This is the 100% Shiny Hunting Locations for every single Ground Type Pokemon in the Teal Mask DLC. If you're looking for a specific Pokemon, make sure to check out the timestamps down below. And for any other Pokemon types, make sure to check out this playlist that has the entire Teal Mask DLC Pokemon. And you can also check out the original playlist that has Pokemon from Paudea if you missed any of that. The Ground Sammage recipe is going to be 1 Ham and 2 Salty Urban Mysticas. Feel free to comment down below the special sandwich recipe of your choice that doesn't necessarily involve Salty Urban Mystica. Also, feel free to use Level 2 sandwiches as you need in order to get the Encounter Powers as well. If you did it right, you should have Sparkling Power Ground Level 3 and Encounter Power Ground Level 3. In order to press Double Home so you can do the zoom and trick for the Shiny Pokemon, make sure to go ahead and hit the Home button, go down to your Settings, go all the way down to System, and then from System you can go all the way towards the Zoom button and make sure to turn it on. After that, it should be easy to find Shiny Pokemon roaming around that are possibly too small. Alright, let's get hunting. Okay, so if you're looking for a Geodude, you're going to head over to the Infernal Pass over here. And once you arrive, well, there's going to be a lot of Geodudes when you turn around your entire map. Now they're going to be all over this mountain. So the best strategy to get one is to place yourself in a position on the map where you can see a bunch of them and then start doing Picnic Resets. If you're not a fan of Picnic Resets, well, you can just go up and down until they despawn and respawn and you're just going to be looking for a golden yellow colored rock. That's it. It'll be so obvious. Please, nobody miss it. This is what Graveler is going to look like and this is what Golem is going to look like. Just be aware that you cannot get a Golem unless you trade a Graveler. You have to trade in order to get a Golem. Also, keep in mind you can import Alolan Forms in here and you can breed into the Masuda Method in order to get yourself a Shiny Alolan Golem. But you know what? They're going to be in the next DLC, but I just wanted to put that out there for those who want a Shiny Hunt one right now in this game. This next location is going to be a Gible hotspot. The Dragon video, we were not able to get a good Dragon spawn for it, but this is going to be amazing. So head over to the Crystal Pool and we're going to cross the bridge over there and head over to the secret cave right over here from that area. Once you get into the secret cave, you're going to just drop down and you know, you start to see some Gibles here. It gets a little exciting because I think honestly, this is better than Scarlet and Violet's Gible spot. I don't know. It could just be me, but I like this one way better. And by Scarlet and Violet, I mean Kaodea. That's what I meant. You're going to get to the bottom layer over here and then you're going to be introduced to a bunch of Gible here, right? So, okay, this is just a couple Gible. So I'm going to make my way down to this corner here. Make sure to not fall down this hole. Very important to not fall down that hole.  Now, here's what a Shiny Gible looks like. Here's what its evolution looks like and here's what Garchomp looks like. Yes, Garchomp, you literally cannot tell the difference.  That's as far as I would go with the Shiny. Don't let it go beyond the Gible because it does not look good. Anyway, if your Pokemon does seem to freeze up during the AFK method, you can just re-initiate it back up a bit.  And that's pretty much going to be your best Shiny Hunting spot for Gible. As you can see, its evolution does show up here and there. So just keep in mind for the second evolution Shiny and you should be able to get one. I mean, just look how many are there. And they keep spawning. This is great. Great spot. If you want Shiny luck like that, hit that subscribe button for Shiny luck. Now, this next location, if you want to hunt Toadstool and Toadstool is going to be located in the Timeless Woods. This is going to be a great location if you're trying to hunt this Pokemon because you know what? They're literally like the only Pokemon that spawn here minus any of the static spawns. So it's a really good spot. If you have not caught them in the base game in Paudea, go for it here. The Shinies are really obvious. So this is what Toadstool looks like and this is what its evolution looks like and you get plenty of them that spawn here in both family groups with just Toadstool alone and with even, you know, the final evolution over here with a bunch of babies. So just walk around this area and see what you can get. And I'm pretty sure you all should be able to get one with no problems as it's the only thing that spawns here. So good luck hunting this Pokemon here. Now, if you want to hunt yourself a Sand Shrew, this is going to be a great spot in the game. This is going to be located all the way from Kitty Kami Hall and you're just going to dive down right over here into this pit facing this direction. So there is Kitty Kami Hall. There's me facing it.  So it's a really good spot. And what you're looking for is going to be a really obvious green Shiny. And then the cool part is look at its evolution. It literally gets red spikes on its back. I think this is definitely one of the top here Gen 1 Shinies when you look at it. It's definitely amazing how it looks.  Now there's also another spot here that you can also use and it's literally right up here. It's a cave right up here. So we're going to go right to this cave. You can see on my mini map over here at the bottom right, we are right by Kitty Kami Hall that you could drop down from the side and this is a cave. And in case you guys need assistance getting to the cave because I know sometimes it's very difficult when YouTubers just blab on about go to this and go to that and you can't find it. So this is Kitty Kami Hall right here. This is the facing away from that and you turn right and you just drop down and that's where my sand shoe where to anyway, there should be a cave right over here. You want to just drop down. You want to walk in and oh look at that. It's another cave just full of these mods.  You can go ahead make that picnic just like this and then after that you'll get an entire group of them boning over there just like this. And they'll just keep coming out the wall and you can double home zoom in and for some reason you have issues seeing it, but preferably I do like this spot down here as this is where I happen to get my shiny. So good luck getting your shiny sand shoe and sand slash. If you're playing Pokemon Violet and you head over to the Paradise Barrens. It's going to be a lot easier for you to hunt down this next Pokemon, which is going to be Mudbrae. Now Mudbrae was also a pretty easy hunt in the base game of Paudea, but I just wanted to make sure you are aware that this hunt also exists in this game. So if you didn't get it, well, why don't you just hunt for it in Kitakami? All you got to do is look for this color shiny. This is what its evolution looks like. Now if you're playing Pokemon Scarlet, the only issue you're going to be running into is that they're going to be a lot more Gligars in the area. You sometimes you also get some sand shoe spawning as well as Geodudes, but in Pokemon Violet you'll get way more of the Mudbrae spawns. So just keep that in mind when you're in this area. Obviously it's not the ideal hunting spot. So you probably want to go to Paudea for it, but if you want to feel like hunting in a different spot, this is what you're going to be doing for Mudbrae. So good luck hunting your shiny Mudbrae. Scarlet players, let me know how lucky you are with getting Mudbraes in your game since Gligars are there. But Violet players, you should be able to get one. All right, let's move on to the next one. All right. So if you want to be a professional Wooper Hunter like Shiny Catherine, this is going to be one of the best areas to do it. In my opinion, actually there's multiple areas. Woopers are everywhere. One of my favorite ones that I'll show you in this video is going to be a Masui town on this side. So when you walk out of Masui town just like this, you get a Kami Road and you can see all the Woopers that start to spawn. Just make sure to peek over the edge so you can see the Woopers that spawn in the water, grass, and what you want to do is angle up your camera just in case any Woopers spawn in the grass and that way you can see the little blues over there. It's pink. Well, that's going to be your Shiny for Wooper. So yeah, this one's really fast area to do it.  So this one's very convenient if you want to do really fast resets and make sure you're turning around and looking at the Woopers everywhere to make sure they're pink. Now you can follow me down this road because not only do you have to do picnic resets, but you can simply just walk around the entire area and only see Woopers because they are everywhere. As I'm continuing down, this is also another hot spot. If you feel like picnic resetting, this spot is very good as it does spawn a huge group of Woopers over here. So just go ahead and pop a picnic at this rock. This is the secret spot we cover in most of the videos for specific sandwiches is a corners usually give a good amount of Pokemon.  So there we go. All you got to do is look for the pink color and if you don't like the picnic and you don't like the town reset, well, then you can simply just continue to follow the road all the way up. Most likely if you're hunting for Wooper in that area, you're going to probably have one by just showing up because they're just everywhere. But I actually got mine in front of the town by just walking by it. But yeah, continuing on the entire riverbank here from the town all the way here in the Moscow Confluence area, you're just going to bump into Woopers. So feel free to just walk along this river area and you should get yourself one and these are just going to be for solo spawns. I actually found a quagsire as well. So here's my quagsire clip. They're everywhere. You should be good. All right. Now that we're done with that, let's move on to the next Pokemon.  