Welcome to an Accessibility Tour of RB Digital, version 4.7.7 on iOS. This video was created with support from the Government of Canada's Social Development Partnerships Program, Disability Component. The opinions and interpretations in this video are those of the creator, and do not necessarily reflect those of the Government of Canada. It was produced with sighted assistance. Those who are unable to read print have been listening to recorded books and magazines for decades. The idea of an app to give access to this valuable content is tremendously exciting. A few modifications to RB Digital's interface would allow everyone to truly enjoy this experience. But before we dive into some suggested improvements, let's take a quick look at why they're important. To get the most out of a smartphone, those who are blind turn on voice feedback. Then they can swipe quickly to different controls on the screen and hear any text that appears. In order to navigate a screen effectively, it is important that all controls can be swiped to. Elements should be laid out in a logical order, and entered controls should be used so VoiceOver can interact with them. We will now explore three accessibility challenges with the current version of RB Digital on iOS. We'll demonstrate VoiceOver's inability to swipe through pop-ups, controls it cannot interact with, and challenges with the magazine view. These issues make it difficult to visualize the screen layout and harder still to interact with it. When a menu or feature is activated, the previous screen is dimmed to form an inactive background. This is a common practice throughout the app, but presents a major challenge for VoiceOver users. Instead of being positioned on the new controls, the user is left stranded on the previous screen. A prime example of this is the menu button. When activated, it expands with options such as my account and logout. However, instead of being able to swipe to these options, we can only navigate the original screen. The only way to access the menu field is to tap on the far left side of the screen, then swipe through its controls. This is problematic because blind users will not know where the menu is, or even that they have to tap it. Another example of this is found in the search feature. From the home screen of the app, we press search. At this point, we should be positioned in the search box. Instead, VoiceOver gets stuck on the dimmed background of the home screen, so it is not possible to swipe to the search controls. Here, we must tap the top of the screen to focus VoiceOver on the search pane. Before its controls can be navigated. Unfortunately, reading a magazine with VoiceOver is quite difficult. Here, we press the read button below the magazine. Once the magazine opens, VoiceOver is left in a non-responsive screen in which no text can be read and no controls can be swiped to. In order to pull up the navigation controls, we must turn off VoiceOver first. Tap the middle of the screen to invoke the menu, then turn VoiceOver back on. VoiceOver on. Landscape. Home button to the right. Our digital. Close button. Button. Now, we can tap the text button to move out of graphical view. Button. In the brush. How passion for art shaped 19th century French novels. After a wait, the first page of the magazine is exposed to VoiceOver. However, there is no way to turn the page. Instead, we have to double tap the middle of the screen, then select the contents button. Pen in the brush. How passion for art shaped 19th button. Not only are the buttons here unlabeled, they cannot be swiped to, making this process nearly impossible for blind readers. Furthermore, the title of each section is not presented in the text, so VoiceOver does not speak anything useful here. Story cell story title. Story cell thumbnail. Story cell publication title. Story cell pages label. Most VoiceOver users will not be able to carry out the above steps. The reading interface needs to be made more accessible, so it is easier to find and read articles of interest. Controls that cannot be selected when VoiceOver is running are not limited to the magazine view. For example, in order to access reference information about a publication, you must click on the graphic of its cover from the home screen of the app. However, when you attempt to do this with VoiceOver running, nothing happens. It takes a lot of time and hard work to produce an app of this caliber, and we appreciate your willingness to explore increasing its accessibility. The modifications requested here can be made without impacting the visual look and feel of the interface, but will be greatly appreciated by those reading your content by Voice.


Ladies and gentlemen, if you don't come to Vienna, Vienna has to come to you, and thank you. And it does it in the form of one of the rarest species on earth, probably, an Austrian economist who is actually from Austria. My task today is to try to bring back to life a little bit this old Vienna. It's long gone, but of course there's a modern European, there's not much I can do without American support. So it's firstly, it's the digital tools made in the US that allow me to show you Carl Manger, potentially in a way that you haven't seen him before. Trying to bring him back to life a little bit based on a quite rare photography of old Manger. But secondly, more importantly, it's of course thanks to American Austrians that the Austrian school has survived to be something living to this day. And so that I could rediscover it and try to get interested in its history. Now let's go back to our world long gone, seemingly very different from ours, but bearing some striking resemblances to our modern predicaments. Let's go back to Carl Manger and his life trajectory. He's a way of spiraling into old Vienna. And we see here it's quite a different world that he was moving in, quite representative for a civic elite of newly emerging in this time. He was polyglot, he was mobile, cosmopolitan, quite flexible. And well, unfortunately, the rest of the population didn't really follow suit, these elites. So Novi Samdes, where he was born. Now this is Novi Sarge in Poland. Teschen and Tropau, where he went to school. And now Oppava and Tijin in the Czech Republic. Lemberg, where he worked as a journalist and Ludwig von Mises was born, Lviv in the Ukraine. And interestingly, Maniovi, the place where he spent his childhood, more or less was raised on the estates of his grandparents, physically disappeared. It was submerged by an artificial lake and doesn't exist anymore. Now in the other places at least the buildings survive, but the spirit is long gone. And it was a very interesting time of a crumbling empire, which in his last decades had somehow arrived its peak and shot a lot of tensions and contradictions. Now by moving across this empire, he shifted through different contradicting identities more and more in the tension of a centralized empire. The Austrian Empire was falling behind the other more modern states in Europe, the British, the French, the Prussians. But there was another empire that had fallen behind the Austrians before it was the Ottoman Empire. So the Austrian Empire had somehow to encompass parts of the falling Ottoman Empire in its structure in southeastern Europe. And you see this dispersal of ethnicities here. The map showing all the dispersed ethnicities. A dozen languages, half a dozen religions, one of them Islam, trying to cope with keeping track of modernity. And what is that modernity? It was mentioned before the more decentralized market structure of the west led to a wealth miracle, which then led to military dominance through more innovation, more technology, more capital to spend. That's the train structure in old Austro-Hungarian, mostly financed by a private means, private capital finance. This quite important technology of bringing people together, but of course also very important military technology of moving troops quickly. And at the same time we had capital investments in printing presses and of course the printing press was fairly old, but what was new and quite the reason very dynamic was the spread of mass printing, reaching the masses, connecting the minds. You know dynamic is very similar to the modern internet and what it has done by bypassing elites as well and spreading new ideas all around these quite obsolete structures. So in the 19th century Austria-Hungary by modernizing very late but more dynamically, more quickly than other places it even took over transported mail up to Egypt and the Near East. Austrian steam-powered ship went until India even and we have this dynamic of wealth