Hibernian Hall, built in 1913 as a place for Irish immigrants in Boston to dance and socialize. In 2013, the current owners found out the building had a secret. We came across something that said, there is a copper box that contains documents that's in the built, that's in the cornerstone. Really quickly everyone got the idea, let's do it, let's dig it out. Last week members of the Madison Park Development Corporation removed the cornerstone to find the time capsule enclosed in perfect condition beneath it. I sat down with Kay last week to go through the century old contents of the box. Inside the capsule were postcards, newspapers, coins and documents about the big new innovation of the day, aviation. Arrow planning may be safe as automobiling someday. Since the Irish moved here in the 1800s, Roxbury has been an enclave for newcomers. Jews and African Americans moved here after the Second World War and today immigrants from Africa and the Caribbean call the neighborhood home. It's kind of a nice connection that this hall serves as a cultural center and a social center for immigrant groups. One of the most exciting artifacts from the time capsule was a postcard written by the president of the Hibernians, Patrick Larkin. It says, building for the future, keep up the good work. And it's like, we are the future. For the Boston University News Service in Roxbury, Massachusetts, I'm Mikayla Lafrak.


Live from Toronto, Canada, it's theCUBE. Covering Blockchain Futurist Conference 2018. Brought to you by theCUBE. Hello everyone, welcome back to theCUBE's Live Coverage, day two of Untraceable Presents, Blockchain Futurist Conference, where the industry insiders and community get together to talk about the future, really great event, great content on stage, of course with the live coverage bringing to you here with theCUBE, I'm John Furrier, your host. Our next guest is Gabriel Renee, co-founder and executive director of Versus. Okay, one of the big sponsors here, congratulations and thanks for sponsoring, but really great story you guys have in a space that's where it's stood in, but a lot of people want it to go faster. This is the new creative environment. Yes, talk about your company. Sure, Versus Foundation was created to basically develop and support new standards for interoperability across all of the different emerging technologies. We see that one of the problems with going faster is everyone going faster in different directions. So we think it's critically important that as we start to look at the internet of value, which is what the blockchain community likes to consider when 3.0, but the internet of things guys see it in an entirely different way and the sort of semantic web, internet of intelligence folks and the metaverse VR sort of future world. We're saying guys, the future is the internet of everything, so you need a fundamental protocol to connect these things. Then you can start to get smart factories and smart cities and smart supply chains that work interoperably globally. And given kind of where we ended up in web 2.0, with a big sort of fragmented and fractured and overly centralized set of powers, we think that it's really important that we establish a set of protocols that are part of an open standard and that's really what the foundation is building. You know, web 2.0, nothing really happened. It was just Ajax and no fundamental structural change happened. Yeah, social networks, graph, databases, but the world needs a better thing because it's not just siloed artists anymore, it's a lot of interdisciplinary factors going into the new creative. You could have a data science driving some value. You could have UI or UX, but the foundational footprint seems to be what you guys are working on. Is that kind of how I see it? Yeah, we believe we need a new infrastructure tier for the next era of the web. And it's primarily because the interface is changing. I mean, it's changed every 15 years, almost on the dot, right, from mainframe to desktop, to laptop, to mobile, to wearables. The next wearable goes on the face.  The reality is that then content is placed in a space, not on a page. And the web was designed for interactions between people navigating between pages, interacting with media and text, but with an internet of things world that has nothing to do with the web and virtual augmented reality that have no connection to that either. How do you have all this work interoperably? So we have a spatial protocol that actually lets spaces have sort of spatial domains, like web domains, and the ability to create a spatial URL and an asset ID for any object. Then you can, people and things and currencies can interoperably move between them. And then you can awaken an entirely new developer class that's building spatial applications that are also decentralized and secure. And that then enables the sort of creative era, I think, of development. As we move a bit out of the information age and maybe into what some are calling the imagination age. So enabling is the key word, right? You're enabling technology. How's it going? Give us some updates on what you guys are working on. Where's the progress of this? Yeah, because yeah, we need an underlying baseline to create value, otherwise it's fragmented. Yeah, I think one of the big trends I've been hearing at the conference is the word interoperability is finally a term that everyone's starting to consider. The industry is still very young, and so in the beginning, everyone kind of wants to run their own direction, and hey, I got another coin and another project. And now, given the status of the market, everyone's starting to realize that interoperability and collaboration and standards are important. I was seeing a lot of companies that are creating bridges between sort of middleware providers. I think that that's really critical. So. Where are you guys out of the protocol? Is it deployed? Is it under development? Yeah, so we had MVP about six months ago, our proof of concept stage where we were confident then that we were going to be able to deliver this at scale. We've been able to track some really, really amazing developers on the team. Folks we've pulled from Microsoft HoloLens and Google and Samsung and Magic Leap and others, kind of the tip of the sphere of these technologies. We will be launching our beta at the end of this year. We've got about 20 partners that have already signed up to do pilots with us across 20 different industries. Advertising, entertainment, IMAX partnership, which we just announced. Livestreamers? Oh yeah, absolutely. I mean, look it, we're terrible. This is not immersive, although it's live. Imagine having a hologram here. Yeah, and so, you know, it's funny because we talk about this idea of holo-portation and it's very sci-fi, very kind of Star Trek, right? And then I remind people that, you know, we teleport our voices to each other all the time. We're teleporting images to everybody right now and that's, you know, 150 years ago that would just sound totally insane. Well, you bring a community into it too. Think about the community impact, right? If you're doing content like we're doing. Imagine bringing Brock Pearson or someone we want to bring from the community with us right now on the telegram chatters. Yes, yes. That's where people want to see content. And so, you know, the funny thing is, we've been watching these sci-fi films for decades, right? And watching how holograms and things sort of poured in and out and how people interact with these things and moving through different virtual worlds. Robots able to do transactions, you know, in the new Blade Runner. There's a whole scene around that. Versus actually the basis of our technology makes that now possible. You obviously need the new interface, but that's what's coming. I mean, you're seeing cameras everywhere. So for instance, in San Francisco, the new Warrior Stadium is going to have cameras everywhere. So why not have a protocol to give me a front row seat? I mean, it's not Ready Player One yet coming, but it's still going there. We need better content. Yeah. Is this what you guys are trying to solve? Really what we're, well, fundamentally what we're trying to solve is that we recognize that we've got really significant challenges with these new technologies. Artificial intelligence is so powerful. The internet of things is so incredibly powerful. Virtual and augmented reality, because you're now experiencing something, it's incredibly powerful and people have very transformative experiences. I see people come out laughing hysterically, crying hysterically. You know, you can literally walk in someone else's shoes. So when we talk about exponential technologies converging, that's a lot of power. That's power that we can funnel towards the kind of promise that we want from these technologies or if they're fragmented or overly centralized, they can be used for all kinds of things that I think we would prefer they aren't. So Versus wants to make sure that we're working together in a smart way to try to get the best of these. The challenge you have is it's just a great use case. The whole world's your oyster. You can go from content immersive to some low hanging fruit, IoT industrial applications. Yeah, that's a big one actually. I mean, cameras, sensors, rendering, accident reconstruction on a corner. All this is now possible. This is kind of where, I mean look at blockchain. Industrial cases are supply chain. Makes sense. Blockchain, supply chain. Right, you know. How are you guys prioritizing? I mean, it sounds like it's a challenge. You've got all this big demand potentially. Yeah, it's the how you're boiling the ocean sort of question, right? The way I like to look at it is we're giving everybody boilers. We're not boiling the ocean. We're designing boilers. So, you know, at the heart of it, we have some really amazing partnerships that have already been in place. One of them is with the VRAR Association. It's kind of the preeminent association in the space. 4,000 corporate members. These are all the Fortune 500 companies that you think of. Plus early innovators. They've got 60 chapters around the world. 20 different industries that they're supporting. So we're working with the co-chairs of each of those industries, whether it's industrial or construction or education or medical. And then actually creating pilots that we can use as case studies to promote each of those industries. So we're going actually wide before we go deep. And then we're trying to create advocacy and adoption and let leaders in the space help us tell that story. How does people get involved? How does someone get involved? It depends what a someone is right now. Community at large. People want to join the mission, partner. Yeah. Is it open right now? It is. So at the moment, you can go to versus.io. It'll kind of start you down the path. We're signing up partners by the day right now across multiple different industries. Robotics, aeronautics. I mean, every day there's some new opportunity. So come to the website, get started there. We'll route you into the Telegram channel. There's a whole developer community we're spinning up. And then we'll have a lot more exciting announcements that come in the next few months. I know you're busy, got another video to do. Thanks for coming on theCUBE. Appreciate it. Thanks for sharing. Thanks, wonderful. This is great technology, enabling developers from work to play. A lot of great use cases, new environment for rendering objects, 3D, all kinds of spatial. This is the future of content. Again, work to play. It's theCUBE bringing you live content from Futures Conference. Stay with us. We'll be back after this short break.