But with the ground sandwich, there's a specific spot where these guys spawn like crazy and it's going to be right over here in this area. So here's the Masui town. Here's the road and then you come all the way down by the water in this like little dip corner area and take a look all around me. You literally can just see wineups everywhere. If you go anywhere else in this area, you'll get swineups mixed with toad school. So this is going to be your spot for this and this is what the shiny looks like. It's second evolution and the third evolution. So when you're looking around this area, you can probably picnic reset or just despawn them out. Something fun you can do. You want to just really fast despawn them just head across the river and once they all despawn from this side, you can just jump back over here or you can do the picnic reset. Whatever you want to choose to do, just make sure you're paying very close attention because it is not brown as you saw earlier. So your zoom and technique might be really important. Like look at that.  They're brown. So Moscow Confluence at this corner. Fantastic spot to be hunting for swineup here. Picnic resets also work pretty nicely. Obviously, if you use an ice sandwich, it should be easier for us to hunt this down. But I know you're going to run into situations where you get the ground shiny you want and you're like, Hey, might as well hunt for another one. That's why I do all these Pokemon in one video. And even though like I could prefer to put this in the ice one, I put it here. So there you go. There's your spot for a swineup. Good luck hunting this one. And yeah, this spot is just so good. I love it. My favorite spot. The next Pokemon that we're going to be going for is Barboach and Whiskash, which is going to be your water and ground type Pokemon. And this is great to be in the ground video because it'll separate it out from the water type video. Anyway, so underneath the crystal pool and the secret part on the cave, there is going to be a pool that specifically spawns Barboach and Phoebus. But because we have the ground sandwich on, it's going to focus only on Barboach while we are here. So this is a great spot to go ahead and try to hunt Barboach and you also get some Whiskashes going up in the back cave. And you could see we have all these spawning over here. They'll spawn out there as well. So you could pretty much just hunt the Pokemon down here. But I preferably don't like it too much because when you initially come here, there's a lot of gible. So you don't really want to deal with that. You have to despawn the gible and fight them. But you know, at least this area is water. Okay. The next location we're going to be heading to is going to be the fallen horn and then you fall into the water over here because you fall down. Okay. Great. And in this water, there's going to be specific Pokemon that spawn. And you're going to get a lot of Barboach also in here. Now, of course, the good old Wooper, like I mentioned earlier, is going to spawn everywhere in this game.  But this is where Barboach will be spawning and Whiskash you want to just be a little more aware because that spawns here too. And sometimes people miss it shiny. So make sure you're paying attention to the shinies here. If you get lucky, this is a dual hunting spot. You might bump into a Wooper or a Quagsire. So when you're passing by, just make sure to go ahead and zoom in if you're doubting, if it's nighttime and see what's possibly in front of you, if it's the right Pokemon and if it's a shiny. And that's going to be this location. Let's move over to the last one. Now, if you're not a big fan of Felhorn, well, there's another water spot we got over here.  This is another location. Of course, this is going to be a little intermingled with Woopers and Quagsires. But you'll get some Whiskashes spawning up here. Sometimes you find a Barboach or two. This is just another spot. Seems a little more biased towards the Quagsires and Woopers. But, you know, I just got to give you all the options in there that there possibly could be a shiny for the Whiskash. So yeah, here's another spot and there you go. There you go. We got the random Whiskashes. So there's three spots for you. Good luck getting your shiny Whiskash and Barboach in the Teal Mask. The next Pokemon that we're going to be hunting is going to be a Pokemon Scarlet Exclusive only. So Violet Players, you can go ahead and ask some Scarlet people in our Discord to help you out with that as we do a lot of trading over there. There's like 30,000 plus people there. So head over there if you want one. But Scarlet Players, this is where you're going to be finding your Gligars in the area. This is going to be in the Kitakami Wildlands. So it's going to be north of Elhorn Gorge. That's going to be south of the Timeless Wood. So this is like the only Pokemon that spawns here. And the shiny looks like this, which means it's going to be really obvious for you to find one. And the best thing that you can do when you're trying to hunt a Gligar is going to be really simple. All you got to do is find a good amount of spawn in a certain area. And when you think you have like a good amount there, you can go ahead and do a picnic reset. Now that's just one of the options to hunting your Gligar. The other option that you could do besides just picnic resetting. And as we can see, we have all of them start to spawn again as soon as you're done. There we go. The other option is just simply move around the area like completely de-spawn out an entire group of them just like that. Like you just look behind you. You de-spawn the group out. And as you de-spawn them out, you just get to head right back to that area and just do that over and over again. All right, shouldn't be too hard for you to get a Shiny. I actually got my Shiny in Paradise Baron. So that was a pretty interesting spot for me to get mine. But you're definitely have a way better chance getting one over here. Now you got all your Shiny ground Pokemon in the Tilt Mask. You should get these Pokemon over here.


So we're here at the ARM TechCon 2016, and so who are you? Hey, I'm Jan Fischer. I run our product marketing for ARM and other hyperscale architectures. And you are John Masters. That's right. Last time I checked. Yeah, and you're going to do a keynote. I am going to do a keynote. Hopefully it's going to be a good keynote. So I'm chief architect at Red Hat. And see, we have these fabulous banners this year, which Jan pays full with marketing dollars, which is amazing. And I plan to steal this banner right after we're done and take it home like I did with last year's banner. What did you do with last year's banner? It's happily sitting in my bedroom at home. And people wonder, why do you have a giant Red Hat banner? And I don't know, but I'll have two giant Red Hat banners pretty soon. We're talking about drinking our own Kool-Aid. There we go. Yeah, exactly. Yeah, exactly. Exactly. And it makes you dream even bigger at night? Maybe. Maybe, right? Yeah. So how long have you been promoting this vision that's happening right now with the ARM servers? So I've been working on ARM servers for about five years. And I was just in a different interview. And I was saying that actually when we started this, we realized that it was going to be a five to 10-year journey. So what we're seeing now, and I'm going to talk about in my keynote today to an extent, we're starting to see some traction. But to really get moving with a new architecture, it's a many-year journey. I would say at this point, where we are is we have a single operating system build in our development preview that runs on 10 different implementations of the architecture. So 10 different pieces of vendor silicon, completely differently implemented, all run the same unmodified OS. And then you can put those into dozens and dozens of different platforms. So we are now at the point. Part of me wishes we'd been here a while ago, but we are where we want to be in terms of the ability to run the same OS on many, many different vendors. And we are poised now, I would say, over the next 12 months to start to see a lot more adoption of ARM servers as some of the bigger players start to come to market, as we start to see the big OEMs taking a lot more interest in the enterprise space. So you envision this ARM servers market to be potentially very, very big, right? And you're playing a big role in there. We're absolutely trying to stay in alignment with what our customers are asking us to do. And we have had people asking for ARM by name. They have strategies for alternative architectures. They have been interested in exploring more of ARM designs, and we are supporting them in their desire to have heterogeneous data center infrastructure. As well as, you know, with our development preview, we keep adding features. We're enabling major technologies like virtualization. We're looking into providing newer tools with our operating system, while it's still staying in development preview. So ARM were saying last year, they were saying 2020. How many percent? 20%? They said 20%, right? Yeah, it could even be higher, yeah. Could be higher? Yeah. So what's the click that's gonna happen that suddenly everybody's using ARM servers? I would say there's three things happening. I would say the first thing is, if you look at where the growth is in the market, you've got a lot of emerging players in Asia right now in APAC that are looking for an alternative architecture. And some of it's driven by government mandates and so on. They're looking to say, I want to have an alternative. I'm very in favor of choice. This is their view. And so they are driving a lot of interest in the growth of, number two, you've got the hyperscalers in the U.S. and elsewhere, the big guys that say, you know what, if I can save 20 or 30% in my OPEX or my CAPEX, then I'll take a serious look at this. Yes, it's energy efficient, but I'm willing to have the benefits I can get from having alternative suppliers. And then when you look at kind of the way that the industry is going, the way that the different technologies are going, we've kind of run out of the cheap process innovations we've seen, right? So, we went from 90 nanometer down to 65 nanometer down to, the last couple of years we've been down at kind of the 28, 22, we're at the 14 FinFET kind of stage now, but it's getting much, much harder to pack those transistors more tightly. And there are certain inherent limits that are coming in the next couple of years. And so nobody has a magic wand that can magically make the laws of physics go away. And so what that means is there's an opportunity here