CHAPTER 73 The Magic Reel, which, rolling on before, has led the chronicler thus far, now slackens in its pace and stops. It lies before the goal, the pursuit is at an end. It remains but to dismiss the leaders of the little crowd who have borne us company upon the road, and so to close the journey. For most among them, smooth Samson brass and sally, arm in arm, claim our polite attention. Mr. Samson, then, being detained, as already has been shown, by the justice upon whom he called, and being so strongly pressed to protract his stay, that he could by no means refuse, remained under his protection for a considerable time, during which the great attention of his entertainer kept him so extremely close that he was quite lost to society, and never even went abroad for exercise, saving into a small paved yard. So well indeed was his modest and retiring temper understood by those of whom he had to deal, and so jealous worthy of his absence that they required a kind of friendly bond to be entered into by two substantial housekeepers in the sum of fifteen hundred pounds apiece, before they would suffer him to quit their hospitable roof, doubting it appeared that he would return, if once let loose, on any other terms. Mr. Brass, struck with the humour of this jest, and carrying out its spirit to the utmost, sought from his wide connection a pair of friends whose joint possessions fell some havens short of fifteen pence, and profered them as bail, for that was the merry word agreed upon both sides. These gentlemen being rejected, after twenty-four hours' pleasantry, Mr. Brass consented to remain, and did remain, until a club of choice spirits, called a grand jury, who were in the joke, summoned him to trial before twelve other wags for perjury and fraud, who in their turn found him guilty with the most facetious joy. Nay, the very populace entered into the whim, and when Mr. Brass was moving in a hackney coach towards the building where these wags assembled, saluted him with rotten eggs and carcasses of kittens, and feigned to wish to tear him into shreds, which greatly increased the comicality of the thing, and made him relish it the more, no doubt. To work this sportive vein still further, Mr. Brass, by his counsel, moved in a rest of judgment, that he had been led to criminate himself, by assurances of safety and promises of pardon, and claimed the leniency which the law extends to such confiding natures as are thus deluded. After solemn argument, this point, with others of a technical nature whose humorous extravagancy would be difficult to exaggerate, was referred to the judges for their decision, Samson being meantime removed to his former quarters. Finally, some of the points were given in Samson's favour, and some against him, and the upshot was that, instead of being desired to travel for a time in foreign parts, he was permitted to grace the mother country under certain insignificant restrictions. These were that he should, for a term of years, reside in a spacious mansion, where several other gentlemen were lodged and bordered at the public charge, who went, clad in a sober uniform of grey, turned up with yellow, had their haircut extremely short, and chiefly lived on gruel and light soup. It was also required of him that he should partake of their exercise of constantly ascending an endless flight of stairs, and, lest his legs, unused to such exertion, should be weakened by it, that he should wear upon one ankle an amulet or charm of iron. These conditions being arranged, he was removed one evening to his new abode, and enjoyed, in common with nine other gentlemen and two ladies, the privilege of being taken to his place of retirement in one of royalty's own carriages. Over and above these trifling penalties his name was erased and blotted out from the role of attorneys, which erasure has been always held in these latter times to be a great degradation and reproach, and to imply the commission of some amazing villainy. As indeed it would seem to be the case, when so many worthless names remain among its better records, unmolested. Of Sally Brass, conflicting rumours went abroad. Some said with confidence that she had gone down to the docks in male attire, and had become a female sailor. Others darkly whispered that she had enlisted as a private in the Second Regiment of Footguards, and had been seen in uniform and on duty to wit, leaning on her musket and looking out of a sentry-box in St. James's Park one evening. There were many such whispers as these in circulation, but the truth appears to be that, after the lapse of some five years, during which there is no direct evidence of her having been seen at all, two wretched people were more than once observed to crawl at dusk from the inmost recesses of St. Giles's, and to take their way along the streets with shuffling steps and cowering shivering forms, looking into the roads and kennels as they went in search of refuse food or disregarded awful. These forms were never beheld, but in those nights of cold and gloom, when the terrible spectres who lie at all other times in the obscene hiding places of London, in archways, dark vaults, and cellars, ventured to creep into the streets, the embodied spirits of disease, and vice, and famine. It was whispered by those who should have known that these were Samson and his sister Sally, and to this day it is said they sometimes pass on bad nights in the same loathsome guys close at the elbow of the shrinking passenger. The body of Quilp being found, though not until some days it elapsed, an inquest was held on it near the spot where it had been washed ashore. The general supposition was that he had committed suicide, and this appearing to be favoured by all the circumstances of his death, the verdict was to that effect. He was left to be buried with a stake through his heart in the centre of four lonely roads. It was rumoured afterwards that this horrible and barbarous ceremony had been dispensed with, and that the remains had been secretly given up to Tom Scott. But even here opinion was divided, for some said Tom dug them up at midnight and carried them to a place indicated to him by the widow. It is probable that both these stories may have had their origin in the simple fact of Tom's shedding tears upon the inquest, which he certainly did, extraordinary as it may appear. He manifested besides a strong desire to assault the jury, and being restrained and conducted out of court, darkened its only window by standing on his head upon the sill, until he was dexterously tilted upon his feet again by a cautious beetle. Being cast upon the world by his master's death, he determined to go through it upon his head and hands, and accordingly began to tumble for his bread. Finding, however, his English birth an insurmountable obstacle to his advancement in this pursuit, notwithstanding that his art was in high reputant favour, he assumed the name of an Italian image lad, with whom he had become acquainted, and afterwards tumbled with extraordinary success and to overflowing audiences. Little Mrs. Quillpe never quite forgave herself the one deceit that lay so heavy on her conscience, and never spoke or thought of it, but with bitter tears. Her husband had no relations, and she was rich. He had made no will, or she would probably have been poorer. Having married the first time at her mother's instigation, she consulted in her second choice nobody but herself. It fell upon a smart young fellow enough, and as he made it a preliminary condition that Mrs. Ginnywin should be thenceforth an out-pensioner, they lived together after marriage with no more than the average amount of quarrelling, and led a merry life upon the dead dwarf's money. Mr. and Mrs. Garland and Mr. Abel went out, as usual, except that there was a change in their household, as will be seen presently, and in due time the latter went into partnership with his friend the Notary, on which occasion there was a dinner, and a ball, and great extent of dissipation. Unto this ball they happened to be invited the most bashful young lady that was ever seen, with whom Mr. Abel happened to fall in love. How it happened, or how they found it out, or which of them first communicated the discovery to the other, nobody knows. But certain it is that in course of time they were married, and equally certain it is that they were the happiest of the happy, and no less certain it is that they deserved to be so. And it is pleasant to write down that they reared a family, because any propagation of goodness and benevolence is no small addition to the aristocracy of nature, and no small subject of rejoicing for mankind at large. The pony preserved his character for independence and principle down to the last moment of his life, which was an unusually long one, and caused him to be looked upon indeed as the very old power of ponies. He often went to and fro with the little faton between Mr. Garland's and his sons, and as the old people and the young were frequently together, had a stable of his own at the new establishment, into which he would walk of himself with surprising dignity.  But though he relaxed so far, and allowed them such small freedoms as caresses, or even to look at his shoes, or hang on by his tail, he never permitted any one of them to mount his back or drive him, thus showing that even their familiarity must have its limits, and that there were points between them far too serious for trifling. He was not unsusceptible of warm attachments in his later life, for when the good bachelor came to live with Mr. Garland upon the clergyman's decease, he conceived a great friendship for him, and amably submitted to be driven by his hands without the least resistance. He did no work for two or three years before he died, but lived in clover, and his last act, like a coloric old gentleman, was to kick his doctor. Mr. Swivilla, recovering very slowly from his illness, and entering into the receipt of his annuity, bought for the Marchioness a handsome stock of clothes, and put her to school forthwith in redemption of the vow he had made upon his fevered bed. After casting about for some time for a name, which should be worthy of her, he decided in favour of Sophronia Sphinx, as being euphonious and genteel, and furthermore indicative of mystery. Under this title the Marchioness repaired, in tears, to the school of his selection, from which, as she soon distanced all competitors, she was removed before the lapse of many quarters to one of a higher grade. It is but bare justice to Mr. Swivilla to say that although the expenses of her education kept him in straightened circumstances for half a dozen years, he never slackened in his zeal, and always held himself sufficiently repaid by the accounts he heard with great gravity of her advancement, on his monthly visits to the governess who looked upon him as a literary gentleman of eccentric habits, and of a most prodigious talent in quotation. In a word, Mr. Swivilla kept the Marchioness at this establishment until she was, at a moderate guess, full nineteen years of age, good-looking, clever, and