Live from Vancouver, Canada, it's theCUBE at OpenStack Summit Vancouver 2015. Brought to you by headline sponsors EMC and Joypling by Red Hat and Cisco with additional sponsorship by Brocade and HP. And now your hosts, John Furrier and Stu Miniman. Okay, welcome back everyone. We are live here in Vancouver, British Columbia for OpenStack Summit. I'm John Furrier, my co-host Stu Miniman. Our next guest is Brian Gallagher who is the president of the Cloud Management Division at EMC. Cube alum, been on CrowdChat, asked Brian G few times. Welcome back to theCUBE. Great to be back, thanks for having me. So you've got the jeans on, open shirt, cloud foundry, t-shirt, and where's the hoodie? I mean, no hoodie, I mean. It's warmer than I thought it would be in Vancouver so the hoodie's back in the room. Great to see you, you've got a new role. Tell us what's going on with you. Obviously EMC, huge, huge splash on the pool here at OpenStack, cloud scaling acquisition, and then at EMC World, just that shift towards openness and software and open source with Randy Bias and others on your team. What's going on? And you've got the emerging group under CJ, a lot of melting pot of stuff happening. You're involved in all this, what's going on? Lot in that question, so I'm trying to break it down but I think if you kind of take it to the highest level this is in response to the secular shift that's occurring in IT. And Joe Tucci talks about it all the time. And it is different, I mean in every regard when we look at moving from client server into cloud computing and mobile access to IT and infrastructures and applications and data, everything's different. I mean from the way infrastructure's built to the way software is built to the whole process, completely different mindsets, completely different methodologies. A lot of the same problems are still being resolved again but it is a completely different world and the dress codes are also different. And so yeah, the jacket and tie are no longer part of it but the world is much more community oriented as we look at platform three. And open is a requirement. It's becoming fast, a purchasing requirement for customers that are building out their IT infrastructure. So there's a lot going on. So back to EMC for a minute. I'm spending time in the space of platform three and really working on making the intersection of platform as a service and infrastructure as a service work better together. Works pretty good right now. There's a lot you can do. You can get to innovation very quickly but there's some speed bumps. There's some things related to persistence with the 12 factor applications and how do we deal with those types of challenges? So there's a lot of problems to be solved but I'd say the community's at large you look at the two open source giants, OpenStack, Cloud Foundry, let's make them work better together. Yeah, we had Sam on from Cloud Foundry. Honestly, huge success. They've had great success. I mean, they get a lot of industry support, ubiquity from the big players. You had a great career at EMC building out data centers with drives and enabling the storage industry, right? And that created great value and customer customers at EMC made a lot of money on that. But now as you talk about this platform three, this emerging world, it's the confluence of cloud.  It's Flash, probably more horsepower. So there's platform two and a half. So you're going to go recreate platform three and it's software, right? It's a little bit different than the hardware business. So what's your take on that? As someone who's seen the growth that gen one infrastructure, now you're looking at now gen three with platform three, what's your take? Software is the lead, right? I mean, honestly, that's key. And what lessons can you learn bringing that over? Yeah, great question. I think at EMC, we've got about 12,000 engineers and only 400 do hardware. So the core of what we do, even in the core technology group and the emerging technology group, the value really is in software. There's no proprietary hardware anymore, which is quite a shocking statement from back in the late nineties and beginning of this decade or this millennial. And so the value that customers see is in software, but I'd say the requirements from customer's perspective of, hey, we like this new model of open source. We like this new model of platform as a service, infrastructure as a service. What I heard in Paris in December at the OpenStack Summit was, hey, this is directionally correct. These are from customers. This is where we're going, right? But can you make it work like the other stuff did? Because I'm still getting my bonus checks based on availability, all the metrics, all the operational metrics of that. And I think that's where EMC has added a lot of value is to make sure that as we transition into the new world of OpenStack, Cloud Foundry, other platform as a service, ensuring that the customer's requirements are met from a governance risk and compliance. To get going, a lot of test and dev gets moved out to public clouds. But when people are starting to operate their business or saying, hey, hybrid is where it is, that's where I need to be. And can you make the hybrid approach work much more seamlessly? Brian, it's interesting. I was at EMC for 10 years, attended a lot of meetings with you. Some of those fundamentals shifts, we always never know how they're going to go. So when Symmetric switched over to an x86 architecture, I mean, there's tons of planning, really concerned, make sure that it's going to work for customers and went really smoothly. And it was almost like not a bump in the road. Some of the same transition going on with open source software, hot hardware. EMC brings some adult supervision to some of these and knows how to deliver the enterprise. What do you see as EMC's role in kind of the whole open stack environment here? And how does EMC take those experiences and bring them to this environment? I think, so this community gets the challenges around infrastructure. Clearly there's a lot of challenges at 10,000 feet, things look pretty simple. At the operational layer, if you're sitting in the sessions, it's all about how do we get to repeatability, consistency, can we get some better automation, make deployments a heck of a lot easier. So the industry as well as EMC will continue to invest in these areas. At the platform layer, it's a different world and applications are built differently as well as the infrastructure. There's a higher reliance on resiliency being built into the application, not necessarily in the infrastructure. I think where EMC can add a lot of value is bringing those concepts into platform as a service around resiliency, persistence, around things that protect information, things that allow businesses the ability to sleep well at night, knowing that if there's any problems, their business is protected. And those attributes are still important. I think where we have built our business on is gaining that trust in the data center with customers and now it's establishing that trust with new customers or same customer base, but new buyers if you will. And there's clearly a lot of areas that we can add value in. Yeah, I mean, you hit on a key point there. If I look at the application space, I mean customers are reticent to change. That's how what I run my business on and trying something new is a challenge. Can you talk a little bit about, there's a dojo that you guys are going to have in Cambridge. How is that going to help span that gap, get customers comfortable with the platform three stuff and help move them along that move to the new kind of cloud-native type applications? So I must bow to start this conversation. Yeah. No splits today though, right?  