So, can I get your first and your last name? Sure, my first name is Steven and the last name is Smith. Can you spell that really quick? Yep, S-M-I-T-H, S-T-E-V-E-N. Exercise. So this exercise is our annual Integrated Protection Exercise. Every year we have a requirement to do a full-scale exercise here on the garrison where we test our emergency response and recovery procedures. Basically how we respond to any type of major accident after a disaster or potentially enemy attack is what we're practicing today. So I actually have two roles in the exercise. First off, in the exercise scope I am the exercise director so I'm the one coordinating all the moving pieces that happen as far as the planning for the exercise and then during the exercise I become an exercise player and I'm the garrison emergency manager and I help facilitate the operations here with inside the emergency operations center coordinating the response that happens out at the scene as well as things that you wouldn't necessarily see after the lights and sirens kind of fade away from the scene. We still have to do things like house people, shelter people, feed people, things like that and those are all kind of activities that happen inside the EOC here.


From London, England, it's theCUBE. Covering Discover 2016 London. Brought to you by Hewlett Packard Enterprise. Now, here's your host, Dave Vellante and Paul Gillis. Back to sunny and chilly London, everybody. This is HPE Discover 2016. And this is theCUBE, the worldwide leader in live tech coverage. Antonio Nierius here, Cube alum, Executive Vice President and General Manager of the Enterprise Group at Hewlett Packard Enterprise. Great to see you again, sir. Thanks for having me again. Our pleasure. Thank you so much for making time. I know you're unbelievably busy. This is essentially your show. And congratulations on a new role at the company. Expanded role, fantastic. Things are consolidating. The story's getting cleaner. No, actually, we are very excited about our strategy and the refocus on the company of fewer things. But also for my peers because ultimately they will become more relevant as well in a pure services play or in a pure software play. So I think it's good for them. It's good for our customers, most importantly. And then for the remaining company, really the focus is making a big difference. And you can see here on the floor. And you're talking about the services and the old sort of EDS business now going to CSC and the software business, the microfocus and leaving a pure play, really infrastructure company. No, really. We are a hybrid IT company. Oh, okay. Which is different than pure infrastructure. So as we said, our strategy is to make hybrid IT simple. It's to power the intelligent edge, which is campus branch mobility in IoT. And then focus on services, which as you know, we have an incredible technology services business, which ultimately have the expertise to help customers move from where they are today what they need to be. So is that the nuance when you say no, Dave, not a pure play infrastructure company because we have that services piece? Is that what you mean? Well, remember one third of our business in the remaining company is services. And what we do in services, we help customers to advise, transform, design, implement and run. So, and how for the company is actually services in terms of people. Yeah, and I wouldn't forget services. That's where we first met. You were running services.  Actually, HPE as a company grew year on year for the year. Not a quarter necessarily, but I've said for a number of years now, HPE's got a shrink to grow. So you shrunk. And now the growth can be doubt, yes? Well, I think we are pleased with our total fiscal year, 16 performance. The enterprise grew 3% on a constant currency basis. We brought incredible amount of innovation, next generation of software defined infrastructure, which include composable with HPE Synergy. I know you had Rick here earlier. The hyperconverged platform, which was named the best hyperconverged platform by the CRN. We now announced here the integration of our HPE Cloud system with HPE Synergy. We also brought the composability aspects of our technology down intro hyperconverged. We talk about the progress we made with all flash, three bar, where here I announced now, now customers can procure all flash at three pennies per gigabyte a month. The whole Helion Cloud suite innovation, HPE OneView, but also the unlocking of the partner ecosystem. This past year, we completed integration of Aruba. I completed the acquisition of SGI, the partnership with Arista. The massive investment we're making together with Microsoft on Azure integration to really deliver the hybridity experience. All the strategic investments like Docker, misosphere, scality, really leaning in and introducing new technology. So it's been a busy year. We grew 3%, we improved year over year, almost 90 basis points on our profitability. And less than a stop out there, but I think we are doing the right things. And customers actually now understand the power of this portfolio. And this last two days was a testament of that, and you can see here on the floor. You got a lot going on. I talk to my buddies on Wall Street, they said you addressed them at the financial analyst meeting. They were particularly intrigued with the whole capacity on demand piece of business. Flexible capacity, yeah. Flexible capacity. And I think they, I'm paraphrasing, but I think they, you talked about the lumpiness of the business and how that potentially could help address that problem. Well, I think about what customers are looking for, right? They need hybrid IT, and they need a consistent experience where they are on-prem, off-prem. That's, you know, it's not just where they deploy their apps and the data, but also the way they consume it. And we are really committed to drive the innovation there, but also the innovation of the business model. And so what if we can bring the perceived benefits of the public cloud economics on-prem, not just from the technology perspective, but the way they pay for it. And that's where flexible capacity has a huge role there, because we can actually model that capacity to their needs and pay only for what they need. And that's why customers now like that model, particularly, you know, certain customers who are very OPEX-oriented service providers, for example. And so we are very excited. That business has grown dramatically for us. It's a really interesting business. Where do you see that business going in terms of the growth rate?  Looks like there's a lot of promise there to go beyond storage. Yeah, I think, listen, they made the announcement of the three gig, three pennies per gigabyte a month. The reason why we can do is both the technology in three part, the metering capabilities we have on-prem, and the services, because in the inflexible capacity is a services-led offer enabled by HPE financial services, which provides the financing capabilities in this utility-based model. It's growing high double digit. Now, as you know, buildings much higher revenue, revenue much lower because you have to mature over time. So we are building a big pipeline and one of the reasons why TS grew in the last two quarters is because that momentum we built three years ago, and if you remember when I was here talking about TS, the transition of the portfolio from the break fix to this new style of services, data center care, inflexible capacity. Now that's materializing in our P&L, but the pipe is getting bigger and bigger and bigger. The snowball is getting bigger and now what it comes out on the other end is now showing in our P&L. And I'm looking for sort of a similar wave with IoT. It's early days in IoT, so it's not driving, I presume, a huge amount of services revenue yet. But I- Well, on the consulting side, we are now getting a tremendous amount of requests to come in, help them advise, what are the business outcomes they can deliver with these IoT platforms? And remember in IoT, we actually focus on three segments, transportation, health care, and manufacturing. And underneath those segments is about specific use cases. For us, IoT is not the internet of everything, is really being more pragmatic of what we do and really focus on very specific use cases where our infrastructure with the control systems, the apps and the analytics, and the broader partner ecosystem, which is a total different partner ecosystem that we are used to in the IT space. We're talking about partnerships, we're done with Snyder Electric, LG