creation coming pretty late because the crown realized that it really needed this kind of development. So that's maybe you know, rustling the empiricists from Sweden who has shown that we had the same dynamic in the 19th century and large parts of Europe taking over capitalist wealth creation as then in the 20th century large parts of Asia have followed suit and it's quite similar dynamic here that we could see leading to reinvestment and leading to a general reconstruction of the city of Vienna. The city of Vienna we've stood two times with fortifications the Ottoman onslaught and then becoming a hub not only of a centralized empire as the capital but also due to network effects of this interconnectingness becoming a financial hub and that was more important for the 19th century. So the old Vienna outcrew its limitations, the fortifications were raised and again it was mostly private capital financing the reconstruction, large scale reconstructions of large parts of Vienna taking away not only for the fortifications but also the Class C which is the whole area in front of the fortifications to better help defend against the riders that may emerge on the horizon. So new modern boulevards were created one of still most impressive ones in Europe the Ring Street going all around the old city along the fortifications and the Class C and bringing together all this elite of the Austrian-Gerian Empire and among those people were students and administrators and floored to the universities Chairman then replaced Latin as the main language of teaching and it was among these group unfortunately mostly lawyers next to doctors but of course you have an empire, you need lots of lawyers there we have the Austrian school emerging through Carl Menger who was studying law as well and economics was part of the legal faculties here. Carl Menger became a very young professor and he rose to prominence and it was partly due to the ground understanding that they need to understand economics. They granted absolute economic liberty unfortunately only to an elite of big merchants but those merchants got zero percent tax, zero regulation and were given the freedom to industrialize Austria-Hangary and the success rate was quite impressive and a lot of the mobility of the Austrian school the funds are actually new mobility of entrepreneurs, of engineers being part of that very dynamic project of bringing Austria back to the modern time or to the modern time now that's of course the principles you've seen it before first the Germans belittled the Austrians but then there was international recognition pretty soon here in 1888 this is the first mention of Austrian economists in the College Journal of Economics and then in 1889 in the Wiener Zeitung was shown also this is the first time there's this talk of an Austrian school Österreichische Schule von Volkswagen, Austrian school of economists so it was pretty quick recognition of a school and it was many thanks to Carl Menger who rose to this prominence because he was also the tutor of the ground prince who would have become a reformer and Carl Menger invested most of his time and effort into bringing about the generation of young people who made splendid careers in the monarchy and he was for a while hopeful that it could be reformed and brought up to date here is the lecture directory of the University of Vienna and it's mostly students of Carl Menger teaching there in the early 20th century as part still of the legal faculty teaching Austrian economics and his student Böhm von Barwerk even became Minister of Finance he's the president of the Academy of Sciences in front you see old Carl Menger sitting so it's quite a lot prominent for a school and it looks like an amazing success story having here the Minister of Finance on our old on the chilling bank note memorized unfortunately there's a dark side to that success story and as all the ground prince committed suicide he went mental as lots of people did at the time all this new interconnectedness I mean here you see Carl Menger upon his death that was on the main page of one of the main newspapers so really prominent person but the time had changed of course in 1929 already and he had become very pessimistic unfortunately he was prophetic as it turned out to be most people were overwhelmed by the new uncertainties and they sought new false certainties to be imposed on other people and it was an epidemic of neurosis in Vienna so as you say I think in America people went batshit crazy and there's one symptom of that there's only one Austrian school of economics but at least three Austrian schools of psychology so there's quite some coping with that and I think it shows some striking similarity of course among those people going mental some unfortunately very important political thinkers Ayang, Stalin, Trotsky, Hitler, Tito all met in similar coffee shops right next to each other in this old Vienna so that said how the best of times sometimes bring forth the worst of people and the general challenge behind that was a wrong approach to modernity which we've seen also in the more developed nations like France and Prussia and it's this kind of top-down enlightenment where the educated people they think they are of a better cloth and they try to take over the power in society from the full order and they try to impose a kind of modernization on their population and they think they know it all because they're educated, they went to university they got their PhD, now they know it all they just have to implement it they have no practical experience whatsoever and unfortunately this kind of top-down approach that's how the Austrian Enlightenment it's usually perceived it already started quite early with Joseph II or his mother Maria Theresa who under the pressure of falling behind the more modernized nations tried to copy some of the top-down modernization and of course it was reflected again in the centralized bureaucracy that tried to co-op thinkers like Carl Mengen bring in people like Bern von Barwerk in their centralized bureaucracies it's this Joseph II who nationalized monasteries as well and he didn't prevail there was quite a counter-reaction of course to this top-down modernization most of the country was still very urban agrarian so it was then belated that this new tribe of social engineers emerged in the modernized universities with modern sciences and feeling like they really understand it now and are ready to impose that order and it's out of that hybrid, this kind of pride of intellectuals that a large part of the craziness emerged and the Austrian coup was submerged by a kind of death cult and it's the Austrian school of psychology that came up with the term of the Thanatos the death drive and I think it's quite telling that actually what seems like a top-down enlightenment actually is disrespect for the complexity and uncertainty of life and it's an imposition of order and it's a kind of death drive you want to kill what you don't understand so you can control it impose a certain order led by technocrats led by experts and in old Vienna we had this struggle between the death drive and the drive of life and it was reflected as well not only in economics but in arts and literature and it's quite interesting that this realism of the Austrian school you can also find in the other Austrian schools of other sciences and you can find it in arts and literature as well so you see there's quite a struggle going on within the soul of modern human beings and I think Friedrich August von Hayek put it quite aptly when he said we are also in a fight for the party of the living so he took the term it reflects a bit the thinking of iron renders well that you also have to take a stand for the living the living that you can't really grasp and understand immediately and it's reflected in a static struggle or a static challenge as well between the death drive of people imposing a new order which usually is an ugly order and people trying to cope and figure out how beauty and truth can be brought back in an uncertain age of modernity we had that struggle in architecture as well in all Vienna and on the one hand we have Otto Wagner who tried something quite similar to Frank Lloyd Wright using modern forms to try to find a fusion between utility and beauty and of course the youth style of this 19th century Vienna is quite related to the Artico styles in other places he's trying this quite challenging struggle he erred a bit on the side of top-down enlightenment again it's also the time of the planned city and that was his plan for a large part of Vienna which wasn't put into practice