Gary Smith

The opportunity with the same kind of technology that we've got is now becoming apparent in the campus, which is these campuses are getting super big now. And then eventually inside the data center, because you think about the GPU and the compute investment that's going on, that requires higher and higher speed over longer and longer distances. Even in some of these data centers,

First of all, they're enormous and you've got fiber going around them sometimes, you know, multiple kilometers, even within a single data center, because that fiber gets wrapped around.

First of all, they're enormous and you've got fiber going around them sometimes, you know, multiple kilometers, even within a single data center, because that fiber gets wrapped around.

First of all, they're enormous and you've got fiber going around them sometimes, you know, multiple kilometers, even within a single data center, because that fiber gets wrapped around.

And so we think there's an intersect point, you know, nearly for our technology there because the technology there right now, which is called direct connect, which is what's required to connect all of the, you know, the racks within the data center and the intro data center. The physics of that is getting very challenged as these GPUs require higher and higher speed.

And so we think there's an intersect point, you know, nearly for our technology there because the technology there right now, which is called direct connect, which is what's required to connect all of the, you know, the racks within the data center and the intro data center. The physics of that is getting very challenged as these GPUs require higher and higher speed.

And so we think there's an intersect point, you know, nearly for our technology there because the technology there right now, which is called direct connect, which is what's required to connect all of the, you know, the racks within the data center and the intro data center. The physics of that is getting very challenged as these GPUs require higher and higher speed.

And so we think there's a real opportunity for us to intersect that, you know, to your point, with exactly the same kind of core technology requires some variations on it over the next, you know, one to three years.

And so we think there's a real opportunity for us to intersect that, you know, to your point, with exactly the same kind of core technology requires some variations on it over the next, you know, one to three years.

And so we think there's a real opportunity for us to intersect that, you know, to your point, with exactly the same kind of core technology requires some variations on it over the next, you know, one to three years.

Depends on what kind of decision it is, right? I mean, not all decisions are equal. I very much feel it's a team game. So, you know, when we make strategic decisions, which I think is what you're really sort of alluding to around how we invest and, you know, what are the long-term things that we're focused on, you know, we're very strategically aligned around what we want to go do.

Depends on what kind of decision it is, right? I mean, not all decisions are equal. I very much feel it's a team game. So, you know, when we make strategic decisions, which I think is what you're really sort of alluding to around how we invest and, you know, what are the long-term things that we're focused on, you know, we're very strategically aligned around what we want to go do.

Depends on what kind of decision it is, right? I mean, not all decisions are equal. I very much feel it's a team game. So, you know, when we make strategic decisions, which I think is what you're really sort of alluding to around how we invest and, you know, what are the long-term things that we're focused on, you know, we're very strategically aligned around what we want to go do.

We're a very focused company, back to the point I was making earlier. I think people appreciate best of breed. And we want to be the best in the world at what we do here. So, you know, the North Star is very clear to us. And then it's about what are the things that we need to do to get out into the future on that. So from that point of view,

We're a very focused company, back to the point I was making earlier. I think people appreciate best of breed. And we want to be the best in the world at what we do here. So, you know, the North Star is very clear to us. And then it's about what are the things that we need to do to get out into the future on that. So from that point of view,

We're a very focused company, back to the point I was making earlier. I think people appreciate best of breed. And we want to be the best in the world at what we do here. So, you know, the North Star is very clear to us. And then it's about what are the things that we need to do to get out into the future on that. So from that point of view,

Decision-making is somewhat easier because we've framed or we've chalked the field so we know where we're playing on. There's not some great conversation about some adjacencies and things that we might want to get into. So it's all based on our core technology. So to answer your question, if it's something strategic around those investments, it's always a team game.

Decision-making is somewhat easier because we've framed or we've chalked the field so we know where we're playing on. There's not some great conversation about some adjacencies and things that we might want to get into. So it's all based on our core technology. So to answer your question, if it's something strategic around those investments, it's always a team game.

Decision-making is somewhat easier because we've framed or we've chalked the field so we know where we're playing on. There's not some great conversation about some adjacencies and things that we might want to get into. So it's all based on our core technology. So to answer your question, if it's something strategic around those investments, it's always a team game.

And, you know, we're super collaborative is how we work and getting cross-functional input into all of those things. So it's a process. But I would say as well that, you know, I think the role of a CEO sometimes is to say, okay, we've had the debate. This is the overall perspective of what we want to do. Let's go.