Podcasts about hpe

This week on Market Mondays, we break down Anthropic's IPO plans, record-high market valuations, ARM's rise, Micron's massive run, IBM's comeback, and what could trigger the next great buying opportunity in the stock market.We also discuss Trump's impact on the markets, Michael Saylor's Bitcoin strategy, new IPO rule changes, potential opportunities in HPE and IBM, and answer your questions on stocks, ETFs, trading, and portfolio management.Plus, we share advice for graduating students, the best ways to invest in yourself, and close with our popular Yes or No segment.#MarketMondays #Investing #StockMarket #Bitcoin #Nvidia #ARM #Micron #IBM #Anthropic #Trading #Finance #EYL #EarnYourLeisure #WealthBuilding #StocksAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

The CEO of HPE joins as the stock surges today on the company's biggest earnings beat since 2018. Then, the CEO of Generac discusses the company striking a deal to provide backup power generators to a leading hyperscaler. Plus, the CEO of IHG joins to speak about travel demand and the consumer as the summer travel season kicks off.   Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Are you looking to save time, make money, and start winning with less risk? Then head to https://www.ovtlyr.com.Learn more about OVTLYR:    • OVTLYR: Your Trading Intelligence Platform  Before Monday's 9:30am open, several major stocks are setting up for potentially important moves.In this video, we break down the key setups, signals, and market context around ASTS, DELL, MU, MSFT, NVDA, CRSR, NOW, IBM, HPE, SMCI, and HOOD. We'll look at where momentum is building, where risk may be rising, and which names could be worth watching as the new trading week begins.This is not about guessing. It's about using data, trend, and OVTLYR signals to identify where opportunity and danger may be showing up before the market reacts.Stocks covered:ASTS, DELL, MU, MSFT, NVDA, CRSR, NOW, IBM, HPE, SMCI, HOODTry OVTLYR and start trading with smarter signals:https://ovtlyr.comDisclaimer: This video is for educational and informational purposes only. It is not financial advice. Always do your own research and manage your risk.Here's how we plan to DOMINATE the US Investing Championship for 20261. You can see our step by step trading plan developed by a team of over 20 quants for FREE by clicking here: https://docs.google.com/presentation/...2. You can follow along with EVERY SINGLE TRADE Taken in the US Investing Championship here: https://docs.google.com/spreadsheets/...NO INVESTMENT ADVICE. The information available through the Service is for general informational purposes only and references to specific securities, investment programs or funds are only for illustrative or educational purposes. No portion of the Service is a solicitation, recommendation, endorsement, or offer by OVTLYR or any third-party service provider to buy or sell any securities or financial instruments. You should not construe any such information or other material on the Service as legal, tax, investment, financial, or other advice. OVTLYR is not a fiduciary by virtue of any person's use of the Service. You alone assume the sole responsibility for evaluating the merits and risks associated with your use of any information on the Service. Nothing herein constitutes an offer or a solicitation of the purchase or sale of any security to any person in any jurisdiction in which such an offer or solicitation is not authorized. All purchases and sales of securities must and are to be made through a registered securities broker or dealer of your choosing with whom you have a contractual relationship and have agreed to accept such broker's or dealer's terms and conditions.

HPE has announced new features in its Juniper Mist portfolio. On today’s sponsored Packet Protector, we dig into those features, including a dry run option that lets organizations test and refine Network Access Control (NAC) policies before pushing them out, a policy validation feature that can identify shadow NAC rules, and a microsegmentation capability aimed... Read more »

HPE has announced new features in its Juniper Mist portfolio. On today’s sponsored Packet Protector, we dig into those features, including a dry run option that lets organizations test and refine Network Access Control (NAC) policies before pushing them out, a policy validation feature that can identify shadow NAC rules, and a microsegmentation capability aimed... Read more »

Every wireless vendor has an AI story. What actually matters now? Efficacy. Recorded live at Mobility Field Day, Keith sits down with HPE’s Bob Friday right off the show floor to discuss how HPE's announcements are driving toward an autonomous network and what features are the key to truly making a difference in day-to-day life... Read more »

On enregistre un 1er avril, et Christelle prévient d'emblée : une journée sans rire reste pour elle une journée un peu foutue. Le ton est posé.Christelle a fondé Musaé en mars 2020, à deux semaines près du premier confinement. Un média et un laboratoire d'innovation sociale sur la santé mentale, avec un objectif clair : la dédramatiser et la démocratiser.Dans cet épisode, on parle de santé mentale comme d'un continuum, jamais figé, un équilibre précaire fait de ressources et d'obstacles qui ne dépendent pas que de nous. On aborde le principe du rétablissement, les troubles psychiques, le burn-out, l'anxiété, la dépression, le stress post-traumatique, et cette idée qu'on peut aller mieux sans aller bien tout le temps. On déboulonne le "game de la performance", cette injonction au bonheur véhiculée par les réseaux sociaux qui transforme le bien-être en compétition, jusqu'à la diet culture et ses dégâts. Et on dit pourquoi le développement personnel individualiste, celui qui fait tout reposer sur tes seules épaules et culpabilise, nous plante.Christelle raconte aussi son année 2025, vraiment en vrac : Musaé qui rencontre quelques difficultés, l'équipe qu'elle doit laisser partir, le sujet qui devient lourd à porter, et le recul qui permet de relire l'histoire autrement. Le livre de Christelle, Full santé mentale (éditions Viber), et le lien vers Musaé sont dans les notes.Pour retrouver Christelle sur Instagram : @muaeEt son livre : Full santé mentale, aux éditions Vuibert ! Tu peux me retrouver sur instagram : @passages_insolitessur facebook : https://www.facebook.com/passagesinsolitessur linkedIn : Bénédicte VassardEt  sur mon site internet, www.passages-insolites.com où tu peux aussi t'inscrire à ma newsletter ! Et si tu as envie d'échanger avec moi, de me proposer des sujets ou des invités pour le podcast... je serais ravie d'échanger avec toi par mail : benedicte@passages-insolites.comHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Take a Network Break! In this week’s Red Alert we suggest an audit of your Azure environment after Microsoft says it patched four critical vulnerabilities. On the news front, Nvidia has brought the Multipath Reliable Connection (MCR) protocol to the Open Compute Project, AT&T rolls out quantum-resistant SD-WAN services, and HPE introduces new Wi-Fi automation... Read more »

Take a Network Break! In this week’s Red Alert we suggest an audit of your Azure environment after Microsoft says it patched four critical vulnerabilities. On the news front, Nvidia has brought the Multipath Reliable Connection (MCR) protocol to the Open Compute Project, AT&T rolls out quantum-resistant SD-WAN services, and HPE introduces new Wi-Fi automation... Read more »

Take a Network Break! In this week’s Red Alert we suggest an audit of your Azure environment after Microsoft says it patched four critical vulnerabilities. On the news front, Nvidia has brought the Multipath Reliable Connection (MCR) protocol to the Open Compute Project, AT&T rolls out quantum-resistant SD-WAN services, and HPE introduces new Wi-Fi automation... Read more »

Today’s headline news for Canadian IT solution providers: HPE unifies distribution model: Hewlett Packard Enterprise announced a major shift in its distribution strategy, naming Ingram Micro and TD SYNNEX as its two global distributors. The move transitions HPE to a unified distribution model designed to deliver greater consistency and operational support for partners worldwide, accelerating enablement across the vendor’s networking, cloud, and AI portfolios. N-able names new innovation and AI chiefs: Managed services software provider N-able has expanded its executive leadership team, announcing the appointments of Robert Johnston as Chief Innovation Officer and Nicole Reineke as Chief AI Officer. The new roles are intended to reinforce the company’s focus on business resilience and embed advanced AI automation directly into its platform ecosystem. HYCU turns backup data into security intelligence: Data resilience vendor HYCU launched HYCU aiR, an AI-native solution that transforms backup data into actionable security intelligence, allowing MSPs to run rapid security posture checks across a prospect’s environment. By reading backup data as a security intelligence layer, partners can deliver overlapping intelligence as a natural extension of backup contracts. CIRA prepares sovereign channel platform: The Canadian Internet Registration Authority will officially unveil a new channel-based cybersecurity platform for MSPs at the upcoming ChannelNEXT event in Toronto. The move provides Canadian IT providers with a homegrown, sovereign option for DNS firewalling and cybersecurity awareness training. Object First launches backup monitoring cloud: Object First has launched a new cloud platform designed to help partners monitor and manage distributed data backups across their client environments. Plugable names CRO to build B2B channel: Peripherals maker Plugable has expanded its B2B strategy with the appointment of Matthew Dargis as Chief Revenue Officer. Dargis is tasked with building out a new field sales organization to capture enterprise market share. Keeper Security updates MSP program: Keeper Security has introduced its 2026 MSP Partner Program, rolling out a new tiered discount structure based on annualized revenue. MTech Cyber launches SMB assessment tool: Montreal-based MTech Cyber has released a new assessment platform, Can104.com, to help IT providers validate security protections for small business clients. Read Full Transcript Welcome to The Buzz from ChannelBuzz.ca, I’m Robert Dutt, today is Friday, May 15, and here’s what’s happening in the channel today. Hewlett Packard Enterprise announced a major shift in its distribution strategy yesterday, naming Ingram Micro and TD SYNNEX as its two global distributors. The move transitions HPE to a unified distribution model designed to deliver greater consistency and operational support for partners worldwide. According to the vendor, this structure will be anchored by these two global leaders but complemented by regional and specialist distributors to maximize partner capabilities. The change signals a streamlined approach to enablement, with HPE expecting the unified model to drive additional investments in partner resources across its full portfolio. This includes helping distributors build deeper expertise in high-demand areas like networking, cloud, and AI. For Canadian IT solution providers, a simplified global distribution tier could mean more predictable engagements, faster quoting, and improved access to cross-sell opportunities, particularly within the HPE Networking portfolio, as priorities evolve across different customer sizes and industries. Managed services software provider N-able has expanded its executive leadership team, announcing the appointments of Robert Johnston as Chief Innovation Officer and Nicole Reineke as Chief AI Officer. The dual appointments highlight a strategic pivot toward embedding artificial intelligence and advanced automation directly into the company’s platform ecosystem. N-able noted the new roles are intended to reinforce the company’s focus on business resilience and innovation as IT providers face increasingly complex cyber and operational challenges. Designating a dedicated Chief AI Officer is a notable step in the MSP software space, signaling that AI is moving from a roadmap feature to a core architectural priority. IT solution providers running their practices on N-able can expect a more aggressive rollout of AI-driven capabilities designed to streamline technician workflows and improve automated threat response. Data resilience vendor HYCU launched HYCU aiR yesterday, an AI-native solution that transforms backup data into actionable security and compliance intelligence. Rather than relying on point solutions for data security posture management or insider risk, aiR allows organizations to query their existing backup data across dozens of SaaS applications to identify sensitive data exposure, identity drift, and unmonitored AI agent activity. For managed service providers, this alters the backup conversation. Partners can use the platform to run rapid assessments across a prospect’s environment, identifying compliance exposures within days. According to the company, midmarket customers are often priced out of standalone security tools that cover a fraction of the estate. By reading backup data as a security intelligence layer across more than 100 workloads, partners can deliver overlapping intelligence as a natural extension of backup contracts, providing a tangible way to govern shadow AI and secure data pipelines. In Brief – The Canadian Internet Registration Authority will unveil a new channel-based cybersecurity platform for MSPs at the ChannelNEXT event in Toronto later this month. Object First has launched a new cloud platform designed to help partners monitor and manage distributed data backups. Peripherals maker Plugable has expanded its B2B strategy with the appointment of Matthew Dargis as Chief Revenue Officer to build out a new field sales organization. Keeper Security has introduced its 2026 MSP Partner Program with a new tier-based discount structure tied to annualized global revenue. Montreal-based managed service provider MTech Cyber has released an assessment platform designed to help IT providers validate security protections for small business clients. Full details and links in the show notes or the blog post. Later today on In The Channel, we’ll feature a conversation with Lenovo’s global partner ecosystem head Jeff Taylor and Canada channel chief Craig Taylor on the vendor’s massive incentive consolidation and the shift to services-led revenue. And if you haven’t heard it yet, on yesterday’s episode of In The Channel, we sat down with ESET’s Cameron Tousley and Pedro Kertzman to discuss why cyber threat intelligence belongs in the MSP practice. That’s how we’re seeing the headlines today. I’m Robert Dutt for ChannelBuzz.ca, thanks for listening. Have a great day.