Development ops, join ops, is it an acronym? And it's like, no, so for those that, and most of this community knows about dojo because of how software is developed, but the translation is the place of the way. And if you, the analogy being with karate, it's where you went to learn from the masters, you went to learn the way. Nothing was really written down, right? When you look at it. A lot of books on martial arts, but not necessarily on the technique. And the only way to do that is hands-on training, you know, being physically there and doing the work. And so EMC in March 19th, we announced the first Cloud Foundry dojo. And it is a six-week training program. And it's modeled after the original dojo that was started in San Francisco. And it is a program that will teach developers about Cloud Foundry. They'll train them in open source. Out of it, they will become contributors to the open source community. And they also learn about paired programming, test-driven development. And the overall methodology of Agile that's deployed within this community. And I think it's really great. I think we've got a guy going through that training right now, he's in the third week. There's a lot of benefits to that. As development, as open source development communities scale to large scale, I think the concept of dojo should be, you know, kind of osmosis across all open source projects. There's a lot of benefits to it. It's very community-driven too. It is systematic, but it's not, you know, there's not a lot of governance on it. You're not going to find a lot of documentation about it, but it is hands-on training with committers rotating through and where EMC's going to focus our developers on open source contribution is the bottom layer of Cloud Foundry, Bosch, which does the cloud management and deployment of applications. And we're going to start working on some problems around, you know, data, data security, persistence, things of that nature. Yeah, kind of bridging that platform two to three, which is EMC's thing. And David Goulden's like a platform two and a half, which is kind of like just saying, extreme IO basically is going to drive that. A lot of performance going on in the hardware, in this servers, in the storage, at the same time this new software model lays on top of it. Right. You got to shift that mindset. And how do you get that going? I mean, EMC, we were at EMC World Commenting to Jeremy Burton and John and Martin and Guy. Like EMC has never been known for having a big community that's always had great customer service, great sales centric, great innovator, but they didn't really need a community because they were rolling out drives and storage. But now in the past five years that software focus you mentioned has been big. So, you know, what's your take on that community initiative? You think EMC's got the right stuff? You think they're going to throw money at it? They're going to, what are they going to do? How do you get the community going? Yeah, great question. I think part of it, clearly in client server, we had great brand recognition, mainframe great brand recognition. And I think it's the same thing here, which is EMC's value proposition in the new world of platform three. And it is, it's about software, it's about the assets that we have. But more importantly, it's taking a lot of the learned concepts and applying them in different ways. You know, we've got great technology across the product lines, from our core technologies division or emerging technologies division. And I think in the world of platform three is how do we leverage that value in a different way? For example, DSSD, you've heard a lot about DSSD. You know, great opportunity to accelerate applications. What if in the software defined world we knew the infrastructure had that capability, could we do a better job at deploying Redis or other in-memory databases, no SQL type data stores in memory on DSSD? Having that knowledge up so we could broker the application workload to the right infrastructure. I got to ask you, your senior executive been a huge EMC executive running a big part of the business, which means P&L, gun to the head, make the numbers, to now a creative role, you know, and I quote the old Steve Jobs when he had one of the most creative periods, when he had a lot of stuff he can get his hands on, get a little roll up his sleeves. You're kind of in this new role, but you're bringing that history of EMC in. What's your mindset? I mean, as someone who used to study karate, obviously the dojo kind of concept's happening. What's your mindset? How are you approaching this new challenge from a Brian Gallagher executive and personal standpoint? Because it is a role your sleeves up. It's get down and dirty. It's how to have some fun, new transformation. You're in the future build out of EMC. It's like you are part of the future creation. What's your mindset? How are you attacking this new job and how are you recruiting people? How are you getting people motivated? So I'm a big fan of the trilogy, The Matrix. We got VMAX named for a reason, right? Virtual Matrix, so my answer to that is in October I took the red pill, right? So if you remember Morpheus saying, you know, you can take the red or blue, blue, you just go back to life as you know it, red will see how deep the rabbit hole goes. So in October I took the red pill and it was a, not that I wasn't familiar with it but became much more intimate with what's happening in the space. The innovation, the ability to accelerate innovation is huge and I think this whole notion of DevOps, right? On platform as a service built on infrastructure as a service is compelling because you don't have to write everything over and over and over again. You can deploy microservices and you can publish without having to worry about hey, is this only going to work on this cloud? I've got cross cloud portability of my applications and content.  But I, you know, haven't jumped in with two feet.  And if you remember the jump scene, you know, when they jumped the buildings and the first time you will fail.  But I think, you know, taking those lessons and then applying it to the new world has been very helpful. I mean, you got a creative canvas now. I mean, you got some, I don't want to say latitude but I mean, it's a mandate but certainly this platform three is still not fully defined. We heard that at EMC world and you can see here at OpenStack, it's maturing, it's not a mature market.  