for Arm to say, okay, well, the other guys are not just gonna get a faster chip every year, there's an opportunity here to come in with an alternative and be successful. And so the other thing that's happening in hand in hand with this is a transition towards using workload acceleration. So we've seen a lot of involvement within Red Hat in terms of working with the work groups that are building out coherent interconnects, new memory fabrics, new frameworks for interfacing with workload acceleration. So all these pieces are gonna come together. It's not one thing. It's gonna be the changing workloads, the ability for Arm to come in and disrupt the existing model because Moore's law is basically dead, let's be honest about it. You've got a lot of interest from the hyperscalers to see alternative choices. And you've got kind of a Chinese government mandate to go and do something different as well. And the chip makers in there, like Applied Micro and KVM, they had kind of first second generation chips where it's a long process to make a chip and now they're getting to, let's say, X-Gene 3 and Thunder X2 is pretty cool, right? That's right, that's right. It's one of these things where the first generation is, I don't like to call them pipe cleaners exactly, but you never kind of get your moon landing with the first generation because you go and do a first generation in order to get people's interest. They start looking at these things and start saying, okay, well, maybe this'll be credible when I get to the next one. But what they wanna see is they wanna see a pipeline. They wanna say there's a roadmap, there's a future. So I'm gonna pick this vendor and I'm gonna say, okay, this vendor has a roadmap. The reason that these guys announced Generation 2 when they're in Gen 1 is they want the others to say, oh, okay, if I choose this, there's a future for me, right? And the reason that we as a company have been doing these development preview releases, several of them now is we want people to see that we are interested in this for the long term. So we're not yet releasing a supported product and the reason for that is that we're waiting for, you know, some of the big tier ones to come along. We're waiting for some of the traditional kind of enterprise market pieces to come together before we can get into that space. But we're ready to go when the customers are asking for us to go there. They're starting to ask for this now and we're starting to get there. But, you know, what people want to hear from us and from other Linux vendors and non-Linux vendors is that they have a roadmap and a future and we do and we're working on this and the same thing for the Silicon Games. So as soon as, I guess, as American companies, let's say, when they see the mathematics and they can see they can save some money, they're just gonna do it, right? They're not gonna avoid saving millions of dollars every year on their server parts. I think money talks. I think, though, that it's not an instantaneous saving. It takes time to deploy a new architecture and that's why it hasn't happened instantaneously. That's why we've been doing this for five years but because we've been doing it for five years, we are now at the point where if somebody comes along with a credible offering and they have and they are and people do the numbers and say, okay, I'm gonna save millions of dollars by using that, then it's gonna drive competition in a good way. And by the way, we don't prefer any one architecture vendor. Now, I personally am a big fanboy. I think people know that but we also have people that are big fans of other architectures inside Red Hat and Red Hat is a very neutral company. Yeah, since we're rooted in open source, we technically don't prefer not just any specific chipmaker or any specific architecture. We want to build from a common core that is upstream and we want to apply it across different architectures across the board, across the variety of the systems that exist and the more systems that we can support with a single, singular operating system, single distribution, if you will, the better it is for the market, the better it is for customers, the better it is for upstream. So Red Hat is one of the, let's say, big successful Linux companies, right? We are the biggest successful Linux company, if you will. Yes, we have to admit to that. Yeah, I think that's a true statement. So the way that it works at Red Hat is companies come and say, hey, can you help us? And then you help them to make it real? How does it work? So we started a partner early access program about three years ago. That's what actually was the foundation of us building the Red Hat Enterprise Linux server form and the one that we have in the development preview right now. We are cooperating, we have been working with the Silicon vendors, was actually was armed directly and also our OEMs and ODMs in designing the operating system that runs across variety of their designs and their implementations of the RMV8 architecture. And at Linaro, lots of stuff's been happening over the last years. That's right. It's a cool bunch of guys, right? It is. It's fun to work with. It is, we actually just renewed our membership in the Linaro Enterprise Group, which is a collaboration between all these different companies to accelerate arm in the enterprise. We also doubled down and went into Linaro Enterprise IoT Group light. Because did you see the keynote? When Masayoshi-san said one trillion ARM CPUs, one trillion IoT devices, right? They need servers. They do, they need gateways. So the thing that we're very, very bullish on is in terms of infrastructure, in terms of telco infrastructure. So NFV, I was speaking at TechCon here about OP NFV, the open platform for network function virtualization. It's a tongue twister. There's a lot of acronyms and buzzwords in NFV. And I tried to explain what they all are in kind of how we're working with ARM and Linaro and other groups like OP NFV project, as part of Linux Foundation, to accelerate those pieces. So we need the telco story, the CSP, the communication service provider story, that they can deploy NFV infrastructure, which also expands to the edge, right? To the gateways that are near the customer. Because in 5G networks, there's so much data moving around. You can't just centralize it all kind of in a back office. The next wave of IoT will most likely be running right over that 5G networks. And therefore there is a direct connection between what's happening in the telco world and the entire re-haul of the infrastructure and what's happening in the IoT world. And that's why there is a very strong connection. And Massasan definitely sees it in the right way. It is an explosion of sorts. I don't know if it's Cambrian explosion, but it certainly is an explosion. And we also there, I mean, the unique position that we are in, I think from our perspective, from Red Hat, is that we can bring some order to, the existing ecosystems that may have not been standardized, may have not been looked upon as in need of standardization. We're doing it very well in the enterprise world. Even using the Linaur example, we brought some order into leg, so to speak. We brought our designs together, helped with the specification and standards. And I think we can have the same influence in IoT. And that's our goal. We would probably look at get-ways and up in terms of that ecosystem, but it certainly is in need of having some standards set. And let me use an example, right? To help everyone. Yeah, let me use an example from last week. So last Friday, we had, in the US, we had a particular, we had a major outage of a lot of different companies that provide services to people, right? It was a distributed denial of service attack, right, DDoS attack. And it was done against DNS infrastructure that was being used by these services to resolve their names on the internet. But the way it happened was by exploiting insecure and openly accessible IoT devices and embedded devices that people had in their homes. Which there are billions of. And billions now. And now I mentioned, every light bulb, if every light bulb has an IP address, right? And every light bulb becomes a. Every light bulb has a opinion about giving light. Yeah. We have a problem with it. We have a problem, right? So what we need to do, the reason why, one reason that I think we can really help as a company is that we believe in standardization and we believe in having industry standard platforms so that if you're building a gateway that's going to provide the secure interface to a lot of devices over time, what you want to do is, you don't want to build, this is kind of a hacked up embedded thing that has no future and no security updates and some custom board support package running on it and all this stuff. What you want is to have a standard platform on which you can run standard software. If you don't like our software, our software is great but if you don't like our software then run somebody else's software. But let's have a standard platform so you can get security updates and you can handle this over time because you're going to deploy this infrastructure and it's going to live for decades. And that does not scale if you are saying here's my kind of hacked up custom embedded solution that I built last week in my garage. That isn't going to scale for 10 years or 20 years of support. And do you have a role to play to help these IoT guys build more secure IoT devices? Absolutely. Well, if we apply same good practices that we have done for years and in terms of sanitizing, cleansing the code and actually applying best practices of security kind of, you know, approaches, so secure approaches to code handling, I think they would benefit from it. I also want to lean on the example from today's keynote about hacking the GYPS and how Chrysler is unable to fix the problem without having to recall all these vehicles physically. So having a call home or call for help line is very important. That's part of what embedded system may not, ecosystem may not know or understand. And we're trying to say, give yourself a way out of it. By sticking to standards, you guarantee that it's not going to be hackable. You have a future and you have secure updates through provisioning. You have all the things that we know how to do in enterprise. It's different, but there is, there's a lot of commonality in terms of the concepts. Cool. So looking forward to your keynote. Thank you very much. Good talking with you.