Predix, PTC, you saw the demo today of a fantastic use case where we are basically doing predictive maintenance on these manufacturing lines using our converged offline solution with our analytics right there at the edge. But what customers now need to define is what are the business outcomes they want to achieve and how our technology, our solutions and these partners can deliver against those business outcomes. And we had National Instrument in Vegas as well. I think we have Bill Rue coming on tomorrow from GE. Yeah, Bill and I, driving the teams together. So obviously GE Predix is the hybrid IT cloud for the IoT, why? Because it's not just a platform, they have the knowledge, the content understanding of these vertical segments and the power of the platform is in the analytics, in the algorithms that when you collect the data you are going to get it sent to the predicts, they can analyze it based on the sub-geomatter expertise they have. Now what we're going to do is take also that GE Predix and bring it to the edge. Take that little stack, put it in our converged systems so the customers can get those decisions done faster. Do you see that relationship with GE growing into something more than it is now, that it is just a partnering relationship because they are clearly out front with Predix, very in line with where you're going with IoT. Yeah, Bill and I are totally committed to make this very, very big for both companies. It goes from engineering to go-to-market to business models. I think we are just at the beginning of it, but we wanted to be very focused on what we start because ultimately, like I said, which GEOs, which verticals, which use cases, and then ultimately how the go-to-market works. We have obviously credibility with the CIOs. They have credibility with the OT side of the house. We are bringing IT and OT together. We want to be the IT in IoT. They have all the expertise in these verticals from manufacturing to healthcare. We have the IT expertise. Let's bring it together and let's deliver integrated solution to our customers in a hybrid IT oriented or just also on the edge. And that's where Bill and our team are working actually daily on this. And you see some of the use cases here we're doing with them. So Bill and I have a very ambitious as in that we're trying them together. They're the thing that we're excited about is the SGI acquisition. Yep.  Well, I think about the power of the segmentation tells you where the market is going, right? So think about it, we talk about public cloud, the reality is that when you look at the data center, the market's still a hundred billion dollar market and within that market there are pockets of growth. Let me give you an example. High performance compute is a 12 billion dollar of the hundred billion dollar market which is growing seven to eight percent. High performance data analytics, workloads like HANA or SQL, you know, are growing as well is probably two billion dollar market growing also seven to eight percent. We have a phenomenal portfolio as you know with HP Apollo on the high performance compute, ProLiant and SuperDom X on the mission critical side with SGI now complement everything. Now we got the supercomputer on the high performance compute with the SGI ICE. And then on the high performance data analytics we have every form factor for every workload. I think people don't realize that the HPE already is the leader in high performance compute. We own 41% of the top 500 supercomputers. With SGI we take it to the next level. That was without SGI. Superdoms or HPE Apollo? Apollos and blades because when you look at the large actual implementation of supercomputers many of them have been done with blades. But now the form factor is Apollo and ultimately how the fabrics GPUs are integrated are driving the next level of scalability and obviously power consumption is one aspect of it. The other piece of the portfolio is Aruba. Yeah. Very exciting. We saw on the keynotes today. Yeah. We have a number of guests on. Yeah. Looks like a great acquisition with a long way to go. Well, I have done too, Aruba and SGI. So I'm very proud. I think we knew that Aruba was the right acquisition for us three years ago. And you can see the benefits. It's a software-defined campus branch solution. Actually it's a fantastic platform to address new adjacencies. Think about SD1 as an example, right? Think about IoT as well. Security, ClearPass is a big element for our IoT strategy, a critical element because security at the edge is going to be top of mind for CIOs and OT partners as well. And then for Aruba, actually it was the right thing to do as well because now we're getting massive amount of traction with large customers. When they were standalone, they were not able to get traction because they didn't have the scale or maybe even the credibility to support large deployments. An example of that is what we did with Home Depot, right? Massive refresh, 2,800 stores. And the reason why Home Depot decided to leverage HP with Aruba is because now Aruba is part of HP and therefore they have a piece of mind that we can deploy. So, and then it's an incredibly innovative company, Kirti, co-founder, can see a little bit around the corners what's coming on. And they have a very, very focused strategy of this. In the server business, we had Alan on earlier. And of course we were at Dell EMC World a while back and Michael Dell was sort of bragging about being number one and seeing units. And we said, well, it's really revenue that was most important. Alan said that recent Gartner data showed that HPE is now number one again in units. So it's always fun to talk about the numbers but your leader in revenue for, I don't know, 80 straight quarters, it's been out. 82 quarters. 82, who's counting? 20 years. Well, can you speak to the Dell EMC merchants? Certainly a distraction for them for the last several months. Has that changed the market dynamics for you? Yeah, but first I want to go there because I want to make sure I don't lose that. So listen, we don't chase share for the sake of share. We chase what is the right profitable growth for us where we can add value. So we obviously spend money, innovate to bring value to customers and the customer likes our solution. That's why our focus has been revenue share. But as you know very well, right? Units are driven either by China which now represent 25% of the market or the large service providers. So that's the reality we deal with it. Now in term of what I see Dell EMC, listen these are two totally different strategies. Dell EMC decided to get bigger and lever their balance sheet. They have 60 plus billion dollars in debt. They have to serve that. The place there is to take cost out, okay? And they have a multitude of architecture which is confusing, really confusing. Which architect do they plug where? So they have a ton of work to do which means this structures one aspect but also from the solution offering perspective they will have to do a lot of work because in the end, you know, which one I buy. On our side we decided to get much more focus on everything we do. And the new company after these two spin mergers is basically the enterprise group. And so we are very focused on what our strategies to provide hybridity solutions built on the next generation of secure infrastructure while at the same time we power an intelligent edge through campus branch mobility and IOT and have the services to make it happen. Our balance sheet today is $7.6 billion positive. And by the time we're done with these two spin mergers we're going to have $12 billion of balance sheet in the balance sheet. Which means we can invest organically, make strategic investments like we have done with some of the partnerships here like Mrs. Ferb Docker and others or make acquisitions like we've done with Aruba and the SGI. But it will be acquisitions where add to their portfolio in a common architecture driven approach. Okay, can you speak to any gaps in the portfolio now or any opportunity areas that you'd like to fill? Mobility management for example? Well, I think, you know, we're focusing on all aspects. Clearly at the infrastructure level I think we are very well covered, right? You know, but I think, you know, when you think about the software defined elements of this, we have an open approach. Obviously leveraging open source, integrating these partnerships, strategic partnerships are key. So we're integrating Docker and everything we do. But then, you know, all these aspects around software defined in cloud is our potential targets for us. Because ultimately we want to sell only two products to our customers, HP OneView and Helium Cloud Suite. When you talk about the software defined at the center stack, it's only one product. HP OneView. And you saw it here on stage. The integration with Docker, integration with Arista, and integration with Azure in a multi-cloud service brokerage approach. But then that multi-cloud solution is based on the Helium Cloud Suite which actually integrates multiple stacks. VMware stack is part of it. HP OpenStack, the Helium OpenStack part of it, we did this relationship with SUSE so we can accelerate that. And then, you know, these new solutions like container-based or misosphere, you know, the next generation of data-centered operating systems. Storage business. How much more can you squeeze out of 3PAR? Is there more legs there? No, I think, you know, 3PAR, the beauty about 3PAR was designed from the ground up, thinking about convergence and thinking about all flash. So listen, we're still only 12% of the market. So there is another 88% to go. And you can see the acceleration to all flash.  