https://youtu.be/oPA1dSUab9Y James Green, CEO of Cognome and former Pixar executive under Steve Jobs, is driven by a deep curiosity and a pull toward ideas that can create massive impact. From early internet ventures to mobile innovation and now AI in healthcare, James has consistently aligned himself with transformative trends. In this episode, he shares hard-earned lessons from scaling multiple companies and introduces a simple but powerful framework that explains why many startups struggle to grow beyond their early stages. We explore James' 3-Stage StartUp Growth Framework: Whiteboard Phase, PowerPoint Phase, PDF Phase—a model that captures how organizations must evolve as they scale. He explains why early-stage chaos is necessary, how structure begins to take shape in the middle phase, and why standardization becomes critical at scale. James also dives into the toughest leadership challenges—especially making difficult people decisions—and shares why aligning with strong market tailwinds and creating “pull” from customers is essential for sustainable growth. — Grow Your Business in 3 Phases with James Green  Good day, dear listeners. Steve Preda here with the Management Blueprint, and my guest today is James Green, the CEO of Cognome, a health tech company that is solving the problem of how to manage different AI models that are being deployed in healthcare today. Earlier, he worked as a vice president at Disney. He worked directly under Steve Jobs at Pixar, and he has had at least six other CEO roles in ed tech, media, and healthcare. Welcome to the show, James.  Thank you very much. Delighted to be here.  Yeah, super excited. And Steve Jobs—you don't often have people that have known Steve Jobs now even Tim Cook has resigned. Yeah. Yeah.  And it’s 13 years, I guess. Steve Jobs is being gone. So what was it like working with the man? Was he a difficult boss?  First of all, most of the things you hear about him are accurate. So it’s not one of these things where you hear a lot about Steve Jobs and actually the man was totally different. So most of what you’ve heard is true. And I’ll give you one short anecdote sort of before we go on, which is something that I always found incredibly impressive about him. When you work for him, if you disagreed and said, “Hey, you want it to be white, I want it to be black,” without hesitation he would say something like, “Here are seven reasons why you're wrong.” First of all, before we go into those seven reasons, what’s impressive about that is he had a number and he stuck with it.  And it happened in seconds and he didn’t know before. So if you think about that, it’s hard to keep all of that in your head. So the guy was just super, super clever. And then he would list them 1, 2, 3, 4, 5, 6, 7, and you’d be out. Like it’s done. It’s like, “Oh, damn.” So yeah, he was unbelievable human, and it was an honor and a privilege to have worked with him.  Yeah, well, that's awesome—to talk to you, having worked with him and having some direct experience. Definitely not an easy boss when he has seven guns to shoot you down. Yeah.  But there's a lot to learn. I mean, you learn the most from these kinds of bosses.  Yeah.  So let's get into the question—which is normally the first one, but this is the exception: What is your personal “why,” and how are you manifesting it in Cognome, James, and in your previous jobs?  Yeah, I've thought about this a lot. I've tried to come up with what my “why” really is. And what I’ve come up with is I can’t help myself. And I’m going to go through examples of it and what I mean by that. I pay a lot of attention to the world. I pay a lot of attention to what’s going on. I get very seduced by new ideas and new things and things that I think will have big impact. And once I start thinking about it and thinking about what that impact is, I cannot help but start getting involved in it. That sounds very abstract, so I want to try to make that super concrete. So when I was working at Pixar, for example—the internet was being born. This is the late '90s.  I couldn't help myself. I started an ad-serving company called Sabela Media. That company got sold to 24/7, then to DoubleClick, which later got acquired by Google. So the internet was there. I had to do it. I had to have something in it. Then after that, I was thinking about what to do next—and mobile phones, if you remember, were still flip phones, mostly used for texting. The second company that I did was putting content onto those phones. It just seemed obvious to me—I couldn't help myself. I saw the opportunity, and it clearly worked. That company was called GiantBear. It was sold to BlueCora. After that, there was this crazy innovation going on in television of all things with effects. Now, again, we take these things for granted. We’ve got AI creating things all day long, back in the day, we didn’t. So I ran a company called PVI, which is famous for inventing the first-down line you see in football games. So that was kind of the very first virtual object you saw in live things. Again, it may seem like, oh, that’s an everyday event, but back in the day it was totally not. And I think it opened up football to many more people—you no longer needed the chain crew to understand what was going on. And then if we fast-forward—there are a few things in the middle, but I don't want to bore everyone—to where I am today at Cognome. I even wore my little Cognome shirt so I could advertise it throughout the podcast.  Yeah, that's smart. I have to do that.  AI is clearly the big thing today. But for me, intellectually, it's not enough to just say, “I'll do an AI model,” like everyone else. For me, healthcare is one of the areas that AI will have the biggest impact with. Healthcare for a lot of reasons has been a laggard technologically for specific things about how they store data, so it hasn’t been adopted things like multi-tenant SaaS, because the data has to stay local and things like this. So AI will revolutionize it. And AI will make decisions about whether people live or die, right? So it's really consequential. And for me, the question is—how are you going to manage that? That's a super interesting intellectual opportunity. And so Cognome ExplainerAI. So my “why” is: what's going on, what's interesting, and what's changing the world? And the beautiful thing about that is you get a “rising tide lifts all boats” situation. You're not fighting against a trend—you're moving with it. The whole world is rising, and you can be part of that. That’s sort of my “why”.  Yeah, so basically—in other words—it's about coming up with revolutionary ideas and implementing them?  Yeah. I mean, I want to make an impact in the world. I want to make a difference. I'm not a very religious person—in fact, not at all. So I believe our time here is limited. I want to make a difference. I want to be part of what's going on. So yeah, that's my “why.”  Yeah—tapping into trends. Well, that’s great. I mean, don't know if it's a “why,” but making the most of the opportunity to be here and maximizing impact—that's a huge one. Love it.  Yeah.  STEVE PREDA: So let me segue to the next one. This podcast is all about frameworks. So the objective here is what’s a shortcut that you can teach the listeners that they can implement in their business? So what is your “shortcut” to success? Maybe “shortcut” is the wrong word. What is the framework you use to interpret the world, understand it better, and make decisions?  Yeah, this is another thing I struggled with a little bit. So I listened to your questions, and I tried to make my answers really personal. I'm trying to be authentic—this is what I actually do all the time, as opposed to this is what I’m doing at the moment, or this is what I did for a second. The truth is, frameworks come and go. There are a lot of frameworks out there. I've probably used 15 different sales frameworks. I mostly operate in the B2B world, so there are lots of frameworks you can use—for example, in sales. But I tried to think of something more consistent—a framework I've used across every company I've worked with, all the time. And the one I always come back to is about growth. So what I want to talk about is: how do you manage a company that's going through growth? Because it's not obvious—and I do have a framework for it. And unlike some of the other frameworks—like something McKinsey, Bain, or someone’s invented this framework and you are adopting it. This is really pretty personal to me, and I’ve adopted various little things about it. There are these two ideas that live in parallel. One is in the sales process, where I think companies go through this idea of, I call it a Whiteboard sales process, a PowerPoint sales process. And forgive me for being a little dated, but a PDF style process, something you can’t change. And at the same time, they go through these stages where you are a small company, a medium-sized company, and a larger company. Think of it roughly as fewer than 12 people, then 10 to 75, and then 75 to 100 and beyond. And I’ve managed all of these sizes. And what’s interesting about these is that if you don’t have a framework to manage yourself through these stages, you’re going to fail. You as a leader will be replaced. I personally have replaced leaders who cannot go through those kinds of things. One of the things I've done in my career is act as a sort of hired gun for VCs. They make an investment, and then they bring me in to replace the founder if they haven't been able to navigate that growth stage. And so the framework works like this. When you're starting a company—what I call the “whiteboard” phase—what you're selling is a little different every time. And the consequence of that inside the company is everyone is doing everything. It’s a little chaotic and it’s okay. Like, less than 10 people, it’s okay. It’s okay that the finance person is doing a little selling and the engineer is doing a little marketing. It’s okay, because you only have 10 people maybe. When you go into a client, you are sort of inventing yourself as you go. There's always that first client where you're saying, “I think we should do this. This is how I'm going to help you make money, save money, or do something better.”  You’re figuring things out. Yeah.  And maybe there's some pivots in there. Maybe there isn't. Not everyone gets to be Google and get it right the first time, but you’ll see. In the end, you start getting things right. And then you go through what I call the PowerPoint phase. So what this is—you now have more than 10 people. It kind of isn't okay that the sales guy is doing finance, or the engineer is doing marketing. You actually have people in their swim lanes. I call it the PowerPoint because you've built PowerPoints, so you’ve got slides that you can use and it’s replicable. Guess what? You tend to tweak them for each client. You are still—you know what—the way you're selling to… I don't want to make a stupid example up—Home Depot is still a little different than selling to Lowe's. You know that—even though it should be exactly the same—it's still a little different. You're tweaking it each time. You're moving slide three to slide seven. Sometimes you don't show slide 10. You're still tweaking it.  Yeah. I relate to that.  And your organization is structured, but not completely rigid. Everyone still knows each other in the company. It's up to maybe 50—I think it maxes out at about 75 people. But every single person in the company knows each other. They’re all collaborating. You don’t need a lot of structure inside the company because there’s sort of culture in there to hold everyone together, right? And then you get to the third stage, which I call the PDF stage—where you've figured it out. You sell the same thing. Maybe you have three PDFs because you're selling in three verticals. But you go into a client—this is the thing—and it never changes. Slide one is always slide one. Slide two is always slide two. Slide three is always slide three. And you have maybe a hundred people in your company. And by the way, now you have levels. So not everybody knows everybody. And as a CEO, I have my lieutenants. My lieutenants have people working for them. And I sort of feel like everyone can manage—I don't know—five, six, seven, eight people. More than that is difficult unless the roles are not very sophisticated. So you need this management layer, which separates the CEO from the rest of the organization. So you need a lot more structure. And as you go through these three phases—and they're really different—a tragic thing happens. It happens all the time. The person who was so helpful in the whiteboard phase, who was your go-to person, they don’t make it in the third phase because they’re a generalist. They liked the chaos. They liked being able to have their foot, and they’ll complain to you. They'll say, “Why aren't you listening to me?” It's an engineer saying, “Why isn't sales listening to me?” Dude, you're an engineer—stick to your knitting. Like, no. And this culture goes through every single company I’ve ever run. Most of them have gone through these three phases—small, medium, and large. And one of the things I try to do with employees in these phases—and this is part of the framework—is to give them a huge amount of latitude to see if they can succeed in the phase. So, to give them the freedom—if you're being blunt—to give them enough rope to hang themselves. And if you're being kind, to give them the freedom to be who they are, to be the best they can be, and to support them—not control them. And so, if you are aware of this framework as you grow, and you give that latitude, and you hire smart people, then you can see which ones you keep and which ones you don't. And honestly, the worst and hardest part of managing through growth is that selection and weeding-out process—of the people who worked in the first stage but don't work in the last stage. So that is the only kind of framework for me that has stood the test of time. It has worked in media, worked in healthcare, and worked in various other places. Does that make sense to you? Does it resonate with you?  Absolutely. And I was just working on a chapter in my new book, and I was actually writing about this very idea—why some companies are never able to grow, because they are not able to make these decisions, these painful decisions, as you described.  Super painful—the worst. It’s the worst part. Firing people is the worst part of being a CEO. If you enjoy that, you’re a bad CEO. You want to have a positive environment, so you want to everyone have a good time. And when there’s growth, usually there’s incredible optimism and great culture. So any CEO who enjoys that process is not a good CEO. Yeah, that’s so true. This is kind of a difficult thing. You have to be ruthless to some degree.  You do. Yeah. That's why this framework has helped me—and it's helped me be gracious and kind to people. Let's just call her Jane, right? A totally fictitious person. But you can go to Jane in stage three and say, “Jane, do you remember how much you loved it in the first phase?” I'm going to give you some time here. You are going to leave, but I'm going to give you some time to work on a special project. But you also need to find your next startup—because you love that environment. And I am going to put this bureaucracy in place, and you're going to fight it until the day you die. So I can't have you here—I just can't. I can give you this little thing to do and you can have some weeks to go do that and give you some time, but the framework helps you be gracious and helps you make those decisions as you grow. That’s an amazing framework. This is really unique. We've recorded, I think, close to 400 episodes with different frameworks—and this hasn't come up. Nothing similar has come up.  Woo-hoo.  Love it. So where are you now in your business? Which phase are you in?  I am in between the whiteboard and the PowerPoint phase. Maybe because I'm an optimist, I'm going to say I'm in the PowerPoint phase. But I know there's still part of me that's drawing things on the whiteboard. We have 12 people, so we're just at the edge of growing out of that phase. I don’t have that layer in the middle. We have half a dozen clients. I suspect that by the end of this year, we'll be fully in the PowerPoint phase. And it'll be another 18 months after that until we get to the next stage—and that's assuming we continue to grow. I mean, my whole raison d'être is to find these really special things, grow them, and make an impact. So let’s hope that happens. Yeah, well, you've had some practice in your previous six CEO positions, so I'm sure you'll figure this out. So what drives growth in your business?  Yeah, this goes a little bit back to phase one. So I've picked an area that's growing by itself. I mean, AI—there are more and more models being deployed in hospitals. Hospitals are growing. The number of models deployed in them is growing at about 2.2 times the rate of the general population. So good for me. There are federal regulations coming that say you need to control what your AI models are doing. That's also good for me. It's a lovely day when regulation is good for your business—it usually isn't. But it's not unusual in healthcare. If you look at electronic health records, that was driven by government regulation and funding. So this is a little bit like that. Federal, state, and other institutions are driving this trend. And then there are things happening inside healthcare organizations themselves that we can tap into. I always think that when you're selling, you should have a good story. So I'm going to tell you the kind of story we use.  When we meet with a chief information officer, we tell stories like the ones I'm about to share. And this really helps us tap into that growth. Because part of growth in a B2B environment is having a strong sales team, good engagement, and solid frameworks—like: do they have budget? Are you talking to the right decision-maker? All of those kinds of frameworks, which to me are more tactical—I've used a lot of them. But we go in and say things like: “Have you ever experienced a situation in radiology where a new model was released and no one told you about it—and now you have to monitor it?” This is happening. And they're like, “Oh my God—yes.” And then they tell you a story about it.  And then you say, “What about that note from CMS?”—that's the organization that runs Medicare and Medicaid, for those not in healthcare. “Did you hear that they're coming down to audit some of your peers?” And they're like, “Oh my God—we just got notice that we're being audited.” And then—how about your board? How's your board doing? Are they coming down and saying, “What are you doing in AI?” So you try to tell these stories and then you create this tension, where they have to grow and they have to control, and then that’s where we come in. We can help all of these companies manage all of these models. What we do—we have this product called ExplainerAI. We tap into the underlying data from the electronic health record—the EHR, or medical record. We tap into the models—the front end—and the logging files behind them. And then we can tell whether the model is exhibiting drift, and how it's performing across different areas. That could be geographic areas, or demographic areas. Is it performing the same with young men and older women? Is it performing the same over time? Is it degrading? Is it releasing personal health information when it shouldn't? Is it hallucinating, if it's an LLM? That’s what we do. And then we can send alerts out to people, saying, “Hey, listen, this model is making shit up right now, you need to deal with it.” And then they can talk to the vendor and handle it. So we're in a good space. And so growth is, to some extent, this idea of a rising tide lifting all boats. I've picked an area that's growing, so I can grow with it. And then part of it is being connected and having a good way of engaging with people who are buyers. And so we have these stories that we tell in our decks about how we help in these situations.  Have you had to pivot between the original idea and where you are?  Yeah, we have. And for anyone who's listening and thinking, “Oh my God, I'm going to have to pivot,” I use Google as my favorite example of someone who just got so lucky. They were like, “We're going to have this little thing that searches the internet,” and they never really changed—until they got so big they could do more. That is the exception, not the rule. And what’s interesting about the way we started is it’s still a core differentiator for us—we started with the ability to take data from an EHR, from a medical record, translate it, and store it in a common data model. It's called OMOP. It's the most common way that researchers structure this kind of data.  And we thought this technology would be widely adopted by researchers. We have contracts with people like Hopkins, Ohio State, NYU—big institutions—but it's not big enough. It’s not going fast enough. What it does do, though, is for our ExplainerAI, it gives us the technology—it's a moat—to connect to the source of truth, the electronic health record, so that you can get actual outcomes versus predictions. Many models cannot get the actual data out of the EHR. So they just say, “This is my prediction, this is my prediction, this is my prediction.” And over time—that's fine, those are predictions—but how do they actually compare to what really happened?  Yeah. What actually happened? And because of where we started, we have a way of efficiently and accurately getting that information. So it is still the bedrock. But it's definitely a pivot. And then you basically put an AI layer on top, and that's great. And how did you know when to pivot? How do you reach that tipping point? How do you know this is the moment—you have to pull the plug on this because it's not working?  First of all, I think on a personal level, I'm always late. So I think I could always have made this decision earlier. If I'm being self-critical at a high level. And I don't think I have a clean answer—but I'll tell you how I've done it. If you have a better way, I'd love to know. It’s about sales engagement. So you go to a hundred people, you have a hundred meetings, and you sell to two. That's not good enough. It's just not good enough. And those two are complaining. What you want to see in a product—and I think this is true of all great products, especially today—I use examples like Facebook and Tesla—is that products are pulled, not pushed. If you still find yourself, after nine months, pushing—and you don't have the momentum where your product is being pulled—you're wrong. You need your clients to be making referrals, and you need to be pulled into deals. In today's advertising and marketing world, it's too noisy.  Maybe back in the seventies you could do it, but now it's just too noisy—especially in B2B. There are so many people selling to the same buyers that they need to hear about your product from others, have people around them recommending it, and pulling you in. There's some time—and I usually take closer to a year, which is long. It would be better for me to do it in six months or even three months. I haven’t found a way to do that where you pivot if you’re just not getting traction, basically.  Yeah, okay. I love it. So what's one thing in your company that you're trying to figure out right now? One thing in my company that I'm trying to figure out right now is how to further ramp up sales. I'm cheating a little bit here, because I think we may already have it figured out—but leaving you with an unanswered question isn't very helpful. So we were having—and still are, to some extent—problems getting ExplainerAI rolled out. People were interested in it, but they wouldn't buy. So we tried to figure out why. And one of the things we found is this: For those of your listeners who may not know, healthcare is probably the largest portion of GDP in the country. Buyers are very large. We don't always think about it this way, but if you do—everyone goes to the doctor. It affects 100% of the population. And these large institutions—a hospital is usually a multi-billion-dollar organization—and there are about 6,500 of them in the country. So we've got 6,500 multi-billion-dollar companies in this country. It’s crazy, right? They don't want to buy from small companies—they want to buy from big companies. This is one of the things we found out. So we get to the finish line, they say yes—and then no one tells you the truth, right? No one says, “I'm not buying from you because you're small.” But we ended up figuring it out through triangulation. So we've been building partnerships. We started with Intel. We made some of our models work on Intel CPUs, and I'm actually pretty proud of that work. For the nerds out there—we're working on Xeon 6 chips, the Granite Rapids chips—running locally deployed LLM ensembles. Think of it as models like Qwen and LLaMA running inside their chips—what I'd call small-to-medium language models, not large language models.  Up to 32 billion parameters, running on a CPU, not a GPU. So that’s a big deal. Intel loves us, and we've been able to leverage their ecosystem to have their partners sell our product. So now you've got HPE selling ExplainerAI. You've got Lenovo selling ExplainerAI. And probably my favorite partner—love you, ePlus, if you're listening—I think you're the best. They're a Fortune 1000 reseller selling ExplainerAI. So now we have large companies selling our product, and that's starting to come to fruition. Now, it's not solved—my revenue isn't going boom yet—because if it were, I'd be firmly in the PowerPoint phase, heading toward the PDF phase. But it's looking really good, and I'm very excited.  Cognome Inside.  There you go. Cognome Inside—yes. Cognome Inside. Intel Inside—for those of you who remember. Yes.  Love it. Okay, so before we wrap up, I have one more question for you: What is a question that entrepreneurs should always be asking themselves?  I think the hardest thing about being an entrepreneur is dealing with the amplitude of the variance that happens inside it. There are incredibly high days, and there are incredibly low days. There are days when you don't even want to get out of bed in the morning. You don't have many clients, and one of them has just told you that you're a complete moron. Even if you've got the best product in the world, if you're in the whiteboard or PowerPoint phase, you're going to make mistakes. You just are. No one's perfect. And there are days when some combination of a client, an employee, or the product—something has failed, someone has left, something isn't working—and you feel awful. So what I'd say to entrepreneurs is this: if you really are an entrepreneur, it is your personality that you can still get through those and wake up in the morning and say, I believe in this. I know I can do it. I can keep doing it.  And one of the things that I think separates an entrepreneur from someone who isn't is this: When I go through these moments, I ask myself, “What's the worst that could happen?” And I usually start with: “Is anyone going to die?” And the answer is almost always no. No one's going to die. So it’s not that bad. And by the way, I remember giving that advice to a young person once—and I saw their face go white. And I thought, “Oh, that's not an entrepreneur.” That's the kind of person who hears that and thinks, “Oh my God, really? You think about the worst thing that could happen so you can deal with it?” And I'm like, yes.  Does that apply to the company itself? Is the company included in that “worst-case” question?  To me, the next step is: is an individual going to die? That's a higher stake than whether the company is going to die. But yes—is the company going to die? That's part of the thinking, because you're going through all the consequences. Am I going to lose all my money? Is the company going to fail? Those are escalations of that thinking. But to me, company death is less tragic than a human death.  Yeah, true.  Not everyone might agree with that, but I think so.  You can try again.  Yeah.  Start another company.  Yeah, exactly. Anyway, your question was: what is a question that an entrepreneur should always be asking themselves? For me, turning that upside down and inside out—it's: what's the worst that can happen, and can you get through it? Are you able to get through it? Do you have the drive and the imagination to keep going? That's the question I've continually found myself asking, as opposed to any other kind of existential question. And I think some of the other questions are not always the right way to look at it—like“Is this the best business?” Because there's a very big difference between an entrepreneur and an investor.  An entrepreneur has to keep going, while an investor might quit. Investors, they’re playing the portfolio game. They can say, “That's not working—I'm dropping that and keeping this.” As an entrepreneur, you can't really play that game with your time. I mean, Elon Musk is running four companies—so okay, fine—but most of us aren't. Most of us are running one or two, and we need more tenacity to make it work—to pivot or to find another path. That's a really big difference between an entrepreneur and other kinds of people. And it's why I've kept doing it. It comes back to the very first question: why do you do this? I can't help myself. I just can't. It's what I like to do.  Yeah, the contrast is addictive—the contrast between near-death and near-Nirvana, right? Yeah. I love it. I mean, you can't have euphoria without depression. You wouldn't know what it was—it would just seem normal.  Yeah, just a personal example of that—I was in Hungary, where I was born, for the election two weeks ago.  By the way, I'm so excited about that election, for many reasons.  The exhilaration that I felt—and that everyone else felt—was even greater than when the Berlin Wall came down, because the system was worse.  Yeah.  And if they hadn't lived through that for 16 years, they wouldn't have felt it. Now, we didn't experience it directly—but still.  But even I was paying attention to a lot of things, and I was following that one very closely. Even I felt that sense of euphoria. I was like, “That's great.” I was at the dinner table with my wife and kids—and I'm not Hungarian, it's not affecting me. I mean, Viktor Orbán isn't really having any effect on my life at all. Maybe he shows up at some conferences in the U.S., but still—not affecting me. But I'm sitting there at dinner like, “Did you hear what happened today? That's great.” Anyway.  Awesome. I'm glad you're on that side of the equation. James, if people would like to learn more—if they'd like to learn about Cognome and connect with you—where should they go? Where can they find you?  Yeah, so you can certainly go to cognome.com. You can email info@cognome.com. But if you've listened to this podcast, I'm always happy to hear from people. I answer every single email myself. And if you know my name—James Green—you can just put a dot in the middle and add @cognome.com at the end, and that will get to me. Delighted to hear from any of you—especially if you're a CIO in a hospital, you should reach out.  Well, all those hospital CIOs—please call James, or at least send him an email. And for those of you listening—this was an amazing framework: from whiteboard to PowerPoint to PDF. Definitely relatable. And remember—if no one's dying, it's okay. You can always pivot and live to fight another day. So, James, thanks for coming—and thank you for listening. Important Links: James' LinkedIn James' website James' email: info@cognome.com

