On this episode of The Six Five Webcast hosts Patrick Moorhead and Daniel Newman discuss the tech news stories that made headlines this week. The six handpicked topics for this week are:
- Honeywell Quantum Solutions And Cambridge Quantum Computing Merge
- Qualcomm, USCC, and Nokia Break 5G mmWave Record
- The Cisco Webex Rebrand
- Latest earnings report from Marvell
- The Cost of Cloud
- The Six Five Summit 2021 Kick-off
For a deeper diver into each topic, please click on the links above. Be sure to subscribe to The Six Five Webcast so you never miss an episode.
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Disclaimer: The Six Five Webcast is for information and entertainment purposes only. Over the course of this podcast, we may talk about companies that are publicly traded and we may even reference that fact and their equity share price, but please do not take anything that we say as a recommendation about what you should do with your investment dollars. We are not investment advisors and we do not ask that you treat us as such.
Patrick Moorhead: Hi, this is Pat Moorhead with Moor Insights and Strategy, and I’m here with my amazing co-host Daniel Newman, founder of Future Research. And we are here for another episode of the Six Five Live videocast and podcast. I almost said Six Five Summit here. Daniel, how are you doing?
Daniel Newman: Doing good, Pat. Friday, best time. Always tell people, best time. If you’re going to do the pod, do it on Friday. Not first thing in the morning, late in the day. I don’t know why that always works better for me, but my energy? Super high in the mid-afternoon, probably from the four cups of coffee, two monster drinks. And the fact that we are a wrap in the Six Five Summit. We’ll talk more about this later. We’ve recorded our 50 something sessions, and gosh, it’s been amazing.
Patrick Moorhead: I know it’s been great. It’s been so much fun. You know, it’s fun. I rolled in at 1:00 AM last night after I did a live shoot, but I still have a lot of energy. Daniel, I am officially on nitro right now. This is not beer. This is special nitro cold brew. They are not a sponsor, and I’m not advertising for them now, but I need a little bit of a pick me up. So for those of you who are new to these Six Five podcasts, we cover six topics, five minutes each, and a little bit of fluff on the beginning and the very end. We might pat ourselves on the back a few times as well, have a little fun out there, but we are mostly analysis and opinion with a little bit of news. We have to explain it. Sometimes we talk about publicly traded companies, but do not take anything we say as investment advice. This is for information and educational purposes only.
Daniel, let’s jump in here. Honeywell had some incredible news out there, gosh, was it this… feels like last week. No, no. It was Monday. Honeywell is spinning their quantum unit out and they’re joining forces with Cambridge Quantum Computing. That is a huge announcement for a lot of reasons. So first off, Cambridge Quantum is known primarily for their software platforms. In fact, their software is used across multiple quantum ecosystems, including a biggie like IBM. Quantum has an industry leading [inaudible] solution, and wonder powers unite here. So essentially, and I think this is a good move quite frankly, because it allows a proper level of investment to be made. And if you look at, let’s say an IonQ, that is going to be going a direct listing via SPAC, of the ability to get access to capital that’s required for long-term. I don’t know if Honeywell would have been able to do that.
Now, Honeywell does retain a very high ownership percentage. So if this joint venture, which will likely go public by the end of the year, I’m just guessing, maybe a little bit afterwards, if it goes to the moon, Honeywell will be able to take advantage of the upside. So Honeywell, it’s almost like having their cake and eat it too. Daniel, you and I, gosh, we talked to the CEO and chairman of Honeywell, Darius Adamczyk. We talked with the president of the new company, which is the president of Honeywell Quantum and the new CEO of the combined firms as well, who’s the current CEO of Cambridge. I know it sounds confusing, but you know, when you’re spinning a company out and joining them together, this stuff happens. But everybody’s going to get a taste of this thing.
One thing that all parties made clear is that Cambridge Quantum will continue to support the multiple quantum hardware environments out there. A little confusing on the branding. There is no name yet for this current company, and that’s a little tough. And I know that Cambridge Quantum is going to keep their name. That was probably the only confusing thing about it. But the great news is, we were both told that that’s going to get all shored up sometime this summer.
Daniel Newman: Yeah, it was a big, big announcement in quantum. We’ve had decades of sort of hearing about the potential of quantum, but just really in the last couple of years are we starting to hear more mainstream, especially with use cases. I’ll be the first to say I’ve been a bit exhausted with some of the academic reporting and academic announcements of quantum supremacy. I understand that more qubits means more conditions. It’s exponential. We’re finally starting to understand the marriage that’s going to take place between classical and quantum computing. Simulation requires classical. Quantum can do certain things very, very well, and it’s going to be most effective when it’s paired. Honeywell actually did pair and partner with Azure. We saw AWS come out with Bracket. We are seeing more activity here.