That's faster than anybody else on the market. And so we are very proud of what we're doing and also we continue to add new features, new capabilities. You know, and then one example of that is the resource management solution where basically you can take direct snapshot in a backup approach without adding any software in the middle. Obviously the dupe and compression are features that customers want. But then ultimately I think there's still a long ways to go for 3PAR in terms of growth and then bring it value. Now the other thing is that we're taking the data fabric and then making available as well in a scale-out storage solution standpoint. We talked about the machine a little bit because you guys, you know, made some noise about it this year. We're learning that the machine is sort of a mainspring of innovation and you pick and choose pieces to put into your portfolio over time. Can you give us some color and comment on the machine? Well, you saw yesterday on October 24th, we actually booted up the machine. And that was a very important date because we prove that the memory-driven computing is going to be here soon. And you know, if you think about the big data, think about the need to run analytics much faster. I was meeting there on the floor in the HP labs where we are showcasing the machine and one of the CIOs of a stock exchange in a very large country told me, Antonio, I need to be in the microseconds. I want this for my exchange IT because they need to push the boundaries, right? And so we are very proud, you know, we told the market three years ago with Martin Fink, which is now retired and now the labs report to me that this was a totally radical, different approach. And we prove it, it can be done. Now, what is the journey for now? It's basically we are going to showcase now the next version of this in the next couple of months with some of the workloads we have been testing. Second is we're going to take the silicon photonics of the machine and actually put it in the back lanes of our composable infrastructure with synergy. So by the end of next year, you're going to have silicon photonics and synergy. By 2018, you're going to have the non-voluntary memory part of the machine, which we are calling the memory store inside every product we ship, both from the memory perspective as well from the flash perspective. And then eventually when we finish the operating system that will be able to handle this amount of memory capacity and algorithms, then we can ship the machine as people are seeing it today. In my understanding, Antonio, is that there are certain sort of development tools that you guys are using that you've had to develop to take advantage of some of these capabilities. Will you make those commercially available and open source them? Well, let me give an example, yeah, absolutely. So we are contributing, for example, the memory fabric, which is part of the machine. We made an announcement last month in a consortium. All right, of course. Many, including some of our competitors are part of it because we are opening the ecosystem. So we are contributing that to the open source, to the open market so that everybody can innovate around this. So we are going to make that available to everyone. But obviously, I mean, this is a major development process and effort and it's interesting when using current technologies to develop the next technology as people don't realize that the biggest product in thermal memory you can buy is the Superdom X, which basically attached 64 terabytes of memory to the CPU. We are using that machine to develop the machine because you have to rewrite all the memory algorithm to be able to manage the scale of memory. Remember, we are thinking here, set a byte of memory eventually a few years from now, but the petabytes in a single addressable memory will be available here soon in the next three years. Are you keeping any intellectual property through patents or otherwise? Everything we do is being patented right now. But there are elements of that ecosystem that we make available to our partners because ultimately, since this is a memory-centric approach, every type of CPU will be able to attach x86, GPU, FPGAs, ARM-based solutions, and so forth. And so that connectivity with the ecosystem, we are making available to everyone. So it must be a reference architecture in effect at the moment? Actually, it would be interesting because we think infrastructure has to be optimized to the workload. And so in some cases, you may need more GPU or more acceleration like FPGAs. In some cases, you need less core and more memory. So that type of optimization can be done based on the workload. I'd like to see the labs having moved into your organization. I think that's a very important move for Hewlett Packard Enterprise. I wonder if you could comment, because I feel like as though for years, the labs are sort of off doing its own thing and not enough sort of product innovation came to market. Do you expect that that will change now, given the organization? Well, that was the main reason why we did it. Now, I have to say Martin and I are friends for many years. He has done a phenomenal job, laid the vision. He deserves the credit of the machine, right? And the vision for the future, including mesh computing and other things. But what we decided to do is take that and make it closer to what the R&D is, because in the end, I need to take those innovations and market it faster, because why wait three, four years to leverage the silicon photonics capabilities to connect compute and storage? While we don't do that today, this is available. And so, and even memory like nonvoluntum memory make it available today, whatever is available. Instead of waiting three, four years for the full solution. So that was the main reason why we moved the labs to the enterprise group. And you expect that acceleration to happen. Great. Well, great vibe here at the show. Was that your soccer ball or the football in the keynote today? You know, they know I'm a very passionate guy when it comes down to football or soccer. So they wanted to use that use case. No, it wasn't mine, but hopefully I have some time to go play. Because normally I play twice a week. Really, you still play? I still play, yeah. What team do you follow? It's a big question. So at the core, you know, I'm still a Argentinian driven guy when it comes down to sports is Argentina. And you know, and my team is Boca Juniors. Hardbreaker, yeah. Boca Juniors. What position you play? Central forward. Okay. Yeah. So you're running a lot. I used to. Now use my body in a different way. Old man soccer, it's a beautiful thing.  You're gonna be through it. So that's great. Congratulations. Very good. It's actually a stress reliever. Oh, I'll bet. The problem is when I get in the field, I want to win. Like I'm doing today, you know, leading a 28 billion dollar business, you want to win. And when I get to play the soccer game, I win. If I don't win, I pick a fight. At least I have some fun. Yeah. Well, the stakes are high. You might as well have some fun, exactly. Antonio, thank you so much for your time. No, thanks for having me again. And thanks for what you do to bring, you know, the message to the world through theCUBE. You guys do a fantastic job. Thank you very much. It's our pleasure to be here. Thank you for having us. All right. Thank you. All right, keep right there, everybody. We'll be back to wrap. This is theCUBE. We're live from HPE Discover. Be right back.