When we think about the founding fathers of this country, the thing that they understood is that education was the key to not only opportunity, but to an educated citizenry and from their perspective was one of the very basic safeguards of true democracy. I think the challenge for us is to really ask ourselves whether we are willing and prepared to make the same commitment to our children and to our grandchildren that our forebears made in us. I'm Miles Maine. I'm a senior up at UVM. I'm a history major with a polysine minor that takes up most of my time, but I'm also in, like, pet band. I'm in a couple of choirs. And yeah, I'm having a really good time, so that's what I've been up to for the past three years now, going on four. And it's amazing. I understand how lucky I am. Everybody starts out in debt nowadays, because that's just how it works. You know, I realize that without all these organizations, without all these grants and people giving, I'd still be here. And I'd be okay, but, you know, I'd either be in debt at school or I wouldn't be in school at all and I'd be working my butt off. So yeah, that's financially how I go to school. A lot of our generation that didn't go to school promote what we know. Hard work. Just get up, go to work, get a job in the middle, because that's basically what there is around here, a mill. And you can survive and you can raise a family. Things are difficult. You don't have vacations. You don't drive nicer cars. You don't... But it's possible. And everyone's done it. So college is like, it's a whole foreign idea for a lot of people of smaller towns, I would think. There are so many kids. They just don't have the support. So many of Miles' friends, you know, this table would be full. And I can tell you, you know, three out of ten are going to have the ability to get from A to B, because there's nothing left at home. For the low-income families, you know, families typically making, you know, appellageable family might be making somewhere between $20,000 and $40,000 a year. So their ability to just maintain their home life and support their family in pursuing education, they do really need the support of institutions and the federal government to make that possible. There's no excess funds there. Back in 1965 when the United States made its first really major commitment to broad-based access to post-secondary education, our vision was on creating opportunity for our students, regardless of their social or economic circumstances. The biggest competitive challenge we face is that while we have stood still, other countries have entered the race and are making significant new major investments in their post-secondary education systems. And in making sure that all of their students have access to those systems. The old-generational work-hard-get-paid model isn't surprising anymore. You need to have the skills. And in order to get those skills, you need assistance a lot of times. Some people don't need assistance. Who plough for them? Awesome. But there are kids like myself, a lot of my friends, who do need assistance and it's not by any laziness or any lack of ambition or lack of foresight on your parents' part. It's just where you're put. For many, many years, the goal of federal higher education policy and to some extent state education policy was very focused on the lowest-income students. As college costs increased and real incomes for middle-income families decreased, what we've seen over the last 15, 20 years is that middle-income families now are really struggling. I really hope that we don't lose sight of the middle class. When I say middle class, I'm talking to those people who are just for financial aid purposes, just on the other side of Pell Grant eligibility. Those are the people who are taking the brunt of a lot of the changes in loan programs, interest rates and fees, and we need to keep focused on them. This is where there's a true partnership between the federal government and the institution. Right now, the federal government's not partnering in the way that I think they need to be for that population. My name is Mary Rowley. I'm a sophomore nursing student at UVM. I guess it was probably my senior year of high school when it kind of was starting to hit me and how to pay for college, which is crazy when you look at different schools, how expensive it is. Unfortunately, we haven't benefited from grants. I do wish there were more Pell Grants, I think, and especially acknowledging outstanding students. I feel strongly that there needs to be more grant monies for the middle class. People are working to make ends meet and it's unrealistic expectations that these dollars aren't available for hardworking students. Talking with some of my upperclassmen friends and you joke around, like, next year's the real world and it is kind of daunting to face that, like, to find a job and then from there where you're going to live and how much debt that you're already taking on and how to save money now for later and that's definitely daunting. I think that's hard to look forward to. I need to keep that investment coming to educate our future students that would help the world all around. These are our leaders and we need to educate them and it costs money. If we want to continue to be an international leader, socially, culturally and economically, we really need to remain at the front of the pack in terms of the percentage of our citizens who have access to the education and training they need. These students and parents, they're not looking for a handout. They're just looking for a leg up, some kind of help, ease that burden. They're willing to make their commitment and they are making their commitment. Students aren't coming to us saying, no, I want my education with no loan debt. They understand that they're going to have to make an investment in their own education. They're partnering with us. My name is Antoine Williams. I'm the owner and a financial planner and wealth manager of Antoine Williams and Associates of Financial Services. I'm originally from New York City in Manhattan. I went to school at the Bronx High School of Science in the Bronx. I came up to Vermont, the beautiful state of Vermont, to go to the University of Vermont. If things change or if I feel like we need to... My final success is being able to do what you want to do when you want to do it. And at 44 years old, I could say that I'm lucky enough to do that. As a young boy, I always knew that I would go to college. Just the question is, how would I do that? Without the federal funding allowing me to get the education, I clearly wouldn't be where I am today. The absence of support, ultimately if you ask me, is a downfall of a society over time. I mean, we've seen it happen over and over where if you've got groups to just take care of themselves, that's just not enough. That's not enough. The thing that makes my parents' practices is that I was recipient of the Kitter Medal. It's the medal for outstanding senior male for character, leadership, and academics. To me, that was huge because I felt as I didn't just go to University of Vermont. I didn't just come here, pay my tuition and leave. I think that I impacted the student body and I continue to do that today. You know, I'm on the board of advisors. I was on the business school board. It was such a positive experience for me. It's one that I'll always remember and it's one that will always have a big piece in my heart. It comes full circle. I was given these same opportunities by other people. 20, just 20 years ago, now I'm able to give some of them back to other people. So that's a, you can't ask for more than that. Good morning, Sam. Hey, Miles. You coming tonight? What? Coming to the game? Of course. Okay, I'll see you there. I feel very lucky, very blessed because I got a lot of help. Federal aid was a big part of it. Without it, I would not be where I am. The stuff that I've learned in those experiences are vital to me becoming a better member of society and contributing and without college and without financial help. I don't think that would be possible. Higher education really is not just the path to being able to earn a livable wage, but it really is the path to being able to earn a middle class income. Part of our challenge has been that we've not been successful in creating that sense of urgency that says we need to make investments today to make sure that we leave our grandchildren with the skills and the resources that they will need to be able to successfully compete in the world.