good-humoured, when he began to consider seriously what was to be done next. On one of his periodical visits, while he was revolving this question in his mind, the Marchioness came down to him alone, looking more smiling and more fresh than ever. Then it occurred to him, but not for the first time, that if she would marry him, how comfortable they might be. So Richard asked her. Whatever she said, it wasn't no, and they were married in good earnest that day week, which gave Mr. Swivilla frequent occasion to remark at diverse subsequent periods that there had been a young lady saving up for him after all. A little cottage at Hampstead being to let, which had in its garden a smoking-box, the envy of the civilised world, they agreed to become its tenants, and, when the honeymoon was over, entered upon its occupation. To this retreat Mr. Chucks had repaired regularly every Sunday to spend the day, usually beginning with breakfast, and here he was the great purveyor of general news and fashionable intelligence. For some years he continued a deadly foe to Kit, protesting that he had a better opinion of him when he was supposed to have stolen the five-pound note than when he was shown to be perfectly free of the crime, in as much as his guilt would have had in it something daring and bold, whereas his innocence was but another proof of a sneaking and crafty disposition. By a slow degrees, however, he was reconciled to him in the end, and even went so far as to honour him with his patronage, as one who had in some measure reformed, and was therefore to be forgiven. But he never forgot or pardoned that circumstance of the shilling, holding that if he had come back to get another he would have done well enough, but that his returning to work out the former gift was a stain upon his moral character, which no penitence or contrition could ever wash away. Mr. Swivler, having always been in some measure of a philosophic and reflective turn, grew immensely contemplative at times in the smoking-box, and was accustomed at such periods to debate in his own mind the mysterious question of Sophronia's parentage. Sophronia herself, suppose she was an orphan, but Mr. Swivler, putting various slight circumstances together, often thought Miss Brass must know better than that, and having heard from his wife of her strange interview with Quilpe, entertained some remiss-givings whether that person, in his lifetime, might not also have been able to solve the riddle had he chosen. These speculations, however, gave him no uneasiness, for Sophronia was ever a most cheerful, affectionate and provident wife to him, and Dick, accepting for an occasional outbreak with Mr. Chuckster, which he had the good sense rather to encourage than oppose, was to her an attached and domesticated husband, and they played many hundred thousand games of cribbage together, and let it be added to Dick's honour that though we have called her Sophronia, he called her the Marchioness, from first to last, and that upon every anniversary of the day on which he found her in his sick room, Mr. Chuckster came to dinner, and there was great glorification. The gamblers, Isaac List and Jal, with their trusty confederate Mr. James Groves of unimpeachable memory, pursued their course with varying success, until the failure of a spirited enterprise and the way of their profession dispersed them in various directions, and caused their career to receive a sudden check from the long and strong arm of the law. This defeat had his origin in the untoward detection of a new associate, young Frederick Trent, who thus became the unconscious instrument of their punishment at his own. For the young man himself he rioted abroad for a brief term, living by his wits, which means by the abuse of every faculty that, worthily employed, raises man above the beasts, and so degraded, sinks him far below them. It was not long before his body was recognized by a stranger who chanced to visit that hospital in Paris where the drowned are laid out to be owned, despite the bruises and disfigurements which were said to have been occasioned by some previous scuffle. But the stranger kept his own counsel until he returned home, and it was never claimed or cared for. The younger brother, or the single gentleman, for that designation as more familiar, would have drawn the poor schoolmaster from his lone retreat, and made him his companion and friend. But the humble village teacher was timid of venturing into the noisy world, and had become fond of his dwelling in the old churchyard, calmly happy in his school, and in the spot, and in the attachment of her little mourner, he pursued his quiet course in peace, and was, through the righteous gratitude of his friend, let this brief mention suffice for that, a poor schoolmaster no more. That friend, single gentleman, or younger brother, which you will, had at his heart a heavy sorrow, but it bred in him nomosanthropy or monastic gloom. He went forth into the world, a lover of his kind. For a long, long time it was his chief delight to travel in the steps of the old man and the child, so far as he could trace them from her last narrative, to halt where they had halted, sympathize where they had suffered, and rejoice where they had been made glad. Those who had been kind to them did not escape his search. The sisters at the school, they who were her friends, because themselves so friendless. Mrs. Jolly of the wax work. Codlin, short, he found them all. And trust me, the man who fed the furnace fire, was not forgotten. Kit's story, having got abroad, raised him up a host of friends, and many offers of provision for his future life. He had no idea at first of ever quitting Mr. Garland's service, but, after serious remonstrance and advice from that gentleman, began to contemplate the possibility of such a change being brought about in time.  Through the same kind agency his mother was secured from want, and made quite happy. Thus, as Kit often said, his great misfortune turned out to be the source of all his subsequent prosperity. Did Kit live a single man all his days, or did he marry? Of course he married. And who should be his wife, but Barbara. And the best of it was, he married so soon, that little Jacob was an uncle before the calves of his legs, already mentioned in this history, had ever been encased in broadcloth pantaloons, though that was not quite the best either, for of necessity the baby was an uncle too. The delight of Kit's mother and of Barbara's mother, upon the great occasion, is past all telling. Finding they agreed so well on that, and on all other subjects, they took up their abode together, and were a most harmonious pair of friends from that time forth. And hadn't asked least cause to bless itself for their all going together once a quarter to the pit, and didn't Kit's mother always say, when they painted the outside, that Kit's last treat had helped to do that, and wonder what the manager would feel if he but knew it as they passed his house. When Kit had children six and seven years old, there was a Barbara among them, and a pretty Barbara she was. Nor was they wanting an exact facsimile in copy of little Jacob, as he appeared in those remote times when they taught him what Oysters meant. Of course there was an Abel, own godson to the Mr. Garland of that name, and there was a Dick, who Mr. Swiveller did especially favour. The little group would often gather round him of a night, and beg him to tell again that story of good Miss Nell who died. This Kit would do, and when they cried to hear it, wishing it longer too, he would teach them how she had gone to heaven, as all good people did, and how, if they were good like her, they might hope to be there too one day, and to see and know her as he had done when he was quite a boy. Then he would relate to them how needy he used to be, and how she had taught him what he was otherwise too poor to learn, and how the old man had been used to say she always laughs at Kit, at which they would brush away their tears and laugh themselves to think that she had done so, and be again quite merry. He sometimes took them to the street where she had lived, but new improvements had altered it so much, it was not like the same. The old house had been long ago pulled down, and a fine broad road was in its place. At first he would draw with his stick a square upon the ground to show them where it used to stand, but he soon became uncertain of the spot, and could only say it was thereabouts, he thought, and these alterations were confusing. Such other changes which a few years bring about, and so do things pass away, like a tale that is told. End of Chapter 73. End of the Old Curiosity Shop by Charles Dickens. Recorded by Mill Nicholson. Website ACT Number 2, scnumber3.com.


Good morning, everyone. Today I am going to my GP and then see my GP in a while. Fluffy phone case. Thank you to whoever got me this. My link to my Amazon website is in the description down below. And honestly, this made me smile. This was such a great thing to get in the mail. It made me happy. So yeah, if you're interested, that's down below. Anyway, let's get on with the day. I'm free to the duty team under the recovery. You're forward. Yeah, it is, yeah. Hello. In short, I'm kind of stuck in this circle where I don't really know what I'm doing moving forward. I was in my moods just constantly low. I'm still taking on my meds, but I'm in my moods terrible. Right. And you are on. Yeah, I do, yeah. I was going to ask if... I don't know if you can tell me it's not blocked. I've been reading into electrophobic and ulcer therapy because I've been on antidepressants for the next six years now. And my moods just not getting better. Well, you find the symptoms are subject to taking all that medication and so like, you feel... I've been on all sorts. I'm just... I'm at a point where I just need something doing. You think you would do better if you... If you do, yeah. That's what you want to try. Yeah. Right. You know what I would do? I would have a word with a doctor, I'll send a woman to the hospital for her head to contact you and then try to sort out what treatment can work because I wouldn't know much. I don't know much history with me, but I think the hospital will know much better and then she will decide... Another treatment that we are going to... Some people are going to be way, way better. Yeah. After... You know, instead of telling the doctor, you just went down to the... You see, after you see things seem to be okay. Yeah. I've been reading into it for a while now. Right. I'd be no worry. I'll have a word with the... I'll send a woman to the doctor that you called and then for her to contact you and then try to discuss what treatment could be expected on the... the CT. And then it was easy to say it's simple, it's done very, very well. Yeah. It's done very, very well with you. Your life is not a new problem. But after that, there are some things whose tablets will not use and then it... then it feels like we are still on the same page. And they actually agree with you that CT is probably the most...