I'm Jay Fidel. This is Think Tech Hawaii. We're talking about Latin American directions here today. And I'm stepping in for Nicholas Sussman-Haran. And we have our guest Juan Pabotello. He is from Columbia. He is in Columbia.  Yes, Jay. I'm in Bogota currently. So tell us who you are. Tell us why you're connected with the title of our show, Infrastructure and the Infrastructure Gap in Columbia. So, well, first of all, my name is Juan Pabotello. I'm a young associate. I'm curious and passionate about bettering things around me, changing and making my efforts worth. So I'm a lawyer. I'm currently dedicated and working on a firm, especially in the banking and finance sector, specifically in the project finance area of the firm, which means I currently work with a lot of projects that can change the country and that can offer no infrastructure to its citizens. So that's a little bit about me, Jay. Well, it's very, I mean, I'm looking forward to a discussion with you that helps us understand what is happening in the United States. And I remember the Secretary of Energy, I guess it was during the Reagan period or right after the Reagan period in the United States was a fellow named Spencer Abram. And there was a big blackout in the northeast part of the country. And they said, what's wrong with you?  He said, maybe you forgot, you have to maintain grids. You can't just build it and leave them there forever. They do not maintain themselves. And the country hasn't paid attention to the grid in decades. So this is what happens. Infrastructure is a very special animal. And I think, you know, the United States hasn't really learned that yet, even with Biden is such an effort to pass the infrastructure legislation and funding. It ought to be a middle name infrastructure. So what are the problems in Columbia? I know we can learn from you. So, Jay, it's similar to the United States in the sense that when you go back in history to infrastructure investment, back in the 20s and 30s, Columbia actually invested a huge part of its GDP in developing it. I guess it was part of the modernization that the whole world was trying to live and trying to jump in that train. But just as in the States, currently Columbia has a huge gap precisely in transport, energetic needs, hospitals, and access to roads in most of the country. So if you wanna see it, the one of the main issues of Columbia is its geography. I guess it can be comparable to the States in the sense that the US is a huge territory, vast plains, and then you have to maintain all that energetic grid. It takes a lot of money, it takes a lot of a force to do that, right? In the case of Columbia, we can have a similar to there in a sense that Columbia has a complicated geography. It's a country about two times the size of Texas and you have three mountain ranges across over it. In that sense, it's difficult to develop the necessary infrastructure to bring to your cities is public services, from roads to water, electricity. In every sense, our geography has complicated the development of the country. It even relates to a conflict in a sense that if you don't have roads to get to people, then the state is not present in any way. So then you have the surges of part of the states that have controlled certain parts of the country for the last 40 or 30 years. Fortunately, we're trying to change that. It's been 20 years that we have been investing in infrastructure. We hope for more ambitious plans, just as you were saying, it's complicated to get the funding, especially in a country like Latin America, it does not depend so much on politics like in the US, but rather in trust and how can we make sure investors feel safe to invest in the country, get their returns, and then we get the infrastructure we need. So in a nutshell, it's geography, lack of funding, and then how do we do that? How do we make that happen? Well, I have so many questions for you. First thing is, you know, and Nicola Susman and I have discussed this, is one of the remarkable things in the world that we live in, is that Latin America is so many fragmented countries, so many dictatorships and the autocratic situations, the democracies we had hoped for, we all of us, you know, the pan-American view of things that hoped for really haven't come true. Actually, Columbia is one of the exceptions where you have a certain amount of democracy. You have to work for it. You know that, you know? That's true. You have worked for it. But if I, you know, if I get in my car at the border between the United States and Mexico, and I say, I think I'm gonna go to Tierra del Tuego now, I'm gonna drive all the way down.   And there's no trains to take me north and south or east and west across borders. And so, you know, as you say, you need to have infrastructure, at least in the way of highways, but we're also in, you know, broadband and electricity and what have you. And it isn't there yet. And it could be a very important factor in bringing Latin America together, which Latin America needs to do. Someday, some fellow like you won, will emerge as the leader of Latin America. That's what I hope for, not just Colombia, but everywhere, you know. I mean, thanks for the compliment, Jaydan. I do agree with you. And in a sense, just talking about the pan-American highway, the gap that actually is not linked together is in a place called the Darien Gap. The Darien, it's a jungle that sits between Panama and Colombia, which is really, really, really dense. It's actually one of the most dangerous places in the country because you have a lot of immigrants crossing, trying to go from South America up to the States. And then, of course, there's a lot of natural resources there, but when you go to example, I want to go back to your example because I think it exemplifies why do we need to close that gap. And it's the fact that even though there might be roads that connect, you know, the States until Tierra del Fuego in Argentina, you're not sure if it's safe to go that way. You're not sure if the conditions of the roads are going to be fine for you to transit on them. And then if you're not able to do that, nor are the government officials, nor are the security forces of each state. So for me as a Latin America, as a Latin American, it's really interesting to see how other countries in the developed world, let's call it the global North, you know, they focus on different social issues, but in Colombia, you kind of have to go back to basics. You can be in Bogota, which is a place that has everything. You have top-notch internet, top-notch electricity, everything's fine, just like another place in the world, right? But once you drive six hours away from Bogota, you're in a different planet. So I guess we all need it and for Latin America to, you know, join together and to actually prosper and escape that middle income trap that most of our countries are in, I guess it's mandatory to have that link between us. Not even just in roads, but let's talk about networks. Let's talk about electricity. Let's talk about airport infrastructure. It is important too. I mean, if you see as Latin America as a continent, let's say so from Mexico to the South, it's a huge portion of the earth that lacks the connection necessary to make those countries economies, prosperous and competitive in the world. So I guess, yes, for us, it's fundamental. But when it goes to changing it, I guess we have certain structures that we can apply that have been working in these countries and that are actually changing things that governments are not, you know, prone to do or that do not have incentives to do. I don't know if you want to go into that. Well, I do, I do. But first I want to make the comparison you were talking about. So, you know, in South America, as in Africa, these countries are underdeveloped in terms of infrastructure, clearly. I remember learning, and I think it's an important lesson and you can learn it from any academic anywhere, is that if you have cheap electricity, you have a better economy. If you make access to electricity available everywhere in the country, the better economy goes everywhere in the country. It's that simple. It's, you know, it'll find a way to the electricity. And the same thing with transportation. So if you look at Japan, you know, Japan is fluid. People go from one end of Japan to the other end of Japan all day long. They go on trains because the trains are very good and very fast and on time and clean and cheap and all that sort of fabulous. But it brings the country together. It makes the country an economic unit. If you go to China, China is focusing on this too. It has speed trains from one end of the country to the other. It's all available, as you say, for commerce, for electricity, for security forces. They focus a lot on security forces in China. But the point is it brings the country together, makes the country more effective and it supports centralized government, which may not be a good thing morally, but in terms of the economy, it's good to have centralization, I think. In Europe, it's not so clear, but, you know, in Europe, you know, there's a lot of cross-border activity and of course they're very aware of energy and roads and airports and all that. So what you have, you know, what did you call it, the Great North? In these countries and continents where there is infrastructure, they're much better off. And it's almost like if you were gonna make a sequence of priorities, you would say, well, let's see, when do we begin? What's first base? Well, you know, for Bogota, for Columbia, for so many countries in South America, first base would be exactly what you're talking about. The only infrastructure connected country with itself, with its human resources and with its natural resources, which are valuable. And in order to be extracted, you have to reach them and so forth. In order to make it safe, you have to bring security. It's all very clear what you're saying.  