From around the globe, it's theCUBE with digital coverage of VMworld 2020, brought to you by VMware and its ecosystem partners. Hello and welcome back to theCUBE's virtual coverage of VMworld 2020 virtual. I'm John Furrier, your host of theCUBE. Our 11th year covering VMworld is not in-person, it's virtual. I'm with my co-host Dave Vellante, of course. I guess it's been on every year since theCUBE's existed. Sanjay Poonan, who's now the chief operating officer for VMware. Sanjay, great to see you. It's our 11th year. It's virtual. We're not in-person, usually high-fives are going around, but hey, virtual fist bump. Great to see you. Virtual fist bump to you, John. And Dave, always a pleasure to talk to you. I give you more than a virtual fist bump. Here's a virtual hug. Well, Sanjay, great, great to have you on. First of all, a lot more people attending VMworld this year because it's virtual. Again, it doesn't have the face-to-face. It is a community and technical event, so people do value that face-to-face, but it is virtual and it's a ton of content. Great guests. You guys have a great program here. Very customer-centric. Kind of the theme is unpredictable future is really what it's all about. We've talked about COVID you've been in on before. What's going on in your perspective? What's the theme of your main talks? Yeah, thank you, John. It's always a pleasure to talk to you folks. We felt as we thought about how we could make this content dynamic. We always want to make it fresh. A virtual show of this kind and program of this kind, we all are becoming experts at mini TED Talks or ESPN, whatever your favorite program is, 60 minutes, and becoming digital producers of content. So it has to be crisp. And everybody I think was doing this has found ways by which you reduce the content. Pat and I would have normally given 90 minute keynotes on day one and then 90 minutes again on day two. So 180 minutes worth of content. We've reduced that now into something that is that entire 180 minutes into something that is 60 minutes you get a chance to use as you've seen from the keynotes. An incredible, incredible, you know, packed array of both announcements from Pat and myself. So we really thought about how we could organize this in a way where the content was clear, crisp, and compelling. The crisp piece of it needed to also be concise, but then supplemented with hundreds of sessions that were as often as possible. We made it a goal that if you're going to do a breakout session it has to be incorporate or led with a customer. So you'll see not just do we have some incredible C-level speakers from customers that are featured in our Pat and my keynotes, like John Donahoe, CEO of Nike, or Laurie Beer, CIO Global, CIO of JP Morgan Chase, or Aparna Baba, who is CEO of Zoom, or Jensen Wang, who is CEO of Nvidia, incredible people. Then we also have had some luminaries. We're going to be talking in our vision track of people like Indra Nui. I mean, one of the most powerful women in the world many years ranked by Fortune magazine, Chairman C. O'Cupcy, or Brian Stevenson, the person who starred in Just Mercy. If you watch that movie, he's a real key fighter for social justice and criminal reform and the jails and the incarceration systems. Then Milana made an appearance too. I asked her personally, I've gotten to know her and her dad since she spoke two years ago. I asked her to make an appearance with us. So it's a really, really exciting content. We get to do some creative stuff in terms of digital content this year. So on the product side and the momentum side, you have great decisions you guys have made in the past. We covered that with Pat Gelsinger, but the business performance has been very strong with VMware props to you guys. Where does this all tie together in your mind? Because you have the transformation going on at a highly accelerated rate. COVID, we're not in person, but COVID-19 has proven to customers that they have to move faster. It's a highly accelerated world. A lot's changing. Multi-Cloud has been on the radar. You got security, all the things you guys are doing. You got the AI announcements that have been pumping. The Nvidia thing was pretty solid. You had Project Monterey. What does the customer walk away from this year and with VMware? What is the main theme? What's their call to action? What do they need to be doing? I think there's sort of three things we would encourage customers to really think about. Number one is as they think about everything in infrastructure serves apps. As they think about their apps, we want them to really push the frontier of how they modernize their applications. And we think that whole initiative of how you modernize applications driven by containers.  It made the development of whatever's e-commerce applications or portals, whatever was in the late 90s, early 2000s, much, much easier. That entire world has gotten even easier and much more microservice based now with containers. We've been talking about Kubernetes for a while, but now we've become the leading enterprise container platform making some incredible investments, but we've also not just broadened this platform, we've simplified it as you've heard. Everything in VMware works in threes, right? It's sort of like almost t-shirt sizing, small, medium, large. So we now have TenZoo in the standard, the advanced, the enterprise editions, with lots of packaging behind that, that makes it a very broad and deep platform. We also have a basic version of it. So in some sense, it's sort of like an extra small, in addition to the small, medium, large. So TenZoo and everything around app modernization, I think would be message number one. Number two, alongside modernization, you're also thinking about migration of your workloads. And the breadth and depth of VMware Cloud Foundation now of being able to really solve not just use cases you were traditionally done, but also new AI use cases was the reason Jensen and us kind of partnered that. And I mean, what a great company. Nvidia has become the king maker of these AI-driven applications. Why not run those AI applications on the best infrastructure on the planet VMware? That's a coming together of both of our platforms to help customers, automotive, banking, fraud detection. There's a number of AI use cases that now get our best. And we want to see it. And the same thing then applies to Project Monterey, which takes the VCF VMware Cloud Foundation proposition to SmartNICS and Dell, HV Lenovo are embracing the Nvidia, Intel's and Pensando's in that SmartNIC architecture to cover that. So that entire world of multi-cloud being operative for VMware Cloud Foundation on-prem and all of its extended use cases like AI or SmartNICS or Edge, but then also into the AWS Azure Google multi-cloud world. We obviously had a preferred relationship with Amazon. That's going incredibly well, but you also saw some announcements last week from Microsoft and Azure about Azure VMware solutions at their conference ignite. So we feel very good about the migration opportunity alongside the modernization. And the third priority gentlemen would be security. That's obviously a topic that I've most recently taken an interest in my day job as CEO of the company running the front office, customer facing revenue functions. My night job by Joe Crawford has been driving the security strategy for the company. Has been incredibly enlightening to talk to CSOS and drive this intrinsic security or zero trust from the network to endpoint and workload and cloud security. And we made some exciting announcements there around bringing together more capabilities with NSX and Zscaler and a problem black and workload security. And of course, cloud security, we can cover all of those. But I would say if I was a attendee of the conference those are the three things I want them to take away. What VMware is doing in the future of apps, what's VMware doing in the future of a multi-cloud and how are you making security relevant for our distributed workforce? I know Dave. So much to talk about here Sanjay. So talk about modern apps. That's one of the five franchise platforms. VMware is a history of going from challenger to dominant player. You saw that within user computing and there are many, many other examples. So you are clearly one of the top, let's call it five or six platforms out there. We know what those are. And but critical to that modern apps focus is developers. And I think it's fair to say that it's not your wheelhouse today but you're making moves there. You agree that that is a critical part of modern apps and can you update us on what you're doing for that community to really take a leadership position there? Yeah, no, I think it's a very good point Dave. And we seek to constantly say humble and hungry. There's never any assumption from us that VMware has completely earned any place of rightful leadership until we get thousands, tens of thousands. We have a half a million customers running on our virtualization sets of products that have made us successful for 20 years, 70 million virtual machines. But we have to earn that right in containers. And I think there will be probably 10 times as many containers as there virtual machines. So if it took us 20 years to not just become the leader in virtual machines but have 70 million virtual machines, I don't think it'll be 20 years before there's a billion containers and we seek to be the leader in that platform. Now, why VMware and why do you think we can win in their long-term? What are we doing with developers? Number one, we do think there is a container capability independent of the virtual machine. And that's what this entire world of what Heptio and Pivotal brought to us. And many of the hundreds of customers that are using what was formerly Pivotal and Heptio now what's called Tanzu have, I mean, the case studies of what those customers are doing are absolutely incredible when I listen to them. You take Dick's sporting goods. I mean, they are building curbside pickup. I mean, a lot of the world now in the pandemic is doing e-commerce and curbside pickup, people aren't going to the store. That's all based on Tanzu. We've had companies within this sort of world of pandemic working on contact tracing apps, some of the diagnostic tools built with our Pivotal lab services and on the Tanzu platform, banks, large banks are increasingly standardizing on a lot of their consumer facing or wealth management type of applications, anything that they're building rapidly on this container platform. So it's incredible the use cases I'm hearing public sector of the US Air Force was talking about how they've done this. Many of them are now public about how they are modernizing apps. And I tend to learn the best from these vertical use case studies. I mean, I spent a significant part of my life as you know at SAP. And increasingly I want to help the company become a lot more vertical use case in banking, public sector, telco, manufacturing, CPG retail, top four or five where we're seeing a lot of recurrence of these. The Tanzu portfolio actually brings us closest to almost that SAP type of dialogue because we're having an apps dialogue in the speak of an industry as opposed to bits and bytes. Notice I haven't talked at all about Kubernetes or containers. I'm talking about the business problem being solved in a retailer or a bank or a public sector wherever have you. Now, from a developer audience which was a second part of your question, Dave. You know, we talked about this, I think a year or two ago. We have five million developers today that we've been able to, you know as bringing these acquisitions earn some audience with. About two or three million from the spring community and two or three million from the Bitnami community. So think of those as five million people who know us because of two acquisitions we've done. Now, obviously spring was inside VMware, went out of pivotal and then came back. So we really have spent a lot of time with that community. Few weeks ago we had spring one. You guys are aware of that conference. Record number of attendees registered, I think of all 40 or 50,000 which is much bigger than the physical event and then a substantial number of them attended live physical. So we saw a great momentum out of spring one and we're really going to take care of that community base of developers as they care about Java. Bitnami also doing really, really well. But then I think the real audience now has to come from us becoming part of the conversation that PoopCon at AWS reinvent at Ignite. Not just VMware.  