How do you update a network without downtime? This week, Technology Now is diving into the world of telcos and how they keep critical infrastructure running while continuing to improve their systems. We ask how silos have been used historically by telcos, how AI and cloud are being embraced and how you manage the switch from old to new architecture without impacting users. Franz Seiser, Head of the Data Tribe at Deutche Telekom, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Franz:https://www.linkedin.com/in/franz-seiser-658b94/

Do we have enough energy to go around? This week Technology Now investigates how organisations can use their energy more efficiently. We ask how important energy sovereignty should be, we consider the financial benefits of savvy energy use, and we explore potential ways in which waste heat could be repurposed. Karim Abou Zahab, a Principal Technologist with the Sustainable Transformation Team at HPE tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Karim:https://www.linkedin.com/in/karim-abouzahab/Sources:https://www.iea.org/reports/global-energy-review-2025/electricityhttps://www.neso.energy/energy-101/great-britains-monthly-energy-stats#:~:text=Great%20Britain's%20energy%20explained:%20March,lower%20demand%20across%20the%20country.

Host: Chitra Gurjar4 decades and counting, always energized to do something, work is my DNAFrom post and telegraph to giving tuitions to creating her own agency to studyAn advocate for herself, nurturing her desire to serveTurning away “assured” job offers to join Defence Labs as a Scientist at CABSMoved onto a “lesser assurance” to join HPPeople and culture at the heart of her 3+decade stay at HPChallenging status quo, try and fail, Innovation has to be a part of one's daily lifeStay focused on problems that you are solving and layer tools and technology to solve your problemFocus on incremental delivery of valueHolding a people vision through the course of her workStrong belief that “AI will improve the quality of jobs”Learning is a constant - continue to build Apply training and learning programs intentionallyWorking on a market analysis - next gen quoterStrong belief on impact of AI on Healthcare and EducationBelieving that coaching is something everyone should learn, enable people as answers lie within each oneWorking with a non-profit Daksham skills and Dreams DesignsArundathi has been working in technology and leadership related roles for the last 40+ years. Shestarted her career as a Scientist at Defence R&D Organisation (DRDO), Ministry of Defence, India.While at DRDO, she was involved in development of Radar transmitter and controller systems.Arundathi joined Hewlett Packard in 1996 and during her 27+ year career in HP and HPE, she hasworked in multiple roles across various business units. Under her leadership, HP rolled out multiplemarket leading internet services related products on HPUX. She was on one of the key leaderresponsible for setting up Global IT teams offshore centre in India in 2004. She has managed a teamof 3000+ technologists delivering for IT, across multiple technologies and multiple business areasenabling HP(E)'s business. She has successfully lead and delivered multiple IT transformationprojects. She has also lead the people transformation to move towards digital technologies inalignment with the market trends and business needs. She has had a short stint of 2 years at EY asthe Engineering leader for India, in Client Technology, building on Product engineering and deliverycapability. In the recent past she was the Global Program Manager for HPE's industry leading NextGeneration IT transformation program. She leads the Global Delivery Services organisation, which isthe internal the delivery engine for GIT. She is also the India leader for HPE's Global IT.Arundathi has led several initiatives in people transformation towards digital transformation,customer centricity and employee engagement. She is passionate about building teams and leaderswho are future proof and future safe. She has a strong passion towards building women leaders intechnology and mentored and coached many women through focussed initiatives. She has also hada stint as the chairperson at HP for Prevention of Sexual Harassment at workplace.Arundathi has as Bachelor of Engineering degree in Electrical and Electronics from GovernmentCollege of Technology, Coimbatore and Master of Technology from Indian Institute of Technology,Madras (IITM). She is a certified coach.During her free time, Arundathi loves to teach, coach, travel and read.

How would we integrate quantum computers into our current infrastructure? This week, Technology Now is exploring the practicalities of quantum computing, not just how they work but how we would physically build one. How would it be used alongside traditional HPC, what would it be used for, and what would be involved in the process of actually building one.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. About Masoud:https://www.linkedin.com/in/masoud-mohseni-12b00214/Quantum Computing 1-0-1:https://hpe.lnk.to/quantumfa

Threat actors are behaving more like professional organizations in an effort to launch more effective and profitable attacks. We explore this and other themes from the latest Threat Labs report from HPE, our sponsor for today's Packet Protector episode. We also look at how older vulnerabilities are still contributing to today's exploits, why security organizations... Read more »

Threat actors are behaving more like professional organizations in an effort to launch more effective and profitable attacks. We explore this and other themes from the latest Threat Labs report from HPE, our sponsor for today's Packet Protector episode. We also look at how older vulnerabilities are still contributing to today's exploits, why security organizations... Read more »

For many people it's very challenging to jump the bar from being a silent user of open source software to reaching out to the community, even just to ask a question. And some, or maybe rather many, of these people will never get there to take that step, which could change their lives.In this episode of the My Open Source Experience podcast Engin Kayraklioglu talks about his first experience with the Chapel open source programming language project, and community. He was part of an internship program which helped him get over his fear of reaching out to people he only saw talking on chat platforms, in emails and in code reviews. He didn't just become a project maintainer later, but also started to mentor newcomers himself.Learn more about:- The invisible barriers stopping people from getting out of being only a silent user- The impact of seeing people and hearing them talk about the open source project they maintain- The Chapel project and internship program- Becoming an open source mentor, and the Google Summer of Code program- How being a mentor shapes how a person approches the OSS project they maintain, along with newcomersUpdate: Since the recording of this podcast Engin has moved on from HPE to explore new endeavors.#opensource #community #collaboration #experience #podcast Hosted on Acast. See acast.com/privacy for more information.

Marie Myers, Chief Financial Officer of HPE, explains how she measures business value while deploying agentic AI across a 3,600-person finance organization. Her framework separates direct ROI from indirect value (speed, accuracy, fewer errors) and the operating requirements that make finance AI trustworthy at scale.YOU'LL DISCOVER✅ How Myers separates direct ROI from indirect value, including speed, accuracy, and lower error rates✅ Why determinism was "foundational" for finance AI, and why HPE co-engineered with Nvidia NIMs to achieve consistent answers across half a million data elements✅ What "human in the loop" means in practice, and why accountability stays with finance leaders✅ How Alfred (built on Deloitte's Zora platform) moved from transactional workflows to core finance operating rhythms like HPE's weekly ops call✅ Why clean, reconciled data and a strong data layer are prerequisites for enterprise AI✅ How HPE redesigned FP&A workflows, centralized the team, and pushed "one source of truth" before layering in agents✅ How Myers thinks about agile experimentation, stage gates, and when to stop AI investments that will not pay off✅ Why change management and cultural adoption are often harder than the technology, and how training 3,000+ people was essential⏱️ TIMESTAMPS0:00 Measuring AI value beyond hard ROI3:40 Stage gates, scorecards, and when to stop an AI investment6:49 "This is a team sport": IT, business, compliance7:20 Determinism vs probabilism in financial AI9:38 Alfred, Deloitte Zora, and private cloud (on-premises) architecture13:04 Human in the loop and limits on agent autonomy14:31 Highest ROI AI use cases: engineering, marketing, IT16:23 Where finance sees ROI first: transactional workflows19:00 "AI slop" and maintaining quality standards25:32 Data quality and trusted, reconciled financial data33:49 Redesigning FP&A workflows, "one source of truth"40:35 Change management is the hardest part of AI

The network is no longer just a hidden utility. It is becoming an intelligent engine for safer, smarter healthcare operations. In this episode, Matt Roberts, Healthcare Business Lead at Hewlett Packard Enterprise, discusses how AI-native networking is changing the role of infrastructure in healthcare. He explains why traditional networks have created operational blind spots, how self-driving network capabilities can improve user experience and security, and why modernizing infrastructure is no longer just about keeping systems running. Matt also shares how the Juniper acquisition expands HPE's ability to support healthcare providers across data center networking, AI-ready environments, and built-in security, while also opening new possibilities for asset tracking, wayfinding, staff safety, and more proactive IT operations. Tune in to learn how smarter networking could help healthcare organizations modernize infrastructure without compromising care delivery. About Matt Roberts: Matt Roberts is a healthcare industry leader focused on helping provider, payer, and life sciences organizations modernize their networking infrastructure to support better user and operator experiences. His background spans healthcare IT, business development, sales strategy, and digital transformation, with a strong emphasis on making the network a more intelligent and proactive part of healthcare operations. Before his current role, Matt served in healthcare leadership positions at Juniper Networks, Brocade, and Cerner, where he helped shape go-to-market strategies, lead healthcare business development, support large-scale implementations, and build strategic partner ecosystems across the industry. His work has consistently centered on helping healthcare organizations reduce complexity while improving performance, security, and infrastructure readiness. Things You'll Learn: AI-native networking can help remove blind spots and make the network more proactive, secure, and easier to operate.  The cost of inaction can be just as risky as the fear of disrupting care during modernization efforts.  Built-in security and policy-driven infrastructure are becoming essential as healthcare organizations prepare for more digital and AI-powered environments.  Modern networks can support far more than connectivity, including wayfinding, asset tracking, and staff safety use cases.  User experience is becoming a central metric for evaluating network performance and value.  Partner ecosystems remain critical for helping healthcare organizations navigate infrastructure and security transformation. Digital twins and virtual network assistants are likely to play a growing role in future IT operating models. Resources: Connect with and follow Matt Roberts on LinkedIn. Learn more about Hewlett Packard Enterprise. 

How could considering the whole lifecycle of technology help save money? This week, Technology Now is diving into the world of HPE Financial Services and examining the importance of reuse and refurbishment in the rapidly changing technology ecosystem. Maeve Culloty, President and CEO of HPE Financial Services tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Maeve:https://www.hpe.com/uk/en/leadership-bios/maeve-culloty.htmlBathtub episode:https://www.youtube.com/watch?v=nYAGoSXPceU&list=PLtS6YX0YOX4c12MoKvNgYw6zwNogLW3E7&index=52Sources:https://weee-forum.org/ws_news/of-16-billion-mobile-phones-possessed-worldwide-5-3-billion-will-become-waste-in-2022/https://www.bbc.co.uk/news/blogs-magazine-monitor-288026460.034g gold per phone0.034 x 5.3x10^9 = 180,200,000g = 180,200kg180,200 x 2.2 = 396,440lbs

Steven Orr, CEO of Quasar Markets, sees a bullish market ahead by emphasizing infrastructure investments over speculation. He expects oil prices to fall to $75–$80 as U.S. and Gulf production eases supply concerns. Steven believes the AI sector is just beginning and points to Nvidia (NVDA) as a key growth driver. He notes Dell Technologies (DELL) and HP Inc. (HPE) should benefit from a workstation upgrade cycle, with HP offering strong upside for investors seeking undervalued tech. The conversation also addresses Bitcoin miners like Hut 8 Corp. (HUT), who are shifting toward quantum computing and AI data centers, marking the industry's move from cryptocurrency to core tech infrastructure.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

What is a self-driving network? This week, Technology Now is diving into self-driving networks 1-0-1. We explore what they are, how they work, and what benefits they have over regular networks to find out why an organisation might choose to use a self-driving one instead.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Sujai:https://www.linkedin.com/in/sujai-hajela-270a83/

Hewlett Packard Enterprise has been rethinking what it means to secure an enterprise network -- and the answer they keep arriving at is that security cannot be an afterthought. At RSAC Conference 2026, Mounir Hahad, Head of HPE Threat Labs, sat down with Sean Martin to walk through what that philosophy looks like in practice and what two major announcements at the show mean for security teams. One of those announcements is the HPE AI firewall -- a solution built specifically for organizations trying to govern how employees use generative AI tools without shutting down innovation. Mounir Hahad frames the challenge directly: gen AI has doubled the attack surface, and organizations that fail to act risk both data leakage and a loss of confidence in the technology itself. The AI firewall starts with visibility -- showing which AI services employees are using, what data is moving where, and whether private information is leaking to external services -- and then gives administrators the tools to set and enforce policy. The second announcement is the formal launch of HPE Threat Labs, which brings together threat research capabilities from both Hewlett Packard Enterprise and the former Juniper Networks. The combined team covers both threat analysis and vulnerability analysis -- capabilities that were previously siloed. HPE Threat Labs has published its inaugural In the Wild threat report, drawing on telemetry, honeypots, and open-source intelligence to give CISOs and decision makers a clear view of how cybercrime has industrialized, why attacks are increasingly targeted, and why high-confidence alerts matter more than ever. This is a Brand Highlight. A Brand Highlight is a ~5 minute introductory conversation designed to put a spotlight on the guest and their company. Learn more: https://www.studioc60.com/creation#highlight GUEST Mounir Hahad, Head of HPE Threat Labs, Hewlett Packard Enterprise LinkedIn: https://www.linkedin.com/in/mounirhahad/ RESOURCES HPE Threat Labs: https://www.hpe.com HPE Threat Labs 2026 In the Wild Threat Report: https://www.hpe.com Are you interested in telling your story? ▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full ▶︎ Brand Spotlight Story: https://www.studioc60.com/content-creation#spotlight ▶︎ Brand Highlight Story: https://www.studioc60.com/content-creation#highlight KEYWORDS Mounir Hahad, Hewlett Packard Enterprise, HPE, HPE Threat Labs, Sean Martin, brand story, brand marketing, marketing podcast, brand highlight, AI firewall, generative AI security, network security, threat intelligence, SASE, cybercrime, RSAC Conference 2026, threat research, enterprise security, AI governance, cybersecurity Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In an AI era, the real competitive advantage won't come from generating more ideas, but picking the right idea to take forward. Leaders who foster cultures of creativity and curiosity will build teams better able to sharpen focus, challenge assumptions, and execute in the most effective and compelling ways.  Liberty Science Center CEO Paul Hoffman is a noted expert on connecting the public to the sciences. He'll explain how that major cultural institution makes complex ideas clear and irresistible. The long-time science writer, puzzle maker, brainstorming expert and former head of the Encyclopaedia Britannica shares lessons from his eclectic background on how leaders can harness a team's natural curiosity to drive fresh thinking and innovation.  You'll learn: Why clarity matters in innovation - and why the audience is usually right How to model the creative behaviors you want to see in your team Which qualities creative, curious teams always have in common This episode was recorded at the Urban Transformation Summit, San Francisco (October 2025). About this week's guest:  Liberty Science Center: https://lsc.org/ Paul Hoffman: http://thephtest.com/ Like this episodes? Try these: Nick Thompson, The Atlantic: Why one CEO sets 'non -goals' - and what ultramarathons taught him about focus and mental toughness Watch here - YouTube: https://youtu.be/Xh9PLsyptgA Listen here - Spotify: https://tinyurl.com/bdbrspj7 Read here - Listen: https://tinyurl.com/mtdhe37w Build a culture of innovation: HPE's Chief Technology Officer shares what's neededListen here: https://tinyurl.com/bdfmtxbkRead here: https://tinyurl.com/5kwr6x6t This simple question helped Amazon teams get future ready: AWS AI and data chief Read here - Transcript: http://tinyurl.com/3k3vvaexListen here - Spotify: http://tinyurl.com/yckpbtpe 7 top innovators share strategies that drive cutting edge solutions: Read here - Transcript: https://tinyurl.com/mtj9tncs Listen here - Spotify: https://tinyurl.com/482wyxpf  