Right. Cool. And who's your team? Explain some of the things going on with the team that you have working with you? Yep. And what's going on in the organization? So we're building a great team. We've got Edith Levine from our CTO office. She's been doing a great job, you know, kind of knocking through some of the projects and then lining up things that we're going to be doing next. Brian Roach just joined us. He's going to be running the engineering focus in the Dojo in Cambridge. Guy came on board, great asset. He's working with the pivotal folks in San Francisco. Luke, I can barely pronounce or spell, I can spell his last name but he's a great guy working over at, on Howard Street with the pivotal team. We've got new members coming on board over the next three to four weeks. A lot of kids right out of school that have no preconceived notion of how stuff should be done and coming in with great questions, great ideas, great suggestions. So it's a mix of internal folks, external hires, college students, you know, getting a really good list. And I'll say, we run them through an interview process from the Cloud Foundry team and a lot of the folks that have come through have scored very high off the charts in their interview process. So we're getting, you know, building a really capable team in this space. Yeah, Brian, so, you know, wondering if you could share how your team is interacting with kind of the rest of EMC because I know Tucci, you know, heard feedback loud and clear from the customers, you know, open source is a big piece of what you guys need to be doing. There's people inside EMC. I mean, you yourself are going through some changes here. How much is it your team leading the way? How much will it be kind of antibody sweeping through and adjusting the current workforce and how much is going to shift? Yeah, so I think you'll hear more probably later this summer, you know, beginning of the fall, you know, we're working together, you know, with our partners across the functions at EMC and identifying, you know, key projects. There's a lot of what you heard a lot of it at EMC world. You know, what are the things that are going to be contributed? Stay tuned. There's going to be more, you know, what we announced with Copperhead was just a start. You'll see more and more of that. And then the model is really about value, right? In terms of where does, you know, there's a lot of things that we're contributing that has a lot of value into open source, but there's other areas that, you know, have even greater value, you know, that will be, you know, kind of core part of our portfolio moving forward. So I would say, you know, roughly late summer beginning a fall timeframe and, you know, we're already making contributions both in the OpenStack community and in the Cloud Foundry community. So those are ongoing. Our first project that we did with the team was helped to provide UAA, you know, authentication to Bosch. And so that works on going down. Team's been doing a really good job. And you get the bi-coastal situation. This is nice, right? That's going to be key. It's kind of like the wiki-bond silicon angle teams. Yeah, yeah. And we'll be able to also do paired programming between the coasts as well. Great, any events planned? I mean, or is there... We're going to have a series of meetups in Cambridge. So we'll be kind of getting those out in the social world, you know, focused on specific topic areas that are near and dear to our hearts. And then we're talking about other related events, you know, things like hackathons and other that we might want to sponsor. Oh, the dojo will be creating that, enabling that mindset. You know, the hackathons will come out of that when people start getting going on the coding. Yep. All right, well, anything else you'd like to share with the crowd here? We're big fans of what you're working on, great role, super excited for you. Obviously, there's so much work going on, build out is happening, sessions are packed, and people literally sitting on the floors getting into some of these sessions. So it's been, it's an engineering build out mode right now, so anything you'd like to share? Yeah, last closing comments, the level of excitement is huge, right? So last week at the Cloud Foundry Summit, this week at the OpenStack Summit, and energy levels are high, the excitement level is high. I always show the face of excitement. That's me, but I am super excited about what's going on here, and also in the other open source communities. You got a great opportunity, green field in front of you in a way, so a lot of good stuff happening at EMC as well in the Federation. So you got a lot of stuff to play with, the toy box is full of goodies, and there's some new stuff coming out, certainly Agile and Cloud, certainly Dynamic. This is theCUBE, we'll be right back to Brian Gallagher, the president of the EMC Cloud Management Division. This is theCUBE, we'll be right back. I'm John Furrier with Stu Miniman, right after this short break.


Mr. President, may I introduce Mr. John O'Brien, the President of the Touchdown Club. Thank you, sir. And I see you. Thank you. Mr. Mark Walsh of the Touchdown Club. Mr. President, how are you doing? Mr. President, it's great to see you. Mr. Sam Marl, how are you doing? Mr. President, I'm glad to see you. Mr. Hayden of the Touchdown Club. How are you doing? I'm sorry. All right. We go over here backwards. Yes, sir. Yes, sir. I already knew, sir. These are our timmy awards, Mr. President. I'll send them around. I'll send them both. I'm waiting to see if they're up there. I'll turn them around. Are you ready? They're here. This represents your athletic prowess as a blocking lineman. Well, thank you very much. They don't quite resemble the Gitter. No, but you know, the timmy is named for that exuberance of youth, of sports, of the excellence of a young boy, of an old-fashioned outfit. Well, I'm greatly honored. I know Nancy will feel the same. I accept it for her also. I thank all of you. Thank you, Mr. President. Mr. President, we look forward to making you another presentation. You have received more timmy's than any other president's. You've won as governor of California. You've received twice in office here as president. And so we look forward to presenting you with a fourth timmy in your new career, when we can invite you back to Washington. And we'll have a letter from you as, I'm not sure what, but it'll be something great. Well, thank you very much. I just wanted to show you 1957. We were here with your friend, Mr. Eisenhower. Toughly leaving you. And I probably only wanted to remember these people. Yes. The Dutch, of course. Well, Mr. Met around it. We remember my plate against him. Yes, that's right. Well, thank you very much. Thank you. I appreciate it. Well, I appreciate it. I'm grateful. Thank you. Thank you. Maybe I can leave you. Thank you very much. We're looking forward to seeing you again soon. I would leave these with you in advance. It's a great time. We look forward to your lifetime. Thank you. Thanks very much. Thank you very much. Thank you. Thank you. Thank you, Mr. President. Thank you. Thank you again. Have a good evening. Good morning. Question. Good morning. Good morning. But we're here for a ceremony this morning that's going to begin with my reading of the citation for the Presidential Citizen's Medal, whether on the battlefield or Capitol Hill. Senator Robert Dole has served America Heroic. Senate Majority Leader during one of the most productive congresses of recent times, he has also been a friend of veterans, farmers, and Americans from every walk of life. Bob Dole has stood for integrity, straight talk, and achievement throughout his years of distinguished public service. And I'm very proud to present him, the Presidential Citizen's Medal. Thank you very much. Thank you Mr. Chairman. Very pleased to be here. Thank you so much Mr. President. Thank you. Oh, you're not going to go on, Maureen? You're our Dr. Maureen. Second oldest son, Bruce, here. Son, Robin, our son-in-law, David Norcross. Boy, it isn't with a scun on Chicago, but he had, he's got work to do. Well, I'm going to read the citation. Bob Michael, the man who could always be counted on by his President, his constituents, and his country. Selfless and devoted in his work as House Minority Leader, Bob Michael steered through Congress some of the most revolutionary and wide-ranging legislation of the post-war era. His legislative skills and distinguished service played a critical role in restoring America's economic and military strength and opening a new era