Nilay Patel

And that means those companies now own most of the capacity of undersea cables. And that chain of events, I think, is not intuitive. unless you're paying attention to it, but just talking to you for 13 minutes here, that seems very intuitive to you. It makes sense to you that they would have the capacity because I'm not sending nearly as much data as a consumer across the ocean.

Do you see that changing? How fast has that grown? Describe that dynamic to me.

Do you see that changing? How fast has that grown? Describe that dynamic to me.

Do you see that changing? How fast has that grown? Describe that dynamic to me.

And I think that's going to lead us into the inevitable conversation we will have about AI. But I just want to stay on this for one second. That verticalization from what we sell as virtualized compute capacity down to we will now own the cables in the ocean and verticalize our business and make sure we own it tip to tail. How has that changed your company?

And I think that's going to lead us into the inevitable conversation we will have about AI. But I just want to stay on this for one second. That verticalization from what we sell as virtualized compute capacity down to we will now own the cables in the ocean and verticalize our business and make sure we own it tip to tail. How has that changed your company?

And I think that's going to lead us into the inevitable conversation we will have about AI. But I just want to stay on this for one second. That verticalization from what we sell as virtualized compute capacity down to we will now own the cables in the ocean and verticalize our business and make sure we own it tip to tail. How has that changed your company?

We're looking at, okay, there's WDM in 1997. This is the core innovation that lets us get more capacity out of the fiber networks. We're initially going to sell that to telecom companies, maybe to do more phone calls or the early internet. Now, multiple generations in, we're selling it directly to Google to connect data centers so that we might run AI workloads.

We're looking at, okay, there's WDM in 1997. This is the core innovation that lets us get more capacity out of the fiber networks. We're initially going to sell that to telecom companies, maybe to do more phone calls or the early internet. Now, multiple generations in, we're selling it directly to Google to connect data centers so that we might run AI workloads.

We're looking at, okay, there's WDM in 1997. This is the core innovation that lets us get more capacity out of the fiber networks. We're initially going to sell that to telecom companies, maybe to do more phone calls or the early internet. Now, multiple generations in, we're selling it directly to Google to connect data centers so that we might run AI workloads.

It feels like that would have some pressure on your roadmaps and your go-to-market. How is that expressed?

It feels like that would have some pressure on your roadmaps and your go-to-market. How is that expressed?

It feels like that would have some pressure on your roadmaps and your go-to-market. How is that expressed?

We need to take a quick break. We'll be right back.

We need to take a quick break. We'll be right back.

We need to take a quick break. We'll be right back.

We're back with Gary Smith, getting into the classic decoder questions to figure out how Sienna has evolved since the 90s. I think this is a great time to ask the sort of classic decoder questions. You're describing a shift in the business, a shift in your customers. How is Sienna organized now? What does that org chart look like?

We're back with Gary Smith, getting into the classic decoder questions to figure out how Sienna has evolved since the 90s. I think this is a great time to ask the sort of classic decoder questions. You're describing a shift in the business, a shift in your customers. How is Sienna organized now? What does that org chart look like?

We're back with Gary Smith, getting into the classic decoder questions to figure out how Sienna has evolved since the 90s. I think this is a great time to ask the sort of classic decoder questions. You're describing a shift in the business, a shift in your customers. How is Sienna organized now? What does that org chart look like?

You've got the two big markets, the telecoms and the hyperscalers. Then you have the engineering organization. I'm assuming the telecoms and the cloud providers want different things. How is that expressed in what the engineering organization goes off and builds?