This week, Ben sits down with N2K's Lead Analyst, Ethan Cook, to discuss the Trump administration's new national AI framework. The framework covers a variety of key areas such as minor protections, IP rights, and federal preemption. Additionally, the two discuss the FCC's recent import ban of any new foreign made routers due to security concerns. While this show covers legal topics, and Ben is a lawyer, the views expressed do not constitute legal advice. For official legal advice on any of the topics we cover, please contact your attorney.  Links to today's stories: Trump releases new national AI framework. FCC bans the import of new foreign-made routers. Get the weekly Caveat Briefing delivered to your inbox. Like what you heard? Be sure to check out and subscribe to our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Caveat Briefing⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, a weekly newsletter available exclusively to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠N2K Pro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ members on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠N2K CyberWire's⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ website. N2K Pro members receive our Thursday wrap-up covering the latest in privacy, policy, and research news, including incidents, techniques, compliance, trends, and more. This week's Caveat Briefing covers the a recent lawsuit from a coalition of state attorney generals regarding the DoJ's approval of HPE's acquisition of Juniper Networks for $14 billion. Curious about the details? Head over to the ⁠⁠⁠⁠⁠⁠⁠⁠Caveat Briefing⁠⁠⁠⁠⁠⁠⁠⁠ for the full scoop and additional compelling stories. Got a question you'd like us to answer on our show? You can send your audio file to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠caveat@thecyberwire.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Hope to hear from you. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why is data so important in the healthcare sector? This week, Technology Now is diving into the world of data analysis in healthcare. We will be asking how different methods of data analysis can lead to different outcomes, we'll be exploring how AI can be used to help find patterns in huge quantities of data, and we'll be asking how historical legal rulings still influence our healthcare sector today. Lisa Marceau founder and CEO of Joyous and Alpha Millennial Health, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Lisa:https://www.linkedin.com/in/lisamarceau/Sources: https://www.londonmuseum.org.uk/collections/london-stories/john-snow-cholera-broad-street-pump/Tulchinsky TH. John Snow, Cholera, the Broad Street Pump; Waterborne Diseases Then and Now. Case Studies in Public Health. 2018:77–99. doi: 10.1016/B978-0-12-804571-8.00017-2. Epub 2018 Mar 30. PMCID: PMC7150208.https://orwh.od.nih.gov/toolkit/recruitment/history Petersen I, Peltola T, Kaski S, et al., Depression, depressive symptoms and treatments in women who have recently given birth: UK cohort study, BMJ Open 2018;8:e022152. doi: 10.1136/bmjopen-2018-022152

Social media giants face a legal reckoning, Keppel races toward a $200 billion ambition, and AI stocks are back on fire - what does it all mean for investors? Markets are navigating a collision of regulation, reinvention and rally, hosted by Michelle Martin with Ryan Huang. A landmark ruling puts pressure on platforms like Meta, Instagram and YouTube, raising new risks for Big Tech. Meanwhile, Keppel pivots hard into an asset-light future, chasing scale in infrastructure, energy transition and digital assets. In the US, names like Super Micro, Dell and HPE surge as AI demand fuels a fresh wave of optimism.Plus, UP or DOWN on Microsoft, On Holding, Banyan Group and Japanese IPOs - while Apple teases its next AI leap.See omnystudio.com/listener for privacy information.

How are data centres tied to countries' data strategies? This week, Technology Now takes a step back to look at why and how countries are investing in AI projects. We ask how large data centres are funded, built and powered, we explore how technology is procured for these projects, and we examine the impact of these giant structures on data sovereignty. Talal al Kaissi, interim CEO of Core 42, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Talal:https://www.linkedin.com/in/talal-m-al-kaissi-20059a5/?originalSubdomain=aeSources:https://www.cargoson.com/en/blog/number-of-data-centers-by-countryhttps://regional.chinadaily.com.cn/hohhot/2022-06/08/c_793607.htmhttps://www.seas.upenn.edu/about/history-heritage/eniac/https://www.vailwilliams.com/from-first-generation-to-hyperscale-the-whirlwind-evolution-of-data-centres/ https://penntoday.upenn.edu/news/worlds-first-general-purpose-computer-turns-75#:~:text=ENIAC%20weighed%2030%20tons%2C%20took,five%20million%20hand%2Dsoldered%20joints.https://www.themeasureofthings.com/results.php?search=10%2C700%2C000+square+feet+%28sq.+ft%29%2C+a+measure+of+area&unit=f2&comp=area&amt=10700000&searchTerm=10%2C700%2C000+square+feet+%28sq.+ft%29%2C+a+measure+of+area#google_vignette

AI is reshaping how software gets built, how infrastructure gets deployed, and how platforms compete for relevance. On Episode 296, Patrick Moorhead and Daniel Newman break down GTC expectations, Microsoft's Anthropic-powered Copilot shift, Adobe's leadership transition, Apple's AI strategy, and the infrastructure debates shaping the next phase of enterprise AI. The handpicked topics for this week are: GTC and the Shift to Heterogeneous Compute: NVIDIA heads into GTC with growing pressure to articulate a broader heterogeneous compute strategy. Pat & Dan discuss CPUs, GPUs, inference accelerators, and how future AI workloads will increasingly span training, pre-fill, decode, and agentic workflows. Why the CPU Is Back in the AI Conversation: As agentic AI expands, CPU demand is moving back into focus. The hosts discuss why CPU-to-GPU ratios are tightening, why this matters for infrastructure planning, and how AI compute is becoming more diversified. Microsoft's Anthropic-Powered Copilot Shift: Microsoft is leaning harder into model optionality by integrating Anthropic into Copilot workflows. The bigger takeaway is not model preference alone, but Microsoft's distribution advantage, governance layer, and ability to bundle AI functionality directly into the enterprise productivity stack. The Semantic Layer and the Future of Enterprise Software: Rather than replacing core enterprise systems overnight, AI is increasingly being layered on top of existing platforms. The discussion highlights how enterprise software may evolve through AI wrappers, orchestration, and semantic interfaces rather than a complete replacement. Adobe's CEO Transition and the AI Narrative Gap: Adobe posted strong numbers, but investor skepticism remains. The conversation centers on whether Adobe failed to clearly articulate its AI upside, whether the market simply remains unconvinced, and why leadership change may reflect the need for a different kind of AI-era storytelling. Grid Underutilization and the Energy Debate: Google, Tesla, and others are backing a lobbying effort focused on grid underutilization. The hosts unpack why this matters for hyperscalers, data center growth, and the broader push to use energy infrastructure more intelligently before simply adding more capacity. The Flip: Has Apple Found a Way to Win Without Massive AI CapEx? In this week's debate, Patrick argues Apple may have found a differentiated path by focusing on device-level inference, silicon efficiency, and distribution across its installed base. Daniel pushes back, arguing that if intelligence becomes platform agnostic, Apple risks becoming just another hardware endpoint with a limited moat at the AI layer. HPE's Networking-Led Enterprise AI Positioning: HPE's results reinforced the strategic value of networking as a differentiation layer. The Juniper acquisition, enterprise focus, and higher-margin infrastructure strategy continue to distinguish HPE from peers chasing hyperscale AI server volumes. Oracle's OCI Momentum and the Fungibility of Compute: Oracle delivered the "show me" quarter investors wanted, driven by OCI growth and backlog expansion. The hosts argue that if Oracle builds the capacity, the compute will get used, regardless of which model provider ultimately occupies it. Adobe, TSMC, and ASML as Signals of the Next AI Buildout: From Adobe's forward-looking market pressure to TSMC's continued growth and ASML's move into advanced packaging, the conversation closes on what these indicators say about demand durability, capital discipline, and the future of semiconductor infrastructure. For a deeper dive into each topic, please click on the provided links. Subscribe to our YouTube Channel so you never miss an episode. The Decode  Nvidia Expands AI Infrastructure Ecosystem https://www.cnbc.com/2026/03/09/nscale-ai-data-center-nvidia-raise.html https://x.com/PatrickMoorhead/status/2031039275861455314?s=20 NVIDIA and Thinking Machines Lab Announce Long-Term Gigawatt-Scale Strategic Partnership https://blogs.nvidia.com/blog/nvidia-thinking-machines-lab/ https://techcrunch.com/2026/03/10/thinking-machines-lab-inks-massive-compute-deal-with-nvidia/ Microsoft 365 Copilot Wave 3 – Turning Copilot from add-on into stack strategy https://x.com/PatrickMoorhead/status/2031072488059449701 https://x.com/danielnewmanUV/status/2031016955549716542 Microsoft CEO Satya Nadella praises outgoing Adobe CEO Shantanu Narayen's 'legendary run' at digital media company https://economictimes.indiatimes.com/tech/technology/microsoft-ceo-satya-nadella-praises-outgoing-adobe-ceo-shantanu-narayens-legendary-run-at-digital-media-company/articleshow/129541308.cms Google, Tesla, and data center developer Verrus are among a group of companies arguing that the electrical grid is being underutilized https://techcrunch.com/2026/03/10/google-and-tesla-think-were-managing-the-electrical-grid-all-wrong/ The Flip: Has Apple Found a Way to Win Without Massive AI CapEx? Perplexity Computer to Run on Mac Desktop Computers & iOS https://x.com/danielnewmanUV/status/2031841884822229340?s=20 https://x.com/PatrickMoorhead/status/2031825606313119750?s=20 https://x.com/PatrickMoorhead/status/2032276716786221113?s=20 Bulls & Bears HPE Q1 Earnings https://www.hpe.com/us/en/newsroom/press-release/2026/03/hpe-reports-fiscal-2026-first-quarter-results.html https://x.com/danielnewmanUV/status/2031132577256403050?s=20 https://x.com/PatrickMoorhead/status/2031109683717747160 Oracle Q3 Earnings  https://finance.yahoo.com/news/oracle-stock-rockets-higher-on-q3-earnings-beat-2027-revenue-outlook-201151427.html https://x.com/PatrickMoorhead/status/2031502202766766104 https://x.com/danielnewmanUV/status/2031518677242147087 TSMC Earnings (Jan-Feb revenue rose 30%) https://pr.tsmc.com/english/news/3290 https://seekingalpha.com/news/4562561-tsmc-jan-feb-revenue-rises-30-amid-strong-global-ai-demand  Adobe Q1 Earnings https://www.businesswire.com/news/home/20260312749997/en/Adobe-Delivers-Record-Q1-Results https://news.adobe.com/news/2026/03/adobe-q1fy26-financial-results UiPath Earnings https://www.investing.com/news/earnings/uipath-forecasts-full-year-revenue-above-expectations-stock-seesaws-after-hours-4555553 https://ir.uipath.com/news/detail/431/uipath-reports-fourth-quarter-and-full-year-fiscal-2026-financial-results Rubrik Earnings  https://www.investors.com/news/technology/rubrik-stock-rbrk-rubrik-earnings-q42025/ https://ir.rubrik.com/financials/quarterly-results/default.aspx SentinelOne Earnings https://www.investors.com/news/technology/sentinelone-stock-s-sentinelone-earnngs-news-q42025/  

Raghu Bala is the CEO and Founder of Synergetics AI, a firm helping enterprises design and deploy agentic AI systems to drive growth, operational efficiency, and lasting competitive advantage. A serial entrepreneur with four startup exits, he has led Synergetics AI in developing cutting-edge solutions in autonomous and agentic AI, collaborating with organizations like MIT and HPE. Raghu previously held senior roles at Yahoo, InfoSpace, and PwC and holds degrees from The Wharton School and Stanford University. In this episode… Imagine a world where your digital twin shops for you, makes payments, and even negotiates on your behalf. Could AI agents transform both businesses and daily life by bringing seamless automation, security, and personalization? How are innovators building the infrastructure for this future? Raghu Bala, a seasoned entrepreneur and AI innovator, explains that agentic AI is redefining how enterprises and consumers interact with technology. He highlights that AI agents — autonomous digital entities — can automate workflows, manage transactions, and act independently across complex systems. With tools like LangTrain, AgentFlow, and AgentVM, these agents enable secure, efficient operations while paving the way for the agent economy. Raghu explains practical applications, from digital twins automating e-commerce purchases to AI supporting real-time addiction counseling in healthcare, illustrating how these systems can streamline tasks and unlock new opportunities. In this episode of the Inspired Insider Podcast, host Dr. Jeremy Weisz sits down with Raghu Bala, CEO and Founder of Synergetics AI, to discuss building the agent economy, the evolution of autonomous AI, and the integration of digital twins in business. They explore secure AI workflows, real-world applications across industries, and the future of agent-driven commerce. Raghu also shares his favorite productivity tools and insights on aligning technology with company culture.

How can technology be used in the fight against modern slavery? This week, Technology Now is exploring the impact of modern slavery and how technology can be used to try and reduce it. We ask what the scale of the problem is today, we examine what modern slavery can look like, and we discuss how organisations and consumers can work together to try and combat this practice. John Schultz, Executive Vice President, Chief Legal and Administrative Officer and Corporate Secretary for HPE, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About John:https://www.hpe.com/uk/en/leadership-bios/john-schultz.htmlSources https://www.hpe.com/us/en/newsroom/blog-post/2025/12/when-good-intentions-are-not-enough-the-importance-of-data-and-ai-in-solving-the-modern-slavery-epidemic.htmlhttps://www.hpe.com/uk/en/leadership-bios/john-schultz.html

Carole a toujours adoré les enfants, elle s'imaginait en mère adoptive mais c'est finalement en tombant enceinte qu'elle devient maman. Dès le premier essai bébé. Alors elle doit jongler entre le lancement de son entreprise et une grossesse pleine de rebondissements.Quant à l'accouchement, comme souvent, rien ne se passe comme prévu. Mais dans cet épisode on s'intéresse aussi aux années d'après l'arrivée de son fils. Toutes ces années durant lesquelles il ne dort pas, pleure chaque nuit, et Carole épuisée, pleure souvent aussi.Elle comprend au fil des années que son fils a une atypie, une hypersensibilité et pense alors au HPI, HPE ou d'autres lettres dont on parle de plus en plus. Mais après des années d'errance, des années à se sentir seule ou en décalage avec les avis des autres, le diagnostic tombe enfin : son fils a un trouble du spectre autistique TSA de niveau 2.Bonne écoute !----------------------------------------------Vous aimez le podcast HelloMammas ? Mettez ⭐⭐⭐⭐⭐ — sur Apple Podcast, Spotify ou Deezer ça nous aide énormément et abonnez-vous gratuitement sur votre plateforme d'écoute préférée pour ne manquer aucun épisode !On se retrouve chaque mardi pour un nouvel épisode

