, help extract the signal from the noise, interact with such a wide variety of clientele, both practitioners, thought leaders, the big name industry people. And we've helped some people raise their profiles in there, especially love working with those practitioners. We've seen them move their careers forward and move their businesses forward as they take advantage of technologies and practices that they've learned, talking with us, working with our research people, and working with their peers. This is Stu Miniman. Thanks for watching the Cube. You're listening to Cube Fridays, brought to you by SiliconANGLE Media. Now, here's John Furrier. Hey, we're back. You're listening to the Silicon Valley Friday Show. I'm John Furrier. Joining me this week is Alan Cohn. He's the chief commercial officer at Alumeo, also industry veteran, been around the block, seen in many cycles. Angel investor, seed investor. Great to have you this week. So he's great to be here. Third segment, this show is really a drill now. I want to get your thoughts because, you know, it's kind of nuanced, but there's some stuff going on under the hood in this industry and under the hood, meaning the car analogy, pun intended, with CES being kind of an automotive show. That's changing the game.  And then obviously since 2007, the seminal moment with the iPhone, you've seen the whole world shift. And then with cloud computing, you're seeing Microsoft, for instance, their stock has had like 56. I mean, just a couple of years ago, it was like $24 a share. I mean, so since Steve Ballmer left, Satya Nutella came in, you see them go all in on cloud, all in on open source, a complete shift from Microsoft. Oracle. You run Linux inside of Azure, right? You can run Linux. Linux was the cancer, as Steve Ballmer said, of the industry. So Woody Allen said in sleeper, all those things we thought was bad for us were really good for us. He read me, the wine smoking, all those things. Exactly, so that's all happening. Well good, and so now Oracle is going cloud. Yep. You can run Oracle on premise, Oracle on the cloud. You can run Oracle licenses on Amazon. Yeah. Web services. So again, EMC, essentially, I won't say go out of business because they got bought by Dell, but essentially EMC, the biggest storage company on the planet, is no longer. They had part of Dell. Right. HP split in two. And they're becoming a hardware company. Right. I mean, does that have legs? I mean, what's your thoughts? This is all the engine of innovation. Well, I mean, computing power, the software. This is what's going to power the next generation. So by the way, you don't know this. I'm trained as an economist, right? I mean, I work with engineers, but I'm actually an economist. So what we're having is a consolidation of the hardware industry into the smallest amount of players that can control the supply chain, control the economics of it, and basically, you know, just like people run copper or, you know, machine tools, right? And, you know, they're, let's say, maybe won't have the same kind of innovation cycle, but concentration really matters. And that's probably what the Dell, EMC, and the HP movements are about. And, but, you know, you get into that kind of cycle. I mean, look, the biggest change in our industry, I don't know if people call this software as writing software, software as programming software. And if you're not part of that cycle, you're on the other side of it.  It's amazing. Like there's a couple hundred million dollar companies up and down Sunnyvale that build chip stepper products and, you know, even billion, multi-billion dollars. It's still in business. I haven't been doing, you know, delivering great profits, but you don't talk about them. You don't think about them. You know, you don't get up in the morning and read about them in the news. They're just billion-dollar businesses.  Well, just thoughts then of being an economist, being also an industry veteran. Your thoughts on Amazon Web Services, because they are dominating the public cloud game. You see Microsoft coming in. I think it's very interesting. So, by the way, I'm a great sports fan, right? And a long-time warrior fan, not even when they were good. And since I've been here, and it's interesting to see, you see these powers rise up in Seattle. So we have a new power in rising. So actually now you have two, right? You have kind of like the two towers. You know, you've got Microsoft, which is reemergent. And you have Amazon. And Amazon has clearly collated a model. And for, like, as long as the eye can see, their innovation, their speed, they're pushing the cost down. And they're an incredible retail business. Like, they're going to be a dominant force for good part of the rest of our working lifetime. But they're also first mover. And I've been in this industry too long to think about that that will be the only model that ever exists. Like, I mean, I love Office 365. So I have a new business model with Microsoft. I don't have the contract for the suite that I download to my laptop. My whole company runs it. I don't know how to use it personally. So your company uses 365? We use 365. It's a great product. Which is the cloud. Which is the cloud, right? Because I needed to integrate with my other cloud product called Salesforce. Which, by the way, no offense to our friends at Google. We started on Google, but it didn't integrate with Salesforce. I stopped to run my business.  