fortunately I have to say because you can already see quite of this top-down imposition of order which wouldn't have worked out that well so I think the Ringstrasse is more of a compromise maybe not a perfect one there was a counter-reaction to the top-down imposition and it was another architect a little less known Camillo Sitte he thought that beauty lies in the bottom-up spontaneous order of medieval cities and he really cherished the old marketplaces as compared to the new bulwarts that are created on planned order but he erred a bit on the side of nostalgia and romanticism and of course failed to see the reality of the squalor and the darkness that some of the modernizers of course tried to fight by making use of capitalistic wealth creation of bringing electricity sanitation to the people and again it was mostly private developers building creating this new standard of living in old new Vienna at the time so this struggle I think is quite important to understand the true legacy of the Austrian school because the similarities with other schools are quite striking of the same time and I think it's a different kind of enlightenment it's a quite different project of an enlightenment it's not at all like the French enlightenment of the philosoph like these intellectuals imposing an order it's more like the Scottish enlightenment of people from theory and practice coming together and struggling with modernity and figuring out that being enlightened doesn't mean that you see everything from up top and you know everything it's understanding that our reason is but a small candle and it combines two very contradicting approaches and one is the humility being humble in trying to know being humble and understanding that you will not be able to control the true uncertainty and complexity of life but you can be humbled by trying to understand a little bit about it but at the same time understanding by appreciating that there is some darkness and quite a lot of darkness not only the darkness of uncertainty and complexity but also another kind of darkness the death drive that I mentioned and it takes a very different stance a different approach even belligerent approach of fighting this kind of darkness and that's what gets people still confused about someone like Ludwig von Mises who combined this humility in his try for knowledge with the absolute steadfastness and even belligerence in his fight for principles against the darkness that he perceived in not giving in and proceeding ever more boldly against that kind of darkness that is all pervasive in the philosophical scientific and literary tradition of all Austria and being aware that there is a kind of darkness challenging us and is bringing this world together also two of the lesser known students of Karl Menge helping make an outstanding impact on the world those are Felix Omari Richard Schüller they were actually his favorite students and because they were his favorite students he recommended to them don't become academics and they were gloomy as well but in a realistic positive sense they were as prophetic as the teacher Felix Omari would be known as the raven of Zurich because being so prophetic which at the time seemed very pessimistic and gloomy so he went to Switzerland and he became instrumental in creating private banking in Switzerland and underestimated infrastructure of trade in the dark times of wars in Europe and Richard Schüller led a life as a hidden diplomat behind the certain behind the curtains working really hard to bring back peace after the Second World War and was instrumental in bringing back a small independent Austria not being submerged in a larger structure so that's quite interesting that very early on you have very practical people being influenced by the Austrian school not being that well known but having an outsized impact and being part of a larger project here that's at the same time humble but very steadfast in fighting the darkness of our times and of course part of the mood was already not in the bureaucracy in the castles in the offices it wasn't the saloon and coffee shop culture of old Vienna where not only the craziest people and the fools met but also some of the greatest minds of their time met and that's why what I perceive as the peak and pinnacle of this old Austrian school and it was in particular one person who was crucial for that pinnacle of the Austrian school and that was Ludwig von Mises he was working for the chamber of commerce at the time I mean you have to make some money as an academic but here he instituted his Mises circle and those are the still remaining holes in the chamber of commerce because we rediscovered only a decade ago a plaque that was installed there by four people unfortunately only one person is left to be with us today it was a plaque installed in 1988 to commemorate the Mises circle at the place of the chamber of commerce it's somehow the Austrian functionaries of the entrepreneurs that they are milking at the modern chamber of commerce forgot all about this tradition and forget about the plaque and it somehow lost some place fortunately we were able to rediscover it and now it has got its place back that plaque I know you can read the names was put up by Mario von Mises, Marie Rothbard Burton Plumer and Lou Rockwell and it's still there the signatures and after this Mises circle which was quite peculiar it was not just a seminar of economics and theoretical economics it was moving from Mises brought together business people people from other disciplines artists of their time and it was really like an extended salon so after their meeting at the chamber of commerce there was a restaurant called the Green Anchor having a fusion kitchen at the time Italian-Austrian fusion kitchen the room still survived the restaurant of course couldn't survive all this regime uncertainty we've had and I think even the last restaurant has shut down to the grayness the darkness of modern times there was not enough after dinner they went on to a coffee shop the Kaffe Künstler was right in front of the university I think it's the only picture surviving of that on sunny days they could sit outside but during the night they went inside and it's there on the piano that famous songs of the Mises circle were sung and it was quite symbolic for this approach of the Austrian Enlightenment which is sometimes called the gay or cheerful it's you see the darkness and you're very realistic and you appreciate it but it doesn't let it spoil your mood you still keep your mood up and you maintain your strength your mental strength and your strength in dark times and it made it possible for this tradition to survive until our days so that even a Ludwig van Mises can still be with us as if he was still here teaching us through his books he was not only an accomplished theoretical economist but quite a practical person who made an outstanding practical achievement and that was that in old age he had to leave his home and in old age he had to restart his life in a new language in a completely different surrounding and he achieved the feat he's one of the bear threads by which this tradition has survived by writing in English, teaching in English and bringing this tradition forth to new generations and it's also the 40 years of the Mises institutes I think are very much a practical achievement of a dissemination and it's now up to me to thank you from the bottom of my heart that you have given the Austrian school a splendid second home and have made it possible this tradition has survived to this day to see probably the largest generation of Austrian economists and practical people being inspired by the Austrian school that has ever lived on the planet much larger than a small elite in old Austria thank you very much my dear American Austrians


This principle encourages the design and therefore the use of less hazardous or toxic chemicals. In research and chemical industries, drug developers always look towards using chemicals that are chiral. These are molecules that have a particular shape. This minimizes the unwanted side effects that some drugs can have.  The right hand glove can only fit over your right hand and the left hand glove can only fit over your left hand. Drug industries try to produce medicines whereby 100% of the drug produced is chiral. This fulfills another rule of green chemistry by minimizing the amount of unwanted products, i.e. drugs that have the wrong chirality. Carefully tweaking parts of a drug's design can also be useful, as drug designs can be used to target specific organs making the drug less likely to have unwanted side effects.