of world peace and freedom. And I am very pleased, very happy to present the Presidential Citizen's Medal. Thank you so much, Maureen. I'll turn it off. Lord, what a great call to malign this thing. Thank you. Thank you. Thank you very much. Thank you. Can I stand on one side for a minute? Yes. Mr. President, how do I just run? They'll see it. They'll see you. Do you have any more things? You know, in my long-time secretary, Howard Richardson, this is my children's chapter. I'm going to read the citation here to Senator Strom Thurmond. His 65 years of public service to the country he loves speaks not only to Strom Thurmond's legislative achievement, but his character, fortitude, and strength of mind and heart. A former judge, presidential candidate, and president pro-temple of the United States Senate, he worked to appoint conservative judges in strong proponents of constitutional law. The achievement of more than six decades have made the name of Strom Thurmond synonymous with distinguished public service and devotion to America. Strom, I'm very pleased and proud to present to you this, the Presidential Citizen. Thank you very much, Mr. President. I appreciate this. Coming from the finest Protestant Washington. Thank you. Thank you very much. Nice to see you. Thank you very much. Mr. President, do you plan to relax the restrictions on the five oil companies trading with Libya? Do I plan what? There's been some discussion that you may relax restrictions on five oil companies trading in Libya so that they can maintain their own assets and profits. I can only tell you that this is understudied right now as to the situation. Do you have any plans to fund any oil companies trading plans? Well, there are always funds coming across my desk from the Justice Department. And no, that's not, that has to come from my bill for attention. Happy cat. Heavens. Come on. The last time it was on your noses. Not as president. Honest President. Well, you're late. No bandage. I'll just take it off. Why don't we do the coup over here? Mr. President, we know you've got an awful lot of going away presents lately, but we wanted to give you something that was both unique and would remind you of us. So we'd like to present this on behalf of all 19 military aides that have served in your command. Well, thank you very much. I'm hatching the football. I think you better move in. Can I get rid of our bandages? No, no, no. What is it?  I'm going to turn sideways and get an envelope closer. That's right. There. Thank you. Well, thank you very much. I thought the first you read it. That's his other hand. It's not a bandage. Zivian walked in. Yeah, with the nose patches. Well, yes, that's right. Get it off of there because I found out wearing it until I had to take it off. But it gets, then goes, gets all over your clothes. We can't afford it. It's all right. Mr. President, it's been great. And I think you're the best commander in chief I've had in 21 years of service. Well, no, thank you very much. Thank you. Thank you, Mr. President. As far as I know, you are the best commander in chief that the U.S. has ever met. I'm very kind. I appreciate it. We're going to miss you, sir. Good luck with California. You've prompted me to tell the story about the fellow that was late for work, seven minutes, and the boss was waiting for him. He said, when you were in the service and you came in late, what did they say? Well, he said they just stood up and saluted and said, good morning, Colonel. That's right. Thank you, sir. Thank you very much. Thank you all for all you do.


for trading newsletters. The following is a presentation of TFNN. Trading Hour with your host, David White. Call now toll free at 1-877-927-6648 internationally at<PHONE_NUMBER>. Now, David White. And welcome all to another exciting edition of the Power Trading Hour. With me, your humble, lovable, and squeezibly soft host. As always, we'd like to come to you at this time. The following takes place between 2 p.m. and 3 p.m. I'm listening. No, no, don't hear it. Is it there? Well, didn't hear it. Okay, well, they missed it today. What else do we have going on? Well, a lot of earnings, as we said, if you were looking for volatility and praying for it on Monday, you've got it now. The question is whether or not you were on the right side of that volatility, but you can never tell. Anyway, as we're looking at things, market's really trying to make a decision on whether it can go higher. Getting kind of close to the end of the month fund buying, which actually starts a week from today, really in kind of a little bit next Wednesday, but you might even get a little bit on Tuesday, but I think it's probably really gonna get big in the second half next week. Question is whether or not they can hold this market up after that. I suspect that we're gonna start seeing stocks sell off, individual stocks start selling off significantly in the next few days. There's gonna be a big difference between the winners and the losers. Talked earlier in the week about the Summation Index for the New York Stock Exchange and the NASDAQ, too, showing how weak, well, let me put it this way, how few stocks were pushing the indexes higher. So I wasn't really thinking that we were going to get much higher, and of course, we continue to look at the very weak numbers in volume in all of the markets. In fact, we're just at about four billion shares right now in the CBOE consolidated tape. I had some questions about that too, and we will answer those in the show. I'll bring the chart up from the CBOE, and I'll let you know what's actually going on and what these numbers mean. A lot of people were asking that I had sent the CBOE Market Share Volatility page too, so we'll bring that up. We continue to watch the winners and the losers. Of course, a lot of people talking about Tesla. I'm trying to think whether or not everybody would like to talk about just electric vehicles in general for the Tom O'Brien Tech Insider, portion of the last half hour of tomorrow's close, and we'll see. Anyway, maybe you can email me and see if you want. I think there's a lot to be said. I think I could do about 20 minutes on it today just off the top of my head, much less not asking or looking into it fairly far. But a lot of things that just seemed kind of weird, I brought it up a number of places, and I think this may be the most teachable moment. Maybe even write a book just on the bubbles in individual stocks that I've seen over the years, but maybe Tesla is gonna be the one that they write the textbooks about because this seems like even after the horrible earnings, I was busy reading the chat blogs, which are not a lot of use to anybody, but what I wanted to make sure was that there were still people that just believed in Tesla, didn't matter if it's going to zero, it's going to a million bucks if we just hold on. The same thing that people were talking about in Bitcoin was at 20,000. It's going to 100,000. When it came to $10,000, they were sure it was gonna go to 15,000. When it got to 5,000, they sure it was gonna go to 7,500 again. When it got down to 3,300, well, it finally had a bounce. But generally you're wrong for a long time. And there's one thing that I do say, which is there's nothing wrong, you're gonna be wrong in the stock market a lot if you play the game for a while. There's nothing wrong with being wrong, you just get out. But I'm sure one thing, and that is that there are people that are so bought in to what Elon Musk has said that it doesn't matter what the stock price does, they're in it to win it. They're gonna be there forever. And of course the first stock that I ever, I really started trading and investing in about 1994, but I think it was about 1995 or six. I think it was 90, 96, was iOmega.  