We're going to have to be at other events which are very prominent and then have a developer marketplace. So it's going to be a multi-year effort. We're okay with that. To grow that group of about five million developers that we today cater to. And then I think there will be three or four other companies that also play very prominently to developers. AWS, Microsoft, and Google. And if we're one among those three or four companies and VMware's included that list, we feel very good about our ability to be in a place where this is a shared community. It takes a village to approach and appeal to those developers. I think VMware will be one of those four companies that's doing this for many years to come. Sanjay, I got to get your take on. I love your reference to the web days and how the development environment changed and how the simplicity came along. Very relevant to how we're seeing this digital transformation. But I want to get your thoughts on how you guys are doing pre and now during and post COVID. You already had a complicated thing coming on. You had multi-cloud. You guys were expanding your end. You had acquisitions. You mentioned a few of them and then COVID hit. So now you have everything's changing. You've got more complexity. You have more solutions. And then the customer psychology's changed. You've got two spectrums of customers. People trying to save their business because it's changed. Their customer behavior has changed. And you have other customers that are doubling down because they have a tailwind from COVID. Whether it's a modern app, companies like Zoom and others are doing well because of the environment. So you got your customers are in this storm. They're trying to save down, modernize or go faster. How are you guys changing? Because it's impacted how you sell. People are selling differently. How you implement and how you support customers. Because you already had kind of the whole multi-cloud going on, you have the modern apps. I get that, but COVID has changed things. How are you guys adopting and changing to meet the customer needs who are just trying to save their business and refactor or double down and continue? John, great question. I think I also talked about some of this in one of your previous digital events that you and I talked about. I mean, you go back to the last week of February, the first week of March, actually back up even in January. My last trip on a plane, a major trip outside this country was to World Economic Forum in Davos. And there were thousands of us packed into the small villages in Switzerland. I was sitting having dinner with Andy Jassy in a restaurant one night that day. And little did we know, a month later, everything would change. And what we began to do in late February, early March was first take care of our employees. You always want to have the pulse check of your employees and be in touch with them because the health and safety of our employees is much more important than the profits of VMware. So we took care of that, made sure that folks who are taking care of older parents were in good place. We fortunately have not lost anyone to death. COVID, we had some COVID cases, but they've recovered. And this is an incredible pandemic that connects all of us in the human fabric. It has no separation of skin color or ethnicity or gender, a little bit of difference in people who are older, who might be more affected or prone to it. But we just have to, it's taught me to be a significantly more empathetic. I've begun to do certain things that I didn't do before, but I felt was the right thing to do. For example, I've begun to do 25, 30 minute calls with every one of my key countries. You know, as I know, I run customer operations, all of the go-to-market field teams reporting to me. And I felt it was important for me to be showing up not just in the big company meetings, we do that. And big town halls where, you know, some fraction of the 30,000 people of VMware, but you know, go and do a town hall for everybody in a virtual Zoom session in Japan, but in their time zone. So 10 o'clock my time in the night, then do one in China and Australia, kind of almost travel around the world virtually. And it's not long calls, 25, 30 minutes, where first 10 or 15 minutes, I'm sharing with them what I'm seeing across other countries in the world, encouraging them to focus on a few priorities which I'll talk about in a second and then listening to them for 10, 15 minutes. And then the call on time or maybe even a little earlier because every one of us is going through Zoom button, going from call to call to call, we're tired, we're fatigued. There's also mental fatigue that we've got to worry about and mental well-being long-term. So that's one that I personally began to change. I began to also get energy because in the past, you know, I would travel to Europe or Asia, you know, 40, 50% of my life was traveled. It takes a day out of your life on either end, you're jet lagged. And then even when you get to a Tokyo or a Beijing or to Bangalore or to London, getting between sites of these customers is like 45 minutes, sometimes an hour commute. Now, I'm able to do many of these 25, 30 minute calls. So I set myself a goal to talk to 1,000 chief security officers. I know a lot of CIOs and CFOs from my times at SAP and VMware, but I didn't know many security officers who often either work for a CIO or report directly to the legal counsel and accountable to the audit committee of the board. And I got a list of these 1,000, 2,000 people. We cold emailed them. And man, I got to tell you, people are willing to talk to me. Just coming into this, I'm about 500 into that. And it was role modeling to my teams that the top of the company is willing to spend as much time as possible. And I've probably gotten a lot more productive in customer conversations now than ever before. And then the final piece of your question was just what do we tell the customer in terms of our portfolio? So these were just more the practices that I was able to adapt during this time that have given me energy. And I'll kind of say the two things. From the portfolio perspective, I think we began to notice two things. One is the entire move of migration and modernization around the cloud. I described that as, for example, moving to Amazon as a migration opportunity to Azure. Modernization is that whole Tanzu. M&M, migration and modernization is highly relevant right now. In fact, taking more speed. Data center spending might be on hold or in freeze as people kind of are holding till the pandemic or the GDP recovers. But migration and modernization is accelerating. So we want to accelerate that part of our portfolio. What are the products? We have our cloud on Amazon or cloud health or Tanzu and maybe the other offerings for the other public cloud. The second part of our portfolio that we're seeing acceleration around is distributed workforce security, work from home, work from anywhere. And that's that combination of Workspace One for both endpoint management, virtual desktops, Common Black and VeloCloud and the announcements we've now made with Zscaler for distributed workforce security or what the analysts call secure access service edge. That's beautiful because everyone working from home even if they come back to the office needs a very different model of security. And we are now becoming a leader in that area of security. So these two parts of the portfolio, you take the five franchise pillars and put them into these two buckets. We began to see momentum. And then the final thing I would say guys just on a soft note, I've had to just think about ways in which I balance work and family. It's just really easy, what six, seven months into this pandemic to burn out. And I've encouraged my team, we've got to think about this as a marathon, not a sprint. Do the personal things that you want to do that will make your life better through this pandemic and practices that you keep after it. I'll give you one example. I've again biking with my kids and during the summer months we're able to bike later. Even now in the fall, we're able to do that often. And I hope that's a practice I'm able to do much more often even after the pandemic. So develop some activities with your family, with the people that you love the most that are seeing you a lot more and hopefully enjoying that time with them that you will keep even after this pandemic ends. So Sanjay, I love that you're spending all this time with the CISOs. I mean, I have as well, maybe not a thousand, but dozens. And there are such smart people, they're really in the thick of things. You mentioned your partnership with Zscaler. I had Scott Strickland on who was the CISO of Wyndham. He was talking about the security cloud. But since the pandemic, there's really three waves. There's the cloud security, the identity access management and endpoint security. And one of the things that CISOs will tell you is the lack of talent is their biggest challenge. And they're drowning in all these products. And so how should we think about your approach to security and potentially simplifying their lives? Yeah, you know, Dave, we talked about this, I think last year or maybe the year before and what we were trying to do in security was really simplify because the security industry is like 5,000 vendors.  