Good afternoon, ladies and gentlemen. On behalf of the commander, 93rd error-fueling squadron, Lieutenant Colonel Justin Tubiolo, I would like to welcome you to the 10-year memorial ceremony honoring the crew of Shell 77. I am Tech Sergeant Page Keepers from the technical sergeant Herman Mackie Airman Leadership School, and I will be your emcee for today's event. At this time, please stand for the presentation of the colors and the national anthem, followed by the invocation. Oh, say can you see by the dawn's early light What so proudly we hailed at the twilight's last gleaming Whose broad stripes and bright stars through the perilous fight O'er the ramparts we watched were so gallantly streaming And the rocket's red glare at our flag was still Oh, say does that star-spangled banner yet wave God of Heaven and Earth, an eternal life who is the first and the last Beside you there is no other We are grateful and thankful for the lives of the 93rd ARS members who give their time and talents to our nation. Captain Mark Tyler, boss, Captain Victoria Pinckney, and Tech Sergeant Herman Mackie III, whose life was precious and meaningful and taken from us in a brief moment. Wishing we could have encountered them much longer on Earth. Oh Lord, only you know our beginning and our end to help us to love and appreciate one another. Thank you for the wonderful memories and examples of servitude they impressed within our hearts and minds. Mighty God, when emotions are triggered by holidays and especially moments, as we fight through heaviness, heartache, and eyes filled with tears, continue to give us strength and peace to fulfill our purpose as these service members did with carriage. Elohim, we ask a special blessing of continual comfort and peace for their loved ones they left here on Earth. Mr. and Mrs. Voss and the host of family members, Mr. and Mrs. Castro, Terry Castro, and extended family members and those family members of Tech Sergeant Mackie III. Oh Lord, let us be reminded of your promise that you will never leave us, nor forsake us in times of trouble. We can always depend on you. It's in your holy name I pray. Amen. Thank you Honor Guard, Tech Sergeant Slagle, and Chaplain Bidam. Please be seated. We would like to extend a warm welcome to our distinguished guest in attendance today, and we ask that you please hold your applause. We warmly welcome our guest speaker, the 18th Air Force Commander, Major General Corey Martin, and his wife, Holly. The Commander, 92nd Air Refueling Wing, Colonel Jesley Digas, and his girlfriend, Jenna. The Commander, 141st Air Refueling Wing, Colonel James McGovern. The Vice Commander, 141st Air Refueling Wing, Colonel Angela O'Connell. The Vice Commander, 92nd Air Refueling Wing, Colonel Jeffrey Marshall, and his wife, Brenna. The Command Chief, 92nd Air Refueling Wing, Chief Master Sergeant William McCurry, and his wife, Nikki. The Command Chief, 141st Air Refueling Wing, Chief Master Sergeant Edward Pohl. The former 92nd Air Refueling Wing Commander, Colonel Brian Newberry, United States Air Force, retired. We also give a special welcome to the family of Captain Pickney. Her parents, Larry and Michelle Castro. Her sister-in-law, Christine, and her husband, Matt, and their daughter, Diana. Her grandmother, Terry Castro. And her aunt, Alicia Lee. The family of Captain Boss. His parents, Wayne and Marcy Boss. We also wish to honor those who could not attend today's ceremony. Technical Sergeant Mackey's wife, Megan Mackey. His mother, Deborah Mackey, and his sister, Aisha Mackey. Captain Pickney's sister, Nicole Castro. Captain Boss's sister, Morgan Taylor and her husband, Brent, as well as his brother, Forrest Boss and his wife, Savannah. Finally, a warm welcome to all group, deputy group, and squadron commanders. Honorary commanders, chiefs, first sergeants, all other Gold Star family members, and members of Team Fairchild for taking the time to be here today. Thank you all for coming to commemorate this occasion with us. Ten years ago on the 3rd of May at 1155, Crew 11 with Captain Mark Tyler Boss as the aircraft commander, Captain Victoria Pickney as the co-pilot, and Technical Sergeant Herman Trey Mackey as the boom operator, reported to the 22nd Expeditionary Air Refueling Squadron at Minas Air Base, Kyrgyzstan to complete their assigned mission. The crew flew under the call sign Shell 77. As the crew took off, Shell 77 experienced a flight control malfunction, causing the jet to roll and yaw from side to side. As the oscillations became more pronounced, the crew of Shell 77 fought hard to control the aircraft and diagnosed the cause of the malfunction. The tail section separated, causing the aircraft to become uncontrollable, and the jet was lost over the mountains south of Minas Air Base. Our friends and co-workers perished doing what they loved, flying and supporting the mission of the United States Air Force. We are here today to honor their memory. For the family members of Tyler, Tori, and Trey, Fairchild stands in solidarity with you. The loss and pain you continue to feel, as well as the pride knowing they gave the ultimate sacrifice for our country. The spirit and mission of the crew of Shell 77 continues to live on in all of us. They may be gone, but they will never be forgotten. Although we miss Tyler, Tori, and Trey deeply, their memory will remain alive forever at Fairchild Air Force Base. Every time we visit or pass by this memorial, we are reminded of their personal sacrifice and dedication to duty. Ladies and gentlemen, at this time is our pleasure to introduce Colonel Brian Newberry, retired, who would like to say a few words. Good afternoon, Team Fairchild. General Martin, Holly, Colonel Dykes, Colonel McGovern, Guard Team, the 93rd ARS, and to all the 92nd partners who were impacted by the loss of our heroes. And of course, our great acknowledgment to our Shell 77 families. There's not been a May 3rd since 2013, where I have not come to this sacred ground, and this poetic monument made possible by the generous people of the Spokane who donated $13,000 in two weeks to make it so. It is so right for Captain Voss, Captain Picney, and Tech Sergeant Mackie to be remembered over the last decade. And I do believe if you say their name, they live on. Thank you for the opportunity to give a few reflections. My time here will be brief. But as our military services face huge recruiting challenges, the Shell 77 story of heroism reminds me that the military ethos of never leaving a wingman behind is one reason that the military is the greatest calling one can have. He ain't heavy. He's my brother. She ain't heavy. She's my sister. Let me speak of so many loyal wingmen that tragic day. That day of the accident, Captain Oswald, my exec, deployed at the time to Manass, and a friend of each of them called back and was not at liberty for concept reasons to say anything, but his silence, he told me everything, and everything I needed to know to wake my wing up to prepare us for the challenging day ahead for us to come and the many months to come. Captain Ded Gaddis, a new aircraft commander and very, very close to Tori, had a Manass supply mission over the North Pole just five days after the accident. One of our 135s had fallen out of the sky, and we didn't know why. She had lost a friend, and her duty was to resupply General Martin and his team at Manass. I met her on the aircraft. She teared up. I teared up, and she looked me in the eye, and she said, Colonel Lou Berry, I got this. This one's for Tori. She was bound to not let Manass go drawing on plane parts which would deprive troops on the ground in Afghanistan from 24-7 tanker support. Speaking of maintainers, we must uplift Master Sergeant Perot who flew experimental planes with the best pilot the world has ever seen, Tyler Voss. These two were building an airplane together, and the parts Tyler ordered were showing up after his tragic loss. What did Master Sergeant Perot do? He nobly finished the experimental plane and flew it down to the Voss family to tell him that Tyler Voss' love of flying is still lived on. To the red-white and blue community with a lilac heart 10 years ago this month, Spokane, you lined our streets from Bay Sops to the Opera House downtown, waving old glory so the families back from Memorial could see their love of fallen heroes. Spokane, you didn't leave your wingman behind. You never will. And who, finally, whose love is greatest is this family right here and right on Zoom today. Of course, it's our Shell 7-7 families who stood strong for us in the darkest times. I certainly was a wounded wing commander as we nervously awaited the safety board results. And I appreciated Lieutenant Colonel Hallett, who's still part of this wing, being a representative on the board to give me confidence in that venerable tanker. At the Memorial, Marcy Voss, Tyler's mom, who's here with us today, having just lost her son, came up to me and said, Tyler was with God. He's going to be okay. And then she looked at me with the strength of the biblical roof, and she implored me that I needed to heal for the wing.  