And, you know, most companies don't disrupt themselves that they've had a near-death experience. So when I see the innovation at Microsoft, I see brilliant leadership. Because you have to actually create the crisis to do this. But none of us are really good at creating crisis. And particularly when you're doing as well as companies like that. So the companies that create the crisis, I think, can go to Microsoft. What was Microsoft's crisis? The fact that Balmer kind of missed everything and then new CEO came in and... You know, I mean, I'm not in it. I'm not close to it that way. I think the new leader and the leadership, because it's probably across the board there, sort of the growth of the cloud. And they said, we don't want it to happen to us. What happened to the Debt Corporation? Right? They're pretty smart, right? You're going out of business. You know, Windows NT came from Debt, right? There's that much. You know, they also have a general... VMS and WNT are the letters right after each other. Yeah. Frank Cartel would be the first one. Well, I mean... They copied VMS, basically. I mean... They actually hired the VMS OS cop. Oh. I mean, look at... I actually know that history. Think about this. Walmart's got 3,000, 4,000 developers in the valley because of Amazon, right? They bought JET. They're building this business. Well, I say Amazon is...  He brushes it off, because I think he doesn't want to tell... Let me give a tell sign on this, but I think Microsoft's more of a competitor than Oracle.  I mean, Amazon... Well, Michael... And the database piece, maybe strategic, but I'd be worried about Microsoft if I was AWS. Yeah. I think... Look, I'm like a robot. Those are like the aircraft carriers like in the Persian Gulf, kind of like slipping by each other. I'm like one of those little speedboats just trying to get blown over by the water as well as the wave, the weight. Better than a speedboat than a robot or a canoe at that point. The wake of those things. Well, you have to be fast. We're a canoe. We're a speed canoe. If you're going to be around the big guys, you better be fast. They're throwing off a huge wake. I mean, this is your point. I mean, these are the big aircraft carriers. They're not as mobile as a speedboat, but... But they have enormous amounts of customers. They have long customer relationships. And by the way, at the end of the day, we're shifting from a product to an agency model and following with me on this for a second. Think about, like, if you were to buy a new microphone for the Cube, now you have brilliant sound engineers here. Like, I could steal my wood when I build my studio. Yeah. And just keep an eye out for that, guys. We'll do the studio as a service. Don't eat that. Yeah. It's like 365. Yeah. So, you know, like, if I was to buy a microphone for the Illumio podcasting studio, traditionally, like, I would, like, I have to have the sensor size or mic or so-and-so mic. I don't do that now. I go to Amazon and I look up and I read the reviews. So I make my choice based on a channel and agency more than I make it on product. And I think what... Because there's trust there. There's trust. You have some sort of crowdsource data you can look at. Or it's suggested you do this in your entertainment. You do it with Netflix or Amazon, you know, Prime. So I think what's happening in the IT buying cycle, people still buy products. Like, I'm in a product business. And people buy my security platform, one, because it's unique. And number two, because it solves an incredibly unique problem for them, that there's no other alternative, right? That's why they're buying it from us today, where they were buying us from two years ago when we got started. I don't have the benefit of agency. The large companies have agency. They have relationships. They have the ability to direct you. And when you get to a company like AWS, you have super agency. Like, because they could direct you to their own product or somebody else's product. Like, they're a channel for IT consumption as well as retail consumption. I think Microsoft has the ability... So when you're in the agency model versus product, you're more about the outcome, less about the speeds and feeds. When you buy a product, you open it up and look at it. Yeah, and you have both of those models, but increasingly, large parts of the IT buying cycle move to agency, which is really funny, because this is what IBM used to do about 45 years ago. You go to IBM, you'd buy a computing system. You didn't say who gives me the printer and who gives me the network attached device and who gives me the spinning disk. You just bought it all from them. And I think that's what Amazon is actually recreating. We're here with Alan Cohen to see CCO, Chief Commercial Office of Lumio, security startup heavily funded by Andreessen Horowitz, one of the best VC firms on the planet. I need you to say that. That's very important. Yes, they are. Yes, and they're respected. They're founder-friendly. A lot of great respect for them. We got to get them on the show sometime to answer some of the questions we have to them. Of course, but great guys. Big fan of the firm. We love what they do. Again, they have their added value. And we should do a whole segment on added value and versus value subtract venture capitalists, because there's a lot of ones out there that don't add a lot of value. Andreessen Horowitz does try and put the effort in to be there. But you're seeing a lot of the infrastructure stuff. Let's now shift into the edge of the network because of the edge of the network because there's no perimeter anymore. The security is weak.  