I had the chance to talk to CNBC’s Morgan Brennan about this before she actually did a segment with Darius, who we got to do a segment with, which is pretty cool, this week as well. You have to come to our summit next week if you want to hear that though. And what I said is, there’s a big part of this in my eyes that’s about investability. We’ve all come to the conclusion that AI is investable. GPUs themselves don’t run applications. GPUs married with CPUs do run applications and are able to power incredible inference and drive the next generation of applications and gaming and all kinds of things. Quantum, we still haven’t really seen this yet.
If you were an investor, Pat, and one of our favorite pods is, let’s give a shout to the All-In podcast. I listen to those guys and Chamath and the team over there, David Sacks. They came out and basically said, quantum is not investible. I’m not saying I agree with that, but I’m saying, at this juncture, it’s been hard to measure whether it’s investible. With this particular move, with what you mentioned with IonQ, going back, we are going to start to actually see the rubber meet the road on the investability of these companies. Honeywell’s putting hundreds of millions of dollars in cash into this deal, taking 54% of the stock. And my bet, not anything we’ve heard from them, is that sometime this fall we will hear about this new joint venture going public. So keep an eye out for that. Got to keep moving. Six five, not the six fifteen, but there’s so much more to say. So let’s go on Pat, Qualcomm.
Patrick Moorhead: Yeah. Let’s move to Qualcomm, Daniel, and I’m going to give you the lead for this one, but I just, I love speed records.
Daniel Newman: Well, I was trying to do a speed record on talking about Honeywell. I did not succeed with that, but there was just a lot to cover there, Pat. You left me a little oxygen and I sucked it right out. So big news yesterday, actually not yesterday, earlier this week, last week, came out from UScellular, Nokia, Qualcomm, basically succeeding on a milestone around 5G mmWave. Now understand, 5G mmWave is the uber fast, okay? It’s the uber fast 5G, the one that’s going to change our lives and our experiences. And the three companies have come together using Nokia’s extended range, mmWave solution on UScellular’s production network, and using Snapdragons X55 5G Modem-RF system with their QTM527 mmWave antenna module to set a new world record, getting to near gigabit speeds and on a distance of almost six miles.
Pat, we don’t do a lot of news, that’s the news. Sorry about reading that off, but we got to frame this for people. This is big. Let me tell you why this is big. You go into a big urban city, a big urban city, like New York, Chicago, L.A., San Francisco, soon to be Austin. You go into a big city, you get that 5G, and you get those gig speeds on your device. It’s faster gaming, faster streaming, faster browsing. Whatever you want to do, it’s different, and the experience is next generation.
You go on a 5G Sub-6 network, somewhere out in a rural area, it still feels pretty much like you’re on 4G. It just does. It doesn’t feel that different. What we’ve been waiting for is how do we help rural locations, small cities, towns, places with less infrastructure than we have here, and give those same speeds, that same potential, and put it into our workplaces, our schools, our classrooms, and our homes. This is what the three companies are coming together to accomplish here. They are coming together to basically democratize the highest speed connectivity and make it available to everyone throughout the country. This is a big deal. And of course, once it’s being done here, it can be democratized into other rural areas, other areas with less infrastructure.
And by the way, Pat, before I turn this over to you, all I want to say is, when we talk about an infrastructure bill, we talk about spending trillions of dollars. This is the kind of stuff I expect to hear that we are investing in. I know roads and bridges, but I would really like to hear something about this kind of technology being democratized and made available all over the U.S. and potentially scaling out to around the world.
Patrick Moorhead: Yeah. I mean, this one was pretty straightforward here. I mean, I see like you do a lot of opportunity for rural action here. This one gigabit at 10 kilometers will be fractionalized, but when you compare that to what’s available out there right now, this is far and above what speeds are. And if you’re in rural America, you’re happy to get 10 or 15 megabit per second down, and maybe one or two up. And I live it. I’ve got a place in the country. Actually it’s not even rural. It’s just a lake house. I can barely get coverage out there. So I think this is a real big thing. If you are suburban mmWave, you’ll want to have your antenna outside the home because it’s not as pervasive going inside of homes. So I think this is, from a large Qualcomm point of view, this is one of the big growth business, to fix wireless access that they hadn’t participated in, and the ability to partner with MSOs, partner with carriers to be able to roll this out as another revenue opportunity for Qualcomm.
So Daniel, good analysis on this. Let’s jump into WebEx announcements. Boy, there were so many announcements. It’s hard to know what to choose first. And there was a brand change, but I don’t want to start with that first, because the best brands have to encompass what is actually being delivered and incorporates the value proposition, and hopefully looks out to the future of what end users are not just going to like today, but what they’re going to like tomorrow.
And now let me talk out of the other side of my mouth and say, there was a pretty big brand change. And it’s funny. Brands are different from names, and the iconography and art is different as well. They went from Cisco Webex to Webex by Cisco. And that might seem like… And then Google and Microsoft and how they’re combining, I’ll call it video, with all the collaboration tools.
We have a once in probably a decade opportunity here to reset the chess board. And I really felt like this is what Webex was doing. So they created a new product, which is called a Webex suite, and in that Webex suite, for the same price as you’re getting today are meetings, calling, messaging, events, which are basically a Q&A capability. So they’ve not only pulled in some of their own internal products, but they also very quickly… I mean, I can’t even believe they pulled Socio and Slido in this quickly, but very quickly integrated those into the suite in a transparent fashion.
The other thing that they did is they dramatically lowered the prices of their devices. Now it’s a promotion. It’s not going to be the every day, but there were up to 50% discounts on some of the new products out there. Daniel, you and I used the BAT phone, the Cisco Desk Pro, pretty much every day and are pretty impressed, but it goes all the way down to a WebEx PC camera as well. And everything in between. Video bars for rooms and places for hybrid workers to come in and dock when they come in.
So they’re doing the Webex suite, which is the integration, they’ve done the rebrand, they have a dramatic price increase in some of their biggest hardware, and they created a marketing campaign. I couldn’t get anybody to tell me how much is being spent there, which I always like to know, but boy, I love F1, and they’re partnering with McLaren, hopefully Daniel, you and I can see that in action in October at Circuit of the Americas here in Austin. I felt like WebEx is finally going for it on all cylinders to drive propagation and drive business and preference.
Daniel Newman: Yeah, it’s a good analysis. And we’ll put the Forbes piece in the show notes that you wrote because you, I think, broke it down pretty well. Across the board, there was no bigger winner in tech and collaboration during the COVID-19 pandemic. It brought the technology into the limelight and there were clear winners. Phrases like “the Zoom boom” and Zoom becoming kind of Kleenex for every video meeting was obviously a big winner for Zoom. Microsoft saw growth in the hundreds of millions, but quietly Cisco and Webex really did see some substantial growth, and the product is more established. It had a lot more on-prem implications. The business unit of their collaboration had things like contact center and on-prem and phone that were baked into its number. So it wasn’t always quite as like, hey, how many more people are using the video and chat. So it was never quite as clear.
This rebranding shows a stronger commitment, a stronger desire to make the product more accessible, easier to sign up for, more sassy in its nature for consumption. The companies made a number of key investments. Socio and Slido are two very key ones, upping the ante on the events platform, upping the ante on the real-time integration, and making technology available outside of Webex that is still part of the Cisco family. So now people are using Zoom in Slido. In fact, we just got off a call that we did exactly that. And so now Cisco is finding its way into the fold, even when it’s maybe not chosen for part of that collaboration solution.
If I can layer on one more thing, the teams vernacular really needed to go. From the everyday way it was marketed, it was confusing, because there was two teams. And Webex Cisco is a giant company, should never have to be put in that position, but unfortunately they were up against a $2 trillion market cap titan in Microsoft, who also decided to brand their collab platform with Teams. And I could not possibly have run into more confusion when you’d say Teams too, in the nose, because everyone didn’t know which teams are you talking about. This was a really important pertinent and timely rebrand.
The last thing I will say is, Cisco has a very deep bench of real video equipment. We are heading back into a hybrid work era. Hybrid work means in the office with real collaboration hardware. Pat, you and I talk a lot about Polly. Polly makes this kind of technology. Zoom has slowly moved into it with Zoom rooms, but Cisco is the penultimate in this space. Been around it, acquired Tandberg many years ago for hundreds of millions to bring this exact capability and their desk units, room units, are all over the world, much like Polly, but very good, very robust hardware. And as we do remote and hybrid together, room based systems for training, for education, are going to be important. Cisco has that lineup, has that mix. And of course at the high end, those telepresence, very high end systems, Cisco continues to be one of the dominant players. All right, Pat, I think I’m out of time, check the show notes, read Pat’s article. It’s worth digging into.
Patrick Moorhead: So, the next topic is Marvell earnings. So Marvell is all in on Enterprise Data Center and the Enterprise edge. They’ve had a very… I would call it a miraculous turnaround over the last three years, under the leadership of Matt Murphy. So break down the earnings for us, Daniel.
Daniel Newman: Yeah, it was a really strong quarter, and I was really honored this week to get to spend some time with Matt. He also will be at the Six Five Summit. Who won’t be, Pat?
Patrick Moorhead: I don’t know. I mean-
Daniel Newman: I don’t know, but you should be-
Patrick Moorhead: I don’t want to namedrop, but it’s more like, it’s easier to talk about who’s not going to be at the Summit than to talk about who’s going to be at the Summit.
Daniel Newman: Yeah. I think epic is the word that often gets overused but is appropriately deployed in this case. So the company beat on both the top and bottom line again, but that’s just a small part of the story. This is a company that’s in a major transformation. I’m telling you got to listen to the session, because I really had Matt unpack the whole thing. But it was a company that flipped from a company that was making chips at low margins in the consumer space. And over the past several years under Matt’s tutelage and his leadership, completely pivoted the company, got into automotive data center cloud, and made a number of big acquisitions starting with Cavium and most recently within Inphi. The earnings were really, really solid, but the response of the market was terrific. And the reason the market responded so well to this wasn’t that the earnings were just blown out, because they weren’t, they were good, but it was really some of the things that were said.
First of all, the company’s dealing really well with all the supply issues, and a lot of Marvell’s chips fall into that area that has been most impacted, that over 12 nanometer subsegment, and they’re managing it very well. They’re hitting on their targets and they’re continuing to deliver.
But what people also really got excited about was that the company has historically reported in a way that’s very confusing, basically breaking all its revenue into two categories, storage and networking. And for the first time, and going back into a rare seven quarters, the company is going to start reporting subsegments. So you’re going to start to see their cloud revenue. You’re going to start to see cloud data center. You see automotive, you’re going to see carrier numbers. You’re going to see networking numbers. And it’s going to be broken out in such a way where you’re going to start to see all the bets and all the investments that the company’s making and just how well it’s doing in each of these categories. As you and I have said, Pat, plenty of times when talking about cloud providers, we hate when companies report and don’t show us how numbers are breaking down. So, oh, you call it cloud, but here’s 73 things you have in your cloud number. How much are you doing? No idea? Okay. We don’t know either.
Patrick Moorhead: It’s cloud. It’s cloud, it’s cloud, okay.
Daniel Newman: Cloud, everything’s cloud. Transactional data, cloud, cloud. Anyway, but the moral is something like that. Another thing that was really impressive that came out during the earnings was the Inphi acquisition began going accreted this quarter. Now, only for a small percentage of it, but most people don’t understand. Typically when you make an acquisition this large, and this is for, a company the size of Marvell is a $10 billion acquisition, big, big acquisition, adding a lot of capabilities in this data center networking business. But it actually, when it accreted for a small percentage, and by next quarter, it will be fully accreted. So in that next quarter’s result, you will fully see the impact that Inphi is having on the company’s overall numbers.
Overall, Pat, with earnings, I’ve got Marvell on the trajectory of saying, hey, this is a semiconductor company that you may not be paying attention to, because we all watch Intel. We all watch MD, we all watch Nvidia. Most of us watch Qualcomm. But Marvell is hot, it’s up and coming. It’s being selected by some of the biggest players in cloud. Some of the biggest players in networking, and some big players in automotive too. And it’s got a real big growth trajectory here. It’s got some serious TAM expansion, and it’s one of these companies, Pat, that every time you talk to them, I’m just impressed. And the results this quarter gave us no reason to indicate anything else.
Patrick Moorhead: I like, first of all, Marvell’s focus. They used to have some consumer stuff in there, and now they don’t, and they made a bunch of acquisitions, they made some divestitures. They invented the DPU appliance. They don’t get any credit for it, but they did. And Nvidia made it sexy. Intel had been doing DPUs for a long time, too, but Marvell was the first crater when it used to be an appliance versus a chip. And now they’ve got their own single or multi chip options out there.
Inphi. Inphi makes a hundred percent strategic sense, and it still does, and they did say would be accretive, and it is. There’s only two kinds of networking. There’s over light and over copper. Inphi is over light. And the rest of Marvell is copper. So this to me indicates a very big future in, and unlike other investment plays that are accretive on day one, I don’t see this as a money pit either. I don’t see anybody who is going to throw enough money in here to put enough separation where it would be a costly investment for them.
So, Daniel, great analysis of this. I want to bounce to the next topic. And this was a study that Andreessen Horowitz did called The Cost of Cloud. And let me be really clear. I’m not a cloud denier. Back in 2005, when I was with AMD, I was the primary supplier for Google Cloud. I absolutely know the capabilities. Daniel and I both do a lot of business in the public cloud, and we do a lot of business in the private cloud and on-prem companies. So it was funny. This was the first article from somebody who I think has made a ton of money off the cloud saying, you really need to think about the cost of the cloud.
And what they did is they looked at some of the top companies out here, the Palentir, Slacks, Snowflake and Datadog, and they showed on average, 50% of their cogs are with IS providers. So, and then they talked about what Dropbox did, and how they repatriated that, and how they made $50 million of savings by repatriating a hundred million dollars. They went on to say that, not that this was a bad thing. They gave the public cloud, right, all its due credit and respect. And then they came out with some recommendations on, hey, how do you manage that? It was like, start in the cloud, but don’t end in the cloud. And they said as a KPI, incentivize the right behaviors, optimize. Think about repatriation, incrementally repatriate your workloads.
I thought it was a very intelligent write up, and I think it was what we all knew, is that if you have a fully utilized on-prem infrastructure is less expensive than going into the public cloud. It’s not as quick. It’s not as agile. It doesn’t have as many access to services, but by the way, it gets really interesting when you see the hybrid solutions from Dell Tech, HPE, and oh, by the way, even AWS and Azure and Google Cloud with Anthos. So super smart type of analysis. The first of its kind I’ve ever seen from somebody who made a ton of money in the public cloud, and SAS companies just kind of laying it out there. Daniel, what do you think?
Daniel Newman: Yeah, it was a really interesting article, and there was some really good data to extract, Pat. You mentioned a few of the companies, Palantir, Slack, Snowflake, Datadog, and Asana. 38 to 63% of their cost of revenue was cloud spent. 63% at Asana. I mean, it’s remarkable. Now, I think what we all knew and have all come to the conclusion on, is that when you’re starting a company, the cloud makes a ton of sense. You swipe a credit card, you spin up a few workloads. The question mark becomes.
Patrick Moorhead: Capbacks.
Daniel Newman: Economy’s a scale, right? The economy’s a scale start to become a question, and back to Economics 101, you maybe have heard the term elasticity. But the elasticity is as the economics of your business grow, as you’re getting more revenue in, how elastic is the cloud? Now we use elastic in terms of its access to resources. It’s very elastic in that way. But when it comes to cost, not always so much. And that basically, Pat, is why…
Forget startups. Big companies have largely acknowledged hybrid and multi architectures will be the way forward. You know, we’ve seen now the public cloud workloads rise from somewhere in the twenties to maybe even the low thirties percentage wise of all workloads at the Enterprise level, but that’s still, well over half are still deployed on-prem. Why? Well, it’s a couple of reasons. One is, not everything’s easily moved to the cloud, so we hear a lot about making things cloud native, and also Pat, not everything makes the most economic sense to go into the cloud. And as we build hybrid architectures, hybrid control planes, you talked about a bunch of them, got things like IBM satellites. You’ve got HPE GreenLake. And of course, AWS Outposts has your arc, it comes from both ends.
But in the end, Pat, what you’re actually seeing is a gravity being created where public is gravitating towards hybrid and prem. And then the prem based are gravitating towards public. But the recognition is basically, we’re going to end up meeting and settling somewhere in the middle. In the end, you don’t buy technology to solve technology problems. You buy technology to solve business problems. What Andreesen Horowitz does very well, Pat, is understands how to make money. There’s very few firms in the world that can take money and turn it into more money than these venture capital companies. And what they’re basically saying here is for the companies that are investing in, for companies that are making these kinds of investments, that it isn’t a one way street, everything isn’t going to go public. And if you’re doing the business correctly, you’re going to analyze this, determine it, and make decisions to ideally go hybrid. And that’s where the future is going to lie. And I don’t see that changing anytime soon, especially as data continues to grow exponentially.
Patrick Moorhead: Yeah, Daniel, I like to use the analogy of a candle being burnt on both ends. You have the cloud native folks who started obviously in the cloud, and then slowly moved over to support hybrid. And then you had the classical on-prem folks moving to a hybrid as a service type of opportunity. And I was thinking about the Dell APEX launch and thinking, okay, they’re going to give the option to put hardware inside of Equinix. If you could do that, and Dell would invest in CapEx and put hardware there before people need it, and then put a multi-tenant solution in there, you essentially have the public cloud, and everything you would need. So I think this is great for the market. I think this is great for enterprises. Gives them multiple opportunities and multiple opportunities for people to make money.
And I was wondering why would Andreessen Horowitz have done this? And I think you probably hit it. This was kind of a message to its own investment companies that says, start in the cloud, but as you hit a certain point, you should think about repatriating some of your workloads. And I was wondering, gosh, are they going to make a play for some of the on-prem folks who are trading well below some of these cloud titans? And then the final thing was all kind of like, okay, I get this. AWS 31% operating income, 31%. Compare that to HPE’s, or Dell Tech’s ISG bank. And AWS is getting paid for the value that they’re providing, but interesting.
Daniel Newman: Well they all have better than Google Cloud, but. All right, I couldn’t help myself. No, that was fair game. But that’s-
Patrick Moorhead: Daniel-
Daniel Newman: … investment in growth. That’s investment in growth. Won’t be too harsh on it, but just saying.
Patrick Moorhead: Yeah, Google Cloud, reach out to Daniel Newman. Brief that guy. Daniel, let’s move to the last topic. And our favorite topic is always ourself, and we have an incredible Six Five Summit 2021 coming. And it starts Monday. Monday is fun day. We have over 50 speakers. We have over 16 CEOs, 20 CXOs, five days, and we are covering cloud infrastructure. We’re covering Enterprise apps and collaboration. We’re covering 5G, IOT, and edge compute. We are covering semiconductors and devices. And then day five is all about big data, AI and ML. And boy, I love our speakers. Even though I got, rolled in last night, 1:00 AM, did the last recording of the session, I am still so excited.
Daniel Newman: Listen, we deserve to take a moment, do a quick victory lap. But what we really want to make sure is that all of you out there, we know the people that listen to this podcast are technophiles, they’re market makers, they’re policy people. And of course they’re industry tech companies, many of which we advise and work with. First of all, you know, what a great community. Thank you all, all that have passed it along, promoted it. We’ve really been working our butts off, Pat, you and I have done over 50 sessions, interviews. I concluded my last one yesterday, I believe you concluded it today.
Now this is months of hard work here, and we really do this for you. We do this for the community, because the opportunity to sit down over the course of a week, and then on demand, hear from CEOs of the world’s largest device makers, semiconductor companies, largest industrial companies, cloud providers, Pat, big data analytics firms, disruptors across semiconductors software. This is the opportunity to hear, and we really do what most media doesn’t have the time to do. These aren’t three minute segments filled into a 30 minute show. We’re spending 20 or 30 minutes getting under the hood with these folks, asking real questions. In some cases, tough questions to better understand these businesses. But what we really hope in the end is that you tune in, you pass it along, you consume the content, and then you give us feedback.
And in the end, Pat, this was a labor of love. We love to be in front of all of you talking about the most comprehensive, complex, and interesting trends across tech and innovation. And like I said, I just wanted to take a breath. Thank you, The Six Five community, 80 plus episodes now, dozens of interviews, more to come. And by the way, Pat, just to kind of tease it, more innovation from Six Five in the future. So we’re just getting started out there, but thesixfivesummit.com. Go there, register, it’s all free. It’s on us. Just show up, listen, learn and enjoy. I can’t wait to see you next week.
Patrick Moorhead: Daniel, it’s a great way to end the show. And I’m super excited too. And it doesn’t take me drinking nitro coffee to get excited, but I am super excited and it does help. And you and I both, you’re going to see our Twitter feeds full of content next week. We’re doing a live Q&A at the end of the day with a couple of special guests. So please tune in, go to thesixfivesummit.com. And with that, I just want to thank you for tuning in to the Six Five podcast. Hope you enjoyed yourself. If you want to give Daniel and I feedback, hit us up on Twitter. Good, bad, the ugly, what you want more of, what you want less of. We love feedback. We just want to get better for you. If you liked what you heard, hit that subscribe button. And we will go from here. Taking off, have a great weekend.
Daniel Newman is the Principal Analyst of Futurum Research and the CEO of Broadsuite Media Group. Living his life at the intersection of people and technology, Daniel works with the world’s largest technology brands exploring Digital Transformation and how it is influencing the enterprise. Read Full Bio