Special Envoy Steve Witkoff on the latest negotiations with Iran. Making headlines about how close Iran was the obtaining a nuclear weapon and why the U.S. decided to strike when it did. What he thinks peace in the Middle East could look like. Plus, the CEO of HPE with his first interview since reporting results. Predicting price pressures on memory to persist into next year. And could Nvidia be looking to get into software? That story, this hour. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Summary In this episode of Chattinn Cyber, Marc Schein is chattin' with Mike Armistead, a seasoned cybersecurity expert with over 40 years of experience, including more than 20 years as a vendor in the cybersecurity space. The conversation opens with a discussion about the challenges security leaders face in 2026. Mike highlights the complexity of their role, comparing it to that of a CFO managing financial risk, but notes that cybersecurity leaders often lack the comprehensive management tools that CFOs have. He emphasizes the fragmented nature of cybersecurity tools and the difficulty in stitching together disparate signals to form a coherent security posture. Mike further explains that the human element is the critical glue in cybersecurity programs. The effectiveness of security teams depends heavily on the leadership and the ability of individuals to contextualize technical signals within the business environment. This need for situational awareness is driving interest in AI technologies, particularly on the defender side, to augment human capabilities and expand the scope and depth of security operations. The chat then shifts to the role of AI in cybersecurity products. Mike observes that while AI is increasingly integrated into detection tools, the industry has largely shifted focus away from prevention. He advocates for a strategic return to prevention, where AI can play a significant role in helping security leaders develop and implement risk mitigation strategies tailored to their organizations. Mike stresses the importance of a holistic approach that goes beyond real-time detection to include employee training, access control, and disaster recovery. Addressing the challenges faced by middle-market organizations, Mike points out that these companies are often expected to meet the same cybersecurity standards as large enterprises but with far fewer resources. He advises middle-market CISOs to prioritize protecting their most critical assets—their “crown jewels”—and to have candid conversations with leadership about realistic security goals. This pragmatic approach helps ensure that limited resources are focused on the highest risks rather than attempting to cover every possible threat. Finally, Mike shares information about a community he helped start called the Security Impact Circle, which focuses on cybersecurity leadership issues such as board engagement. This community facilitates workshops that bring together CSOs and board directors to bridge the communication gap and align security priorities with business needs. Mike encourages listeners to visit securityimpactcircle.org to learn more and get involved. Five Key Points Covered Cybersecurity leaders face complex challenges similar to CFOs but lack equivalent management tools. Human expertise is essential to contextualize technical security signals within the business environment. AI is increasingly used in detection but should also be leveraged to enhance prevention strategies. Middle-market organizations must prioritize protecting their most critical assets due to limited resources. The Security Impact Circle community helps improve communication and alignment between security leaders and boards. Five Key Quotes from the Conversation “Security leaders have a tough job… it's not unlike what a CFO has to think about, right? That risk happens to be financial, and the CISOs really happens to be in cyber.” “The security teams are really bound by how good not only their leader, but the deputies, the managers, the architects, those individual contributors that really help lead it.” “I think the opportunity is to swing it back to prevention… AI can really start to help on the prevention strategy side of cybersecurity.” “Middle-market leaders are expected to do everything that the largest enterprises do, but they don't have the resources to cover all the ground.” “We bring in a director from a public company's audit committee to run workshops… it's less about what a CSO thinks they should say and more about what the director thinks they need to hear.” About Our Guest Mike Armistead brings nearly 40 years of business experience marked by a proven track record of building companies, navigating strategic acquisitions, and leading growth at every stage. As co-founder and CEO of Respond Software, acquired by Mandiant for $200 million, and co-founder of Fortify Software, acquired by HP for $285 million, Mike has played pivotal roles in multiple successful startups, including serving as SVP on the turnaround team at WhoWhere (acquired by Lycos for $133 million) and contributing to Pure Software's IPO. His post-acquisition leadership includes key roles as VP of Products & UX at Mandiant, Director at Google Cloud, and VP & GM for Fortify and ArcSight business groups at HPE, where he drove significant expansion and over $400 million in revenue impact. Alongside these successes, Mike gained valuable insights from two brief ventures, including leading InLeague through post-9/11 financial challenges and emphasizing product-market fit in another startup. Beginning his career as a Product Manager at HP in the late 1980s, Mike's multifaceted experience spans diverse industries and company sizes. Today, he remains passionate about building high-performing teams and tackling complex, noble challenges. Follow Our Guest LinkedIn About Our Host National co-chair of the Cyber Center for Excellence, Marc Schein, CIC,CLCS is also a Risk Management Consultant at Marsh McLennan Agency. He assists clients by customizing comprehensive commercial insurance programs that minimize the burden of financial loss through cost effective transfer of risk. By conducting a Total Cost of Risk (TCoR) assessment, he can determine any gaps in coverage. As part of an effective risk management insurance team, Marc collaborates with senior risk consultants, certified insurance counselors, and expert underwriters to examine the adequacy of existing client programs and develop customized solutions to transfer risk, improve coverage and minimize premiums. Follow Our Host Website | LinkedIn  

Markets respond to fast moving geopolitical headlines and fresh swings in energy. Oil dominates the market conversation. Pippa Stevens tracks price moves while Helima Croft, Global Head of Commodity Strategy at RBC Capital Markets, breaks down supply risks, geopolitical crosscurrents and what it would take for crude to move higher or stabilize. Matt Stucky of Northwestern Mutual Wealth Management and Anastasia Amoroso of Partners Group assess the broader market setup and debate how investors should position amid volatility. Earnings from HPE add another data point for tech. Jason Furman, former Chair of the Council of Economic Advisers, weighs in on the Fed and the economic outlook. Dan Levy of Barclays explains how higher oil prices could ripple through the auto sector. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Carole est la maman d'un petit garçon de six ans et elle comprend au fil des années que son fils a une atypie, une hypersensibilité et pense alors au HPI, HPE ou d'autres lettres dont on parle de plus en plus.. Toutes ces années durant lesquelles il ne dort pas, pleure chaque nuit, et Carole épuisée, pleure souvent aussi.Mais après des années d'errance, des années à se sentir seule ou en décalage avec les avis des autres, le diagnostic tombe enfin.À demain pour découvrir l'épisode dans son intégralité !----------------------------------------------Vous aimez le podcast HelloMammas ? Mettez ⭐⭐⭐⭐⭐ — sur Apple Podcast, Spotify ou Deezer ça nous aide énormément et abonnez-vous gratuitement sur votre plateforme d'écoute préférée pour ne manquer aucun épisode !On se retrouve chaque mardi pour un nouvel épisode

What's happening at Mobile World Congress Barcelona 2026? This week, Technology Now is on the ground in Barcelona at the 20th Mobile World Congress to delve deeper into the future of networking. We ask what are the big themes of this year's Mobile World Congress, we explore why events like this are important to organisations like HPE, and we examine why consumers should care about events like this. Rami Rahim, President and General Manager, HPE Networking tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Rami:https://www.hpe.com/uk/en/leadership-bios/rami-rahim.html

Intersect 360 Research CEO Addison Snell talks in depth about the AI innovations powering the Genesis Mission with Assc. Laboratory Director Gina Tourassi from the Oak Ridge National Laboratory. Sponsored by HPE and AMD.

Where does Executive Greatness come from? By helping executives, founders, and leadership teams communicate with conviction, clarity, and presence.Ash is the Founder & CEO of the Executive Greatness Institute, where he has coached leaders at Cisco, Uber, Google, HPE, and Sprinklr to deliver powerful strategic narratives and keynote talks that inspire teams, boards, and customers.He has also founded the Duh AI company, an incubator for AI-driven ventures.The common thread across Ash's ventures and advisory work is conviction: the belief that when leaders communicate with purpose, people follow with energy and commitment. So, whether he is coaching executives, advising on digital transformation, or building AI platforms, his mission is to help people and organisations find their voice, tell their story, and realise their boldest ambitions.Summary of PodcastIntroductions and BanterThe meeting begins with casual conversation as the participants introduce themselves and discuss topics like virtual backgrounds, lighting issues, and health concerns. They establish a relaxed, conversational tone.Executive Presence and CommunicationThe discussion turns to the importance of executive presence and effective communication. Ash Seddeek shares his expertise in helping leaders craft and deliver impactful messages tailored to their audience. He emphasises the need for energy, storytelling, and adapting the delivery style.Investor Pitches and Audience AdaptationThe group delves into the nuances of delivering effective investor pitches. Ash explains the importance of understanding the investors' perspectives and crafting the message accordingly, versus a more general employee communication. He highlights the need to build trust and excitement.The Role of AI in CommunicationThe conversation explores the potential impact of AI on communication and presentation. Ash and the hosts discuss the balance between AI-powered tools and the value of human expertise, presence, and the ability to provide honest, trusted feedback.Wrap-up and ReflectionsThe meeting concludes with the hosts and Ash reflecting on the key takeaways from the discussion, including the importance of energy, audience adaptation, and the evolving role of technology in communication. They express gratitude for the insightful conversation.The Next 100 Days Podcast Co-HostsGraham ArrowsmithGraham founded Finely Fettled in 2014 to provide data from The UK High Net Worth Database to marketers targeting affluent and high-net-worth customers. He's the founder of MicroYES, a Partner for MeclabsAI, creating lead generation AI Agents & Workflows and introducing the MeclabsAI Platform. Graham also provides an Answer Engine Optimisation solution to get your website in shape to be found by LLMs.Kevin Appleby Kevin specialises in finance transformation and implementing business change. He's the COO of GrowCFO, which provides both community and CPD-accredited training designed to grow the next generation of finance leaders. You can find Kevin on LinkedIn and at kevinappleby.com