You just cannot eat that many tablets. You take your days, weeks, maybe a month to eat that many tablets. So a grand simplification has to happen where that health becomes part of your diet.  And the analogy in security is we cannot deploy dozens of agents and hundreds of alerts and many, many consoles, infrastructure players like us that have control points. We have 70 million virtual machines. We have 75 million virtual switches. We have, you know, tens of millions of Workspace One and Carbon Black endpoints that we manage and secure. It's incumbent on us to take security and make it a lot more part of the infrastructure, reduce the need for dozens and dozens of point tools. And with that comes a grand simplification of both the labor involved in learning all these tools and eventually also the cost of ownership off those particular tools. So that's one. The other thing we're seeking to do is increasingly be a part of that education of security professionals. We're both investing in a lot of, you know, kind of threat protection research or many of our folks, you know, who are in a threat behavioral analytics, you know, kind of threat research where people have come out a deep hacking experience with the government and others, give back to the community and teaching classes in universities. There are a couple of nonprofits that are really investing in security, education of CSOs and their teams. We're contributing to that from the standpoint of ways in which we can give back both in time talent and also in treasure. So I think as we think about this you're going to see us making this a long-term play. We have a billion dollar security business today. There's not many companies that have a billion dollar plus of security. It's probably just two or three. And some of them have hit a wall in terms of their progress forward. We want to be one of the leaders in cybersecurity. And we think we need to do this both in building great product, satisfying customers, but then also investing in the learning, the training enabled. Remember, one of the things of VMworld's pride is these hands-on labs and all the training enabled that happened at this event. So we will use both our platform, VMworld and a variety of other virtual environments to ensure that we get the best education of security to professionals. So that's got to be exciting because if you look at some of the valuations of some of the pure plays, I mean, your cloud security business grown at triple digits. And you see some of these guys with 30 billion dollar valuations, but I wanted to ask you about the market. I mean, VMware used to be so simple, right? And now you guys have expanded your TAM dramatically. How are you thinking about the market opportunity? You've got your five franchise platforms. I know you're very disciplined about identifying markets. And then saying, okay, now we're going to go compete. But how do you look at the market and the market data? Give us the update there. Yeah, I think Dave, listen, I like Da Vinci's statement, simplicity is the greatest form of sophistication. And I think you've touched on something there, which is companies as we get bigger. I've had the great privilege of working for two great companies, SAP and VMware, the bulk of my last 15 plus years. And if something I've learned, it's very easy, both companies was to throw these TLA's, three letter acronyms. Okay, and I use an acronym and describe it with three letter acronyms like ER or ESX. I mean, they're all acronyms and a new employee who comes to this company, you know, Carol Crawford for example, we just hired her from Google as our CMO. Her first comment is like, my goodness, there is a lot of acronyms here. I've got a needed glossary. I had the same reaction when I joined VMware seven years ago and I had the same reaction when I joined SAP 15 years ago. Now, of course, two or three years into it, you learn everything and it becomes part of your speed. We have to constantly, it's like an accordion. Like you expand it by making it more voluminous and deep, but as you do that it gets complex, you then have to simplify it. And that's the job of all of us leaders. And I, this year, just exemplifying that I don't have it perfect. One of the gifts I do have is communication, being able to simplify things. I recorded a five minute video of our five franchise pillars, just so that the casual person didn't know VMware could understand it. And then when I'm on your show or I'm on with Jim Kramer and CNBC, I try to simplify it, simplify, simplify, simplify. Because the more you can talk in analogies and pictures, the more the casual user, I mean, of course, in some of the audiences I'm talking to investors, get it. And then of course, as you go deeper, it should be like progressive layers or peeling of an onion. You can get deeper. It's not like the entire discussion with Sanjay Poonan or my team is like a empty suit. It's a superficial discussion. We can go deeper, but you don't have to begin the discussion in the bowels of that. And that's really what we don't do. And then the other part of your question was, how do we think about new markets? You know, we always start with, listen, you're sort of core in context, I would borrow from sort of Jeffrey Moore. And in the Jeffrey Moore context, you think about things that you do really well and then ask yourself outside of that, what are the adjacencies that are closest to you that your customers are asking you to advance into and that either organically to partnerships or through acquisitions. I think John and I talked about in a previous dialogue about the framework of build, partner, and buy. And we always think about it in that order. Where do we advance? And any of the moves we've made, six years ago, seven years ago when I joined, the, I felt VMware needed to make a move in the mobile to really cement our position in end user computing. And it took me some time to convince my peers and then the board that we should buy AirWatch, which at that time was the biggest acquisition we'd ever done, okay? Similarly, I'm sure prior to me, both Joe Tucci, Pat Gelsing, who were thinking about NYSEERA and I'm moving to networking. Those were two big inorganic moves, seven, eight years ago. Ragu was very involved in that. The decisions we moved to make, to move to the public cloud, myself, Ragu Pat, were very involved in the decision there to partner with Amazon to change and divest VCloud there and then invest in an organic effort around what's become VMware Cloud 8S. That's an organic effort, that was an acquisition. Fast forward to last year, it took me a while to really argue internally, convince people and then make the move off the second biggest acquisition we made in Carbon Black and endpoint security and cement the security story that we're talking about. Ragu did a similar piece of good work around app modernization to justify that Pivotal needed to come back in. So, but you could see all these pieces being adjacent to the core, right? And then you ask yourself, is that context meaning we could leave it to a partner? Like you don't see us getting to the hardware game or partnering with obviously the players like Dell and HP and Lenovo and the SmartNIC players like Intel and Nvidia and Pensando, you see that as part of the Project Monterey announcement. But the adjacencies, for example, last year into app modernization, up the stack and into security, which I'd say more as adjacent horizontal to us, were now made a lot more logical. And as we then convince ourselves that we could do it, convince our board, make the move, we then have to go and tell our customers, right? And this entire effort of talking to CISOs, what am I doing? Is doing the same thing that I did to my board last year, simplify it to 15 minutes and get thousands of them to understand it, receive feedback, improve it, invest further. And actually some of the moves we're now making this year around our partnership in distributed workforce security and cloud security and Zscaler, what we're announcing in XDR and security analytics, all of the big announcements of security at this conference came from what we heard last year between the last 12 months of my last VMworld keynote around security. And now, and I predict next year it'll be even further. That's how you advance the puck every year. Sanjay, I want to get your thoughts. I know we have a couple of minutes left, but we did poll the audience and the community to get some questions for you since it's virtual, we wanted to get some representation there. So I've got three questions for you. First question, what comes after cloud? And number two is VMware security company. And three, what company had you wish you had acquired? Oh my goodness, okay, the third one is going to be the trickiest one. I think listen, because I'm going to give you my personal opinion and some of it was probably predates me so I can probably safely so do that and maybe put the blame on Joe Tucci or somebody else who's no longer here. But let me kind of give you the first two. What comes after cloud? I think cloud's going to be with us for a long time. First off, this multi-cloud world, you just look at the momentum that AWS and Azure and the other clouds all have. It's incredible. And I think this, that multi-cloud phenomenon. But if there's an adaptation of it, it's going to be three forms of cloud. People are really only focused today in private and public cloud. You have to remember the edge in telco cloud. And this pendulum of the right balance of workloads between the data center called a private cloud, the public cloud on one end and the telco edge on the other end, I think we're in a really good position for workloads to really swing between all three of those locations. The other part that I think comes as a sequel to cloud is cloud native. All of the capabilities are serverless functions, but also containers, that obviously one could think of that as sister topics to cloud, but the entire world of containers, the other sea than cloud or cloud native will also be topics, but these are all fairly connected. That's how I'd answer the first question. A security company, absolutely. We aspire to be one of the leading companies in cybersecurity. I don't think they'll be only one. We have to show this by the wealth and breadth of our customers, the revenue momentum we have, Gartner ranking us or the analyst ranking us in top rights of magic quadrants, being viewed as an innovator, simplifying the stack. But listen, we weren't even on the radar. We weren't speaking at the security conferences of years ago, now we are. We have a billion dollar security business, 20,000 plus customers, really strong presences and network endpoint and workload and cloud security, the three co-pillars, a lot more coming in security analytics, cloud security, distributed workforce security. So we're here to stay. And if anything, VMware persists through this. We're