And one of the things you mentioned, I think it's worth pursuing is this public-private partnership arrangement and the benefit of having investors earn a return. So, big question. I'm an investor. How do I earn a return on a road? In Columbia. Well, Jay, that's precisely what I do in my day-to-day. So it's a topic I'm really passionate about because it's actually changing that gap and it's actually putting a little scent of grain to change the situation in the country. So the first thing we have to understand is that investment and developing infrastructure changed in time in Columbia. It used to be a lot of public participation. In the last 20 years, Columbia has opened itself to the economy and to the world. And it's a big part of why the country has changed why we achieved the peace process we did a couple of years ago. And what happens is you give the opportunity to private investors to cover the gaps that the government is not able or does not have an incentive to do so, right? And how it works is these private investors look for financing either in multilateral banks, local banks, international banks to finance the projects. And then the cash flows of the projects are the ones that repay the loans and therefore repay the sponsors and the investors. So that's in a nutshell how project finance works in Columbia and most of the work it does. But what has happened is the government realized that Columbia was a good investment and they are selling it to the world. Most of the private public partnerships we have in airports, roads, seaports. Right now the government is focusing a lot on railroads, especially in Bogota. They are building the first metro line of Bogota despite having a huge PRT system. It's not enough, it's a huge city. How big a city is it? Wow. What's the population? So last time I checked Jay, it was about 11, 12 million people. So it's huge. And then the government realized it was profitable, Columbia was a good investment. And what they do is they sell this to investors, they come here to invest and they get the cash flows of the project. And that's in a nutshell how we do it. So yes, it's kind of an interesting word. I don't know if you have any... Yeah, no, but I think what you're talking about is you have to monetize all these things. If you wanna have a road and an investor pay for the road, you gotta find a way to collect a toll on the road or have some way of earning the money so as to pay the investor off. On the other hand, you could regionalize this and say to the investor, look, we need infrastructure in this province. And that includes airports, it includes rail, it includes roads. And so the roads may not make money by themselves, but if you put them in the same basket as the railroads and the airports, then what you earn on the railroads and the airports can help the investor to recover his investment on the roads too. Exactly. So go ahead. Yeah, sorry, Jay, I just wanted to compliment on that because I think it's really important. So it actually has gone in stages. The first thing that the government has started to do with private partnerships, what's roads? You need roads to get to the first places, right? And then they made a huge investment. It's been like 10 or 12 years. It's almost $18,000 million. That's the 4G projects. And then now they are looking for the fifth generation projects. They call it the 5G projects. And it's focusing precisely on railroads and then all the additional things that can connect the country better and make it more competitive. But it's step by step. You first need roads, then you need to connect these roads to seaports and seaports to airports. And that's how it goes. Colombia, surprisingly, has a great network of airports because of our mountains. So it's a thing we have covered, but we're working on the rest. So go ahead, excuse me. Where does the money come from? I guess I'm going to assume from what you said, the money does not come from the government. The permissions come from the government. The incentives come from the government. But the actual investment comes from somewhere else. Maybe bonds, where does it come from? So it actually depends on a case by case scenario on the project. But to make it a broad thing and have categories on it, you have private investors, let's say they are really prone to invest on hospitals, on schools, on public services, because the utilities companies usually have a stable cash flow because you need water, you need electricity. So private investors are really fond of these kind of projects. They usually can be investment funds from all around the world with big wallets. You can have institutional investors such as pension funds from different countries they like to invest in energy. They look for projects that have a stable cash flow. That's energy, that's the safest one you can go to. And then you have transportation projects or even network projects. So in transportation projects, you have a mix of both. So the government can participate in the project by issuing bonds, we have done that before, or by just simply giving public debt to the project with the condition that private investors such as multilateral banks or international and local banks put the rest of the money. So it's a mix and these kind of structures what they look for is to minimize risk and to make it profitable. So in a sense, you have different industries, really stable ones like energy, let's call it medium ones like toll roads, railroads, the metro system in Bogota. And then you have riskier investments in networks or acquisition, financing companies in Colombia. You have a little bit of everything but those are the players that invest in the country. I have so many questions yet. We should plan to spend about six hours here. So how do you prevent situations where the investors are goosing the system for too much profit? How do you regulate them so they don't rip the local economy off? So then again, it depends to what sector the project is in. If you go to the energy sector, which is one of the more sensible ones because the population itself is the one sustaining the system, paying the bills every month. In Colombia, the energetic market is a regular, it's regulated, it's centralized. So actually the government can manage how the things are priced and how much money the investors get. So we don't have cases like what happened in Argentina a couple of years ago that you have a fully privatized market full of investors and then investors just raising the tariffs, then you have the government rejecting those races and then you have a political and economical problem. In Colombia, the energy market is centralized and it's regulated and therefore the government can have a say in how much you can raise things or not. And it's even planned in the project. So when you have, let's say a thermoelectrical plant or a solar powered plant in the country, investors know how much they are gonna get from the zero until the project ends 45 years after. So that's one way. You know, we talked before about, you know, the maintenance of the infrastructure and my story about the Northeast, part of the United States energy grid, nobody paid attention. And, you know, that's the case with the rivers and rather the bridges which we saw a bridge failed just the other day where Joe Biden was there in that city and the bridge failed right there. And then it's really interesting, made a point. But there's all kinds of infrastructure in this country that are failing that have failed because there's no plan. There's no plan to either make the sequence that you talked about, you know, first the roads and the railroads and the hospitals, so forth. There's a sequence and it's complicated. I mean, you need a computer to figure out maybe you need artificial intelligence to figure out which one goes first. But anyway, and how you follow up but my big question is does the system you're describing with funding infrastructure, public-private partnerships, certain amount of government regulation, does that also wrap around the notion of maintaining it? Because the worst thing you can do is build it and then turn your back on it. Yes, it does. Actually, I mentioned before that these structures are prepared to balance risk between different players, right? So what you do is of course you have the construction of the project and then it starts giving you profits and then those profits are also given or adjudicated, let's say, granted to someone who's in charge of the maintenance and then that maintenance has certain standards. So when you have one of these projects, Jay, you just not hire someone to build it but someone to maintain it for the next 30 or 40 years depending on the project. And then what happens is the government lets you do the project, lets you get the profits but also makes you