Bryan Cantrill is the co-founder and CTO of Oxide Computer Company. We discuss why the biggest cloud providers don't use off the shelf hardware, how scaling data centers at samsung's scale exposed problems with hard drive firmware, how the values of NodeJS are in conflict with robust systems, choosing Rust, and the benefits of Oxide Computer's rack scale approach. This is an extended version of an interview posted on Software Engineering Radio. Related links Oxide Computer Oxide and Friends Illumos Platform as a Reflection of Values RFD 26 bhyve CockroachDB Heterogeneous Computing with Raja Koduri Transcript You can help correct transcripts on GitHub. Intro [00:00:00] Jeremy: Today I am talking to Bryan Cantrill. He's the co-founder and CTO of Oxide computer company, and he was previously the CTO of Joyent and he also co-authored the DTrace Tracing framework while he was at Sun Microsystems. [00:00:14] Jeremy: Bryan, welcome to Software Engineering radio. [00:00:17] Bryan: Uh, awesome. Thanks for having me. It's great to be here. [00:00:20] Jeremy: You're the CTO of a company that makes computers. But I think before we get into that, a lot of people who built software, now that the actual computer is abstracted away, they're using AWS or they're using some kind of cloud service. So I thought we could start by talking about, data centers. [00:00:41] Jeremy: 'cause you were. Previously working at Joyent, and I believe you got bought by Samsung and you've previously talked about how you had to figure out, how do I run things at Samsung's scale. So how, how, how was your experience with that? What, what were the challenges there? Samsung scale and migrating off the cloud [00:01:01] Bryan: Yeah, I mean, so at Joyent, and so Joyent was a cloud computing pioneer. Uh, we competed with the likes of AWS and then later GCP and Azure. Uh, and we, I mean, we were operating at a scale, right? We had a bunch of machines, a bunch of dcs, but ultimately we know we were a VC backed company and, you know, a small company by the standards of, certainly by Samsung standards. [00:01:25] Bryan: And so when, when Samsung bought the company, I mean, the reason by the way that Samsung bought Joyent is Samsung's. Cloud Bill was, uh, let's just say it was extremely large. They were spending an enormous amount of money every year on, on the public cloud. And they realized that in order to secure their fate economically, they had to be running on their own infrastructure. [00:01:51] Bryan: It did not make sense. And there's not, was not really a product that Samsung could go buy that would give them that on-prem cloud. Uh, I mean in that, in that regard, like the state of the market was really no different. And so they went looking for a company, uh, and bought, bought Joyent. And when we were on the inside of Samsung. [00:02:11] Bryan: That we learned about Samsung scale. And Samsung loves to talk about Samsung scale. And I gotta tell you, it is more than just chest thumping. Like Samsung Scale really is, I mean, just the, the sheer, the number of devices, the number of customers, just this absolute size. they really wanted to take us out to, to levels of scale, certainly that we had not seen. [00:02:31] Bryan: The reason for buying Joyent was to be able to stand up on their own infrastructure so that we were gonna go buy, we did go buy a bunch of hardware. Problems with server hardware at scale [00:02:40] Bryan: And I remember just thinking, God, I hope Dell is somehow magically better. I hope the problems that we have seen in the small, we just. You know, I just remember hoping and hope is hope. It was of course, a terrible strategy and it was a terrible strategy here too. Uh, and the we that the problems that we saw at the large were, and when you scale out the problems that you see kind of once or twice, you now see all the time and they become absolutely debilitating. [00:03:12] Bryan: And we saw a whole series of really debilitating problems. I mean, many ways, like comically debilitating, uh, in terms of, of showing just how bad the state-of-the-art. Yes. And we had, I mean, it should be said, we had great software and great software expertise, um, and we were controlling our own system software. [00:03:35] Bryan: But even controlling your own system software, your own host OS, your own control plane, which is what we had at Joyent, ultimately, you're pretty limited. You go, I mean, you got the problems that you can obviously solve, the ones that are in your own software, but the problems that are beneath you, the, the problems that are in the hardware platform, the problems that are in the componentry beneath you become the problems that are in the firmware. IO latency due to hard drive firmware [00:04:00] Bryan: Those problems become unresolvable and they are deeply, deeply frustrating. Um, and we just saw a bunch of 'em again, they were. Comical in retrospect, and I'll give you like a, a couple of concrete examples just to give, give you an idea of what kinda what you're looking at. one of the, our data centers had really pathological IO latency. [00:04:23] Bryan: we had a very, uh, database heavy workload. And this was kind of right at the period where you were still deploying on rotating media on hard drives. So this is like, so. An all flash buy did not make economic sense when we did this in, in 2016. This probably, it'd be interesting to know like when was the, the kind of the last time that that actual hard drives made sense? [00:04:50] Bryan: 'cause I feel this was close to it. So we had a, a bunch of, of a pathological IO problems, but we had one data center in which the outliers were actually quite a bit worse and there was so much going on in that system. It took us a long time to figure out like why. And because when, when you, when you're io when you're seeing worse io I mean you're naturally, you wanna understand like what's the workload doing? [00:05:14] Bryan: You're trying to take a first principles approach. What's the workload doing? So this is a very intensive database workload to support the, the object storage system that we had built called Manta. And that the, the metadata tier was stored and uh, was we were using Postgres for that. And that was just getting absolutely slaughtered. [00:05:34] Bryan: Um, and ultimately very IO bound with these kind of pathological IO latencies. Uh, and as we, you know, trying to like peel away the layers to figure out what was going on. And I finally had this thing. So it's like, okay, we are seeing at the, at the device layer, at the at, at the disc layer, we are seeing pathological outliers in this data center that we're not seeing anywhere else. [00:06:00] Bryan: And that does not make any sense. And the thought occurred to me. I'm like, well, maybe we are. Do we have like different. Different rev of firmware on our HGST drives, HGST. Now part of WD Western Digital were the drives that we had everywhere. And, um, so maybe we had a different, maybe I had a firmware bug. [00:06:20] Bryan: I, this would not be the first time in my life at all that I would have a drive firmware issue. Uh, and I went to go pull the firmware, rev, and I'm like, Toshiba makes hard drives? So we had, I mean. I had no idea that Toshiba even made hard drives, let alone that they were our, they were in our data center. [00:06:38] Bryan: I'm like, what is this? And as it turns out, and this is, you know, part of the, the challenge when you don't have an integrated system, which not to pick on them, but Dell doesn't, and what Dell would routinely put just sub make substitutes, and they make substitutes that they, you know, it's kind of like you're going to like, I don't know, Instacart or whatever, and they're out of the thing that you want. [00:07:03] Bryan: So, you know, you're, someone makes a substitute and like sometimes that's okay, but it's really not okay in a data center. And you really want to develop and validate a, an end-to-end integrated system. And in this case, like Toshiba doesn't, I mean, Toshiba does make hard drives, but they are a, or the data they did, uh, they basically were, uh, not competitive and they were not competitive in part for the reasons that we were discovering. [00:07:29] Bryan: They had really serious firmware issues. So the, these were drives that would just simply stop a, a stop acknowledging any reads from the order of 2,700 milliseconds. Long time, 2.7 seconds. Um. And that was a, it was a drive firmware issue, but it was highlighted like a much deeper issue, which was the simple lack of control that we had over our own destiny. [00:07:53] Bryan: Um, and it's an, it's, it's an example among many where Dell is making a decision. That lowers the cost of what they are providing you marginally, but it is then giving you a system that they shouldn't have any confidence in because it's not one that they've actually designed and they leave it to the customer, the end user, to make these discoveries. [00:08:18] Bryan: And these things happen up and down the stack. And for every, for whether it's, and, and not just to pick on Dell because it's, it's true for HPE, it's true for super micro, uh, it's true for your switch vendors. It's, it's true for storage vendors where the, the, the, the one that is left actually integrating these things and trying to make the the whole thing work is the end user sitting in their data center. AWS / Google are not buying off the shelf hardware but you can't use it [00:08:42] Bryan: There's not a product that they can buy that gives them elastic infrastructure, a cloud in their own DC The, the product that you buy is the public cloud. Like when you go in the public cloud, you don't worry about the stuff because that it's, it's AWS's issue or it's GCP's issue. And they are the ones that get this to ground. [00:09:02] Bryan: And they, and this was kind of, you know, the eye-opening moment. Not a surprise. Uh, they are not Dell customers. They're not HPE customers. They're not super micro customers. They have designed their own machines. And to varying degrees, depending on which one you're looking at. But they've taken the clean sheet of paper and the frustration that we had kind of at Joyent and beginning to wonder and then Samsung and kind of wondering what was next, uh, is that, that what they built was not available for purchase in the data center. [00:09:35] Bryan: You could only rent it in the public cloud. And our big belief is that public cloud computing is a really important revolution in infrastructure. Doesn't feel like a different, a deep thought, but cloud computing is a really important revolution. It shouldn't only be available to rent. You should be able to actually buy it. [00:09:53] Bryan: And there are a bunch of reasons for doing that. Uh, one in the one we we saw at Samsung is economics, which I think is still the dominant reason where it just does not make sense to rent all of your compute in perpetuity. But there are other reasons too. There's security, there's risk management, there's latency. [00:10:07] Bryan: There are a bunch of reasons why one might wanna to own one's own infrastructure. But, uh, that was very much the, the, so the, the genesis for oxide was coming out of this very painful experience and a painful experience that, because, I mean, a long answer to your question about like what was it like to be at Samsung scale? [00:10:27] Bryan: Those are the kinds of things that we, I mean, in our other data centers, we didn't have Toshiba drives. We only had the HDSC drives, but it's only when you get to this larger scale that you begin to see some of these pathologies. But these pathologies then are really debilitating in terms of those who are trying to develop a service on top of them. [00:10:45] Bryan: So it was, it was very educational in, in that regard. And you're very grateful for the experience at Samsung in terms of opening our eyes to the challenge of running at that kind of scale. [00:10:57] Jeremy: Yeah, because I, I think as software engineers, a lot of times we, we treat the hardware as a, as a given where, [00:11:08] Bryan: Yeah. [00:11:08] Bryan: Yeah. There's software in chard drives [00:11:09] Jeremy: It sounds like in, in this case, I mean, maybe the issue is not so much that. Dell or HP as a company doesn't own every single piece that they're providing you, but rather the fact that they're swapping pieces in and out without advertising them, and then when it becomes a problem, they're not necessarily willing to, to deal with the, the consequences of that. [00:11:34] Bryan: They just don't know. I mean, I think they just genuinely don't know. I mean, I think that they, it's not like they're making a deliberate decision to kind of ship garbage. It's just that they are making, I mean, I think it's exactly what you said about like, not thinking about the hardware. It's like, what's a hard drive? [00:11:47] Bryan: Like what's it, I mean, it's a hard drive. It's got the same specs as this other hard drive and Intel. You know, it's a little bit cheaper, so why not? It's like, well, like there's some reasons why not, and one of the reasons why not is like, uh, even a hard drive, whether it's rotating media or, or flash, like that's not just hardware. [00:12:05] Bryan: There's software in there. And that the software's like not the same. I mean, there are components where it's like, there's actually, whether, you know, if, if you're looking at like a resistor or a capacitor or something like this Yeah. If you've got two, two parts that are within the same tolerance. Yeah. [00:12:19] Bryan: Like sure. Maybe, although even the EEs I think would be, would be, uh, objecting that a little bit. But the, the, the more complicated you get, and certainly once you get to the, the, the, the kind of the hardware that we think of like a, a, a microprocessor, a a network interface card, a a, a hard driver, an NVME drive. [00:12:38] Bryan: Those things are super complicated and there's a whole bunch of software inside of those things, the firmware, and that's the stuff that, that you can't, I mean, you say that software engineers don't think about that. It's like you, no one can really think about that because it's proprietary that's kinda welded shut and you've got this abstraction into it. [00:12:55] Bryan: But the, the way that thing operates is very core to how the thing in aggregate will behave. And I think that you, the, the kind of, the, the fundamental difference between Oxide's approach and the approach that you get at a Dell HP Supermicro, wherever, is really thinking holistically in terms of hardware and software together in a system that, that ultimately delivers cloud computing to a user. [00:13:22] Bryan: And there's a lot of software at many, many, many, many different layers. And it's very important to think about, about that software and that hardware holistically as a single system. [00:13:34] Jeremy: And during that time at Joyent, when you experienced some of these issues, was it more of a case of you didn't have enough servers experiencing this? So if it would happen, you might say like, well, this one's not working, so maybe we'll just replace the hardware. What, what was the thought process when you were working at that smaller scale and, and how did these issues affect you? UEFI / Baseboard Management Controller [00:13:58] Bryan: Yeah, at the smaller scale, you, uh, you see fewer of them, right? You just see it's like, okay, we, you know, what you might see is like, that's weird. We kinda saw this in one machine versus seeing it in a hundred or a thousand or 10,000. Um, so you just, you just see them, uh, less frequently as a result, they are less debilitating. [00:14:16] Bryan: Um, I, I think that it's, when you go to that larger scale, those things that become, that were unusual now become routine and they become debilitating. Um, so it, it really is in many regards a function of scale. Uh, and then I think it was also, you know, it was a little bit dispiriting that kind of the substrate we were building on really had not improved. [00:14:39] Bryan: Um, and if you look at, you know, the, if you buy a computer server, buy an x86 server. There is a very low layer of firmware, the BIOS, the basic input output system, the UEFI BIOS, and this is like an abstraction layer that has, has existed since the eighties and hasn't really meaningfully improved. Um, the, the kind of the transition to UEFI happened with, I mean, I, I ironically with Itanium, um, you know, two decades ago. [00:15:08] Bryan: but beyond that, like this low layer, this lowest layer of platform enablement software is really only impeding the operability of the system. Um, you look at the baseboard management controller, which is the kind of the computer within the computer, there is a, uh, there is an element in the machine that needs to handle environmentals, that needs to handle, uh, operate the fans and so on. [00:15:31] Bryan: Uh, and that traditionally has this, the space board management controller, and that architecturally just hasn't improved in the last two decades. And, you know, that's, it's a proprietary piece of silicon. Generally from a company that no one's ever heard of called a Speed, uh, which has to be, is written all on caps, so I guess it needs to be screamed. [00:15:50] Bryan: Um, a speed has a proprietary part that has a, there is a root password infamously there, is there, the root password is encoded effectively in silicon. So, uh, which is just, and for, um, anyone who kind of goes deep into these things, like, oh my God, are you kidding me? Um, when we first started oxide, the wifi password was a fraction of the a speed root password for the bmc. [00:16:16] Bryan: It's kinda like a little, little BMC humor. Um, but those things, it was just dispiriting that, that the, the state-of-the-art was still basically personal computers running in the data center. Um, and that's part of what, what was the motivation for doing something new? [00:16:32] Jeremy: And for the people using these systems, whether it's the baseboard management controller or it's the The BIOS or UF UEFI component, what are the actual problems that people are seeing seen? Security vulnerabilities and poor practices in the BMC [00:16:51] Bryan: Oh man, I, the, you are going to have like some fraction of your listeners, maybe a big fraction where like, yeah, like what are the problems? That's a good question. And then you're gonna have the people that actually deal with these things who are, did like their heads already hit the desk being like, what are the problems? [00:17:06] Bryan: Like what are the non problems? Like what, what works? Actually, that's like a shorter answer. Um, I mean, there are so many problems and a lot of it is just like, I mean, there are problems just architecturally these things are just so, I mean, and you could, they're the problems spread to the horizon, so you can kind of start wherever you want. [00:17:24] Bryan: But I mean, as like, as a really concrete example. Okay, so the, the BMCs that, that the computer within the computer that needs to be on its own network. So you now have like not one network, you got two networks that, and that network, by the way, it, that's the network that you're gonna log into to like reset the machine when it's otherwise unresponsive. [00:17:44] Bryan: So that going into the BMC, you can are, you're able to control the entire machine. Well it's like, alright, so now I've got a second net network that I need to manage. What is running on the BMC? Well, it's running some. Ancient, ancient version of Linux it that you got. It's like, well how do I, how do I patch that? [00:18:02] Bryan: How do I like manage the vulnerabilities with that? Because if someone is able to root your BMC, they control the system. So it's like, this is not you've, and now you've gotta go deal with all of the operational hair around that. How do you upgrade that system updating the BMC? I mean, it's like you've got this like second shadow bad infrastructure that you have to go manage. [00:18:23] Bryan: Generally not open source. There's something called open BMC, um, which, um, you people use to varying degrees, but you're generally stuck with the proprietary BMC, so you're generally stuck with, with iLO from HPE or iDRAC from Dell or, or, uh, the, uh, su super micros, BMC, that H-P-B-M-C, and you are, uh, it is just excruciating pain. [00:18:49] Bryan: Um, and that this is assuming that by the way, that everything is behaving correctly. The, the problem is that these things often don't behave correctly, and then the consequence of them not behaving correctly. It's really dire because it's at that lowest layer of the system. So, I mean, I'll give you a concrete example. [00:19:07] Bryan: a customer of theirs reported to me, so I won't disclose the vendor, but let's just say that a well-known vendor had an issue with their, their temperature sensors were broken. Um, and the thing would always read basically the wrong value. So it was the BMC that had to like, invent its own ki a different kind of thermal control loop. [00:19:28] Bryan: And it would index on the, on the, the, the, the actual inrush current. It would, they would look at that at the current that's going into the CPU to adjust the fan speed. That's a great example of something like that's a, that's an interesting idea. That doesn't work. 'cause that's actually not the temperature. [00:19:45] Bryan: So like that software would crank the fans whenever you had an inrush of current and this customer had a workload that would spike the current and by it, when it would spike the current, the, the, the fans would kick up and then they would slowly degrade over time. Well, this workload was spiking the current faster than the fans would degrade, but not fast enough to actually heat up the part. [00:20:08] Bryan: And ultimately over a very long time, in a very painful investigation, it's customer determined that like my fans are cranked in my data center for no reason. We're blowing cold air. And it's like that, this is on the order of like a hundred watts, a server of, of energy that you shouldn't be spending and like that ultimately what that go comes down to this kind of broken software hardware interface at the lowest layer that has real meaningful consequence, uh, in terms of hundreds of kilowatts, um, across a data center. So this stuff has, has very, very, very real consequence and it's such a shadowy world. Part of the reason that, that your listeners that have dealt with this, that our heads will hit the desk is because it is really aggravating to deal with problems with this layer. [00:21:01] Bryan: You, you feel powerless. You don't control or really see the software that's on them. It's generally proprietary. You are relying on your vendor. Your vendor is telling you that like, boy, I don't know. You're the only customer seeing this. I mean, the number of times I have heard that for, and I, I have pledged that we're, we're not gonna say that at oxide because it's such an unaskable thing to say like, you're the only customer saying this. [00:21:25] Bryan: It's like, it feels like, are you blaming me for my problem? Feels like you're blaming me for my problem? Um, and what you begin to realize is that to a degree, these folks are speaking their own truth because the, the folks that are running at real scale at Hyperscale, those folks aren't Dell, HP super micro customers. [00:21:46] Bryan: They're actually, they've done their own thing. So it's like, yeah, Dell's not seeing that problem, um, because they're not running at the same scale. Um, but when you do run, you only have to run at modest scale before these things just become. Overwhelming in terms of the, the headwind that they present to people that wanna deploy infrastructure. The problem is felt with just a few racks [00:22:05] Jeremy: Yeah, so maybe to help people get some perspective at, at what point do you think that people start noticing or start feeling these problems? Because I imagine that if you're just have a few racks or [00:22:22] Bryan: do you have a couple racks or the, or do you wonder or just wondering because No, no, no. I would think, I think anyone who deploys any number of servers, especially now, especially if your experience is only in the cloud, you're gonna be like, what the hell is this? I mean, just again, just to get this thing working at all. [00:22:39] Bryan: It is so it, it's so hairy and so congealed, right? It's not designed. Um, and it, it, it, it's accreted it and it's so obviously accreted that you are, I mean, nobody who is setting up a rack of servers is gonna think to themselves like, yes, this is the right way to go do it. This all makes sense because it's, it's just not, it, I, it feels like the kit, I mean, kit car's almost too generous because it implies that there's like a set of plans to work to in the end. [00:23:08] Bryan: Uh, I mean, it, it, it's a bag of bolts. It's a bunch of parts that you're putting together. And so even at the smallest scales, that stuff is painful. Just architecturally, it's painful at the small scale then, but at least you can get it working. I think the stuff that then becomes debilitating at larger scale are the things that are, are worse than just like, I can't, like this thing is a mess to get working. [00:23:31] Bryan: It's like the, the, the fan issue that, um, where you are now seeing this over, you know, hundreds of machines or thousands of machines. Um, so I, it is painful at more or less all levels of scale. There's, there is no level at which the, the, the pc, which is really what this is, this is a, the, the personal computer architecture from the 1980s and there is really no level of scale where that's the right unit. Running elastic infrastructure is the hardware but also, hypervisor, distributed database, api, etc [00:23:57] Bryan: I mean, where that's the right thing to go deploy, especially if what you are trying to run. Is elastic infrastructure, a cloud. Because the other thing is like we, we've kinda been talking a lot about that hardware layer. Like hardware is, is just the start. Like you actually gotta go put software on that and actually run that as elastic infrastructure. [00:24:16] Bryan: So you need a hypervisor. Yes. But you need a lot more than that. You, you need to actually, you, you need a distributed database, you need web endpoints. You need, you need a CLI, you need all the stuff that you need to actually go run an actual service of compute or networking or storage. I mean, and for, for compute, even for compute, there's a ton of work to be done. [00:24:39] Bryan: And compute is by far, I would say the simplest of the, of the three. When you look at like networks, network services, storage services, there's a whole bunch of stuff that you need to go build in terms of distributed systems to actually offer that as a cloud. So it, I mean, it is painful at more or less every LE level if you are trying to deploy cloud computing on. What's a control plane? [00:25:00] Jeremy: And for someone who doesn't have experience building or working with this type of infrastructure, when you talk about a control plane, what, what does that do in the context of this system? [00:25:16] Bryan: So control plane is the thing that is, that is everything between your API request and that infrastructure actually being acted upon. So you go say, Hey, I, I want a provision, a vm. Okay, great. We've got a whole bunch of things we're gonna provision with that. We're gonna provision a vm, we're gonna get some storage that's gonna go along with that, that's got a network storage service that's gonna come out of, uh, we've got a virtual network that we're gonna either create or attach to. [00:25:39] Bryan: We've got a, a whole bunch of things we need to go do for that. For all of these things, there are metadata components that need, we need to keep track of this thing that, beyond the actual infrastructure that we create. And then we need to go actually, like act on the actual compute elements, the hostos, what have you, the switches, what have you, and actually go. [00:25:56] Bryan: Create these underlying things and then connect them. And there's of course, the challenge of just getting that working is a big challenge. Um, but getting that working robustly, getting that working is, you know, when you go to provision of vm, um, the, all the, the, the steps that need to happen and what happens if one of those steps fails along the way? [00:26:17] Bryan: What happens if, you know, one thing we're very mindful of is these kind of, you get these long tails of like, why, you know, generally our VM provisioning happened within this time, but we get these long tails where it takes much longer. What's going on? What, where in this process are we, are we actually spending time? [00:26:33] Bryan: Uh, and there's a whole lot of complexity that you need to go deal with that. There's a lot of complexity that you need to go deal with this effectively, this workflow that's gonna go create these things and manage them. Um, we use a, a pattern that we call, that are called sagas, actually is a, is a database pattern from the eighties. [00:26:51] Bryan: Uh, Katie McCaffrey is a, is a database reCrcher who, who, uh, I, I think, uh, reintroduce the idea of, of sagas, um, in the last kind of decade. Um, and this is something that we picked up, um, and I've done a lot of really interesting things with, um, to allow for, to this kind of, these workflows to be, to be managed and done so robustly in a way that you can restart them and so on. [00:27:16] Bryan: Uh, and then you guys, you get this whole distributed system that can do all this. That whole distributed system, that itself needs to be reliable and available. So if you, you know, you need to be able to, what happens if you, if you pull a sled or if a sled fails, how does the system deal with that? [00:27:33] Bryan: How does the system deal with getting an another sled added to the system? Like how do you actually grow this distributed system? And then how do you update it? How do you actually go from one version to the next? And all of that has to happen across an air gap where this is gonna run as part of the computer. [00:27:49] Bryan: So there are, it, it is fractally complicated. There, there is a lot of complexity here in, in software, in the software system and all of that. We kind of, we call the control plane. Um, and it, this is the what exists at AWS at GCP, at Azure. When you are hitting an endpoint that's provisioning an EC2 instance for you. [00:28:10] Bryan: There is an AWS control plane that is, is doing all of this and has, uh, some of these similar aspects and certainly some of these similar challenges. Are vSphere / Proxmox / Hyper-V in the same category? [00:28:20] Jeremy: And for people who have run their own servers with something like say VMware or Hyper V or Proxmox, are those in the same category? [00:28:32] Bryan: Yeah, I mean a little bit. I mean, it kind of like vSphere Yes. Via VMware. No. So it's like you, uh, VMware ESX is, is kind of a key building block upon which you can build something that is a more meaningful distributed system. When it's just like a machine that you're provisioning VMs on, it's like, okay, well that's actually, you as the human might be the control plane. [00:28:52] Bryan: Like, that's, that, that's, that's a much easier problem. Um, but when you've got, you know, tens, hundreds, thousands of machines, you need to do it robustly. You need something to coordinate that activity and you know, you need to pick which sled you land on. You need to be able to move these things. You need to be able to update that whole system. [00:29:06] Bryan: That's when you're getting into a control plane. So, you know, some of these things have kind of edged into a control plane, certainly VMware. Um, now Broadcom, um, has delivered something that's kind of cloudish. Um, I think that for folks that are truly born on the cloud, it, it still feels somewhat, uh, like you're going backwards in time when you, when you look at these kind of on-prem offerings. [00:29:29] Bryan: Um, but, but it, it, it's got these aspects to it for sure. Um, and I think that we're, um, some of these other things when you're just looking at KVM or just looks looking at Proxmox you kind of need to, to connect it to other broader things to turn it into something that really looks like manageable infrastructure. [00:29:47] Bryan: And then many of those projects are really, they're