planning for multi-year, five or 10 year timeframe. And in that course, I mean, the competition is smaller companies that don't have the breadth and depth of VMware's R&D muscle and our growing market. We just have to keep building great product and serving customers. On the third, man, there's so many, but I mean, I think, listen, when I was looking back, I always wondered, this is before I joined. So I can say this somewhat speculatively and don't make this, this is VMware's, sorry, this is Sanjay Phoon's opinion, not VMware's. I got to make this very, very clear. But listen, if I was at VMware in 2012 or 2013, I would love to have bought service now then. Service now is a great company. I don't even know, maybe the companies talk, but man, talk about a very successful company at that time. Now, maybe their priorities were different. I wasn't at the company at the time, but I can speculate if that had happened, that would have been an interesting. Now, I think that was during the time of Paul Moritz here and so on and so forth, and maybe there were other priorities the company needed to get done. But at that time, of course today, service now is as big or maybe slightly bigger market cap than us, so that's not happening. But that's a great example of a good company that I think would, at that time, fit very well with VMware. And then there's probably others. We don't look back in regret. We move forward. I mean, I think about the acquisitions we have made. The big ones, okay? NYSERA, AirWatch, Pop and Black, Pivotal. The big moves we've made in terms of partnership, Amazon, what we're announcing this week with NVIDIA and Zscaler. So you never look back in regrets. You always look forward. All right, so follow up on that. To follow up on that, from a developer entrepreneurial or partner perspective, can you share where the white space is for people to innovate around VMware? Where can people partner and play, whether I'm an entrepreneur in a garage or venture-back-funded or say a partner pivoting and or resetting with COVID? Where's the white space within VMware? I think that there's going to be a number of places where the Tanzu platform develops as it kind of makes it relevant to developers. I mean, there's, I think the first way we think about this is to make ourselves relevant to all of that ecosystem around the CICV type of platform. They're really good partners of ours. They're like GitLab, all of the ways in which open-source communities will play alongside that. HashiCorp, JFrog, there are a number of these companies that are partnering with us and we're excited about all of their relevancy to Tanzu and it's our job to go and make that marketplace better and better. And you're going to hear more about that coming up from us.  All of those data companies will need a very natural synergy. If you think about the old days of middleware, middleware was always sort of separate from the database. I think that's starting to kind of coalesce and data and analytics placed on top of the modern-day middleware, which is containers. I think there's going to be now, does VMware play physically as a data company? We don't know. Today we're going to partner very heavily but picking the right set of partners, Confluent is a good example of one. And there's many of the next generation database companies that you're going to see as partner with that will become part of that marketplace influence. And I think as you see us certainly produce out the VMware marketplace for developers, I think this is going to be a game changing opportunity for us to really take those 5 million developers and work with the leading companies. I use the example of GitLab as an example, GitHub, there are others that appeal to developers, tie them into our developer framework. The one thing you learn about developers, you can't have a mindset with that you all come to just us. It's a very mingled village of multiple ecosystems and Venn diagrams that are coalescing. If you try to take over the world, the developer community just basically shuns you. You have to have a very vibrant way in which you are mingling, which is why I described this like, listen, we want our developers to come to our conferences and reinvent and ignite and get the best experience from all of those provide tools that coincide with everybody. You have to take a holistic view of this.  We feel good about the future being bright. Dave, we got five minutes, go, yeah. I thought you were going to say Zoom Sanjay. That was my wild card. Well, listen, I think Zoom's more recent. They had a very fast catapult to success. And I don't know that that's clearly in the complete sweet spot of VMware. I mean, unified collaboration would have probably put us in much more competition with teams and WebEx. I mean, you always have to think of what's in the daily work of what's closest to us. But Zoom's a great partner. I mean, obviously you love to acquire anybody that's hot, but Eric's doing really well. I mean, Eric, I'm sure he had many people try to come to buy him. I'm just so proud of him as a friend of all that he was named to Time Magazine, top 100. But what he's done is phenomenal. I think he could build a company that's just as important as Facebook. So, you know, I encourage him, don't sell. Keep building the company and you'll build a company that's going to be, you know, the enterprise version of Facebook. And I think that's a tremendous opportunity to do this better than anybody else is doing.  As immigrants, we both have a similar story. I learn a lot from him. I learn a lot from him on speed and how to move fast. He tells me he learns a thing or two from me on scale. We teach each other and it's a beautiful friendship. Well, make sure you put in a good word for the key. We want more Zoom integration. Oh, I'm happy to do that. Final word. You can keep it for the Zoom. That is the future Facebook of the enterprise. Whatever, I'm happy to do that for you. Thank you for connecting with us virtually. It is a digital foundation. It is an unpredictable world. It's going to change. It's going to be software-defined. The operating models are changing. You guys are changing how you serve customers, a new chief commercial customer officer you have in place, which is a new hire. Congratulations. And you guys are flexing with the market and you got a tailwind, so congratulations. John and Dave, always a pleasure. We couldn't do this without the partnership also with you. Congratulations on the success of theCUBE and in its new digital format. Thank you for being with us with VMworld here and all that you're doing to get the story out. The guests that you have on the show, they look forward to it, including the non-VMworld people, like, hey, can I get on theCUBE? I'm like, absolutely. Because they look at your platform as a way of telling the story. Thanks for all you're doing. I wish you health and safety. I'm going to bring more community in, Dave, as you know, and Sanjay. It's easier. We don't have to travel. Get more interviews, tell more stories and tell the most important stories. And thank you for telling your story and VMworld's story here at VMworld 2020. Sanjay Poonan, the Chief Operating Officer here on theCUBE, I'm John Furrier. Dave Vellante, thanks for watching theCUBE Virtual. Thanks for watching.


Good morning, John. Around 100 million years ago, the continent that is currently North America was two or three large islands, and slicing through the space between these islands was a massive shallow ocean called the Western Interior Seaway. It stretched all the way from the Gulf of Mexico to the Arctic Ocean and at its deepest, this giant sea was just 900 meters deep. For comparison, the deepest point in the Mediterranean Sea is 5000 meters deep. It was warm, it was shallow, there were rivers from all over the place, dumping nutrients into this thing. And today, all over the interior of America, you can still see the remnants of that time. There are these little cylinders. They look like maybe crystals or fossilized plant parts, but really, they are the remains of crinoids. These tree-like filter feeders blanketed that sea, but they were not plants. They were animals, beautiful animals.  Crinoids come in two main flavors today, the stalked kind, which we call sea lilies, and the unstocked kinds, which we call feather stars. Now, they look more like a kind of coral than anything else, like that they would just sit anchored to one spot in the ocean, filtering plankton out of the water and chilling out. But corals are collections of tiny organisms, and corals are very much stuck to one place. Crinoids are animals. They are macro organisms like us, and they can, though they don't often, move. Oh yeah, I mean, I maybe forgot to mention the main thing about feather stars, which is this. Like, you've probably seen viral videos of this movement, but it isn't the kind of thing that, like, it hurts to watch again. Crinoids spend almost all of their time sitting in one spot, but they spend almost all of their viral video time engaging in this amazing, mesmerizing locomotion. Like other echinoderms, like starfish, sea urchin, sea cucumbers, etc., feather stars are pentoradially symmetrical. They have five-sided symmetry. This is harder to see in crinoids, but it is a thing. They might have any number of legs, but that number should be divisible by five, except that they often get their legs chewed off or knocked off. They're pretty delicate, but they could just grow them back. And while feather stars move around looking like the most unearthly, gorgeous thing that has yet happened, sea lilies, which are essentially the same thing, like they're different species, but very similar, when they move around, yeah, they just drag their stock behind them, just trudging across the ocean floor. And check this out. They're blood. They have a vascular system. Their blood is just water. It transports oxygen and nutrients and waste. It does the whole vascular system thing, but it's just sea water. We're talking about an organism that figured out how to do its thing before blood existed and is still doing that. But crinoids have continued to adapt, like their locomotion. That wasn't happening 500 million years ago. That's relatively recent. That was between, like, 200 million years ago, but still. Prinoids, y'all did it. Good work. Just keep swimming, I guess, is what this is. If you're a member of the Bizarre Beast Pin Club, we sent out feather stars early instead of armadillos. If you're wondering whose fault that mix-up was, wonder no longer. Thank you for being a part of that project. All the money from it's going to help some of the most vulnerable people in the world. And so that everybody knows, the DFTBA warehouse and store have been closed down. Everybody is still on staff. We hope to be up and running soon. John, this episode was a really great break from me. I hope it was for you as well. And I'll see you on Tuesday.