It was a powerful moment that served me well for the next 14 months. That's your Air Force family. That, and the ashes of Shell 7-7, arose like a noble phoenix. That is why Colonel Dicus, Colonel McGovern, Team Fairchild, you will never fail. And we will never forget. I so remember Tyler's infectious smile and the selfie he took flying that experimental plane. Tori's smile of joy and her flat Stanley, Stanley. She made for a young son, Gabriel, while she deployed with arms outstretched to give him a hug. And Tray's confidence at the end of his certification right before he deployed. Colonel Newberry, Tray said, I'm so happy to be flying again from America having just come off a sensor operator non-flying assignment. His smile, it said it all. Oh, one more team who never left us behind. Course it's our heroes, Tyler, Tori and Tray. I listened to the audio tapes twice of their final flight. And I must say, they did everything right, everything. Their final flight was 11 minutes long, 11 minutes. And you know what they did for 10 minutes and 50 seconds as their plane was rolling side to side exponentially so they were trying to get downrange to refuel an AWACS. They didn't want to let a wingman down. This is what is built into the tanker ethos. You are always there for your receiver. We will never, ever forget that ethos in our Shell77 angels. They soar above us here today with a determination as strong as a granite memorial here. May God bless our patriotic families in a country they deeply believed in. A country who remains a city on the hill whose light of liberty will not be hid. Fly on Shell77, fly on. Your boom is in the green. We got your six. We few. We happy few. We band of brothers and sisters. Amen. Thank you, Colonel Newberry. It is not my pleasure to introduce our guest speaker for today, the 18th Air Force Commander and former Wing Commander of Menoss Air Base, Major General Corey Martin. Well, Brian, thank you for that. Brian and I have known each other for a long time and still remains one of the most compassionate leaders that I know and was perfect to be leading the 92nd in 2013. I'm going to add my appreciation to everyone that made this event possible today and the things that led up to it. It's fitting to remember our servicemen and women who have died. I think it's especially fitting to remember those who died in action. And for me today, it's extra meaningful because I knew Tyler Boss and Victoria Pinkney and Trey Mackey because I flew with them. It's humbling also. Having experienced Shell77 on the Menoss side, kind of on the mission side, and then it's humbling to be here, the home station side where the relationships, the connections were deeper, the pain, you know, more acute and that cruelty of the distance had to be incredible. But I also say it's helpful for me to be here today and hopefully for others as well. Two times before I've been on this hallowed ground, but alone, leaving a solitary offering on the three benches. So helpful now to be here in community and especially with family. Family that produced two men and a woman of great character, courage and selflessness. And I saw those qualities firsthand. Tyler is who I met first in his 2012 deployment to Menoss when I showed up as commander. I tried to fly frequently with a cruise. And it seemed like for about five straight flights, I was always with Tyler's crew, which meant I always displaced him out of a seat. He never complained. But we had a chance to talk. And sometimes it was about mission, but oftentimes other things. Athletics, like he could do a handstand push-up. And I told him I'd committed to being able to do one before the deployment was over. We both really appreciated the beautiful mountains that we flew over in Kyrgyzstan, Tajikistan. And we both said we would be back sometime after the war to see them again. And then one time he asked for a book recommendation. And I talked about the book Unbroken, which I just read, the story of Louis Zamprini's survival in World War II. And he took that on as a reading assignment. His deployment ended, and I didn't think I would see him again. But then in 2013, he returned as an aircraft commander himself this time. And he had two things waiting for me. One was a hard copy of Unbroken that Marcy had given him to deliver to me. She had met a World War II pilot who had flown some of the search and rescue missions for Louis Zamprini and had signed the book. And his other offering was a request, an invitation to come fly with his new crew, Crew 11, which I automatically accepted. So on April 29th, 2013, I got a chance to meet Tori and Trey. Since I had already known Tyler a little bit, I spent a lot of time talking with him. Tori was just recently returned from maternity. And I remember at the time, not in reflection afterwards, but at the time being incredibly impressed with her level of confidence in the airplane or professionalism and being a brand new mom on a deployment. Very impressed with that. And then we shared a commonality, even though years and years apart at the academy, we both played on the rugby team there. It was a joy to be with her. And I was not in the seat that day, so I spent a lot of time in the back with Trey. And as mentioned, they just come back from being the system's operator and his level of knowledge of the battle space and the help he was and the heroics that he had already had. I left that flight buoyed knowing that we had extremely talented youth. And so it was four days later, on May 3rd, when I heard we lost a crew. And I was walking to the situation room that I was hoping. I didn't want to lose any crew, but I was hoping it was not crew 11. And for a brief moment, I thought it was, and I saw first names, Mark, Herman, Victoria. And then soon I realized that Herman Mackey III was Trey, Victoria was Tori, and Mark T. Boss was Tyler. And so we lost three great Americans that day. So here's my simple message. Being a student at the primary and secondary level, a student of history, I know that it's very easy to enumerate the lives lost in war.  And some of them are going to remain nameless and faceless. The soldiers, the sailors, the airmen, the Marines that were on the ground and in a moment of dire need called for an F-16 or an A-10 to come in and help them. And in minutes that aircraft was overhead in a show of force or laying down ordinance to allow our servicemen and women to live another day to survive the war, never knowing that the only reason that plane was four or five minutes away instead of 40 or 50 was because a little higher up, there were shell call sign tankers making that all possible. And they'll remain nameless and faceless beneficiaries of shell 777. But there are some that have names and faces. And if anyone was at Airlift Tanker Association last fall in Denver or you heard Joe Minahan's speech, you met Marwa, a 20-something Afghan air traffic controller. She escaped Afghanistan in August of 21 on the C-17. In her early 20s, that meant that almost her entire life, she had lived under a different regime in Afghanistan than almost any girl had lived before that allowed her to go to school, that allowed her to become a profession, one of the best controllers that the nation had, all because of the umbrella of protection that was provided by the U.S. and its friends and certainly from the shell call sign KC-135. So I know the depth of professionalism and courage and character that was on display with shell 777. And it's why I still, to this day, where Tyler Voss's name on my wrist, Holly has Victoria's name on hers and underneath a couple layers of blue I have a shirt emblazoned with Trey Mackey's name on it. It is fitting to remember to speak their names, as Brian said, and that we don't forget their sacrifice. And so now, if you allow me, I once again will leave an offering on the benches. Thank you, General Martin. At this time, we ask the Honor Guard to come forward and present a wreath in honor of those who memorialize today. Please join us in a moment of silence to remember the crew of shell 777. Captain Mark Tyler Voss, aircraft commander, Captain Victoria Pickney, co-pilot, and technical sergeant Herman Trey Mackey, the third boom operator. While the loss of shell 777 remains a painful memory, the 92nd era feeling wing is stronger. Our resolve has been fortified, and we will never forget the sacrifice that Tyler, Tori, and Trey made for our nation. On behalf of the 92nd era feeling wing and the 93rd era feeling squadron, thank you for attending today's event.