And I think that's probably the best way to describe it, there becomes a cult. And no matter what happens, there is a huge effort inside the cult to make sure that nothing comes in that can break their belief system about what that cult is about. And I see that continuing on today. So we'll talk about that.  What do I think about the EV market in China? I think it's gonna be fairly big. What I don't understand is that everybody thinks that the Chinese people are gonna let anybody else come in there and build a factory and make money. I mean, it's against everything that they believe in. They've sent at least 30 companies that I can remember, packing, Facebook, Google, everybody that thought they were gonna come in there and clean up, they got one rule. And that is, as an American, your money is for us to steal or take or lie to whatever it takes, we're gonna copy what you got. You may come here, we'll see how you do things, and then we'll kick you out. And that's been it. It's been a long time like that. I just, some games you just can't win. And I don't understand that a lot of people think they're gonna allow somebody to come in there and really clean up. I think Kentucky Fried Chicken is the only one that's done well, if I'm not mistaken, but there might be some other ones. We're gonna go to break. I got some more questions to answer. Executive and middle management Tesla has been in such a flux for four years, as documented by Chain Ups. We'll be back in a minute. 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Tfnn.com, educating investors. Oh, toll-free at 1-877-927-6648, internationally at<PHONE_NUMBER>. And what can you say? Anyway, we were talking about Tesla and had a couple of questions come in. Of course, you can always email me at path at tfnn.com. We'll be glad to take your email or<PHONE_NUMBER>. What I was saying is it's just a teachable moment. And one of the things I always thought interesting is when CEOs spend a lot of time hating on short sellers. And generally, it's because there's a reason to short the company. You can't, if the company's good, you're not gonna put it out of business. If there's problems, as the gentleman that hit Jim Chano's, hit Enron correctly, he calls short sellers real-time financial detectives. Because they actually find out what's going on, or at least the fundamental short sellers, let me put it that way, are real-time financial detectives because they know what's going on. They look at the books. They do the homework, which almost no one is willing to do. I don't spend a lot of time on fundamentals, i.e. the books. I look at the big market. And it's pretty easy for me to see that there's a lot of competition coming on. And I was actually looking at those companies this morning. And the Mercedes-Benz, one looks pretty cool. The Audi e-tron look neat. If I was looking for a sports car, the Cayenne, I wanna call it a Cayenne, but it's a K-Can, K-Can from Porsche. It looks very neat. Anyway, the other thing I was asking the other day was with all these EVs supposedly running everybody out of business in the gasoline market, why was the big lithium company in Chile doing rather horribly? Man, if there was gonna be the kind of end in day, end in station of huge selling of electric vehicles, I think it'd be very tough to get the amount of lithium that they need. And of course, it's been a bad week for Musk. The forest capsule blew up. All I can think of every time I see that is, where's your, what was it, stripes? Where's your commanding officer blown up, sir? But not a good thing. And of course, I'm a big proponent of SpaceX. I think they're doing a lot of the very smart things. But man, no mulligan there. If you blow up everybody in the capsule, kind of defeats the purpose, doesn't it? Very interesting design choice that they did by putting the rockets on the side of the capsule itself. But yeah, we'll talk more about that. Back to a show already in progress, where we haven't even got into the history. In fact, why don't we do the history, then we'll move on. And it's on the history repeating. On this day in 1859 at Port Said, Egypt, ground is broken for the Suez Canal. An artificial waterway intended to stretch 101 miles across the Isthmus of Suez and connected to the Mediterranean and the Red Seas. Ferdinand Lesapie, the French diplomat who organized the colossal undertaking to deliver the SpaceX, blow that inaugurated the construction, really didn't get fired up till about 1875. And of course, steam shovels, all that stuff really started coming. Surprisingly enough, this isn't the first canal that was made there. Back to the times of the Egyptians 2000 years before, they'd been making canals, but for very small ships. First one was only like about 75 feet wide and 25 feet deep. So a lot of the heavier freighters could not go through there. They widened it after a couple of years, started being used fairly regularly. There was a 99 year lease on it that didn't make it until 1950, where they threw the British out of Egypt and some of the surrounding countries. And of course then a lot of saber rattling and wars, the seven day war, a bunch of other things happened where it was closed periodically. But even to this day, somewhere between 50 and 100 ships go through it every day. But just that little cut right there where you can shave off going around the Horn of Africa made all the difference in the world. We'll go back to a few things. And that is, maybe we should talk about this tomorrow with Tom O'Brien. But I really love that there's a couple of books when I was a product manager that I loved. One of them was from a guy named Davidov. And it was called Marketing High Technology. And he always had this theory that there was kind of a bell curve. And at a certain point in the bell curve, that's when things normally hit the fan. And it's where you go from early adopters to the mainstream adoption of a larger market, the big market where the big, big, big money is made. And I was speculating that last year that's kind of where Tesla had become. They got over the people that wanna be smug and say that they drive a Tesla. Don't say that all people are smug. But for years, the Nissan Leaf people were the smuggest in the world. Maybe edged out in the last couple of years by the Tesla folk. But it doesn't mean that they're all bad. This means some of them were a little bit too smug. But when you're done with those folks, you've gotta actually take it to the big top, to the big time, to the big game. If you're playing in the minors and you go to the majors, there's a lot of times that there's a big culture shock. And if anybody wants links to those books, I'll be glad to send them to them. Another book that I found very interesting, actually series of books, that are kind of the Bibles for everybody in disruption in Silicon Valley, or by a guy that we had on the show six or seven years ago. And his name is Christensen. He writes about the innovators dilemma, a lot of ins and outs, but he did a lot of book work on hard drive manufacturers that won and lost from the beginning of time. And one of the reasons he did that was, there was incredibly good data because the magazines actually published it over a number of years. So there was something to go back to, a lot of times there's not that kind of data today. But he came up with some theories and they've continued to refine and move those theories together. But there are