abide by certain regulations and certain standards. And then if they don't abide by it, then you have an event of default in those contracts and then all the legal remedies that are available to the government or to the project company are gonna be there for them to make them abide to the contract. But in the end, yes, what these structures foresee is not just constructing and building the infrastructure but maintaining it in the long term. If you don't have any maintenance and you're gonna have things such as the one you just mentioned. I mean, when you think about the United States and if it's infrastructure, I mean, it's clear it's a huge country, the costs must be gigantic compared to the ones we're managing here but for sure it's foreseen in the structures, Jay. Yeah. Well, I also think of China. I mean, I think China is always an interesting comparison. China went into Brazil, for example and got control of iron ore in the western part of Brazil and built steel factories and the like and they got good prices on the idea. I think they minded themselves and they're taking advantage of the resources. China is everywhere. And I've heard that Russia is also coming into Latin America with similar arrangements and China, you worry about China because of the debt trap arrangements where they lend money to a given local government that can never afford to repay them. It doesn't pencil out and yet the government maybe because of corruption or otherwise, they do that deal and China winds up owning the port and controlling commerce in and out of the country. And so you run the risk of what I wanna call it modern day global colonialism, economic colonialism. And we cannot have that. That's really backward stuff that's going back into the 19th century is what it is. So query, are you concerned about that? Is Columbia concerned about that? And how do you protect against the debt trap kind of scenario that I described? So the first thing we have to take into account regarding Columbia and international investors that's counting countries, international credit agencies, whatever investors wants to come here is Columbia is a responsible country. Columbia, unlike most of Latin America has always paid its debts. It's one of the few exceptions in the subcontinent to call it like that. So the Colombian government, when it goes to public debt is quite responsible. They always paid and they avoided and precisely because we're talking about developing infrastructure with private investors we don't have that institutional reach or let's say that institutional involvement of third parties or other governments in Columbia. I guess colonialism is a huge question especially coming and is a huge question for me as a Colombian and as a lawyer precisely because Latin America has been in a certain way subject to different big and huge empires throughout the ages. But I guess the way we're trying to do it is not getting into those debt traps because we don't need institutional investors to come directly to the country. We have the credibility, we have the cash flows, we have an attractive country for investors. And then I guess this situation is different. When I think about China and about the debt trap I think of Africa, those countries that get huge stadiums, huge railroads that they can clearly not pay. That's not the case of Columbia. We can see that maybe in other countries of the subcontinent, but we are responsible. We know what we have. We know we are attractive for investors and we try to keep our mind sound and our economy working. Yeah, well, it sounds like you're doing very well. It's not Columbia made peace with the FARC. That was good. That was a sign of stability and democracy if you wish. And what you're doing now is not only good internally but it's good as a brand. It's good as an international statement to draw investors from Wall Street and everywhere else. So how would you characterize the success of this operation? As soon as you talk to a lawyer like you who is actually involved in business deals with a private public partnership, you say, hey, this is pretty serious. This is actually working. People are going to the trouble of having a rule of law, a rule of law that draws investors. So how successful is it in your view? So Jay, like everything, I think there's opportunities to make it even better and to make the projects perform better. There's still an issue with corruption in regional entities of Columbia. So that's something we have to address definitely. But I guess the results are better in the last 20 years and just focusing on the economic part of Columbia, on the economic side. We still have a lot of social issues to address. That's clear to me. But economically, it has been growing. It has been changing. And I think we're doing a formula that works. I hope that this formula can help us escape the middle income trap in which we might get caught just as Mexico and Brazil did. But I guess what we need to do is governments and public policies that are conscious of the importance of infrastructure behind any political consideration. Because one thing that is really transversal to all Latin American countries is political variability, right? So you have another government that thinks differently and then they change everything. That's the worst thing you can do for this kind of project. So I think it works. I think it still needs to get another, a few not just to make it better, but definitely is helping us and has helped us. And hopefully if we get responsible governments in the future, we can get a country that despite its political ideology, despite whatever the next government thinks can thrive and give its citizens the access to safety, public services, education, and all the things we need to be a prosperous nation. Yeah, well, we can learn a few things from you. We can learn about infrastructure. We can also learn about stability. Speaking of stability, I have to ask, Columbia, a lot of people associate Columbia with drug cartels. It's been profitable for a certain limited number of people. Would those people be involved in the corruption you're talking about? Would those people be investors in public-private partnerships? Where do they play? Where do they play at all of this? Ever meet them? Ever see them? Ever hear about them? What? So it's actually a question, Jay, that it's really interesting. Darker traffic and all the things around it have, of course, permeated every aspect of each Colombian life, each Colombian's life since 50 years ago. So I guess we have to understand that right now it's not like in the 80s or 70s when the darker traffic structure was centralized in big entities like cartels. You can have the unfortunate example of Paolo's co-art. He commanded the whole chain of production to get it to the states and sell it, right? Right now, it's a regional phenomenon. So you actually don't get those huge cartels like before that control all the chain of the production of drugs and even delivery to other countries, but it's regionalized and it's spread all around the region. So it's more difficult to attack in a sense that you don't have one central organization that's commanding it, but multiples nuclei around the region that do little steps of the chain. So how do they play in the projects? Fortunately, not a big role. They are not usually part of the projects. Actually, the projects try to get away from anyone or any fund that has been fruit or that has been related to any illegal activity. It's one of the things that can actually trigger an event of the fold and paralyze the whole project. But it's an issue we can address, but I'm firmly convinced that if we get votes, if we get water, if we get education to those places where those nuclei of narcotraffic still exist, people's gonna change because it's gonna be more profitable to have different activities to, if you were a farmer to do different things than to produce cocaine or coke in order to get that product. So they play a part in the sense that they can change the safety of certain regions of the country, but as soon as you get infrastructure there, things start changing. One of the examples you can see of that in the late projects of infrastructure in Colombia is in the north of the country. Once you get electricity flowing in La Guajira, which is up north in Colombia, it's a desert, things change because now you have people that have access to light, that means access to communication, that means access to businesses, to the internet itself. And then you change the dynamic of those places. So hopefully every time they play less of an important role, but yeah, they are still there and we're trying to address those issues too, Jay. Great, I'm very impressed with Colombia and the people in Colombia that I've talked to, I've talked to a few of them through Project Expedite Justice as you must know. But one thing I wanna ask sort of my last question to you is sort of a comparison, a comparative analysis because we hear stories about other countries, Venezuela comes to mind immediately, but there are other countries too that are not only impassable, but stuck under autocracy. They don't have a clue about democracy, they lost democracy and there doesn't seem to be any immediate opportunity to regain it. We're talking about countries that where the economies are in the sink and there doesn't seem to be any mechanism to