either proprietary projects, uh, proprietary products like vSphere, um, or you are really dealing with open source projects that are. Not necessarily aimed at the same level of scale. Um, you know, you look at a, again, Proxmox or, uh, um, you'll get an OpenStack. [00:30:05] Bryan: Um, and you know, OpenStack is just a lot of things, right? I mean, OpenStack has got so many, the OpenStack was kind of a, a free for all, for every infrastructure vendor. Um, and I, you know, there was a time people were like, don't you, aren't you worried about all these companies together that, you know, are coming together for OpenStack? [00:30:24] Bryan: I'm like, haven't you ever worked for like a company? Like, companies don't get along. By the way, it's like having multiple companies work together on a thing that's bad news, not good news. And I think, you know, one of the things that OpenStack has definitely struggled with, kind of with what, actually the, the, there's so many different kind of vendor elements in there that it's, it's very much not a product, it's a project that you're trying to run. [00:30:47] Bryan: But that's, but that very much is in, I mean, that's, that's similar certainly in spirit. [00:30:53] Jeremy: And so I think this is kind of like you're alluding to earlier, the piece that allows you to allocate, compute, storage, manage networking, gives you that experience of I can go to a web console or I can use an API and I can spin up machines, get them all connected. At the end of the day, the control plane. Is allowing you to do that in hopefully a user-friendly way. [00:31:21] Bryan: That's right. Yep. And in the, I mean, in order to do that in a modern way, it's not just like a user-friendly way. You really need to have a CLI and a web UI and an API. Those all need to be drawn from the same kind of single ground truth. Like you don't wanna have any of those be an afterthought for the other. [00:31:39] Bryan: You wanna have the same way of generating all of those different endpoints and, and entries into the system. Building a control plane now has better tools (Rust, CockroachDB) [00:31:46] Jeremy: And if you take your time at Joyent as an example. What kind of tools existed for that versus how much did you have to build in-house for as far as the hypervisor and managing the compute and all that? [00:32:02] Bryan: Yeah, so we built more or less everything in house. I mean, what you have is, um, and I think, you know, over time we've gotten slightly better tools. Um, I think, and, and maybe it's a little bit easier to talk about the, kind of the tools we started at Oxide because we kind of started with a, with a clean sheet of paper at oxide. [00:32:16] Bryan: We wanted to, knew we wanted to go build a control plane, but we were able to kind of go revisit some of the components. So actually, and maybe I'll, I'll talk about some of those changes. So when we, at, For example, at Joyent, when we were building a cloud at Joyent, there wasn't really a good distributed database. [00:32:34] Bryan: Um, so we were using Postgres as our database for metadata and there were a lot of challenges. And Postgres is not a distributed database. It's running. With a primary secondary architecture, and there's a bunch of issues there, many of which we discovered the hard way. Um, when we were coming to oxide, you have much better options to pick from in terms of distributed databases. [00:32:57] Bryan: You know, we, there was a period that now seems maybe potentially brief in hindsight, but of a really high quality open source distributed databases. So there were really some good ones to, to pick from. Um, we, we built on CockroachDB on CRDB. Um, so that was a really important component. That we had at oxide that we didn't have at Joyent. [00:33:19] Bryan: Um, so we were, I wouldn't say we were rolling our own distributed database, we were just using Postgres and uh, and, and dealing with an enormous amount of pain there in terms of the surround. Um, on top of that, and, and, you know, a, a control plane is much more than a database, obviously. Uh, and you've gotta deal with, uh, there's a whole bunch of software that you need to go, right. [00:33:40] Bryan: Um, to be able to, to transform these kind of API requests into something that is reliable infrastructure, right? And there, there's a lot to that. Uh, especially when networking gets in the mix, when storage gets in the mix, uh, there are a whole bunch of like complicated steps that need to be done, um, at Joyent. [00:33:59] Bryan: Um, we, in part because of the history of the company and like, look. This, this just is not gonna sound good, but it just is what it is and I'm just gonna own it. We did it all in Node, um, at Joyent, which I, I, I know it sounds really right now, just sounds like, well, you, you built it with Tinker Toys. You Okay. [00:34:18] Bryan: Uh, did, did you think it was, you built the skyscraper with Tinker Toys? Uh, it's like, well, okay. We actually, we had greater aspirations for the Tinker Toys once upon a time, and it was better than, you know, than Twisted Python and Event Machine from Ruby, and we weren't gonna do it in Java. All right. [00:34:32] Bryan: So, but let's just say that that experiment, uh, that experiment did ultimately end in a predictable fashion. Um, and, uh, we, we decided that maybe Node was not gonna be the best decision long term. Um, Joyent was the company behind node js. Uh, back in the day, Ryan Dahl worked for Joyent. Uh, and then, uh, then we, we, we. [00:34:53] Bryan: Uh, landed that in a foundation in about, uh, what, 2015, something like that. Um, and began to consider our world beyond, uh, beyond Node. Rust at Oxide [00:35:04] Bryan: A big tool that we had in the arsenal when we started Oxide is Rust. Um, and so indeed the name of the company is, is a tip of the hat to the language that we were pretty sure we were gonna be building a lot of stuff in. [00:35:16] Bryan: Namely Rust. And, uh, rust is, uh, has been huge for us, a very important revolution in programming languages. you know, there, there, there have been different people kind of coming in at different times and I kinda came to Rust in what I, I think is like this big kind of second expansion of rust in 2018 when a lot of technologists were think, uh, sick of Node and also sick of Go. [00:35:43] Bryan: And, uh, also sick of C++. And wondering is there gonna be something that gives me the, the, the performance, of that I get outta C. The, the robustness that I can get out of a C program but is is often difficult to achieve. but can I get that with kind of some, some of the velocity of development, although I hate that term, some of the speed of development that you get out of a more interpreted language. [00:36:08] Bryan: Um, and then by the way, can I actually have types, I think types would be a good idea? Uh, and rust obviously hits the sweet spot of all of that. Um, it has been absolutely huge for us. I mean, we knew when we started the company again, oxide, uh, we were gonna be using rust in, in quite a, quite a. Few places, but we weren't doing it by fiat. [00:36:27] Bryan: Um, we wanted to actually make sure we're making the right decision, um, at, at every different, at every layer. Uh, I think what has been surprising is the sheer number of layers at which we use rust in terms of, we've done our own embedded firmware in rust. We've done, um, in, in the host operating system, which is still largely in C, but very big components are in rust. [00:36:47] Bryan: The hypervisor Propolis is all in rust. Uh, and then of course the control plane, that distributed system on that is all in rust. So that was a very important thing that we very much did not need to build ourselves. We were able to really leverage, uh, a terrific community. Um. We were able to use, uh, and we've done this at Joyent as well, but at Oxide, we've used Illumos as a hostos component, which, uh, our variant is called Helios. [00:37:11] Bryan: Um, we've used, uh, bhyve um, as a, as as that kind of internal hypervisor component. we've made use of a bunch of different open source components to build this thing, um, which has been really, really important for us. Uh, and open source components that didn't exist even like five years prior. [00:37:28] Bryan: That's part of why we felt that 2019 was the right time to start the company. And so we started Oxide. The problems building a control plane in Node [00:37:34] Jeremy: You had mentioned that at Joyent, you had tried to build this in, in Node. What were the, what were the, the issues or the, the challenges that you had doing that? [00:37:46] Bryan: Oh boy. Yeah. again, we, I kind of had higher hopes in 2010, I would say. When we, we set on this, um, the, the, the problem that we had just writ large, um. JavaScript is really designed to allow as many people on earth to write a program as possible, which is good. I mean, I, I, that's a, that's a laudable goal. [00:38:09] Bryan: That is the goal ultimately of such as it is of JavaScript. It's actually hard to know what the goal of JavaScript is, unfortunately, because Brendan Ike never actually wrote a book. so that there is not a canonical, you've got kind of Doug Crockford and other people who've written things on JavaScript, but it's hard to know kind of what the original intent of JavaScript is. [00:38:27] Bryan: The name doesn't even express original intent, right? It was called Live Script, and it was kind of renamed to JavaScript during the Java Frenzy of the late nineties. A name that makes no sense. There is no Java in JavaScript. that is kind of, I think, revealing to kind of the, uh, the unprincipled mess that is JavaScript. [00:38:47] Bryan: It, it, it's very pragmatic at some level, um, and allows anyone to, it makes it very easy to write software. The problem is it's much more difficult to write really rigorous software. So, uh, and this is what I should differentiate JavaScript from TypeScript. This is really what TypeScript is trying to solve. [00:39:07] Bryan: TypeScript is like. How can, I think TypeScript is a, is a great step forward because TypeScript is like, how can we bring some rigor to this? Like, yes, it's great that it's easy to write JavaScript, but that's not, we, we don't wanna do that for Absolutely. I mean that, that's not the only problem we solve. [00:39:23] Bryan: We actually wanna be able to write rigorous software and it's actually okay if it's a little harder to write rigorous software that's actually okay if it gets leads to, to more rigorous artifacts. Um, but in JavaScript, I mean, just a concrete example. You know, there's nothing to prevent you from referencing a property that doesn't actually exist in JavaScript. [00:39:43] Bryan: So if you fat finger a property name, you are relying on something to tell you. By the way, I think you've misspelled this because there is no type definition for this thing. And I don't know that you've got one that's spelled correctly, one that's spelled incorrectly, that's often undefined. And then the, when you actually go, you say you've got this typo that is lurking in your what you want to be rigorous software. [00:40:07] Bryan: And if you don't execute that code, like you won't know that's there. And then you do execute that code. And now you've got a, you've got an undefined object. And now that's either gonna be an exception or it can, again, depends on how that's handled. It can be really difficult to determine the origin of that, of, of that error, of that programming. [00:40:26] Bryan: And that is a programmer error. And one of the big challenges that we had with Node is that programmer errors and operational errors, like, you know, I'm out of disk space as an operational error. Those get conflated and it becomes really hard. And in fact, I think the, the language wanted to make it easier to just kind of, uh, drive on in the event of all errors. [00:40:53] Bryan: And it's like, actually not what you wanna do if you're trying to build a reliable, robust system. So we had. No end of issues. [00:41:01] Bryan: We've got a lot of experience developing rigorous systems, um, again coming out of operating systems development and so on. And we want, we brought some of that rigor, if strangely, to JavaScript. So one of the things that we did is we brought a lot of postmortem, diagnos ability and observability to node. [00:41:18] Bryan: And so if, if one of our node processes. Died in production, we would actually get a core dump from that process, a core dump that we could actually meaningfully process. So we did a bunch of kind of wild stuff. I mean, actually wild stuff where we could actually make sense of the JavaScript objects in a binary core dump. JavaScript values ease of getting started over robustness [00:41:41] Bryan: Um, and things that we thought were really important, and this is the, the rest of the world just looks at this being like, what the hell is this? I mean, it's so out of step with it. The problem is that we were trying to bridge two disconnected cultures of one developing really. Rigorous software and really designing it for production, diagnosability and the other, really designing it to software to run in the browser and for anyone to be able to like, you know, kind of liven up a webpage, right? [00:42:10] Bryan: Is kinda the origin of, of live script and then JavaScript. And we were kind of the only ones sitting at the intersection of that. And you begin when you are the only ones sitting at that kind of intersection. You just are, you're, you're kind of fighting a community all the time. And we just realized that we are, there were so many things that the community wanted to do that we felt are like, no, no, this is gonna make software less diagnosable. It's gonna make it less robust. The NodeJS split and why people left [00:42:36] Bryan: And then you realize like, I'm, we're the only voice in the room because we have got, we have got desires for this language that it doesn't have for itself. And this is when you realize you're in a bad relationship with software. It's time to actually move on. And in fact, actually several years after, we'd already kind of broken up with node. [00:42:55] Bryan: Um, and it was like, it was a bit of an acrimonious breakup. there was a, uh, famous slash infamous fork of node called IoJS Um, and this was viewed because people, the community, thought that Joyent was being what was not being an appropriate steward of node js and was, uh, not allowing more things to come into to, to node. [00:43:19] Bryan: And of course, the reason that we of course, felt that we were being a careful steward and we were actively resisting those things that would cut against its fitness for a production system. But it's some way the community saw it and they, and forked, um, and, and I think the, we knew before the fork that's like, this is not working and we need to get this thing out of our hands. Platform is a reflection of values node summit talk [00:43:43] Bryan: And we're are the wrong hands for this? This needs to be in a foundation. Uh, and so we kind of gone through that breakup, uh, and maybe it was two years after that. That, uh, friend of mine who was um, was running the, uh, the node summit was actually, it's unfortunately now passed away. Charles er, um, but Charles' venture capitalist great guy, and Charles was running Node Summit and came to me in 2017. [00:44:07] Bryan: He is like, I really want you to keynote Node Summit. And I'm like, Charles, I'm not gonna do that. I've got nothing nice to say. Like, this is the, the, you don't want, I'm the last person you wanna keynote. He's like, oh, if you have nothing nice to say, you should definitely keynote. You're like, oh God, okay, here we go. [00:44:22] Bryan: He's like, no, I really want you to talk about, like, you should talk about the Joyent breakup with NodeJS. I'm like, oh man. [00:44:29] Bryan: And that led to a talk that I'm really happy that I gave, 'cause it was a very important talk for me personally. Uh, called Platform is a reflection of values and really looking at the values that we had for Node and the values that Node had for itself. And they didn't line up. [00:44:49] Bryan: And the problem is that the values that Node had for itself and the values that we had for Node are all kind of positives, right? Like there's nobody in the node community who's like, I don't want rigor, I hate rigor. It's just that if they had the choose between rigor and making the language approachable. [00:45:09] Bryan: They would choose approachability every single time. They would never choose rigor. And, you know, that was a, that was a big eye-opener. I do, I would say, if you watch this talk. [00:45:20] Bryan: because I knew that there's, like, the audience was gonna be filled with, with people who, had been a part of the fork in 2014, I think was the, the, the, the fork, the IOJS fork. And I knew that there, there were, there were some, you know, some people that were, um, had been there for the fork and. [00:45:41] Bryan: I said a little bit of a trap for the audience. But the, and the trap, I said, you know what, I, I kind of talked about the values that we had and the aspirations we had for Node, the aspirations that Node had for itself and how they were different. [00:45:53] Bryan: And, you know, and I'm like, look in, in, in hindsight, like a fracture was inevitable. And in 2014 there was finally a fracture. And do people know what happened in 2014? And if you, if you, you could listen to that talk, everyone almost says in unison, like IOJS. I'm like, oh right. IOJS. Right. That's actually not what I was thinking of. [00:46:19] Bryan: And I go to the next slide and is a tweet from a guy named TJ Holloway, Chuck, who was the most prolific contributor to Node. And it was his tweet also in 2014 before the fork, before the IOJS fork explaining that he was leaving Node and that he was going to go. And you, if you turn the volume all the way up, you can hear the audience gasp. [00:46:41] Bryan: And it's just delicious because the community had never really come, had never really confronted why TJ left. Um, there. And I went through a couple folks, Felix, bunch of other folks, early Node folks. That were there in 2010, were leaving in 2014, and they were going to go primarily, and they were going to go because they were sick of the same things that we were sick of. [00:47:09] Bryan: They, they, they had hit the same things that we had hit and they were frustrated. I I really do believe this, that platforms do reflect their own values. And when you are making a software decision, you are selecting value. [00:47:26] Bryan: You should select values that align with the values that you have for that software. That is, those are, that's way more important than other things that people look at. I think people look at, for example, quote unquote community size way too frequently, community size is like. Eh, maybe it can be fine. [00:47:44] Bryan: I've been in very large communities, node. I've been in super small open source communities like AUMs and RAs, a bunch of others. there are strengths and weaknesses to both approaches just as like there's a strength to being in a big city versus a small town. Me personally, I'll take the small community more or less every time because the small community is almost always self-selecting based on values and just for the same reason that I like working at small companies or small teams. [00:48:11] Bryan: There's a lot of value to be had in a small community. It's not to say that large communities are valueless, but again, long answer to your question of kind of where did things go south with Joyent and node. They went south because the, the values that we had and the values the community had didn't line up and that was a very educational experience, as you might imagine. [00:48:33] Jeremy: Yeah. And, and given that you mentioned how, because of those values, some people moved from Node to go, and in the end for much of what oxide is building. You ended up using rust. What, what would you say are the, the values of go and and rust, and how did you end up choosing Rust given that. Go's decisions regarding generics, versioning, compilation speed priority [00:48:56] Bryan: Yeah, I mean, well, so the value for, yeah. And so go, I mean, I understand why people move from Node to Go, go to me was kind of a lateral move. Um, there were a bunch of things that I, uh, go was still garbage collected, um, which I didn't like. Um, go also is very strange in terms of there are these kind of like. [00:49:17] Bryan: These autocratic kind of decisions that are very bizarre. Um, there, I mean, generics is kind of a famous one, right? Where go kind of as a point of principle didn't have generics, even though go itself actually the innards of go did have generics. It's just that you a go user weren't allowed to have them. [00:49:35] Bryan: And you know, it's kind of, there was, there was an old cartoon years and years ago about like when a, when a technologist is telling you that something is technically impossible, that actually means I don't feel like it. Uh, and there was a certain degree of like, generics are technically impossible and go, it's like, Hey, actually there are. [00:49:51] Bryan: And so there was, and I just think that the arguments against generics were kind of disingenuous. Um, and indeed, like they ended up adopting generics and then there's like some super weird stuff around like, they're very anti-assertion, which is like, what, how are you? Why are you, how is someone against assertions, it doesn't even make any sense, but it's like, oh, nope. [00:50:10] Bryan: Okay. There's a whole scree on it. Nope, we're against assertions and the, you know, against versioning. There was another thing like, you know, the Rob Pike has kind of famously been like, you should always just run on the way to commit. And you're like, does that, is that, does that make sense? I mean this, we actually built it. [00:50:26] Bryan: And so there are a bunch of things like that. You're just like, okay, this is just exhausting and. I mean, there's some things about Go that are great and, uh, plenty of other things that I just, I'm not a fan of. Um, I think that the, in the end, like Go cares a lot about like compile time. It's super important for Go Right? [00:50:44] Bryan: Is very quick, compile time. I'm like, okay. But that's like compile time is not like, it's not unimportant, it's doesn't have zero importance. But I've got other things that are like lots more important than that. Um, what I really care about is I want a high performing artifact. I wanted garbage collection outta my life. Don't think garbage collection has good trade offs [00:51:00] Bryan: I, I gotta tell you, I, I like garbage collection to me is an embodiment of this like, larger problem of where do you put cognitive load in the software development process. And what garbage collection is saying to me it is right for plenty of other people and the software that they wanna develop. [00:51:21] Bryan: But for me and the software that I wanna develop, infrastructure software, I don't want garbage collection because I can solve the memory allocation problem. I know when I'm like, done with something or not. I mean, it's like I, whether that's in, in C with, I mean it's actually like, it's really not that hard to not leak memory in, in a C base system. [00:51:44] Bryan: And you can. give yourself a lot of tooling that allows you to diagnose where memory leaks are coming from. So it's like that is a solvable problem. There are other challenges with that, but like, when you are developing a really sophisticated system that has garbage collection is using garbage collection. [00:51:59] Bryan: You spend as much time trying to dork with the garbage collector to convince it to collect the thing that you know is garbage. You are like, I've got this thing. I know it's garbage. Now I need to use these like tips and tricks to get the garbage collector. I mean, it's like, it feels like every Java performance issue goes to like minus xx call and use the other garbage collector, whatever one you're using, use a different one and using a different, a different approach. [00:52:23] Bryan: It's like, so you're, you're in this, to me, it's like you're in the worst of all worlds where. the reason that garbage collection is helpful is because the programmer doesn't have to think at all about this problem. But now you're actually dealing with these long pauses in production. [00:52:38] Bryan: You're dealing with all these other issues where actually you need to think a lot about it. And it's kind of, it, it it's witchcraft. It, it, it's this black box that you can't see into. So it's like, what problem have we solved exactly? And I mean, so the fact that go had garbage collection, it's like, eh, no, I, I do not want, like, and then you get all the other like weird fatwahs and you know, everything else. [00:52:57] Bryan: I'm like, no, thank you. Go is a no thank you for me, I, I get it why people like it or use it, but it's, it's just, that was not gonna be it. Choosing Rust [00:53:04] Bryan: I'm like, I want C. but I, there are things I didn't like about C too. I was looking for something that was gonna give me the deterministic kind of artifact that I got outta C. But I wanted library support and C is tough because there's, it's all convention. you know, there's just a bunch of other things that are just thorny. And I remember thinking vividly in 2018, I'm like, well, it's rust or bust. Ownership model, algebraic types, error handling [00:53:28] Bryan: I'm gonna go into rust. And, uh, I hope I like it because if it's not this, it's gonna like, I'm gonna go back to C I'm like literally trying to figure out what the language is for the back half of my career. Um, and when I, you know, did what a lot of people were doing at that time and people have been doing since of, you know, really getting into rust and really learning it, appreciating the difference in the, the model for sure, the ownership model people talk about. [00:53:54] Bryan: That's also obviously very important. It was the error handling that blew me away. And the idea of like algebraic types, I never really had algebraic types. Um, and the ability to, to have. And for error handling is one of these really, uh, you, you really appreciate these things where it's like, how do you deal with a, with a function that can either succeed and return something or it can fail, and the way c deals with that is bad with these kind of sentinels for errors. [00:54:27] Bryan: And, you know, does negative one mean success? Does negative one mean failure? Does zero mean failure? Some C functions, zero means failure. Traditionally in Unix, zero means success. And like, what if you wanna return a file descriptor, you know, it's like, oh. And then it's like, okay, then it'll be like zero through positive N will be a valid result. [00:54:44] Bryan: Negative numbers will be, and like, was it negative one and I said airo, or is it a negative number that did not, I mean, it's like, and that's all convention, right? People do all, all those different things and it's all convention and it's easy to get wrong, easy to have bugs, can't be statically checked and so on. Um, and then what Go says is like, well, you're gonna have like two return values and then you're gonna have to like, just like constantly check all of these all the time. Um, which is also kind of gross. Um, JavaScript is like, Hey, let's toss an exception. If, if we don't like something, if we see an error, we'll, we'll throw an exception. [00:55:15] Bryan: There are a bunch of reasons I don't like that. Um, and you look, you'll get what Rust does, where it's like, no, no, no. We're gonna have these algebra types, which is to say this thing can be a this thing or that thing, but it, but it has to be one of these. And by the way, you don't get to process this thing until you conditionally match on one of these things. [00:55:35] Bryan: You're gonna have to have a, a pattern match on this thing to determine if it's a this or a that, and if it in, in the result type that you, the result is a generic where it's like, it's gonna be either the thing that you wanna return. It's gonna be an okay that contains the thing you wanna return, or it's gonna be an error that contains your error and it forces your code to deal with that. [00:55:57] Bryan: And what that does is it shifts the cognitive load from the person that is operating this thing in production to the, the actual developer that is in development. And I think that that, that to me is like, I, I love that shift. Um, and that shift to me is really important. Um, and that's what I was missing, that that's what Rust gives you. [00:56:23] Bryan: Rust forces you to think about your code as you write it, but as a result, you have an artifact that is much more supportable, much more sustainable, and much faster. Prefer to frontload cognitive load during development instead of at runtime [00:56:34] Jeremy: Yeah, it sounds like you would rather take the time during the development to think about these issues because whether it's garbage collection or it's error handling at runtime when you're trying to solve a problem, then it's much more difficult than having dealt with it to start with. [00:56:57] Bryan: Yeah, absolutely. I, and I just think that like, why also, like if it's software, if it's, again, if it's infrastructure software, I mean the kinda the question that you, you should have when you're writing software is how long is this software gonna live? How many people are gonna use this software? Uh, and if you are writing an operating system, the answer for this thing that you're gonna write, it's gonna live for a long time. [00:57:18] Bryan: Like, if we just look at plenty of aspects of the system that have been around for a, for decades, it's gonna live for a long time and many, many, many people are gonna use it. Why would we not expect people writing that software to have more cognitive load when they're writing it to give us something that's gonna be a better artifact? [00:57:38] Bryan: Now conversely, you're like, Hey, I kind of don't care about this. And like, I don't know, I'm just like, I wanna see if this whole thing works. I've got, I like, I'm just stringing this together. I don't like, no, the software like will be lucky if it survives until tonight, but then like, who cares? Yeah. Yeah. [00:57:52] Bryan: Gar garbage clock. You know, if you're prototyping something, whatever. And this is why you really do get like, you know, different choices, different technology choices, depending on the way that you wanna solve the problem at hand. And for the software that I wanna write, I do like that cognitive load that is upfront. With LLMs maybe you can get the benefit of the robust artifact with less cognitive load [00:58:10] Bryan: Um, and although I think, I think the thing that is really wild that is the twist that I don't think anyone really saw coming is that in a, in an LLM age. That like the cognitive load upfront almost needs an asterisk on it because so much of that can be assisted by an LLM. And now, I mean, I would like to believe, and maybe this is me being optimistic, that the the, in the LLM age, we will see, I mean, rust is a great fit for the LLMH because the LLM itself can get a lot of feedback about whether the software that's written is correct or not. [00:58:44] Bryan: Much more so than you can for other environments. [00:58:48] Jeremy: Yeah, that is a interesting point in that I think when people first started trying out the LLMs to code, it was really good at these maybe looser languages like Python or JavaScript, and initially wasn't so good at something like Rust. But it sounds like as that improves, if. It can write it then because of the rigor or the memory management or the error handling that the language is forcing you to do, it might actually end up being a better choice for people using LLMs. [00:59:27] Bryan: absolutely. I, it, it gives you more certainty in the artifact that you've delivered. I mean, you know a lot about a Rust program that compiles correctly. I mean, th there are certain classes of errors that you don't have, um, that you actually don't know on a C program or a GO program or a, a JavaScript program. [00:59:46] Bryan: I think that's gonna be really important. I think we are on the cusp. Maybe we've already seen it, this kind of great bifurcation in the software that we writ