a lot about what's happening. And there is this kind of, they actually call it the bowling alley. You kind of have this early honeymoon period. And then it's like going from the miners to the majors and baseball. You find out what major lead pitching is actually all about and traveling and doing a lot of things that you don't do when you're in the miners. And that's kind of it. And like I said, I could probably write a book because it is a incredible, teachable moment for how stocks move fundamentally, not so much technically. We'll be back in a minute. The path of least resistance is David White's daily trading newsletter. And if you're looking for active trading ideas, then now's a perfect time for a 30 day free trial to this powerful daily trading advisory service. David uses his years of trading experience to offer his subscribers his trading ideas each morning in his path of least resistance newsletter. Using a combination of equity trades along with options, David keeps his subscribers up to date with all pertinent market information with intraday afternoon updates when warranted. Don't miss out on this great chance to get a 30 day free trial to David's daily newsletter, the path of least resistance with no obligation to pay anything. David has been delivering solid recommendations for his subscribers recently. And if you'd like to see the type of newsletter he delivers every morning, then visit the front page of TFNN and you'll find the path of least resistance under trading newsletters. For all the details and to start your 30 day free trial today, log on to TFNN.com now. Hi folks, Tom O'Brien here. If you'd like to get my daily newsletter and market insights, then now is a great time to sign up for a 30 day free trial. Every morning by 9.30, I send out my morning letter to subscribers with market commentary on a variety of markets, currencies, and commodities to keep investors up to date on the day's trading action. Included in market insights are specific buy and sell recommendations for stocks, ETFs, and even options with stops and price targets included for every trade in my newsletter. If you'd like to try my newsletter risk free for 30 days, then head over to the front page of TFNN and you'll find market insights under trading newsletters. I use my years of trading experience to bisect and dissect the market every morning and give my subscribers the most important information they need to know for the day ahead. I even issue afternoon updates for my subscribers whenever warranted with important market action. I'm always scouring the market for the next great trading opportunity. Sign up for your 30 day free trial to my daily newsletter, market insights today by visiting the front page of TFNN.com. Well, go get them folks. TFNN is excited about our new software charting program, The Art of Timing the Trade Chart. In collaboration with Tom O'Brien and using his best selling book, The Art of Timing the Trade, Your Ultimate Trading Mastery System, David White has programmed an outstanding piece of software that will complement any trader's methodology. Using this first of its kind program, The Art of Timing the Trade Charts allows you to scan thousands of stocks for Fibonacci formation setups, including guardleafs, ABCs, butterflies, and much more. The Art of Timing the Trade Charts is designed to help you when scouring the markets for stocks just beginning to form the trading patterns that many investors spend days, weeks, or even months searching to find. And right now, we're offering licenses available at only $79 a month. We are so confident that you're gonna love this new charting software that will even give you a 30-day unconditional money back guarantee. Don't miss out on this incredible new piece of software. Get your copy of The Art of Timing the Trade Charts today by visiting TFNN.com. This segment is brought to you by Think or Swim. For more information, just click the Think or Swim banner on the front page of TFNN.com. We had kind of another question. We're not gonna even get much in the way of stocks or stock movement, I think, today if we keep going this way. But a very good question, and that is, somebody had my question on cannabis companies or the industry. And I just, my mother had a problem with taking drugs. They were prescription drugs. But it was part of the worst part of my childhood. She thought it was a pill for everything. And I can't hardly take an aspirin now. I kind of, it's like somebody that was an alcoholic that rails against anybody else drinking. I just, I can't see it, don't understand it, don't want to be around it.  I can tell you though that almost from the inception of history, you don't wanna be in the business that everybody's calling a gold mine.  You wanna be selling, I said, the best business probably be in is in Scott's Miracle Grow and Fertilizer. I've always thought that everybody would raise the prices and they would continue to tax it to the point that everybody just grew it in their backyard because that's the way government is. They can't help but kill the goose that lays the golden egg. So my belief that government is inherently evil, at least to some point or another, more of a libertarian than anything else, is that they can kill it. I remember when they brought the, what was it, the Lotto to the state I was living in. And they told everybody all the money was gonna go to the schools. And then 10 years later, they wanted to raise taxes for money to go to schools because they'd all looted all that money the local state people had. Anytime they say it's for the children or the schools or anything else, just grab your wallet, they're just lying to you. But anyway, what I was gonna say is you do, I mean, the big companies that have lasted out of the gold rush were a lot of the companies that made tools and the Levi jeans, one of the big ones. In fact, didn't he die on the Titanic? I think he did Levi Strauss. But you've got a lot of companies but it's almost always the companies surrounding the companies, and I would go back to IBM PCs. It wasn't the people selling the hardware that made the money for the most part. It was Microsoft now making money again. It was all those other companies making software for it. They made thousands and thousands of times what IBM did in selling the IBM PC. And now that is not true. And I think that's the very worst part of it for software on phones. The very little money actually being made, Apple says how much money that they actually have given back to programmers. And that's why generally those things die out. There are not enough people that can make money on whatever. And occasionally there's a guy that runs Flappy Birds and he makes a couple million bucks. But if you took the amount of apps and the hours it took for the iPhone, for the millions of apps they have, the average money made on everything is about a buck an hour. That's how much money that Apple has been able to give back to the people that have written software. For Windows PCs, that average is more like 120 bucks. So you can see when Apple destroyed the music industry, they also at least have some level of a problem in destroying the software business.  You're not gonna really make the money with that app.  