le I submitted was basically based on the memo I sent to the board discussing the there are perhaps better terms than open states usable open states and landscaped open states as they appear in our zoning law so we have the terms open states appear in two different ways and they're used in two different contexts one is how they refer to the open space district the other is to open states as the dimensional requirement for yards the actual language of the article that I proposed if I can try to wing it off the top of my head was to see if the town will vote to amend the zoning bylaw of the town of Arlington by reading the terms open space open space landscaped and open space usable as appearing in section two definitions or take any other action there too so basically just what I want to do is I've seen a lot of a lot of people have misconceptions about what open states as a yard regulation means and some of them came up tonight so I would like to see if we can find better words to fit the definitions the article did not make any specific recommendations I do have some references but I wanted to leave room for the board to put the terms are used not only in the definitions but throughout and I'm just afraid that if you weren't the article limits it just to the definitions it may be too narrow well it's re-naming the terms I know re-naming the fine terms but I do think if you change the definition if you change the term you have to change it everywhere I think I see where Gene's going with this I agree with where you're going with this just to changing the definitions I think you might want to make sure that all those definitions throughout those the entire zone by large are appropriate to match the definition we'll be focused there's I had reviewed the town life language with Count Gownsville and explained my impact was that we not change the definitions themselves the terms that are defined and he was okay with he was okay with that but we'll see I guess we'll see whether or not I've made the classic amateur's error I mean I appreciate that you're trying to bring some clarity to something that we've repeatedly seen confusing people right I just think we need to be very careful to do that in a way that doesn't have any unintended consequences really okay thank you I'm going to table the discussion on that the Select Board did take it up and they provided a couple of amendments and they voted on it so they have already discussed it and talked about it I can share that with you however at the next meeting let's do that next Monday night especially if they have comments since we'll be here next Monday night so I'll take them on Monday night February 3rd and but the next meeting is open so if there are any members of the public that wish to speak no action is going to be taken but we don't have to stool or anything thank you Mr Chairman just a couple of comments I didn't realize that you were looking for citizen articles in that last agenda item I'll tell you there are people that are coming just I just want to clarify we weren't looking for them John Warden submitted to my office a document that I've circulated to this board and this board specifically asked Ms. Thornton and Mr. Rebelack to return this evening which they did there were no other articles talked about for the last agenda item they did at their last meeting but there was not some sort of open call provided broadly necessarily but they asked them both at the last meeting to provide further elaboration so I'm just clarifying that's the reason for that particular as I said you'll be submitting more zoning articles I won't go into that just like a couple of comments on what they presented particularly this one on the other side you already have a state law called 40B it has a mechanism to do exactly what they're proposing I can't imagine I mean to do that at the top level you can already do it at the state law that requires a new ZBA approval that's exactly what they're proposing that is Mr. Rebelack's article if I understood him right he is opening up the possibility of changing the definition usable in that state property space in any way possible based on the language of the law I'm just talking about putting forward I think that's extremely dangerous and we have used by meeting others with that indeed is the language as he just described it and finally to this accessory development unit article I realize it may not be exactly the same as what was proposed in the last year but sure sounds an awful lot like it and I'm presuming at this point it was just an anti-citizens article I think previously your board said it would only be I'm guessing the fact is that should be the case the only way that the AADU article can come back is if it is indeed substantively different the only way that that orange article can come back is if it is indeed substantively different than the one that was voted on at the last town meeting because that one did fail as a result of it's vote at town meeting and so the only way that one you would need to support it to bring it back but two the only way to support that is that it's substantively different so we would of course if it is filed we would need to review that and ensure that it is indeed substantively different than what was filed and voted on previously because of the stay that occurs at town meeting Mr. Chairman I think that's not quite correct if your board supports it you can comment on that to make dinner we'll talk about that in a few minutes let's move on thank you Mr. Lurie yes I'd like to request that I know you have a lot to do but that the agenda may be clearer because I know a number of people who would have liked to come to the beginning discussion of articles, ADUs the contest and so forth they would really feel strongly and they would have come I had no idea whether the agenda would be brought up tonight for that Ms. Wardman would be asked to come and give more explanation and they would like to be here so I would like to make that request thank you if you're concerned about this term overhouse it says here these are often all these people that overhouse to call us we have no data to show that is this about Ms. Thornton's article that's not a board article for right now so you can ask Ms. Thornton the board's not proposing that so we can't take any action on it if it moves forward no no no that's fine I'm just telling you the appropriate discussion I have is with Barbara I do appreciate your input is there any work on it open discussion and you are let's move on instead of arguing thank you and I'm telling you I understand your concern have that conversation with Ms. Thornton before she presents her article but we have to have private conversations it's not an ARV article it's a citizen supported article concerned about the language that's being proposed in there should be brought up with Ms. Thornton before she submits that warrant article on Friday Joanne you asked me four weeks ago when I sent it to you we can't tell her what to do but you can have a conversation with her and have that clarified what was the purpose of her speaking tonight she came to us several weeks ago said here's what I'm thinking about I said come back and let us know your progress on the 27th that's all that's happened it's a citizen it's a citizen supported article I'm sorry the purpose was for her to have a discussion with you but not with us yes it's her article if not an ARV article it's a Barbara Thornton article if you have a question as to the clarification of her article take it up with her I know you've worked with her on other things I'm happy to offer you the time to speak but we're getting into the weeds here about what's appropriate and what is not what you have as a question for Ms. Thornton not for the ARV there'll be public discussions on this if it moves forward so people can present and some but we can't discuss them until they're done so you're asking the question I'm telling you how to get the answer that you want Joanne I'm happy to talk to you about it you're being obtuse and let's move on does anyone else have a question you can have a conversation Ms. Thornton I'm sure should be happy to answer the question I can't answer that question for you thank you does anyone else have a question comment sir yes Mr. Leroy again it's um related to this warrant article on missing parking I understand it was prompted by this pub on tonight did your board already grant a special permit before the variance it's conditional on the variance my experience is it's been the other way the variance person okay take up the ZDA anyone else so even now I'll take a motion to adjourn motion to adjourn second all in favor


Hello everyone, welcome to theCUBE, live here in Palo Alto, California and in Boston, Massachusetts, I'm John Furrier with Dave Vellante for a special coverage emergency CUBE and CUBE research analysis on the big enterprise tech news. Today we're going to delve into the major development where ULA Packard Enterprise HPE has announced the acquisition of Juniper Networks, a leader in AI native networks in an all cash deal valued at approximately 14 billion. This strategic move is set to reshape the landscape of the cloud and AI native networking market enhancing HPE's edge to cloud capabilities. Dave, we're going to explore the deals, industry, technology, product and financial aspects for Juniper. Shareholds will receive $40 a share, representing significant premium. Dave, first I want to walk through with you the research piece of it as the chief research officer and CUBE co-host for 13 years. Heading up the new CUBE research with Wikibon, formerly Wikibon with Rob, Stretch A and Shelley Kramer. Dave, it's been interesting news to unpack here and the reaction from the community we're going to have right after this will be telling this is a big deal. Yeah, you know, I mean, Antonio Neary has been aggressive but conservative with acquisitions since he took over. What I mean by that is he's pretty much made sure that the acquisitions are going to give good return, done a lot of tuck ins. He didn't do the Aruba acquisition but he was certainly there at the time. So this is a big, big number for HPE to absorb. HPE was doing really well in networking and I, you know, as we'll show in some of the data, you know, Juniper was kind of having to figure out what to do next, hitting a little bit of a wall from a growth standpoint but I wonder if we could bring up the data from ETR Andrew, the first slide here. And it shows the net score or spending momentum on the vertical axis and the presence or pervasiveness in the dataset. This is a survey of 1700 IT decision makers. That's on the horizontal axis, that presence in the dataset. Anything at or near that 40% mark with that red line is considered highly elevated. So breaking this down a little bit, you see Cisco's the big whale. Everyone wants a piece of their business. They're the king of networking. They got a large business as you can see in the X dimension. They also own Maraki, the simplified sort of management solution which you can see has very, very strong momentum in the market as does Aruba which is HPE's networking crown jewel. Now the ETR data shows it also shows HPE which is probably just customers saying, yeah, we use HPE networking. Could be the legacy three-com asset. And you see Juniper, which is kind of stuck with a net score in the low single digits. It's revenue was basically flattish last year. And