This is Planet A and you and I and 7.3 billion people share Planet A with about a million animal species and half a million plant species. This is home and there is no Planet B. We also have Plan A and if we look at Plan A that involves agriculture in which we use a tiny proportion of the biodiversity of the planet to feed 7.3 billion people. Wheat, rice, maize and soya provide 75% of the world's food. Will those crops be sufficient to feed 10 billion people in the hotter climates of the future? Just take one crop maize. Not only does maize feed people and provide food, it provides fodder, it provides animal feed and increasingly it's a source of material for biofuels to feed our engines. Is this the basis on which we should be looking for agriculture for a hotter climate? Our diets are increasingly uniform and we have ingredients that have shipped vast distances around the world from ingredients that are far from to places where they are far from their centers of production to produce almost identical food across the planet for more and more people in the new developing countries. If we take Europe and Asia we see supermarket aisles in which identical products are sold from very, very few species transported long supply chains in which those supply chains are increasingly vulnerable to provide identical products across the planet. Now in September the United Nations announced the sustainable development agenda and six of those sustainable development goals are related to agriculture and we can see those goals in terms of agriculture, consumption, life on land, zero hunger, climate action and partnerships for those goals. We need a plan B that looks at agricultural diversification in terms of clean energy, in terms of sustainable and responsible production systems, in terms of diversification of land use and landscapes and particularly new crops that can be used to diversify agriculture in the hotter climates. There is no plan B for a plus three world. There is no plan B for a plus three world. That means the crops we now use to produce the majority of food on the planet will increasingly be under pressure and the place where that pressure will occur will be in the developing tropics in which we see the yields of the major crops decline and we see other parts of the world which are the major exporting regions in which the yields of those crops will increase. What will we do in regions in which those crops can no longer be grown for the local production systems that increasingly depend on those long supply chains from elsewhere in the world? We need to find clever, intelligent diversification options for crops that are people's crops, that they grow themselves, but they have at the moment limited markets and limited external uses for those crops. We need to see how those crops can actually be intelligent options for us because those crops contain nutrition, they contain ingredients in which we can actually find potential markets and of course they are closer to the centres of production. They are people's crops and we should find chains and opportunities to find new ways to develop those crops into crops that add to the major crops of the world. We can't just grow them in fields, we've got to find the whole research value chain in terms of growing the genetic resources of those crops, the proximate composition analysis, cuisines and desirable products that consumers in their markets actually want to have those crops because not only are they marketable and they're nutritious. We need smart agriculture for landscapes that is climate smart and smart in terms of end uses for products that are more than just the three crops grown as monocultures around the world, they're giving us new opportunities, enormous opportunities for agriculture to diversify into a new paradigm. We take something like an intercrop here, enormous opportunities for us to use information technologies, new ways of looking at systems, remote sensing, modelling and using those crops to find production and end uses closer to their markets to replace the major monocultures. In this case you can see all palm in the background. We need now more than half the world lives in cities. We need agriculture to be in cities. We need to redefine our urban landscape to include agriculture from diverse production systems closer to those people who actually need those crops and can see the products from them. We've got to look at how we look at urban agriculture as a productive and economically sustainable and natural resource management system that uses new technologies, that uses new market opportunities in cities where the majority of people will live. Can we find agriculture that actually delivers just in time products to the end user within meters of the place those crops are being grown? Why do we use food crops to feed fuel engines? Why don't we use crops that grow on marginal lands on saline soils, on poor soils in which we can find feedstocks to find diverse uses of bioenergy beyond using the main crops over and over again? We can find on marginal soils a number of crops and we can look at feedstocks in engine systems and gasification systems in which those crops not only will provide feedstock, they can provide green chemicals, they can provide biomaterials and end uses to diversify the entire agricultural system. For all of this, we need an action plan, a global action plan for agricultural diversification that on Monday we will launch in Paris. We want you to sign that declaration, the Paris Declaration on Agricultural Diversification to show that this is actually an opportunity for us to find green energy, to find sustainable production systems, to use the land and the landscapes in a more climate smart system and opportunities for us to find uses for crops because plan B is the plus three world for which we have no alternatives because there is no plan B. Thank you.


Live from Las Vegas, Nevada, it's the Cube at HP Discover 2014, brought to you by HP. Now here are your hosts, John Furrier and Dave Vellante. Okay, welcome back everyone. We are live in Las Vegas for HP Discover 2014. This is the Cube, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier, joined by my co-host, Dave. Dave Vellante and our next guest is Cube alumni, Scott Weller, senior vice president, GM of HP's technology and support group. Welcome back. Thank you. Congratulations on the SVP promotion, doing a great job. Thank you. Obviously putting a dent into the equation with the kind of services you guys have done. I go back to our first interview when we were talking and it seems to be the same record with different kind of beats to it. But every year it gets a little bit more comprehensive, much more integrated going back to the early days. We talked about cloud mobile and social, we talked about the journey back then. Now it's full-on execution. So quick update. On the execution side of the support around the cloud and integrating this modern infrastructure, consumerization, whatever you want to call it, where are we today? How far deep are we into the game? Are we still integrating? What's your take? You know, one of the things that's so obvious now, and I think it's just taken some time, is that the pace of change in this industry is accelerating. And you know, I think we've talked about hybrid being a way of life in our last meeting. And I think more and more our customers are saying, you know, we've got an IT footprint that needs to evolve, but also no matter what we do, we'll always want and need more than what we can do on site. And so how do I have workloads on and off-premise and how do I govern all that and how do I enforce policies and compliance and so on? You know, we talked about DevOps before. The whole way we write apps has changed and the way we broker for services has changed. So, you know, it's just, you know, we're at a really interesting time in the industry. And in fact, what's great is HP has not only got a point of view on all this, but we've got a fully integrated story now where in the past we had some of the enabling pieces. But right now I think we've got the full story. So obviously, cloud has been big. We were at the OpenStack summit. Obviously, HP crew was record numbers. I mean, I've seen HP involved in OpenStack. We, I mean, HP is so involved in OpenStack. It's pretty, pretty impressive, actually. And we've had a great time talking to your associate general counsel's and been involved in the formation. She sits on the board of both Linux and OpenStack. So big presence. Other companies like Pivotal announcing news today, oh, integrates parade services. So they're new to all this game. I mean, you guys are not new to the professional services business. What's different about what you guys are doing relative to these upstarts like Pivotal, who are trying to nibble into the market and try to pedal in enterprise-grade services? What's the difference? Is it just more focus, is it size, scale, capabilities? How do you compete against these guys? Well, I can't really speak with any authority to what the others do. But what I can tell you is our customers really value the fact that we've been here. We've been in this industry a long time. We know what enterprise-grade means. And so when we launch something like our OpenStack, Helion OpenStack, it means that it's not just a piece of software that's, you know, this refined from open source. It means it's fully supported like any other product that we would bring to market. So, Scott, I wonder if you could talk about, I can't recall ever seeing so many disruptions in the business. I've been in the business a while. The disruptions used to be sort of mono, you know, like the PC attack, the microprocessor revolution attacking the mainframe, etc. But today we have cloud, mobile, social, big data. Underneath that, you've got flash. You've got converged infrastructure. You've got OpenStack. You've got open source as a phenomenon. Docker now coming out as the hottest thing in the world. All these disruptions. How does an IT organization deal with that? There's technology. There's people. There's process. And how does HP services help them? You know, it's, I think you're really on a key point, which is you have all this great technology and all the disruptions. The real question is, is there an uptake? Is there a way to digest all of this within running business? And so that's why within technology services we have a consulting arm that's all about helping customers, first of all, understand these new technologies. But how do they fit? What makes sense in their business? And then once they've made some technology decisions and so on, how do they on-ramp to that? And also, you know, once that technology is in place, oftentimes it means new people, new skills, new processes. And so we're able to come in and assist across that journey. And that's really what customers look to us for. Yeah, and of course, it's hard for a customer because on the one hand they can't rip and replace. They've got so many assets on the books and they're under pressure to do more with less. But at the same time, I'll give you an example. We just did a survey in the Wikibon community, 300 respondents, 100% of the 300. 66% said that they're shifting resources away from the enterprise data warehouse toward Hadoop. And 33% said they will do it before the end of the year. So it's effectively 100% of the survey said, we are going to disrupt our traditional enterprise data warehouse. But I worry for those guys. So there's opportunity at the chasing, but so what happens to all that infrastructure? Can HP help the customer get from point A to point B without ripping and replacing and what role the services play? Well, you know, some technology just is, you know, pass A and customers simply make the choice that now or another time is going to be the time that I absolutely have to move off that technology. What we see oftentimes is that there's a delay where companies get more comfortable with the new technology. They do some trials and so on. Ultimately, a decision is made. In some cases, it's a fast break. It's a complete break from the past. And then I see this in data warehousing and other kinds of technologies. But, you know, we've never been about having to rip and replace as the way to evolve to the future. Now there are other companies, frankly, that have made a business of that. But what we're trying to do is say, look, there is a path for you. And in fact, you know, some of the services we have, like Flex Capacity, where we variableize the IT, we can actually buy back older gear or even competitive gear to give that customer a chance to break through to that new set of technology if it's the right time for them to do it. Okay, Scott, so I gotta ask you. So now that you have a senior vice president in your title, I get to ask a wider scope of questions. I won't ask you about margins and, you know, cash flow and stuff like that. But I will ask you about a comment that I've made in the past couple of years that HP's got to get back to its roots of invent. Now you happen to sit on, I think the software and services representative for HP Labs. So is that the key, or a key for HP is getting back to its roots of invent, put Martin Fink in charge of labs, somebody who's come out of the product division. So that's a big part of it, is commercializing the inventions. So can you talk about HP getting back to its roots and can it do it? We know, I've known Martin literally from the day I joined HP and he is such an innovator and he's one of these guys that's so entrepreneurial and so it was a great choice to put him in charge of the labs and he's doing amazing things over there and if you get a chance to bring him on, you should do that. But I think that you're absolutely right. It's the innovation that sets HP apart. It's the technology disruption. It's the invention that really sets us apart. In fact, customers, when they think of HP, we used to have invent in our logo and they really look to us for that. When we're not innovating, they're sort of wondering, well, what are we about? So absolutely, and in fact, you'll appear all through the week that innovation and invent has always been key in our agenda. We're investing more than ever before and I'll tell you, my business, we're investing a lot of money at a time where there's all kinds of market pressures but we've made some tough choices and said, look, if we don't keep inventing and innovating, we're going to be, and also ran in the market and people think of support services, for example, as break fix or what have you. It's so much more and so much more to our customers. We have to keep innovating, we've been doing it, we've been talking about it for years and we're doing more and more all the time. So give me some examples of innovations and services because you're right, people don't think of the services business as innovative, they think of break fix but there are a lot of, whether it's communications technologies, customer interaction technologies, predictive analytics technologies, talk about some examples. Well, ultimately, there are less and less physical moving parts in compute. Eventually drives will go away, we'll be into flash and so if you think about break fix, it's really going to become a small part of what any of us do. What people are going to be most concerned about is number one, prevent issues. I don't want to wait for it to break, do everything you can to prevent an issue and if you can preempt issues by using big data analytics, we want that but more than that, there's all of these journeys around technology transitions. We expect the people that are walking in and out of our business every day to know about these technologies to help us