regain it. How does Colombia compare? What's, let me put it this way, what's at the bottom of the heap? Who's really having trouble with infrastructure and all the good things that follow it? If you think about like Venezuela is a perfect example. Venezuela is not only a brother country to Colombia in a historical and social way, but it's like two twins separated from birth. They just decided to go different ways. Venezuela is the example of how economic crisis, how totalitarianism and authoritarianism can demolish what has been built. Venezuela was one of the examples of Latin America back in the 50s regarding infrastructure. Even today, if you go there, they have great roads. Some of them lack maintenance, but as of today, one of the things that is changing various people do not have a reliable access to electricity or drinkable water. So it's funny because you get to see Colombia and Venezuela as two examples of different things regarding infrastructure, also politically and socially. But if we go to what's wrong and what's damaging right now or what's a country that lacks, let's say that that striveness or that will to change this infrastructure is Venezuela. It's a country that is, it's infrastructure. It's just falling apart with the years and hopefully in the next years, if we get a change, we get a democratic government, we could hopefully change that too, but there would be the antithesis of what's happening in Colombia right now. Very interesting. So if I made you the president of the Organization of American States, we don't talk about that much. I don't think it's very vital these days, but let's assume there was a vital Organization of American States and I made you the president just for a day. And I said, look, the United States has issues around infrastructure. The United States has issues about stability for that matter and democracy. So, and I asked you, I said, I say, Juan, what's your advice? What's your advice as somebody who's close up to this, being part of a really creative and effective solution in Colombia? What's your advice to the United States? The first thing I'll say as a president of that organization would be, Jay, first understand your country. I feel the US has a lot of potential for me. It's an example of certain good things and other bad things, but I think they have to invest on themselves. And investing on themselves does not mean just creating manufacturing jobs because people claim that in the States. I mean, it's part of what has changed politically in the country with all the lack of, blue collar works that are being lost in the States, right? But my advice will be, vote, read, inform yourselves because the US is an example of what media can do to citizens and what media and the fake news can do to democracy. It's a country that has a lot of potential, has the biggest wallet in the world that could change in a few spams of years. If the US wanted to invest in speed trains, it could do it in the span of two years. It won't take them 20 or 40, like it would be to us, but just look at yourself and realize the potential you have. For me, it's kind of astonishing when you put examples like, such as Japan or you go to Germany to the Netherlands and you see the trains, you see all the public transportation systems that they have, they work great. And then you go to the US and besides some big cities in the coasts, the rest lacks complete access to public transportation. It's everything to be for cars. So I guess just look at yourself in the mirror, understand the potential you have, look at your wallet, and then invest in things that are sustainable and that can be better for your citizens. That would be the advice. One, we need you in the United States Senate. That's what I mean. One Pablo Tello, a lawyer in Bogota, Colombia, telling us about infrastructure and filling in the infrastructure gap, not only in Colombia, but elsewhere. Thank you so much, Juan. Thank you, Jay, for your invitation. It was a pleasure talking to you and I hope we can have this opportunity again. Thank you. I hope too. Aloha.


So powers and roots occupy a strange place in the order of operations. So let's consider an expression like 2 times 5 to power 3. Now definitions are the whole of mathematics, all else is commentary, so it'll be helpful to remind ourselves what we mean when we write 5 to power 3. And remember that a to power n is the same as a multiplied by itself n times. And so when we write 5 to power 3, we really mean 5 times 5 times 5. Equals means replaceable, so instead of writing 5 to power 3, I can replace it with 5 times 5 times 5. And here's the important thing to recognize, we have not performed any of the operations yet. We haven't even gotten to the question of the order in which we should perform the multiplications. Well, okay, let's do that. The basic rule of the order of operations is we go left to right unless, and here since all of our operations are multiplications, we'll go left to right. So that means we're supposed to do this 2 times 5 first, so we'll multiply, and everything else stays the same. We still go left to right, so we should multiply 10 times 5 first, and everything else stays the same. Again, we should go left to right while we're only left with one operation here, so we'll multiply 50 by 5 to get our final answer, 250. And here's an important thing to understand. This is how we should evaluate 2 times 5 to the third. 5 to the third is a product of a whole bunch of 5's, and then we can evaluate the product by going left to right. However, it's helpful to take an alternate viewpoint, so remember that we have the associative property of multiplication. For any real numbers a, b, and c, if we're multiplying them all together, we can choose which order to do the multiplication. Now, there's no reason why we'd want to do this, but if we choose to multiply the things that are similar together, and we group this product 5 times 5 times 5, we can do that first because of the associative property of multiplication, and then multiply by 2. And what you should recognize here is that we're allowed to do this. And this leads to the following idea, even though exponents are not really operations. Remember, exponents are shorthand for a repeated multiplication. But even though they're not operations, they can be treated as such, and this gives us an order of operations. And again, remember the basic rule for order of operations is arithmetic operation should be performed from left to right unless operations and parentheses are done first, then exponential expressions, then multiplication and division from left to right, and then finally addition and subtraction from left to right. So, for example, let's say we have this horrifying expression. Things in parentheses have to be done first, so let's take a look at this thing inside the parentheses. There's a fraction here, and we ought to consider the numerator and denominator of a fraction to be included inside a set of parentheses. And so that means the first thing we have to take care of is 5 minus 2. Now we have the fraction 9 thirds, and the thing to remember is that a over b can be rewritten as a divided by b. Again, still inside the parentheses, we have to take care of the 9 divided by 3 first, and then 4 plus 3, and now I have exponents and multiplication and subtraction. And even though exponents aren't really operations, we can evaluate 3 to the second first. So 3 to the second, well, that's 3 times 3, and 3 times 3 is equal to 9. So I can replace... I have 9 times 5 minus 7, multiplication goes first, and then the subtraction. A root is like an exponent. It's shorthand for a specific number. But in the order of operations, we treat it like another type of arithmetic operation. And we treat it like an exponent in the order of operations. With one important idea, there's an implied grouping symbol around the argument known as the radicand. That's the thing that's inside the root symbol. So for example, take this thing. The entire expression that's under this radical symbol, this square root symbol, we should regard that as being enclosed in a set of parentheses. Parentheses say do stuff inside first. And inside the parentheses, we have 3 to the second plus 4 to the second. Order of operation says take care of that 3 to the second first. And again, the reason we actually take care of that 3 to the second first is not because it's an exponent, but because it's a multiplication. 3 to the second is 3 times 3. Likewise, 4 to the second is 4 times 4. And so we can compute both of these values. Parentheses say do this first. So we'll add 9 plus 16. And we have the square root of 25. Now remember, square root of 25 represents a specific real number. And it's possible that this is the most we can do and we have to leave our final answer in this form. On the other hand, it's possible that we might know the square root of 25. And if we do, we can go one further step. In this case, square root of 25 is a real number that you should either know or be able to figure out. Square root of 25 is equal to... And so our final answer is 5.


So eight, ten, ten, three, four, three, two, one, two, three, four, five, six, seven, eight, nine, ten, ten, oh, eleven, twelve, thirteen, fourteen. We saw too much. One, two, three, four, five, six, seven, eight, nine, ten, eleven, twelve, thirteen. I don't think the L is working.