so it's got a security business. It's got some AI assets that HPE can leverage and you put these three data points together and it doubles HPE's networking business, John, as you said, to around 10 billion. It gives it a formidable asset to keep penetrating the market and in going after Cisco, you can see a risk is in there too, extreme networks. Risk has got great momentum, but obviously much smaller. Yeah, we're going to have our panel come in and dissect the impact. But I looked at that graph and it's clear, you know, Cisco, obviously the big player, but if you look at the market, Dave, and you look at the technology synergy between HPE and Juniper in this deal, particularly how their combined portfolios can put innovation back at the center of HPE strategy, specifically in AI and cloud-native environments. This acquisition is expected to double HPE's networking business, creating a formal position play against Cisco and others. What is your take on and what data do you have that looks at the broader market implications, specifically the impact to the numbers? Can you share the data on what the combination looks like? Okay, it's going to double the business. What does that mean financially? Because a lot of people are questioning the math here and I said I love this deal, the math looks great. I mean, networking is the hottest area that nobody's talking about in technology. Yeah, so we've put together some of a quick financial snapshot, Andrew, if you'd bring that up, of some of the players that we showed earlier. So what we show here is trailing 12-month revenue, last quarter's growth rate, which is kind of overstated for Juniper at double digits, trailing 12-month gross margin, TTM operating margin, market cap, revenue multiple, head count and revenue per employee. And the takeaway here, as John, as you just mentioned, Cisco's the big player. They got a $60 billion business that everyone wants a piece of. And you can see how the market rewards Arista's growth rate. They got a 14x revenue multiple and its margin profile is similar to Cisco. So high margin, high growth for Arista Extreme, you got kind of a niche player. But if Andrew, if you go to the next slide and you isolate on HPE, Juniper and Cisco, you can see why this deal makes financial sense, in my opinion, John. HPE's picking up a quality $5 billion plus revenue asset. It's going to have okay growth higher or comparable to HPE's gross margin overall and better operating margin. This should be a creative, I would think, within a year. And HPE is undoubtedly going to find some go-to-market and service synergies as well as leverage Juniper's AI, its security assets. So my bottom line is, to me, John, this makes sense from a financial perspective and is only going to bolster the quality of HPE's earnings. Can you explain what does it mean again? Because I think the numbers speak to us. If you go back to the original slide, Andrew, with all the sector players, because Arista's got great numbers, Dave. Dave, this analysis with Arista, why isn't Arista, I mean, their numbers look fantastic. Why, I mean, obviously HPE and Juniper combined, I can see how you put it in Cisco, but what does this slide tell you about the overall networking industry? Arista's got great metrics. Look at those numbers. Unbelievable. I mean, look at the revenue multiple. Look at how the street rewards the execution that Jay Shree, well, Jay Shree is obviously a machine. She's like a business hero of ours, John. She's been at theCUBE a number of times. She's an amazing operator. But look at the asset that they've built. They're around the same, from a trailing 12 month standpoint, around the same size as Juniper. But look at the revenue multiple and the valuation that they're getting. So they're running at 44% growth last quarter. And they got a market cap that's 78 billion. I mean, that is amazing execution. A very well-run company. Their revenue per employee is very strong. So, you know, the market will reward, still rewards growth despite all this focus on interest rates and valuation. Maybe Arista could have bought Juniper. I mean. Yeah, I'm not sure it would need to. I mean, in a way, you know, Juniper, look it, for HPE, Juniper lifts the quality of HPE's financials, whereas Arista, you know, it would actually dilute them. So I think from HPE's standpoint, this makes a lot of sense. Well, both CEOs at Juniper and HPE, both CUBE alumnus, we've sat down with them many times, Dave, and had a chat. What I found interesting is that, remember, we were really bullish on Aruba, but over the past few years, there's been a lot of industry discussion around some product gaps. Okay, so I asked them directly this morning on the analyst's call what those gaps were and did they have a position in Silicon? Well, Antonio lit up like a tree, Christmas tree, like, oh yeah, we've got all this great stuff. And Rami has started his career in Silicon. I had that story in the CUBE. So the question's going to be is, where does HPE compete? And with the combination of Juniper, because, you know, HPE has had a portfolio of networking, okay? Juniper's had the world-class rounding and switching as their roots and they have a lot of service provider customers, network connectivity, network connectivity and application service has been the core of their business. But remember, they saw the fabric early with software and had contrail that they bought. They were early with contrail on multi-cloud. 2018, Dave, they were really pushing hard on multi-cloud because Juniper had a lot of the cloud players as customers. So, you know, I wonder if Juniper was too early here with software and multi-cloud because contrail was hot. So, you know, now HPE and with that software pedigree and Juniper West was started out in 1998, go back to the free BSD, but then, you know, NetScreen was bought by Juniper around 2008. They brought their security. So Junos was upgraded around 2009. So Juniper's got a lot of jewels in the chest there. Definitely, it's got a lot of, it's got a really strong patent portfolio. It's got a good product portfolio. The other thing, I think you're onto something with the silicon. Remember, HPE's got silicon shops going back to pre-split. They've got the Slingshot ASIC, which is out of the high performance computing Cray business. I'll give another sideline, which is amazing. HPE bought Aruba. I want to say it was 2015, John, 2.7 billion. So what an amazing acquisition. That's been, and the other thing is, you know, they really didn't talk a lot about GreenLake. And if you think about HPE's as-a-service portfolio, they got Compute, obviously. They got that down with their server business. They got Aruba. Now they're adding in Juniper. They got storage, all they're missing in storage is object store. That's kind of a big miss with as-a-service, but they will fill that hole. They'll have the entire lower layer of the substrate nailed. And they're ahead in that as-a-service. Now, they probably don't talk about it so much because Wall Street really doesn't care about that, even though I think they should, because I think it's going to throw off better margins in the future, because as-a-service margins should be better. But, you know, I think it strengthens HPE's story there across the basic infrastructure portfolio. Now they can start tucking in, bringing in networking, sorry, in security and moving up the stack in data, improving on top of their Esmerelle assets. So, you know, Antonio's making moves. I like it. I know a lot of people were criticizing it, but I think it makes some sense. I want to hear what the panel has to think. Well, in summary, I love the deal. I think if you look at Juniper's hidden, I would say hidden jewels, I would say they're not really hidden, but not really recognized was. Their experience with cloud, I think it's significant. Their networking and connectivity chops were going to play well at the edge. I think HPE gets a great asset with Juniper. They now have a real play in the service provider market. You know, Mobile World Congress, MWC's coming up, Dave. You know, we're going to be out in Barcelona with theCUBE there, and we'll continue to bring more expertise and analysis to the table. Again, this emergency cube was really just to set the table on the news. You know, $40 a share, $14 billion. You look at packets acquiring in an all cash deal, Juniper Networks, a leader in AI networking. And remember that, you know, the whole hype here is AI, and all the analysts are like, oh, it's AI AI.  But I think outside of missed AI, which by the way, we reported on theCUBE years ago, AWS used that re-invent. A lot of people have been using missed at their events. The wireless technology has been proving to be great. And I think that's a gap we see a lot with Aruba. Missed aside, Dave, they got the chops. Routing, switching as their roots, network connectivity application services, core competency, software fabric started way early. I mean, Junos was open source. Again, like I said, in 1998, upgraded with the acquisition of Netscreen. If you remember the days back then, you know, Junos was a free BSD open source program. Netscreen increased that value to Juniper around 2009, and with their kind of security play there. You know, Netscreen, one of the best acquisitions Juniper's ever did. It was a significant, you know, excellent portfolio. So I'm bullish on it. I just want to get the take on the numbers. You think it's good. You think it's good. Yeah, well, I think it's good for both sides, because where was Juniper going to go?  They really kind of, the stock's been sideways for a number of years. I mean, they were obviously a hot company back in the dot com days, as it was every networking company. But, you know, with their Juniper, I mean, where were they going to go from here? So I think the marriage of HPE and Juniper makes a lot of sense. HPE with its services chops and its GreenLake capabilities and it's go to market and its distribution channel. I think it's a good move for both companies.  They're going to, you know, take some cash out of their, their till, take on some debt. And I'm not crazy about that, but that's all right. But you think the numbers look, you think the numbers look good. If you go back to that slide again, I think that shows the cash positions, market cap, earnings, that really kind of hits the mark from your perspective. My big takeaway is it just improves the quality of HPE's earnings. This is not dilutive. This is a creative to HPE's earnings. You know, HPE, think about HPE and Dell. Dell kept its laptop business. HPE spun it off with HPE. So that, that throws off good revenues for Dell, but it drags down the margins. So HPE should be a higher margin business. That was the whole intent of that spin out, higher margin, you know, better growth. And they've been struggling to grow. And so they've got to make moves like this to continue to grow. But to me, this improves the overall quality of HPE's earnings. So from that standpoint, I like it. Let's get into a quick, before we get to the panel, I want to just quickly, what are your open questions that you're going to look at? I mean, to me, I'm looking at the product portfolio overlap, Antonio Neary went and asked that question. He said, oh, there's no overlap. I was kind of rolling my eyes. Yeah, yeah. Okay, really. We'll debate that. The simple overlap. The easy overlap will have a good perspective on our panel on that. Now they asked about the Silicon because as we've been reporting, specifically at reinventing the HPC event of supercomputing 23, the role of the chips and networking and other chips, IO specifically, this is kind of like a motherboard problem, but it's not the motherboard. It's like, what's the architecture of AI in the future? And what's coming up over and over again is that the network component, and we saw that at Nitro aspect for AWS, the role of Nitro is playing in their architecture. If you look at what HP could do here with networking and Silicon, to bring that into the compute GPU and the TPU side of the business, it's an opportunity to recreate some new configurations at the hardware level, chip level. I think this is something I'm going to be watching very closely. It's the Silicon angle, so to speak. We're going to watch that very closely. That's my take on terms of the questions and of course the team consolidation, how fast can you get that done? I think the product overlaps not a big deal, but there is an issue, and then what's going to be the Silicon? How is that going to render itself as a value? I think that the piece two is moving up the stack. I mean, if GreenLake is HPE's cloud, which it is just like Apex is Dell's cloud, they've got to have that substrate, that as-a-service substrate. I think HPE is ahead of Dell in that regard and has done some good work there, but they've got to keep adding services. You think about how Amazon just kept adding services like crazy, now I'm not suggesting that HPE needs to do that, but they've got to have the baseline which they're doing. They've announced LLMs as a service, they've got supercomputing as a service, they've got some Esmerell assets in data. I'd like to see more in data management. They keep tucking in up the stack. This is a big move, it's going to take some time to absorb it. I'm really curious to see how it integrates into the whole GreenLake because that's their NorthStar. That's their operating NorthStar, everything gets GreenLaked. And so I'm curious to see how they're able to execute on that front. Great data you shared, data is really timely for this emergency cube. Appreciate that, and the cube research team delivering again. The moment's noticed, quick data, quick analysis, great job on that. Put a quick plug-in for the cube research. I know you've got a lot going on, you're building out, formerly Wikibon now kind of rebooting as a new name, the cube research. Give a quick plug for the cube research for the folks watching this might want to hear more. Yeah, we're rebranding the cube research, formerly Wikibon. And I think as always, the Wikibon ethos has always been to try to identify new markets, to create new markets. I mean, we've done it with SuperCloud, we've done it with software-led infrastructure. We were really early on with the arms ascendancy and there are half a dozen examples of markets that we created or early on into and we're going to continue that trend right now. One of our big themes is the six data platform. What's the next generation of data management look like and in real time, we're working with our practitioner audience, we're working with the cube collective, which is a group of really strong independent analysts and thought leaders. So we're just combining that insight with the cube and its amplification capabilities, John, as well as our partnership with ETR, which is the best enterprise tech survey business, you know, in the industry. Well, 13 years of the cube, everyone loves the knowledge, they love the learning, they love the insights, they love the amplification, love the promotion of the fresh voices, the experts. We're going to keep doing it. Again, a lot more going on. On this emergency pod, we're going to have a reaction right now with a panel of experts to dissect the technology synergies between HPE and Juniper, particularly how the combined portfolios lead to innovation in this new AI and cloud-native environments. This acquisition is expected to double the networking business, creating a formal player. We're going to get the analyst perspective on the implications, the broader market implications, including the impact on the customers and their partners in the channel. And then again, does this position HPE to accelerate on the macro trends around AI? We're going to get it all now. Up next with an expert panel, we'll be right back with that panel after the short break. Hello, and welcome back to our special coverage and emergency cube on the big enterprise news. We're delving into the development where HPE Hewlett Packard Enterprise has acquired Juniper Networks for $40 billion, a $40 a share for $14 billion. We've got a panel reaction from industry experts and analysts, C.S. Carvella of ZK Research, Jake Callumbaugh, who's the managing director of cloud strategies, industry legend, been on all sides of the table. And of course, Dave Mulaney, investor, board member, former CEO of AVATrix, former CEO of Nacira, early employee at Palo Alto Networks, and Cisco, great pedigree and networking on the industry side now investing. And of course, Dave Vellante, co-host of theCUBE. Gentlemen, let's dive in and delve into this deal. Okay, HPE, we've been following their networking. All of us have been for years. HPE's had, remember, back in the old days they had switches and hubs and, you know, they've had a business. I wouldn't call it jumping out of off the page from a value perspective, but Juniper, world-class routing and switching, network connectivity, app development, service provider business, pivoted into software, putting those together, almost the same market cap. So let's get into it. Guys, what's the take on the deal? Zesh, you're in CES, we'll go to you while you have connectivity. What's your quick take on this deal and impact of the industry? You know, speaking of connectivity, actually CES doesn't offer pretty wifi. How weird is that? So I'll tether off my phone. You know, my take on the deal is, I understand the rationale, but if you look at both companies, the stocks have been going sideways, and we're both having a tough time growing. I do think between the two Juniper probably had some version of growth potential, you know, maybe low single digits coming up with their enterprises is now being bigger. But it's a tough industry, right? Networking is, for the last 30 years, it's been 1-800-pound gorilla, and then everybody else is much smaller. And so networking scale matters. And so if you're going to serve with the big global companies, Cisco's in the best position to do that because they're sized. So if you combine the two companies together, you get, in theory, a much bigger company that can compete with Cisco. With that being said, it just, I don't know, the timing of it seemed a little odd to me with the interest rates being so high and, you know, not that they paid for it. But I think, you know, overall, I understand the rationale behind it. I think there's a lot of complexities behind it. And you, I've never been a big fan of mergers or acquisitions for purely consolidating share because there's a lot of integration issues, channel issues, customer issues, you know, culture issues, and as you're doing that, the one plus one network comes out to three, right? It usually comes out to less than two. And so historically, when we've seen companies acquire for consolidating share, unforeseen problems that would come up. So this comes down to execution, we'll see. But I do think there's a lot of bugs along the way. Well, we'll know the mist and Aruba stuff will work when CES gets good connectivity and making it free. Steve Mulaney, you know, we talked, I talked about the deal with Dave, $40 a share, $14 billion, he thinks it's a creative. I want to put, we'll get back to the financials in a second, but, you know, this is the strategic implications behind the acquisition really focus on how it enhances HPE's edge-to-core strategy. What's your take? Because again, this is like the strategic aspects are consolidations happening, but, you know, bigger is better here, I guess, from if you look at some of the overlap, it's, you know, HPE gets some bigger, a bigger box player and service provider. They get maybe better switching and routing or, you know, where do you see that? I mean, Dave doesn't think it's diluted, but I mean, is it strategic in your mind? Yeah, I mean, I think AI is really, you know, we all know the infrastructure, you know, is dictated by what's going on in application perspective. And I think as AI starts implementing its way into every application, it's really taking the infrastructure from a very centralized architecture now in cloud and forcing a distributed architecture. And I don't know if HPE and Juniper see that, I assume they do. I know everybody's focusing on the missed, you know, portion of AI, but I actually think there's an even bigger story, which is, you know, the world is really moving towards AI and pushing it towards the edge, right? And we all know infrastructure is end-to-end system and networking is an end-to-end system. And I think we're moving from a very distributed, a centralized architecture to distributed, which is going to put more and more importance on guess what, routing, right? And so, multi-cloud, hybrid, edge decor, whatever you want to talk about it, people are going to need a multi-cloud, hybrid, distributed fabric. Of course, security is going to have to be built into this fabric, right? And it's going to be distributed, which is going to be high demands on that networking. And that's where I think the property of Juniper can really help. I don't know if HPE sees that. That's what I see. That's what I would do if I was at HPE. Sure, missed is fine. They didn't pay $14 billion for missed, right? Or at least they hope they didn't. And so, when you look at that, I think it's a big opportunity for them. Now, what Zeus just pointed out on a execution perspective, I lived or barely lived through the synoptics well-fleet merger. Merges of equals do not work, right? What do you think the first thing to Aruba guys and Juniper guys in networking, they're going to start fighting, right? That's just what humans do.  And that's going to happen for two to three years. So who's going to win in this? Just like who won out of synoptics and well-fleet merger, Cisco, Arista, Palo Alto Networks, Aviatrix, everybody else. So I commend them for trying to put strategically this narrative together. I think the challenge is going to be execution. And I think as always in these situations, it'll be the people that maybe are a little concerned about it right now, Arista, Cisco, Pan, but they will act. And I think they will be the ultimate benefit from this. Jake, you lived through the CEA Broadcom acquisition and you heard Zeus's comments. Are we in a different time now? And is that culture fit? I mean, it seems that Juniper and HP got a good culture fit. In my assessment, they kind of do have good cultures. I won't say super fast moving, but I mean very solid world class. Jake, you heard the comments from Steve on this cold battle. First, I think HP is not calling an emergency vehicle. I think that considering it HP buying Juniper, but to your point about Aruba and the fighting that could happen. Jake, what's your take on this and your assessment of the acquisition? Yeah, I agree with you that the cultures are probably pretty well aligned, but we've been talking in Silicon Valley a lot about the effect of post-zerp on startups. And I think this is a great acquisition that illustrates post-zerp on public companies, especially public companies that aren't gonna be able to create, listen, you can create cash flow for shareholders in two ways. One, you can grow the company through revenue growth. And the other is you can run the business more efficiently and distribute more cash back in the form of dividends or buybacks. Clearly, I think this is a consolidation play. It's the next crank in the turn of enterprise infrastructure consolidating, especially as more workloads, not only are they being built on the cloud, but they're also being shifted onto the cloud. We're starting to see cloud workloads go from what was kind of 20% to, I don't know if it stops 50, 60, 70, 80% of the enterprise footprint, but that necessarily means there's not a lot of oxygen left to support multiple large public company bureaucracies in the legacy platforms. And so, I think, I don't see where the growth story comes from here. When you look through both companies' businesses and their relative portfolios, it's kind of 0% to 10% growth. Over the next few years, they've both identified AI. And I think AI remains a very interesting speculative growth opportunities and wondering where that comes from on the infrastructure side. So, I think they're gonna have to drive a lot of their economics through synergies. And so, this feels much more like a Broadcom VMware play than it does somebody who's reaching for the future. Okay, let's unpack that. I think that's the key point. Okay, is it a consolidation or is there growth? Zs, Steve, Dave, Jake, what are you doing? I wanna pick up on something that Steve and Jake both said. I totally agree, Steve. There's a big test for Antonio Neary. I think he's up for it. This is a big nut for him to swallow, but I think he's got the experience for it. And I think, Jake, you're right on. This is a consolidation play. But Steve, I'm wondering, take us inside the board dynamics from both Juniper's perspective and HPE's perspective. If you had to make the case from Juniper's perspective, what do you think the conversation was like there and flip that, and what was it like inside the HPE board? Well, at Juniper, we're tired. We've had 10 years of no growth. We want out, right? And probably HPE's on the same time. We've gotta do something. We've been irrelevant forever. We're going to go into a relevancy. And there's this thing called AI that might be a lifeline that we can attach to that maybe can get us out of a relevancy. We've got to do something. Lord knows neither one of them can innovate, right? That they lost that 15 years ago, 20 years ago, right? They haven't innovated since Scott Crens. So, how long can you continue to go with no growth in the stock? Like at some point, you got to do something, right? And so I actually think this is not a bad thing. If I were there, I would turn it into a growth thing, but I think everyone is right. This is a consolidation play, right? I just think there's an opportunity for the growth play and I'd be curious does Antonio see a growth opportunity in this? Maybe, I don't know. Okay, so they justify the deal with a consolidation play. Dave and I just went through some of the numbers. It looks okay. The creative, if they squeezed and crank it, as Jake says, one more crank of the turn. Okay, growth, where's it come from? I mean, remember Juniper has had the cloud guys as customers on the big box side routing. You mentioned that, Steve, on one of their cores. They have routing. They said Contraia, which is an early multi-cloud play. Again, super early, maybe too early. They saw the pivot to software. Is this maybe the tail? They are the alphas in this deal with the internal Aruba? I mean, Aruba had great network in the edge, but the Scuttlebutt wasn't that strong. And there was a lot of, people were maybe just red at people complaining, but most people I talked to were like, some use cases they wasn't delivering. What are their gaps in Aruba? Is this a better pitch? Is there an upside with edge, silicon chips, and cloud? I mean, that's what I would only see as a narrative here. I think the most part, the Juniper products be the alpha. I actually think from a leadership perspective too, you mentioned Antonio, Dave, but I think Rami's the key here, right? So he's going to be, I actually think the structure of having all of network can roll into Rami is the right thing. I think this comes down to, when you do a merger, it comes down to how well you can execute and the reason they derailed to Steve's point is he went with a lot of infighting. Rami is a good execution person, right? I think he's, he took a couple of those largely telco, Augusta made an enterprise, Augusta squashed a lot of the people that complained in there and brought in new people and bought companies. And Juniper wasn't a very good acquirer pre-Rami or Raheem, right? And I think MIST worked pretty well for him. And I think 120 work pretty well for him. I think he has a lot of data center chops. And so to me, he's really the key leader in driving this to become a growth story versus one of consolidation and shedding products and things like that. But I do think from a product perspective, I know what you're saying, Steve, about the edge, but I do think MIST really was the crown jewel in this. And what I'm really interested in is can they take MIST though and make it a broader AI ops platform that could also help with a lot of the HP computing stuff. And then HP would then become, or MIST would become that control point for all things IT that fall into HP portfolio. They can do that. They might be able to use MIST as the tip of the arrow to be more of a platform play, which central never became that. Central was a rubric product for their networking. And I think one of the things MIST, they could use to be more of an HP product that's possible to live. So Jake, so to Milani's point about this consolidation versus growth, I mean, we've seen an innovation. We've seen the consolidation play work for growth companies like Palo Alto Networks, like CrowdStrike. Now they've got innovation as well as their tailwind. Do you think that HPE can pull off both either through as Steve saying, make AI a growth engine. They've got the high performance piece. Maybe there's an AI play there, but you can grow through with the consolidation play. That's the market trend, but you've got to have innovation. What's your take on that? Hey, listen, anything is possible. Whether or not it's probable is a different question. I think as Steve pointed out, the political war internally between these two organizations around who is going to drive a certain product category versus who becomes redundant and who winds up on the synergy list for this combined organization, that's not gonna be pretty. The real politic of how that plays out is not gonna be fun at all. I absolutely think there's room for innovation, but when you compare them to a player like Palo Alto, you know, Palo Alto is buying next generation bleeding edge capabilities as plugins. And the thing that Palo Alto did is broke the mold on integration, right? So the traditional story is that integration of emerging bleeding edge technologies into large platforms, doesn't go well because the people who own the budgets, the SVPs and EVPs who run these categories, they don't really understand how that business was built and then the innovators get fed up and look for greener pastures and wanna go play the startup equity game. So I think in theory, it's possible. I think the reality in how corporations are organized make it difficult. And Antonio's gonna have to do something different when he brings these companies together relative than what's traditionally done in large corporate technology bureaucracies when you have these kind of large acquisitions. The talent question's a good one, like brain drain and then infighting, right Steve?  The reason companies don't innovate as Jake pointed out is the talent leaves.  Remember, they had some action going there. What does HP do to stay relevant? You said they can be, it's okay, but they're not relevant, but how do they become relevant? Does this give them a quarter edge? Is it better at the edge? What do you see if you're squinting at the deal from a strategic growth perspective? You asking me, John? Yeah. Oh, you and everybody. Yeah, I'd say it doesn't become growth. I agree with everybody what they're saying. The problem with what they're doing is it's very much focused still on the physical world of networking, right? Boxes, guess what? It's shifted from boxes to software and cloud about five years ago. And the problem is neither Juniper nor HP can spell cloud, right? They spell it CLWD, cloud, right? Somebody's got, you know, they won't have the growth until they actually start going after where the growth is, which is in the cloud. And you compare it to Palo Alto. When Nikesh came into Palo Alto, he pivoted the entire company overnight that said, we're all in cloud. Because before that, they were all on-prem boxes. And they thought, we're fine. We don't need to do this thing called cloud because they spelled it CLWD too as well. Nikesh turned that company around and now their $100 billion market cap with a lot of growth made a lot of acquisitions. I don't know if HPE sees that. I think they're still in the old world. So you won't see any growth. It'll all be kind of everything we've been talking about, just a consolidation play and we'll fire half the people across different organizations. And they'll be focused on that. The growth will come from when they really truly understand that this is a cloud-centric, cloud-first kind of world. If you see that, then maybe you see strategically, they get it. If you don't hear anything about that, then it's completely acknowledged. So compare that to, say, Cisco's growth strategy. Well, I don't know what Cisco's growth strategy is. Z, as you were covering both of them. You're by Splunk. Splunk strikes. I don't understand. The interesting thing about Cisco's acquisition of Splunk is that Cisco stepped forward into security and it also built on app dynamics. They are moving up a layer into application and security, right? And so I give them points for going into the growth direction. Still have to execute, still big companies, still have to work it out. The gaps in this deal, big questions I have is, HP's real strength is GreenLake in some sense. And so how does this improve GreenLake? I'm not sure it does, but maybe there are some things that can do with, when networking underneath that makes GreenLake more interesting with Juniper. And then- We agree on like bigger portfolio, right? Absolutely, I agree. I mean, if you GreenLake, now they got networking sewn up if they GreenLake it, but they didn't talk much about GreenLake. Because Wall Street doesn't care about GreenLake. Big platform right now. And we can argue about whether or not that's how much growth is there. But I think the other big gap or big question I have is security, right? So Cisco definitely is driving towards this cloud security, distributed security, security through data. So I think they get it again, have to execute. But I'm curious, I hear Juniper has a lot on the threat analytics side, but that's just one piece in a multi capability puzzle that they've got to bring together to really drive this networking security conversion story, which is powerful. Well, there are security assets out there that are right for the taking, but to Zeus's point, I mean, HPE's balance sheet is not that inspiring and that they're taking on more debt in this post-Zerp world. The interesting, isn't it, Jake? You got Splunk and Juniper, two big hosts of Zerp, M&A deals. But Steve, go ahead, sorry. No, I was going to say that, I think that the Cisco buying Splunk, everybody knew that was going to happen. They were just waiting for the right, they were waiting for Splunk to kind of get up off the floor. And so I think they did that. But the question is, we're in a new cloud world, as Steve says. And are there enough assets? Are they oriented enough to make that shift? And Steve, your point about you, if you were the CEO, you go after a growth story, because that's in your DNA, but that's a lot riskier for a company like HPE to take on. Think about it, what they go out and buy in Aviatrix, okay, great, they get innovation, but they don't get the revenue hit, right? They don't get the install base. Yeah. No, I mean, it's like Broadcom, right? Broadcom, from all of my friends at VMware, they have a very great strategy, which is they take zero market and product risk, they like version 8.0 of something, right?  And Hoc10, he's made a great business out of all that, right? So you're right. There's certain companies, they don't want anything to do with growth, they don't want any risk at all, right? I just want the plus one, version eight of something. And maybe HPE, that's what they're trying to do. They're buying revenue, that's what Cisco did was blunt, buy revenue, I get a multiple, I've got to show some growth and operationally, I'll make some improvements on it. Well, that's a great point about Hoc10. To your point, they have to do something. I mean, again, take us inside the board. What are the alternatives? I think that basically Antonio stepped back and the board stepped back and said, look, the opportunity is in networking. We're winning there with Aruba. Let's double down on networking. Where else are they gonna double down? I suppose security, I suppose data, other data management is sort of meh. So networking seems like a logical place to try to grow. One of the telling data points they gave in the industry analyst's call was that the combined company would be 31% of HPE revenue, but 56% operating problem, right? And so networking is a lot more profitable than compute. And I think we are moving into a network central world, obviously, right? And so again, I think we do is don't... Sorry. Transforming HPE from a compute company to a network company is good for HP long term. You can argue how they get there or how they should have done it. But this transition is something I think they need to do. What's your point, Steve? The else is... I was just gonna say, again, I don't know how much HP really knows this because they're not really into the cloud world, but if they're paying attention, the world's going from centralized to distributed and it's not distributed connectivity. It's distributed computing, meaning compute storage, networking, security with AI. This is not just VPNs to edge locations. This is applications.  You're gonna have computing infrastructure. So if you're HPE, you're like, you should be really excited because that means I'm gonna sell boxes out there and it's gonna be running applications and I'm gonna need networking and storage and security. Because of course, the security concerns as you now build a distributed infrastructure are even far greater. So the demands on this fabric, if you would, and it's not just networking, it's compute storage and networking, computing, which is when I was at VMware, that's what got VMware really elevated. When they bought Nacera, they could really now have the software-defined data center story, right? This could give HP really a story. The problem is they're nowhere in the cloud. So they're only at that edge. They now need to look at the cloud. Actually, Jennifer had Conrail. The end-to-end systems problem. It's not just point-to-point. I think your point about the cloud, they had a little bit of Conrail. They were doing multi-cloud. They were getting into that. It's an open-stack action going on. If you remember back, and Randy Baez used to work there. We interviewed him on theCUBE. But I want to bring up the point. You brought up ZS around Margin. Dave brought that up as well. And at Reinvent, you saw Nitro. Networking was so integral in the new architecture. Steve, you're bringing this up on the multi-cloud scene as well when you guys doing a DVA tricks. And then the Hop-Tan connection kind of brings up another point. Networking is very sticky. So if you can operationalize the HPE and networking, there's not a lot of switching costs here. So it's a very Broadcom-like vibe. Broadcom, they're all about consolidating, make it easier, bundle everything. You want vSphere? No, you can't just buy that alone. You got to buy VCF, which is everything, right? Which includes NSX, right? So to your point, I think networking is prime for stickiness and margin expansion. By the way, his first thing that he looks at is stickiness. Exactly. Who are in the room with him. The other thing about Hop-Tan's model that'll be interesting for Antonio is that he was the guy to make all the calls on what groups and products were going to stick and who would lead what. So he was a one-man synergy machine. And I know a lot of people who stood in front of him who said he's very, very good at it. Like he's just, he's perceptually able to figure out who's got the chops and who doesn't and how to operationalize it, as Steve said. So it'll be interesting to see how Antonio handles that tactical component of the integration in a committee-based company. Well, let's see, to the former point, Jake, does the question to the panelists, does Juniper have that type of stickiness in that lock-in or is it really just sort of a alternative to Cisco? I mean... No, I think Juniper's got pretty good customer loyalty. I mean, their customer base is a lot smaller than Cisco's, obviously. But through MIS, they have picked up a number of really large enterprise customers. They won Walmart and Costco and some other big ones. So they do have, switching network vendors isn't an easy thing to do. No, it's not. And so I think their stickiness actually is pretty good. They've always had good, you know, a good relationship with the cloud vendors and service fighters and those markets are in the soft right now. But the timing of this, you know, is, I think, somewhat favorable, I guess, financially in that the whole network sector is in a bit of a bare gap right now. You know, Cisco warned that a lot of the customers that are just digesting products are just pretty, you know, pre-announced as well. You know, Juniper saw, they said they saw softness. So if HP was going to do this, I guess right now would be a good time because all the stocks are depressed, where if they waited, you know, maybe a year from now and networking came with a little bit of a rub-tick, then, you know, perhaps the premium would have been a lot harder. Well, let's unpack the switching costs real quick. Steve and Ziaz and Jake, what does it take to switch from Juniper to Cisco? I mean, Steve, you highlighted earlier about your days at Synopsys and Wealthly that became Bay Networks.  I mean, it's the switching cost bar is high. What is that bar that people costs? Nobody's switching and I think as Ziaz said, people that are picking Juniper like Juniper, right? Their definition, by definition of the ABC, right? Anything but Cisco, right? So they're never going to, Juniper hasn't been growing now, but I think the customers that are Juniper customers like Juniper, Juniper's always had great product, right? So I can't see anybody changing. So the consolidation works, they got some stickiness, networking's the core of the edge, this is good for HP from the numbers, debt can finance it, consolidation play, optionality for innovation yet to be seen, but potentially there. Well, Ziaz's point about the debt loads, I think comes into play around how they find growth in innovation because the amount of money they have to commit to interest payments and an entire interest rate world, that comes directly out of BU budgets, right? And so the ability to find and allocate innovation dollars smartly is also going to be a key capability that Antonio's gonna have to figure out as part of this deal. I think if there's one bright spot about this and is that I definitely see a strong automation and consolidation through AI story on both sides from Juniper and HP, and if they can bring that together, the continued automation of complex hybrid enterprise architectures, that is a plus. And if they can rationalize the different, like I looked through their acquisitions over the last few years and they bought a lot of interesting stuff, the midst and some other things on both sides. So I do think if they can figure those product categories out, create some connectivity across the product lines that matters to customers. It's not sexy, but I think driving tactical success at that level is one of the ways that they can find success in this deal. Gentlemen, thank you for this emergency pod. Cube pod, Cube broadcast, appreciate all your time. Thanks for weighing in. Final question, let's end this with a lightning round prediction for 2024. Zias, we'll start with you. What's going to happen in networking in 2024 and what's going to happen with this deal? Well, they said the deal wouldn't close until the very end of 2024, 2025 or so. I'm guessing it'll get closed some time. But I'm guessing later in the year than earlier at the year. For networking though, what the vendors have said is true. A lot of customers bought a lot of product or put orders in when there were supply issues. They've now taken all their product in and they do have to consume it, figure out how to deploy it. And I think that this air gap we're seeing right now is probably going to last, my guess is, at least through mid-year, before we start seeing some growth back in networking. We do have another Wi-Fi sector coming up. One thing about networking is the speeds have gotten so high that I think it has elongated networks and network refresh cycles. So that's something the vendors got to work out. Zias, explain air gapping real quick of what you mean by that term. Well, the customers have pre-bought a lot of product. When there was supply chain issues, the customers got into a bit of panic. People coming back to the office, they need to refresh their networks. And so they took in a lot of product and that was reflected in most of the vendor numbers last year, they all had years. Now the customers have this product and they have it deployed again. And so they got to figure out how to consume it, how to deploy it, how to use it. And so now this growth that the vendor has seen that a lot of customers would have paused on things until they can get this, you know, one of the new stuff up and running it. And that wasn't just Cisco saying that. I mean, all the network vendors have said that. Jake, your predictions for the 2020, but what does this do to the industry landscape? You know, the deal's going to close into the air. Obviously it's going to flip a bit in the industry.  What's your take on networking? Yeah, I think, you know, we'll see more of this.  