get on the journey. So it's all about helping to operate but also getting them on the journey and customers are, we've talked for years about the cloud and now cloud is, everyone accepts that and then people are doing it and really doing it and now it's like customers are expecting that a company that is in the service business is going to be there as a partner to help them on the journey, that's what we do. What does the data tell you in terms of where customer problems occur? If it's not the disk drive breaking as much maybe it's the fans, I mean they still break but where are the problems occurring? Is it software error, is it human error? Give us some insight there. It's all of the above and in fact, a lot of times in the old days we would get drives back and they'd be perfectly fine because there are errors up and down the stack and I'll tell you, the stack is getting more and more layered. There's more and more complexity in there and that's the other thing is a company like HP needs to hide the seeds with all this stuff we've got OpenStack, we've got all these virtual machine products, we've got all of these different operating systems. So in the end, customers don't want to care about that, they want to buy technology, they want to buy infrastructure, they'd like to have it on demand if they can get that. So the point is that they're not interested in understanding all the complexity or mitigating it, that's on us. I wonder if I could go a couple ticks back on your resume because you ran strategy for a while. I did, I did, yeah. Take us back to, because you obviously saw some of these trends coming, how did you and your colleagues affect the strategy that you're taking today? What was the sort of kernel of that strategy? Can you sort of summarize it for us and how are you bringing it to market today? Well, I mean, so what I've just talked about is really part of the strategy of understanding that break fix is going to be a smaller part of business. In fact, last year was the crossing point where break fix was half of our business, now it's a smaller and smaller part of what we do, all these other activities, prevention and so on is more what we do, the proactive services. So seeing that trend, simplifying what we did, it's all about understanding, from the customer's perspective, is it easy to buy it? Is it easy to own the technology? So again, simplification, understanding the trends for the tech industry and also understanding what services are going to be in demand. And you know, I'll tell you, the industry is more and more interesting. When you get hybrid, try to support hybrid where you've got workloads all over the place, how do you support that? How do you get an integrated service experience when you've got distributed workloads? So we figured that out, we're doing that now. So the strategy was laid three years ago, frankly, and we're playing it out. I wonder if we could talk about automation a little bit. When you look at, observe the hyperscale guys, very highly automated, their break fixes, you know, they have an automated way of doing break fix and eventually the components get the shredder. Talk about whether or not that's, I mean it is, but how fast it's bleeding into the enterprise and what that means to the services business. So first of all, you know, the very large scale tier one service providers are definitely in the lead of that hunt in terms of these massive scale out and a very different philosophy on what it means to do support. For everybody else, that means tier two below, and below service providers and pretty much the rest of the commercial industry are still looking at technologies, not just in terms of how much scale can I get, but the discrete technologies like, should I have rack, should I have blade, should I have Apollo, should we have, what kind of services do I need in my environment all up and down the, you know, the market stack. So essentially, I would say that the market is expanding, it's not so much cannibalizing into the traditional market, it's the fact that these new era, new style of IT companies are just expanding very quickly, and that is a very different business model and the services that we sell there are completely different than what we do everywhere else. Scott, one of the things I want to ask you is obviously the whole support break fix business has changed because of the whole commodity hardware piece, obviously scale out open source, you see what Intel has done with Cloud Air and the big data space, it's telegraphs that gets more and more commodity, Cisco's claiming, market share leader, but how you slice in numbers, blades versus, I mean, it's different, the definition of the server is changing, I'll see, and with Moonshot there around the corner of the high end, and then on top of that, the market forces up like open compute. So hardware business, some say it's going away, but others say it's only getting better because you're seeing some innovation, we're seeing Fusion IO pivot to more hardware, less software, so how do you look at that from a strategy standpoint, now as the SVP, let's shoot the arrow forward a little bit and let's connect the dots, where is this leading for your customers and how do you organize your business to handle this new environment, the old days was easy, do a hot swap program, take a server out, get rid of it, is it that easy now or what's the challenge? Well, you know, if you're a tier one service provider, it's still a pain when a product fails, right, you still have to go deal with that, so ultimately people want products that don't fail and they want us to be proactive about that, so to a certain degree, even if hardware commoditization was a fact and I would challenge that a bit, then the fact is that there's all of the layers of stuff on top of the gear itself that comprises a system and it's that entirety that customers really want to think of as a system, they want us to make sure that that's aligned and up to date through the stack so that it doesn't ever fail. On the commoditization, if you look around here, you'll see all kinds of products that are so far from commodity, we've got Apollo with really innovation around cooling technologies, even in the most simple products, there's so much IP that's in there, so I'm not so worried about that, I do think that the white box challenge or threat is out there, but HP in particular has been very innovative and I'm not so worried about that, but on the service side, for sure, the hyperscale environment needs different services, they don't buy traditional break fix, they do things in a very different way, have different policies and processes, but we've been able to innovate and have services that are actually targeted to that market. On the customer side, what is the biggest challenge you see right now for your customers, because right now the challenges and opportunities are great, you have a hybrid cloud really hitting mainstream now, the worry open stack now is certainly on everyone's agenda, we were just at the Duke Summit last week, covering the whole big data space on the tooling side. There are big data challenges for everyone, that's going to put more pressure on the storage. How do you look at your customers from your customer by your perspective? What are their challenges and what are you guys doing that's new and innovative that you can share with the folks out there? Yeah, so it all comes down to business agility, and that really starts with having agile IT and the ability to better match and align costs to revenue for any business. And so behind that, it's about how do I source and how do I consume IT and who's going to help me with those options? And then how do I place workloads optimally? Because in the end, I've got all these workloads, some will always stay on-premise, some should never leave the cloud, and everything in between, and how do I orchestrate all of that? So that's fundamentally the challenge. So if you look at HP, we've got now all the pieces. We've got the ability to variableize and create a public cloud experience on-premise with a lot of the same benefits, no upfront costs, variable-ized and so on. Then with Helian, OpenStack, you've got workload portability, you've got HP's public cloud, Helian public cloud, we've got partners who are using OpenStack. So it creates an ecosystem that our customers can then land workloads and think about how much IT am I going to own? How much am I going to leverage off-premise? Ultimately, every customer's faced with the same decisions around how much data center am I going to have? How do I refresh the data center? How do I get past the capital acquisition phase that I can get into the new sets of technology? So I feel better than I've ever felt about HP having all of the pieces to help customers get there. We've had peace parts, we've had a lot of enablement, but now we've got the full story. It's really exciting. And what would you say for the folks out there on the final question I'm going to let you to share? Meg Whitman's vision of a new style of IT, what does that mean to your organization as it trickles down and you have to put your battle plans together for your team and to serve your customers? Well, new style of IT means to me hybrid and I've got to support customers that are living and breathing hybrid every day. I can't just say and show up and say, look, I'll take care of the gear that you have in your data center and you're on your own for everything else. So we need to be present. We need to do what we've always done but in a bigger context and we're there. Scott Welles, Senior Vice President General Manager at HP Support Technology. Great to have you back on theCUBE again. Appreciate your time. We'll be right back from live in Las Vegas for HP to discover this to CUBE. I'm John Furrier with Dave Vellante. We'll be right back.