But it's a lot different. Anyway, we've been meandering and I think this one episode is enough for me to win the Diagressing Award once again at TFNN. But we'll go and start looking at some charts here. I've digressed long enough. Let's go ahead and look at, like I said, volume's been light, volume was light again yesterday, 2.3 billion shares as we talk right now. For the market, we keep kind of coming up to these levels but this is where you wanna see some kind of movement with some kind of volume. And at 2931, let's call it 2932 on the S&P Cash, you should be able to drag almost every company out of the mud with Facebook and Microsoft last night. That it's not doing it, that we're having a lot of companies actually reverse off these highs is problematic. But it doesn't mean it's time to pull the trigger and go short. As I said, my newsletter today, you're waiting to see them the whites of their eyes. That was in the Revolutionary War. I forgot who said that, maybe it was Washington. Wait until you see the whites of their eyes. Rifles weren't all that accurate back then. So they didn't wanna have a bunch of people and it took a minute to reload. So they wanted to wait and make sure that the first shot you got actually counted. I think this is one where you wanna think more like a sniper than having a shotgun and blasting around everywhere. I believe that the stocks to probably short are going to be individually one until probably the first week of May where the entire market will probably start to roll. But certainly a lot of the parabolic moves that we've seen in this market already have are setting up for any small pullback, a little pop higher and you'd be back to these. Now, one of the things I wanted to bring up was in Amazon a while ago, there was literally nothing to say that the stock was gonna pull back and it did. And it pulled back rather significantly. I'm gonna go back to that period where I pretty much pegged it and it goes back to 2017 where you got to a thousand bucks and it came all the way back, maybe about 60 bucks. I think maybe the one I was looking at actually where it came back to about, I'm thinking it came back from about 900 to 750. Maybe I'm not going back far enough. Can't remember. Let's go back a little farther. I'll find it. Because I remember it was at about 1,000 and it came back to about 750. Fairly quickly and it did nothing but go higher since then. But at some point you need a fairly decent pullback to make it look like it's a deal again. Eventually everybody just gets a little nervous about buying a stock that continues to go higher and you get that giant clear air, they call it flying and flying clear air turbulence. Where you're flying, everything's wonderful and then all of a sudden the bottom drops out. And that's when no one has their seat belts on and people bounce all around the cabin and you hear about it every once in a while, a couple of times a year. Clear air turbulence, I suspect that we might have that going forward, we'll be back in a minute. If you're in the CD market and looking for a secure investment, the Tiger First mortgage program may work for you. The security for these first mortgages are building lots in the tax opportunity zone in St. Petersburg, Florida. The Tax Act of 2018 set up tax-free zones across the country where you can build and hold for 10 years and pay no tax on the profits, which makes these lots valuable. The investment is anywhere from 30,000 to 75,000. The interest paid is 7% yearly paid on a monthly basis. According to bankrate.com, the best rate for a four-year CD in the country as of February 20th is 3.1%. A $50,000 investment at a normal four-year CD rate of 3.1% would give you income of 1,550 per year or 6,200 over the four-year period. 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The funds are designed to be utilized only by sophisticated investors such as traders and active investors. Distributor, foresight fund services, LLC. Don't forget, you can listen to TFNN live on your mobile device 24 hours per day. Go to TFNN.com and hit Watch Tiger TV. That's TFNN.com and hit Watch Tiger TV for the latest market information. And after the bell tonight, we've got Amazon, Intel, Starbucks, Grubhub, Cypress, Semi, Illumina, Alaskan Air Group, Capital One Financial, Afflack, Southwestern Energy, Juniper Networks, Proof Point, Discover Financial Services, Log Me In, which used to be, I don't know why they changed the name, but that used to be the PC Anywhere folks, and they've gotten into kind of Skype-like programs. Mattel, Shutterfly, SkyWest, Nautis Medical, Mohawk Industries, Principal Financial Group and Verisign. Mohawk is the one I'm going to be watching probably closely, because it's very tied to the housing business, which is tied to the U.S. economy. So I'd be very interested to see what they say tonight, not so much play it as see what they have to say, but a full cornucopia of earnings after the bell tonight with Brian. As we're talking about Tesla, I just wanted to look at it on the chart here for a moment. There's not a lot to be said other than the fact that it's down and breaking down. There's a bigger fundamental problem with Tesla, and that is below 240. There are a lot of these redeemable, what would you call them, warrants that they have that will turn into stock that will probably get sold. And it's kind of hard because this is extremely complicated legalese in these, but it sounds, from what I've read, that it's around 240 bucks. Many of the folks I think that kept Tesla up yesterday after the bell, even after they buried it after the earnings after five o'clock, I think are trying to get it out of there because then that creates kind of almost a down draft or a back draft, probably a back draft of selling from those people to get the warrants and sell them as quickly as they can. But I think if it goes below like 240 bucks is what memory serves out there. If we have any other questions, make sure and send them to me at 877-976648. Other big movers after the bell or after the earnings this morning have been some Xilinx. There was a lot of discussions about Xilinx getting bought out like Altira did and they've been talking that up for a month. Everybody's been around spending it. And of course, as most rumors go, they are unfounded. And I think that's, I mean, they didn't have good numbers anyway, but I think that a lot of this big run up is from the early week of February was all about this just drumbeat of people banging about it. And then of course it comes down. In stock markets, you have kind of a linear move higher and a logarithmic move or exponential move lower. Some people say that you walk to the top of the building, but the shorts jump off the top. And that's basically what happens. Not a lot of signal in there to tell you that it was time to pull the ripcord on this one, but certainly kind of a surprise. Altira was bought by Intel, or Intel after the bell tonight. They're actually just starting to see a lot of the synergies that they get back in there. Intel's kind of hanging up there fairly nicely. But again, I think that the honeymoon's over for the new CEO. He's done a lot of things that they like. I wouldn't short it. Still don't think it's probably worth a short, but I think it's probably one of these stocks that you're gonna have to wait until the current CEO gets exed out and they put somebody in there. It's kind of a big charger. We'll see how he does. Maybe he's not as bad as others that we've had, but I've never seen anybody that really came on and added anything that was a CFO to a high tech company. They're generally set there as caretakers to make sure that the people that actually built the business can get out. And so I don't think it goes down fairly far. Now they did kind of interestingly have a huge rollout this week of new processors and really never got any kind of bounce out of it. We may have seen that in the gap higher earlier this week. We've come back and filled half that gap. So if you are thinking the market is just going to the moon with a rocket, doesn't look bad chart wise, I think that there are much better, better stocks out there. Take a quick look at Microsoft and what it did. And I'm fairly amazed. I thought that this thing, that was about it. But man, have they been able to turn the web services business on? In fact, I was doing some consulting for somebody and they were asking me some questions because I know a bit about .NET programming. And they wanted to do it on Linux. And I said, whoa, they were trying to do it away. I said, well, Microsoft already does that. It's all free, it's all open source. Why would you go and do it the hard way when you could get all the stuff for free? And I said, lots of programmers around know it. What you're trying to do doesn't make a lot of sense. But the new CEO, since he's taken on and really hadn't made one bad step, I didn't think there was that much left to squeeze out of it, but they certainly have. The only thing you need to worry about is if you get a lower close tomorrow on this and make this an abandoned baby or a shooting star up at the highs. But continues to be the Amazon web server. I mean, their Azure web services system continues. Grew by 72%, 75%. And I think it goes back to the philosophy that Microsoft actually had. And I'm gonna find it here because I think it is another one of those teachable moments out here where you find out that basically the CEO decided he was gonna go right back to what Bill Gates did early on in building the company. And there was in all the work that worked, all the legalese going around the 2000 antitrust issues around Microsoft, what they found in the documents everywhere, I'm sure they're smart enough not to put it in emails anymore, but there was three words, embrace, extend and extinguish. What they would do is embrace somebody else's technology. They would extend it to theirs was better than theirs. And then they would crush the opposition. And it just seems to me like they're right back to doing the stuff that actually made them that kind of stuff, made them the kind of juggernaut that they were into 2000. And I think they're right back to doing it. They're just doing it quieter and much better. Call info in Slack, okay? Call from David, wants to discuss S&P 500, let's go ahead. Oh, almost to the break, are you there? Yeah, I'm right here, can you hear me? Yeah, we're gonna go to break here in about five seconds. So we'll do the last segment with you when we come back. Okay, we'll be back in a second. I'm certain you are or strive to be one of the best of the best at everything you do in life. It's the most common trait that we tigers and tigers share. If you're looking to become the best of the best when it comes to managing your money, let me teach you to do what most wealth managers tell you can't be done, which is how to time the markets. I'm Steve Rhodes, author of Mastering Probability. And for the last 12 months, Timer Digest has been tracking my newsletter signals, which have earned me the ranking as their number one market timer in the nation for the S&P 500 for the last 12, six, and three months. Timer Digest also ranks me as the number one market timer for gold as well. The fact is markets can be timed and I'll teach you the exact set of tools that I use that has transformed me into one of the best at what I do. Sign up for Mastering Probability today by clicking on the newsletter tab on the homepage of TFNN.com and get immediate access to workshops where I take you step by step how to use an extraordinary set of tools as well as provide great market calls too. Sign up today. David White's newsletter, The Technology Insider is focused like a laser on finding the next big things in technology. If you had invested only $10,000 in Microsoft in 1986, you'd have been a millionaire by 2000. Disruptive technology like Microsoft's is the key to these massive long-term profits and the Tech Insider is the vehicle from TFNN to capitalize on these opportunities. This is the go-to newsletter that identifies, monitors, and profits on mostly little known cutting edge companies with great long-term prospects. David's experience is as an inventor of Emmy-winning animation products for TV and Hollywood that propelled a company public. Match that with 14 years as a full-time trader and he's uniquely qualified to guide you through the light-speed world of ever-evolving high tech. If you're ready to ride the next big technology full market for less than $40 per month, log on to TFNN.com and get your two-week free trial to the Technology Insider. Get in on the ground floor of the next big thing today. Since 1984, Basil Chapman has been using the Chapman Wave methodology to advise traders of his expert market opinion. While originally hand-drawing charts from the late 1970s into the 1980s, Basil noticed that prices under most circumstances virtually always had a certain number of legs to the upside before declining sharply. Later, Basil found that computer software which included the standard market technical indicators enhanced the degree of accuracy in calling price turns as well as market trend calls. Thus was born the Chapman Wave sequence. Using the Chapman Wave methodology along with other indicators, Basil Chapman advises his subscribers of his expert market opinion each market day with his opening call newsletter. Right now, you can get a two-week free trial to the opening call, Basil's daily trading newsletter by visiting the front page of TFNN.com. Cancel at any time during that trial and pay absolutely nothing. Get your two-week free trial to Basil's newsletter, the opening call today by visiting TFNN.com. Catch Tom O'Brien, professional trader and educator, founder of TFNN, also a special guest on CNBC. Tom will bisect and dissect the markets. The Tom O'Brien Show, next on TFNN. You there? Yeah, can you hear me? Okay, yep. So what do you want to discuss today? Yeah, the S&P 500, do you see it testing the December lows at all? I got a feeling about this. Well, the energy in the indexes is not as bad as some individual stocks. So the answer is, I don't see it right now. There's no evidence. There's an evidence, probably we're gonna get some kind of pullback. But how deep that pullback is is kind of hard to say. I think 2800, 2700 is pretty viewable if we continue this light volume at highs. What I don't think is that there's any evidence to say that the December 26 low at 2346 is getting tested soon. Now that evidence may develop, but I was talking about it the other day. It's like driving in fog. You don't wanna drive too fast and count your chickens before they hatch. Kind of just act like you're driving in fog and saying, okay, I'm good for the next 100 feet, but I gotta keep an eye on it. I don't wanna get too much baked into it. The volume pretty much was very light and it hasn't been going up. So I think we could pull back, but the only thing I'm thinking is maybe 2750, 2800 would be pretty good. And then maybe we even then take another run and have enough energy to go blow out the tops, but this has been a long run without any really significant pullbacks. So I'm thinking that could we pull back and get everybody all bearish and then try to push it higher? I think we could. There's not a lot of bearishness in the individual stocks. The put call ratio on individual stocks is extremely low. So that's what I'm looking at. Anyway, thanks for the phone call. You bet. So when you can, not when you have to and we will be back tomorrow. Same bat channel, same bat time.