And so, you know, I think the bigger getting bigger and it becomes about operational execution. And I think to make this deal successful, I think Steve's right, you know, they have to figure out how to incorporate cloud and really make the hybrid cloud story a reality versus just being kind of a hardware layer that, you know, could ignore cloud up until now. Dave, what's your take? Well, I think from a customer standpoint, customers want to simplify their vendor list. If for no reason that they want to, actually Steve was saying they want to do some innovation. They want to, you know, tap some of the new wardrobe and prune some of the old wardrobe. And so, I think networking, the prediction is networking and security are going to collide this year in a bigger way. And I do think the rich get richer. You're going to see some pickups and some M&A in security and networking. And I think that's probably a good thing for customers so that they can innovate on some new stuff. Change that wardrobe. Never fight fashion, Dave, right? You don't want to wear the 70s outfit in the 80s. It's punk rock, it's punk rock. Steve, what's your take on the deal and the impact of the industry? My prediction is this will be the year of cloud networking and no surprise there. I think HPE and Juniper are not dumb. They're going to figure out that this is the piece they're missing. I think Cisco's already figured that out. I think Arista even will figure that out. That's, you know, it's no longer about boxes in the campus at the Edge or in the data center. That there's no growth there, right?  No one really wins because it's really hard. No one ever rips and replaces their network. It's just not done. So I think they're going to figure that out. And then I would also say, don't count Palo Alto. Networks is going to truly become what their name says. Palo Alto Networks is not a networking company. They're going to need to become a networking company because network security must be integrated into the fabric of the network and not a bolt-on like it was in the last generation. When you're in the cloud, it's not a separate thing. It's all together. It's got to be integrated in. So I think it's going to be a battle royale. You know, you've got my old company, A.B.A.Trix leading this, right? And it's a great opportunity for them as well as some of the incumbents. And I think that's going to be the battle this year. I have to get one. Sounds like you're predicting a Palo Alto Arista title. Well, that's why I got one more question. You guys just prompted another one in my head. You got a prompt engineering thing going on in my head. Okay, quick, final question, final, final question. Impact to the board rooms of those other guys. Cisco, you mentioned Arista, you mentioned Palo Alto. They see this news. What's the huddle? What's the slides look like? What's that conversation that's boiling over right now at Cisco, Arista, Palo Alto, or competitor? I think for competitors, it's up on the gas. Whenever, if you look at some of the comments, Reddit, even there was an Aruba customer on my LinkedIn post that said, we've got some concerns, is look, if there's uncertainty, that gives the competitors the opportunity to jump in there and try and, you know, feed off that uncertainty. And so if I'm in the board with the competitive companies, I'm jumping all over this and trying to feed the fun that's likely, you know, being created or at least the concern the customers have. And by the way, we talked about Palo Alto. I think Fortinet has done a really good job of networking to their portfolio as well. They're one of the big SDUWAN vendors, and I just don't want them to go unnoticed because I think they've got a pretty big stake in this conversion of their security as well. Steve. I think Cisco's got its hands full. They got a lot going on. So I don't think they're going to get too distracted by this. I think Arista is interesting. I think, you know, Jay Sri's got great growth engine going on, but, you know, at some point, they're going to have to continue on TAM expansion. And that brings up some opportunities that we talked about in M&A, but, you know, they can be selective right now. Well, they're small enterprise, right Dave? So that's where their big growth engines is becoming more of an enterprise player. Absolutely. They don't jump into things without thinking it through. And they're really a well-run company. What's the board like? Steve, Jake, take a stab at that at all?  Let's not forget. It's not 15 billion anymore. It's huge, right? 75. It's huge. Are you going to go to 150, right? And if you're Pan, how are you going to go to 200 billion? You're $100 billion market cap right now. How are you going to go 200? You ain't going 200 by getting another 10% of the security industry, right? So they're going to have to make big moves and they're going to have to go after, you said TAM expansion, John, right? They're going to have to go after industries.  We're going to have to go after the entire infrastructure market and not just either networking or security. We're going to have to do probably all of it, you know? And by the way, compete with the cloud vendors, right?  The networking in the cloud is becoming a big deal and they're starting to create their own, you know, enterprise cloud platform, cloud networking platforms. So how to create relationships and how to create compelling value for customers relative to those cloud guys and make sure that they can stand on equal footing, I think is an imperative for all the traditional infrastructure players. Gentlemen, a great conversation, exceptional analysis. The best on the industry I've seen out there. Clearly you guys are awesome and thanks for being part of our CUBE community. Again, real time news going down. We appreciate you taking the time to pop into the CUBE. Emergency CUBE, appreciate it. Thanks, John. All right, guys, thanks so much. Again, breaking news here. We're on it with the analysis from the CUBE Research and its community, the CUBE Collective. I'm John Furrier with Dave Vellante and guests on the panel. Thanks for watching and keep in touch.


Hello and welcome to the session. Let us discuss the following question. It says a household article is available for Rs 970 cash or Rs 210 cash-down payment followed by four equal monthly installments. If the rate of interest charged under the installment plan is 16% per annum, find the amount of each installment. Let us now move on to the solution. The first step is to write the cash price or CP of the article and it is given to be Rs 970. The second step is to write the cash down payment which is Rs 210. Now the third step is to find the balance due that is amount after paying Rs 210. So it is Rs 970-210. So it is equal to Rs 760. Now the fourth step is to find the interest paid under the installment scheme. So let amount of each installment be equal to Rs X and we are given that the number of installments are four. So the amount paid under installment scheme is Rs 4X. Since amount of each installment is Rs X and number of installments are four. So the amount paid under the installment scheme will be Rs 4X or the amount paid in four installments is Rs 4X. Now we will find the interest paid under installment scheme will be the amount paid in four installments minus the balance due. So this is the interest paid. Now the fifth step is to find the principal for four months. Now the principal for first month is the balance due and the principal for second month is Rs 760-210. The installment paid in the first month are the principal for third month is equal to Rs 760-X. That is the principal for the second month minus the interest paid in the second month minus the installment paid in the second month. It is not interest. X is the installment. So it is Rs 760-2X. Now similarly principal for fourth month is equal to Rs 760-2X minus X that is 760-3X. Now the total principal for one month is equal to Rs the sum of all these principals as 760-760-760 that is 3040-X-2X-3X-6X. So this is the total principal for one month. Now the sixth step is now the interest is given by the formula principal into the rate of interest into time upon 100. Now the principal is Rs 3040-6X. Interest is Rs 4X-760 as we obtained in step 3, step 4. And the rate of interest R is 16% per annum and P is 1 by 12. Since we have obtained the principal for one month P will be 1 by 12. Now substituting all these values in the formula we have 4X-760 is equal to P that is 3040-6X-16 into 1 upon 12 upon 100. This can also be written as 4X-760 is equal to 3040-6X into 16 upon 100 into 1 upon 12. Now 4 into 4 is 16, 4 into 3 is 12 and 4 into 25 is 100. So we have 4X-760 is equal to 3040-6X into 1 upon 25 into 3 that is 1 upon 75. Now cross multiplying we have 75 into 4X-760 is equal to 3040-6X. 75 into 4X is 300X, 75 into minus 760 is minus 57000 is equal to 3040-6X. So this implies 300X plus 6X is equal to 3040 plus 50000. So this implies 306X is equal to 600040. Adding these two we have 600040. So this implies X is equal to 600040 upon 306 and this implies X is equal to 196. Thus amount of each installment is equal to rupees 196. So this completes the question. Do take care of your calculations. Write the formula which are you using. So this completes the session. Bye for now. Take care. Have a good day.


So our right cars are through four-wheel drive now in Park Firmose. We're going to speak to you a bit more relaxed mode What has been going for Big Patton so far man? Yeah, it was nice. Yeah, the first couple of stages It felt like I'd aged two years by the time we actually got under the stages this week But no, it's good.  The evo is a little bit heavier than a few of the other cars But no the tires are fine. Yes, I would do a front to back probably after this one and yeah Just got to be a bit cautious on the bitumen stuff Just in doubt former champ mate back here in the Hyundai which we love you being in this car It's a bit of a handful to get sorted out on on setup. How's it going further far than last two? Yeah, we're still working on it I still can't get it to dive under brakes, but that's just more spring rates and stuff So we need to keep working on that but overall we're going alright I'm pretty happy with where we're at so far today and you know out there I expected the roads to sweep up a lot more, but they're very very loose and slippy So we've got to be very cautious and careful to make sure we get through the whole rally It is a big long event isn't it so there's you know You're wanting to try and refine this car get the package sorted, but you got a result in mind You know you didn't do Queensland so it's all a big game to play isn't it? Yep. Yep, and Tony brand new co-driver and stuff for this event, and she's doing really really well So I think we're going pretty good So Justin we also look at those two cars together. You've got an evo 10 and this is effectively running even So you know what the car can be like so it's probably a little bit pressure to try and get the package sorted as well So that's sort of part of what you're chasing. Yeah, and that's that's the frustrating part is I know You know, especially in the fast stuff how stable and and supple the evo 10 is so but in the tight and twisty stuff There's no way that 10 can do what that car can do So if I can get the thing to hold on you know whether it's lateral grip That'll be a very good car But it just doesn't quite have to travel that the moment and we just got to keep working on it Well you go on the fast you go on the twisty go get him guys