The edge is where the consumer is now. So that's the sexy area. Your thoughts on all this voice-activated Alexa that was a viral video going around during the holidays where the kid was trying to get a song from Alexa and it was basically spit out porn tags, basically. Stop Alexa, stop Alexa. Like it was a dog. There is an article in Today's New York Times business section about how voice is getting better. Maybe it's in reaction to that. It's not always perfect. That's your point of view. Virtual reality is the same way. There are scobles out there talking a lot about it. Where's the... Well, look. First of all, your voicing. I talk to my Tesla. I say navigate to, you know, transport way in Palo Alto. And I give it the address and I come, right? So I think voice is slowly becoming a primary interaction with computing and things like Alexa and now the Google equivalent and then the raft of things, the M2s that we're going to see behind that, are going to make that because it is a very natural way to do that. What's interesting is that all of these edge devices from a security point of view have two kind of important considerations. One is they are creating an enormous depth and range of data, right? The amount of data being collected is staggering. I don't know. We were talking earlier about storage. I don't know. Somebody's got to store all this stuff somewhere, right? Yeah. Maybe it's all going to be in EBS, right? But enterprise block storage. But it is... You have this... We had this kind of shift to the cloud and that's where the crown jewels were and now the money is spread every place else. So once again, you always have these two models. It is a huge issue. But this is the opportunity again we were seeing in entrepreneurs earlier is that the disruptors, the ones who can come up with a better solution service and it's a service-oriented model. You mentioned Salesforce and Google how Microsoft is kind of fitting in there that the engine of innovation has to be compatible under the hood with componentizing or composing services. It's just completely vertically integrated. You can use Salesforce and use Microsoft. Microsoft will say, no, no, in the old days, no, you don't want to use Salesforce. They're working together pretty well, right? So what's interesting is I was... There is the technology option and I'm sorry, the technology issue, but then there's also just human nature. So I was visiting a customer in Chicago a couple of weeks ago and I asked them about, VMware moving their stuff into AWS and I said, is that attractive to you? And he goes, yeah. And I go, why? Why don't you use the AWS native? He goes, the training and time I have into my people using ESX is extreme. He doesn't want to retrain his people but he wants to get rid of buying hardware. So we're going to have all these weird marriages, right? Yeah, and with aircraft carriers and the Persian Gulf. And the Persian Gulf. I mean, this is... I mean, VMware is one of those. They have a lot of customers and a lot of money and they did it to deal with Amazon. So we're going to start to see this. But there's one overriding principle. By the way, it's the theme of Tom Friedman's new book, right? Instead of the world being flat, the world is fast. And I think the winners in any tech is fast. So the companies we were talking about, those aircraft carriers, some of them are moving actually pretty quickly. I would argue Microsoft moved extremely fast. The word agile does apply also to the other bigger companies. Of course. The world is going more agile. The speed goes faster and the aircraft gets bigger. You have to go fast. Like at the threat horizon, you're in security. The threat horizon is really fast. I mean, in the old days, if I wanted to hack the Cube data center, you didn't have that much data. And if I could get it and wouldn't take me real long, then we have enormous amounts of data. And it would take a long time to take it all out. Now I have all this AI and all this cloud computing power. So my ability to go in, take your data out is accelerated. So everything has to be fast. You know, I'm one of my degrees in computer sciences and operating systems. And I always say this to my geeky friends, is that the world is now a global operating system where runtime assembly is really critical factor. And it's not necessarily yours. It's other stuff. As stuff gets pulled together, the ability to work with stuff and whether it's content, whether it's containers. Well, containers are just fast runtime assemblies for sub-processing. Compiling, linking, loading, all these OS concepts. APIs, yeah. I mean, it's just... APIs and tokens and domains. But it's all fast. So it's broken into millions of pieces. So it's a speed game. It has to be a real assembly very quickly. Competitive advantage is speed. Right. You know, I mean, the core value of the Alumeo platform is not just that we micro-segment data. If we see an anomaly, we know it in seconds. Yeah. Well, security, you need that. Well, you need that because the biggest danger is dwell time. I mean, the analog of this is, imagine somebody was living in your attic, you wouldn't like it.  I would be terrified. And then you found that they've been living there for two years. And then you're really like, this something's really a little long. So the ability, we spent all of our money in security for the last 30 years on detection. And the truth is, now you just have to assume that the bad guys are in. You need to know when they're doing something. And they got to be able to do that fast. Okay. We're running out of time. Yeah. We can do another show. If you're going to come back and come back. I'm always happy to come back. I'm coming to the new studio. Just, yeah, the new studio is going to be right across the street. Yeah.  Palo Alto, just drive you there. I'm going to mark it as a favorite.  Great to have you. Thanks. Great perspective. Again, great insight into what's going on. It's always fun to be here. Thank you. We'll be back with another Friday, Friday show. Join us next week. Again, Friday live here in Palo Alto. We're in the new studio. I'm John Furrier. Thanks for listening. Thanks.


The history of Exadata in the platform is really unique. And from my vantage point, it started earlier this century as a skunk works inside of Oracle called Project Sage, back when grid computing was the next big thing. Oracle saw that betting on standard hardware would put it on an industry curve that would rapidly evolve. Last April, for example, Oracle announced the availability of Exadata X9M in OCI, Oracle Cloud Infrastructure. One thing that hasn't been as well publicized is that Exadata on OCI is using AMD's EPYC processors in the database service. EPYC is not Eastern Pacific Yacht Club for all you sailing buffs, rather it stands for Extreme Performance Yield Computing, the enterprise grade version of AMD's Zen architecture, which has been a linchpin of AMD's success in terms of penetrating enterprise markets. And to focus on the innovations that AMD and Oracle are bringing to market, we have with us today Juan Loiza, who's Executive Vice President of Mission Critical Technologies at Oracle and Mark Papermaster, who's the CTO and EVP of Technology and Engineering at AMD. Juan, welcome back to the show. Mark, great to have you on theCUBE in your first appearance. Thanks for coming on. All right, Juan, let's start with you. You've been on theCUBE a number of times, as I said, and you've talked about how Exadata is a top platform for Oracle database. We've covered that extensively. What's different and unique from your point of view about Exadata Cloud Infrastructure X9M on OCI? Yeah, so as you know, Exadata, it's designed top-down to be the best possible platform for database and it has a lot of unique capabilities. Like we make extensive use of RDMA, smart storage. We take advantage of everything we can in the leading hardware platforms. And X9M is our next generation platform and it does exactly that. We're always wanting to get all the best that we can from the available hardware that our partners like AMD produce. And so that's what X9M is, it's faster, more capacity, lower latency, more IOs, pushing the limits of the hardware technology. So we don't wanna be the limit the software, database software should not be the limit. It should be the actual physical limits of the hardware. And that's what X9M is all about. Why Juan AMD chips in X9M? Yeah, so we're introducing AMD chips. We think they provide outstanding performance both for OTP and for analytic workloads. And it's really that simple. We just think the performance is outstanding in the product. Yeah, Mark, your career is quite amazing. I could riff on history for hours, but let's focus on the Oracle relationship. Mark, what are the relevant capabilities and key specs of the AMD chips that are used in Exadata X9M on Oracle's cloud? Well, thanks. And it's really the basis of I think the great partnership that we have with Oracle on Exadata X9M. And that is that the AMD technology uses our third generation of Zen processor. Zen was architected to really bring high performance back to X86, a very, very strong roadmap that we've executed on schedule to our commitments. And this third generation does all of that. It uses a seven nanometer CPU that is a core that was designed to really bring throughput, bring really high efficiency to computing and just deliver raw capabilities. And so for Exadata X9M, it's really leveraging all of that. So it's really as a balanced processor and it's implemented in a way to really optimize high performance. That is our whole focus of AMD. It's where we've reset the company focus on years ago. And again, great to see the super smart database team at Oracle really a partner with us, understand those capabilities. And it's been just great to partner with them to enable Oracle to really leverage the capabilities of the Zen processor. Yeah, it's been a pretty amazing 10 or 11 years for both companies. Mark, how specifically are you working with Oracle at the engineering and product level? And what does that mean for your joint customers in terms of what they can expect from the collaboration? Well, here's where their collaboration really comes to play. You think about a processor and I'll say, when Juan's team first looked at it, there's general benchmarks and the benchmarks are impressive, but they're general benchmarks. And they showed, I'll say the base processing capability. But the partnership comes to bear when it means optimizing for the workloads that Exadata X9M is really delivering to the end customers. And that's where we dive down and as we learn from the Oracle team, we learn to understand where bottlenecks could be, where is their tuning that we could, in fact, really boost the performance above. I'll say that baseline that you get in the generic benchmarks. And that's what the teams have done. So for instance, you look at optimizing latency to our DMA. You look at just throughput, optimizing throughput on OLTP and database processing. When you go through the workloads and you take the traces and you break it down and you find the areas that are bottlenecking and then you can adjust. We have thousands of parameters that can be adjusted for a given workload. And that's again, that's the beauty of the partnership. So we have the expertise on the CPU engineering, Oracle Exadata team knows innately what the customers need to get the most out of their platform. And when the teams came together, we actually achieved anywhere from 20% to 50% gains on specific workloads. It was really exciting to see. Mark, last question for you is, how do you see this relationship evolving in the future? Can you share a little roadmap for the audience? You bet. Well, first off, given the deep partnership that we've had on Exadata X9M, it's really allowed us to inform our future design. So in our current third generation Epic EPYC is that is really what we call our Epic server offerings. And it's a 7,003 third gen and Exadata X9M. So what about fourth gen? Well, fourth gen is well underway and ready for the future, but it incorporates learning that we've done in partnership with Oracle. It's gonna have even more through capabilities. It's gonna have expanded memory capabilities because there's a CXL Connect Express link that'll expand even more memory opportunities and I could go on. So that's the beauty of a deep partnership as it enables us to really take that learning going forward. It pays forward and we're very excited to fold all of that into our future generations and provide even better capabilities to one in his team moving forward. Yeah, you guys have been obviously very forthcoming. You have to be with Zen and Epic. Juan, anything you'd like to add as closing comments? Yeah, I would say that in the processor market there's been a real acceleration in innovation in the last few years. There was a big move 10, 15 years ago when multi-core processors came out and then we were on that for a while and then things started stagnating. But in the last two or three years and AMD has been leading this, there's been a dramatic acceleration in innovation in this space. So it's very exciting to be part of this and customers are getting a big benefit from this. All right, Chance, hey, thanks for coming back in theCUBE today, really appreciate your time. Thanks, glad to be here. All right, and thank you for watching this exclusive CUBE Conversation. This is Dave Vellante from theCUBE and we'll see you next time.


One-Hel mempunyai medik-medik, perjalanan, dan kepercayaan untuk mempunyai orang yang berjaya, animal, plant, dan nature. The One-Hel approach requires change in outlook and action. It's move from focus on the diseases of people or animal to a more system-based approach, innovating and embracing joy action of working as well as technological solution and sharing learnings and evidence. One-Hel is not such about disease treatment or control. It is also to mitigate risk and outbreak before that happens. It brings also together a wider expertise and insights on help risk prevention, surveillance, and preparedness. One-Hel actually brings added value to save the life of people, animal, but also brings the economic benefit for people. For example, if you vaccinate in a cattle and sheep population against brucellosis in Mongolia, that would bring the economic benefit for the whole society in health sectors in economic of the household, but also in the private sectors working in these areas. In my recent trip to Wuhan, looking at the origin of the virus causing COVID-19, the One-Hel approach was reflected in the composition of the team. We had not only medical doctor and epidemiologist working in hospital, but we had also veterinarian biologist, ecologist working on the disease to understand the origin of the virus. We have seen over past years, transmission of diseases from animals to people is increasingly at an alarming rate. Just for example, 13 of the more than 200 zoonotic diseases transmitted from wild or domesticated animals to people each year caused about 2 billion human illnesses and 2.2 million human deaths, most in developing countries. Beyond this death, this disease can also destroy people's life and livelihood and they threaten the health of our animals and the environment around us. One example of this zoonotic disease is about the current pandemics of COVID-19, which has already until now more than 2 million people and caused more than 120 million cases around the world in a very short time. On this complex health issue, you cannot solve it by one discipline, by one agency. The key message is really to work together and different sectors in the government together to really solve this complex diseases jumping from animal to human, the so-called zoonotic diseases. Please follow and read our One Health Investment series. We have identified 22 practical actions that government investors and policy makers can take to tackle seven key health challenges. This have been packaged into a series, a brief that explains the importance on overall action areas. You can download them and read them from our Wildlife Stock Marta website. Over the next three months, experts will review the evidence and experiences in these seven areas to outline a set of One Health actions with the potential to enhance global health security.


All right Let's wrap up this minute. Oh, yeah, we have a mini quiz for you guys So Let's start with the first quiz Sorry, sorry Later We have a price so we are what's the first point answer you get over sticker So Okay, can you see the questions Is this code correct, that's a question Okay It's just a simple and Jason coding and also the single string Oh Okay, let me run it and I say You mean the program is correct. Well, I'm not sure what the program is supposed to do In casting No, it's a command function so technically you can you don't need to return anything Yeah, I think No Alright, so maybe you an idea for the back Alright So Okay, let me run it By definitions if you have any code in Jason's If the body within is a number numerical format, otherwise always convert to 60 or something I know Yeah, that's correct, yeah, so, but, yeah, it's one, one of the solution is to, if you find your struct when you include in JSON, I mean, when you run the JSON machine, it will match the type of the JSON struct, yeah, so, yeah, yeah, it's the first piece, okay, but I think I need to get, I think we'll go back our answer, the blue shape float, blue shape float, and you know the struct thing. That's the problem with the in-cast thing.  Okay, might be you two guys share the price. Then you change the cost to float 64 and see what it's like. Yeah, sure. So if you want to make an inventory, then maybe they don't have it. If you don't type checking with the process before, you convert it later into your inventory. You should work with us. There's no type. You take the time. Let's see. I mean, keep the line. Drop the type of session. Remove the flow. Dot 64 is. You need to first think. This should work. We need time. This is the first bit, so we still have chance. Now we come to the second one. What does it print? This program will print. So you can see how it slides from 100 to 700. Is there a plus plus? I think there's no plus plus. Is it a plus plus? I need a plus plus. Views like C. It does not have plus plus. Any other answer? 201. 201? No, it's not a correct answer. 202. Why do you think it's the second time if you print number 2? Because it's printed. It's 10 times 202. Okay, so I'm going to say 220. No, it's not correct. It's almost there, but it's not correct. This is... 220. 220. 220. 220. Sorry, 240 seconds. 220. No, it's already... 220. 2201. No, it's not correct. 201. No, it's not correct.  And let's run it, and I think... I'll ask whoever can expand it. You get the prize. Actually, you can't see it. 211. 211 in the start. If you keep saying 211 in the start, please say no. Oh, okay, you can say that? Can you explain why? After the pen array, right? The value is a pointer to the original array, right? After a pen, x is really pointing to another array. So changing x value doesn't affect the original pointer. It keeps increasing the value. Yeah, actually the... My answer is... Because without running this program, you cannot present anything. Whatever you think it is. All right. You have a smile on your face. Oh, you don't have a smile on your face. Nothing on your face. You're good. You're fine. Very good. Thank you. My guess is 211 first. No, no, no. 211 is pretty cool. Okay, 211. I thought you meant 211 and he said no. So I was like, why did you cook that? Okay, so the reason here is that every time you bend an element to a slice, the capacity of the slice will increase. But not always. Do you think there is a question at the end? The capacity will really find the maximum. It may increase or stay the same. But I mean the address will change. So that's why in the first look, it decides the variable, the address of the element. The second element is still the same. Yes, so if you have an element and it's just a slice to go to the last element, then you have to take 212. We can give them the regular space. The tricky thing is the second part doesn't make any change to the van. The variable van doesn't change. So you have to go back to the old address. When you append a new element, the address value will change. So the van is not binding to the... The van always copies. The other thing is not output the x1 if output the van. It brings the van. Yes, your question is append always copies. Like that, I don't know. No, because it tends the capacity of the array. No, I think the capacity is only another... But here's the address. I mean, when you append, it copies the whole slice to a new location. So it really gathers up to the sumptom sometimes. You're right? Or it might clean up everything else if you want to be at that end. I don't know. Do you maybe, you know, reference to a lower array so that you might be smart enough not to do another slice? No. But then the people change the maker for another slice. So I'm not sure if... So let's say you have two slices from the same array. It doesn't copy you. But if I change one of the slices, they will change the other array. But I take a different way of that. So after the x, first x, after the definition, slice it to another... Oh, we find it. So create another slice by slicing x. On 918. You like 18, right? Yeah. Actually, the array and slice is two different things. You're talking about the array. This is the slice. This is the slice of a bank by a race. No, but the internal digit is... So y is a slice of x from zero to three. Can I try that? You mean when it's being that x, zero? No, no, no, no. Can you sign y? I don't remember the actual... Wrong line. Am I on the wrong line? Yeah. What is it? Are you looking where it was? Right syntax? Yes. And I'm referring to y. Yeah, I get it. Y is equal to y and... So we have a new location. 200. And now we have to increase y. This time x, y. So we can call... y, y. The range of y below... I guess. Yeah, so all of that... What's the action of y? That will work as a different range. Change range x to range y. Both? Remove it up. No, remove x. Check x to y. Okay. It's already...  That's all. That's all. That's all. Keep, keep, keep it. And front. Okay. Whatever. Now it's changing its range. The last two are you talking about. That was just a copy paste error. So when you do a y, the value is still pointing to the location of x. So if x changes right, then we change the value of value. But for y, then it's a new one. I mean, it's a separate... another location. No, this is the same location. Same location. Same location. That's why the value is too old. Yeah. Because of the annoying capacity.  Now, if you print x, everything in x at this point, you should see something. No, this will be the same. You should see a random 800. But we put 400 one. Sorry. You should see an 800 one in there. Okay, let me try to... Yeah, that's good. Leave that silly extra value. The extra print line on line 29, do I buy or take? 29. Remove 29. Do we try 29? 29? Just kill that, yeah. That's good. Oh, 30 in change. 30 in change. How much? Most? Not very expensive, I mean. So, I mean, when y is the size of y, when you increase y, the value in the slides is the X, what's the difference? So, you have other ideas? No. It's commented. Oh, you can comment. Can you... Uncomment the way that you do. Uncomment that's why I got to choose. Okay. That's important. Run. There are shows that we don't really understand sizes in areas. Sizes? Oh, so it depends to the bottom, the end of the underlying capacity. Wait. That's how I was able to choose. I got it. That's fine. I just got to choose. There was 29 in there. Okay, I will post a quiz later. I mean, you guys can run. I read your outline. Okay, maybe this one is a 2D paper quiz. Let's try to make it easier. Is there another trick? Okay, so it takes the correct way. I mean, in the y, how do you fix this? You don't actually have a recover. There is 6. Oh, there you go. What was the cover? It's a different one. The more different, it's a very easy answer. I already think you have a set of easy questions. What is the function of the program? No, I would say nothing. Well, the difference is something you want to run it. What's the end of the function? So, what do you do with the function? You should just... It's a keyword. Keyword in low-level. It's like when you put any function after defer. You run after you in the set function scope. So you have to function as n. Yeah, so the function is n. You run after any. That's a question. Yeah. I do not think that would work. You probably... You know, at the moment, how... You probably should put a form and rely into the defer function instead of the query and the fact. It's also the... The whole question is... Do you really want to run after a defer function? No. Do you want to run after a defer function? It depends. It depends on the... It depends on the... So we will run after it? No, it doesn't. It's good. So you run after a defer function? It depends on the... Stop. So you move the format of the prongline into the function in terms of defer function. Yeah, I think... It just removes the one showing... It's not trying to recover it. It's probably the... Sorry, removing... Remove the form for the prongline You have to do the defer function. The recover has to be in sync with the panic. Yes, yes. So this way it will actually... Recover the panic. Oh, yeah. You're right. Can I second this? Please don't. Too much. Too much. No, but why does this form work? It doesn't work. Because the recover has to place in the same scope with panic. Oh. Because as far as recover we understand that you want to recover in this function. It's needed for stack. For stack. So this is how you... I mean, if you recover all the panics, it's going to end the functions. It's never used panic at all. Okay, let's go to the last question. Are you guys ready? Yeah. Can you see everything? No. So I think the answer to the first problem is... Okay, this program we run... Is it correct? Does it throw an error? If there's an error, then how to fix it? Oh, okay. The purpose of this program is to print one, two, three. You have to use a function V as the parameter and just call V operating the function. Yeah, but I mean... I want to use it. I mean... Just why not? You know, no local things. I think it's like... I find the P lower than P to advocate. In read. No, no, no. The print is a... It's a private method. It's a local method. It's a private method. Your field stroke is just as... A pointer. So, add another one. You need a star in the field. Oh, yeah. Let's try it. I know this because I do it all the time. Oh, okay. Thanks, Jen. It's one price for you. But I mean, another natural trend is you can assign... I wonder if you can take me just to the end of the star in the print. Yeah, that's what I was going to say. So, you can do this. Oh, star. Star? I mean... Basically, just use the star in the function print. Yeah, there's another certain set. So, when I deal with local things, I have to be very careful. Especially that... ... Alright, I think... I hope you guys like my quiz. Hopefully next time I have a better quiz. Because I know this. Actually, how many of you have been... ...first time with the GoLambida? I'm pretty sure. So... Yeah, I think it's useful. Very useful to have a quiz. So that you can learn the GoLambida program because it's faster. Yeah. You can write the book at home. Actually, I like this one as well. Alright, thank you guys. I hope you have any talk or presentations you want to show up next time. Please contact me. We're going to arrange... ...every month or every two months. Thanks. Thank you. So, I would like... ...two speakers, Chan and Hapis. First of all, Valentin from HBISG. So, don't forget... ... ... ... Thank you. Thank you.


Everybody forced here up at ripping one box of 2022 Don Russ UFC for Nick S. Thank you very much Nick Good luck. Let's see. We got what one-on-one men the first one of these I've ripped actually Basically just don Russ just UFC those iconic All those cool inserts Octagon marvels and they do nice all right, so I think it's what these is all card so Debut of Don Russ UFC, so there's a bunch of base. I'm gonna I'm gonna get through that pretty quick And then we'll get to we have an auto right away Rated rookie auto Paul Craig first pack. There you go We said no time There's a Craig base rookie They're Craftsmen Neochitch and gun who that's a Holloway on the Octagon marvels Rookie is Ian Gray press proof Rafael Pizia press through Chanel Got a Leon Edwards out. No, it's purple press group there nice Shepchenko Octagon marvels She's a beast crunch time Habib Magicians Conor McGregor Bass yeah, when's the next UFC? Every weekend Got Grant Dawson was next big one Brandon Marino press Got press proof Daniel Rodriguez rated rookie Red laser red laser number to 75. It's Cynthia Calvillo Got a ghost of son and John Jones Masvidal bisping So the second July 4th is a Monday this year, I think so that's gonna be a Pretty small Monday holiday, but the weekend is big I guess got any Kinzad Calvillo press proof Press proof is clay Gita Blue laser rated rookie is Carol Rose out of 49 And a crunch time is Gitchy Justin Gitchy magicians Adesanya I got Jones and Gustafson again Voices of the Octagon Laura Senko. That's a cool. I like that design on that You should have announcer cards another stuff. You've got Angela Hill press proof purple Usman craftsman Dan Henderson Habib octagon marvels.  Noonies press proof brown press proof hollow laser Uriah Halt and 99 Yeah, that's it, but I have to sacrifice everything else that I like that marvels kind of a Gregor crunch time Dustin Poirier Yeah, because I want to watch soccer and you have see an F1 a hockey and baseball and football and basketball and tennis and Golf here and there. I just don't have a time rated rookies evloev that's a press-proof Bontorne Bontorne, Rogerio Brun Bontorne Nina Nunez press proof Cody Stamen purple press proof crunch time and ghanu Volk in Ortega Whitaker Break some home. I don't think I have the space to break In my dog would just be bothering me the whole time like what are you doing? Like who are you talking to? Got Adrienne Yanez rated rookie Press proof Augusto Sakai Johnny Walker Johnny Walker. I know Johnny Walker.  It is a Ryan span. Are these match worn? Just a spider worn Ryan span voices of the octagon Megan Olivia Olivia, Olivia, Olivia Hermanson press proof Gillespie purple press proof is Palo Costa magicians Valentina Shepchenko and A for Chaka Adesanya and that he's gonna do it There we go. Thanks again Nick appreciate it. Let's get him right out to you