How has the idea of ethics been affected by the rise of AI? This week, Technology Now is exploring the ideas of ethical and responsible AI. We examine how integrated into society AI has become, we ask how we co-exist with AI, and we look into how regular people, organisations, and governments are having to respond to the increasing adoption of AI. Kay Firth-Butterfield, CEO of Good Tech Advisory LLC and the world's first Chief AI Ethics Officer, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Kay: https://kayfirthbutterfield.comSources:https://www.bbc.co.uk/news/business-66807456https://www.bbc.co.uk/news/world-us-canada-65735769https://www.bbc.co.uk/news/articles/cq808px90wxohttps://www.npr.org/2025/05/07/g-s1-64640/ai-impact-statement-murder-victimhttps://www.academia.edu/123541578/The_Clinical_Chemist

How does a quantum computer work? This week, Technology Now is diving into the world of quantum computing. We delve into how quantum computers work, we explore what's needed to build them and we ask what we should expect from this field of research in the future. Dr Michaela Eichinger, Product Solutions Physicist at Quantum Machines, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Michaela: https://www.linkedin.com/in/michaela-eichinger/?originalSubdomain=chSourceshttps://blog.sciencemuseum.org.uk/quantum-computing-what-who-how-and-when/https://www.nobelprize.org/prizes/physics/2025/press-release/#:~:text=Their%20experiments%20on%20a%20chip,passed%20a%20current%20through%20it.https://www.britannica.com/science/zero-point-energyhttps://www.space.com/how-cold-is-spaceK.W. Taconis, Dilution refrigeration, Cryogenics, Volume 18, Issue 8, 1978, Pages 459-464, ISSN 0011-2275, https://doi.org/10.1016/0011-2275(78)90204-7., (https://www.sciencedirect.com/science/article/pii/001122757890204

How is AI changing the way we store data? This week Technology Now dives into the topic of data storage in the world of AI. We explore intelligent storage, how data sovereignty is influencing how we store our data, and consider where the world of storage could be going in the future. Jim O'Dorisio, Senior Vice President and General Manager HPE Storage, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Jim:https://www.linkedin.com/in/odorisiojim/Sources:https://www.statista.com/statistics/871513/worldwide-data-created/#statisticContainerhttps://www.studionetworksolutions.com/how-much-data-is-used-and-stored-in-the-world/#:~:text=expanding%20digital%20universe.-,Global%20Data%20Usage,over%20180%20zettabytes%20by%202025.1 billion terrabytes in 1 zettabyte. If a smartphone has 1Tb storage, then you need 180 billion smartphones to make 180Zb of storage. 180 billion > 100 billionhttps://www.computerhistory.org/timeline/memory-storage/https://www.computerhistory.org/revolution/memory-storage/8/308https://www.computinghistory.org.uk/det/6129/https://www.computerhistory.org/revolution/memory-storage/8/308/963

I am happy to welcome you to the inaugural podcast keynote! This is the official episode 400, so if you're listening to this in February there are 399 episodes to scroll beneath this one. I wanted to mark the 400th episode with something--- in episode 200 we had a town hall and it went really well. I am not sure where this will go on Laura's CV, but I am really happy she accepted the invitation to make something new and to be creative with me on this podcast! Dr. Laura Alfrey –is an associate professor at Monash University in Australia her research interests are in HPE and the ways which policy, professional learning and practice contribute to inclusive and educative experiences for everyone. Today she will share her innovative research in fitness testing…. But beyond publishing copious articles, getting cited hundreds of times a year for her work- Laura also serves the field by being on the Editorial Board for Curriculum Studies in HPE, Sport Education and Society, and the Journal of Teaching in Physical Education…AND MANY MORE!This podcast keynote is about fitness testing in PE, from an Australian lens, with a few notes about the American context, and some commentary by US based researchers as well. Here is a link to the video Laura showed: https://www.youtube.com/watch?v=VcH_IErqIXMThis is the article Chuck noted in his comment: Charles B. “Chuck” Corbin (2026)National Youth Fitness Tests and Awards: Dispelling Misconceptions andMisinformation, Journal of Physical Education, Recreation & Dance, 97:1,3-5, DOI: 10.1080/07303084.2025.2579444 To link to this article:https://doi.org/10.1080/07303084.2025.2579444

How are hospitals using AI and HPC to assist them in helping save lives? This week, Technology Now is joined by Keith Perry, Senior Vice President and Chief Information Officer at St. Jude Children's Research Hospital to explore how St Jude uses the latest technologies to help treat and prevent illness and catastrophic disease, giving patients and families more time, and more hope, when it comes to diagnosis.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Keith:https://www.linkedin.com/in/keith-perry-8562347/Sources:Hernigou P. Ambroise Paré III: Paré's contributions to surgical instruments and surgical instruments at the time of Ambroise Paré. Int Orthop. 2013 May;37(5):975-80. doi: 10.1007/s00264-013-1872-y. Epub 2013 Apr 12. PMID: 23580029; PMCID: PMC3631503.https://www.surgicalholdings.co.uk/history-of-surgical-instruments.htmlSmith-Bindman R, Kwan ML, Marlow EC, et al. Trends in Use of Medical Imaging in US Health Care Systems and in Ontario, Canada, 2000-2016. JAMA. 2019;322(9):843–856. doi:10.1001/jama.2019.11456https://caferoentgen.com/2023/10/07/a-tale-of-two-hands-the-story-behind-the-two-famous-radiographs-captured-by-wilhelm-roentgen/https://www.orau.org/health-physics-museum/collection/shoe-fitting-fluoroscope/index.html

What topics have to be considered while discussing AI? This week, Technology Now is returning to Davos, Switzerland, dive deeper into the topics surrounding the AI revolution. We ask how sovereignty in AI is linked to trust and explore how sustainability both impacts, and is impacted by sovereignty within the industry. Kirk Bresniker, chief architect of HPE Labs, tells us more.This is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Sam Jarrell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations. This episode is available in both video and audio formats.About Kirk: https://www.linkedin.com/in/kirkbresniker/

Last week, Taiwan Semiconductor (NYSE: TM) put up stellar fourth-quarter numbers, signaling that we've yet to reach peak AI demand. Are we in for another banner year in 2026? Jason Hall, Travis Hoium, and Tim Beyers discuss: - TSM's spectacular Q4 and capex spending plan. - Which company tops the AI value chain: TSM or NVDA. - Good corporate citizens in a nod to companies that exhibit the values espoused by Dr. Martin Luther King Jr., whom we honor today. Don't wait! Be sure to get to your local bookstore and pick up a copy of David's Gardner's new book — Rule Breaker Investing: How to Pick the Best Stocks of the Future and Build Lasting Wealth. It's on shelves now; get it before it's gone! Tickers: Companies discussed: TSM, NVDA, SBGSY, HPE, HPQ Host: Tim Beyers Guests: Jason Hall, Travis Hoium Producer: Anand Chokkavelu Engineer: Dan Boyd Learn more about your ad choices. Visit megaphone.fm/adchoices

Data centers are still the headline, but the real pinch points are power and real estate. Emily Flippen is joined by Motley Fool analysts Anders Bylund and Dan Caplinger to map the data center buildout, the risks of “overbuild,” and where investors can look for exposure without paying bubble prices. Companies discussed: MSFT, AMZN, NEE, GOOGL, HPE, AAON, STRL, DLR, FIX, EME, AMT, EQIX, IRM, STN, SBGSY Host: Emily Flippen, Dan Caplinger, Anders Bylund Producer: Anand Chokkavelu Engineer: Dan Boyd Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices