Zac Smith

an intel chip in it you buy a subscription to intel technology that allows you to have always access to the latest stuff and that could be in your data center or somebody else's data center i think that that's you know one part is financing and service model and the other part is like where does it sit but you know these things aren't going into random places they're going into pretty well-known places

an intel chip in it you buy a subscription to intel technology that allows you to have always access to the latest stuff and that could be in your data center or somebody else's data center i think that that's you know one part is financing and service model and the other part is like where does it sit but you know these things aren't going into random places they're going into pretty well-known places

It's the concept. It's just like concept. Yeah. It's the concept would come back to, well, how would we, you know, sell you the chip first, you know? And it was like, no, no, no, no, no. That's not how it's going to happen. Like, well, who would be the OEM? You know, it's like, well, maybe there wouldn't be one.

It's the concept. It's just like concept. Yeah. It's the concept would come back to, well, how would we, you know, sell you the chip first, you know? And it was like, no, no, no, no, no. That's not how it's going to happen. Like, well, who would be the OEM? You know, it's like, well, maybe there wouldn't be one.

You know, and like, you know, just those things that their whole departments of managing the OEMs would be like, well, what do I do in that? You know, and so I think that those are the conceptual issues that got in the way. Not like, could we could we physically figure out how to do it? I think that wasn't actually the issue. We almost never got there.

You know, and like, you know, just those things that their whole departments of managing the OEMs would be like, well, what do I do in that? You know, and so I think that those are the conceptual issues that got in the way. Not like, could we could we physically figure out how to do it? I think that wasn't actually the issue. We almost never got there.

It was like, yeah, of course we could if we wanted to. But why would we? Because of all these reasons.

It was like, yeah, of course we could if we wanted to. But why would we? Because of all these reasons.

Yeah, yeah, I totally agree. You know, the problem is that, you know, and I noticed this when I was at Equinix as well, an experiment is almost not that useful because it's so tiny. Oh, so what was wildly successful and we managed to do thousands of these things in this awesome new way, it would still be like 0.01% of our revenue. Wouldn't be meaningful.

Yeah, yeah, I totally agree. You know, the problem is that, you know, and I noticed this when I was at Equinix as well, an experiment is almost not that useful because it's so tiny. Oh, so what was wildly successful and we managed to do thousands of these things in this awesome new way, it would still be like 0.01% of our revenue. Wouldn't be meaningful.

So we should, you know, we need to do something at real scale, but we can't get behind something at real scale because it's super scary to do something that you've never done at scale. And so there's this little chicken and egg. It's a hard thing. It's like obvious, but it's hard to get through. And so I think that's why some companies have practiced. They recognize it. They're self-aware.

So we should, you know, we need to do something at real scale, but we can't get behind something at real scale because it's super scary to do something that you've never done at scale. And so there's this little chicken and egg. It's a hard thing. It's like obvious, but it's hard to get through. And so I think that's why some companies have practiced. They recognize it. They're self-aware.

And they practice that through M&A or they practice it muscle. Like I really love the Google SRE handbook chapter. What is it? Two outage points or something like that, you know, where it's like people's bonus and the SRE team is not built around 100% uptime because that means you're probably going too slow and not taking enough risks.

And they practice that through M&A or they practice it muscle. Like I really love the Google SRE handbook chapter. What is it? Two outage points or something like that, you know, where it's like people's bonus and the SRE team is not built around 100% uptime because that means you're probably going too slow and not taking enough risks.

So it's more like how do you balance outage points with customer pain and There's got to be something that's not 100 and not zero. It's something more in the middle. And I think that's kind of difficult in scaled businesses because you're really – you can tell it like even with Intel right now. They don't get a lot of room in the public markets to mess up.

So it's more like how do you balance outage points with customer pain and There's got to be something that's not 100 and not zero. It's something more in the middle. And I think that's kind of difficult in scaled businesses because you're really – you can tell it like even with Intel right now. They don't get a lot of room in the public markets to mess up.

And so experimenting is hard in a big business.

And so experimenting is hard in a big business.

Yeah, you said it very well. I think to even dumb it down a little bit more, it feels more consumer. Because that's what we have a lot in our consumer life. And what you said there is like, hey, I want access to the latest technology. And then you can see, well, okay, well, how do I remove the friction of an upgrade cycle? And how do I make that beneficial for all parties?

Yeah, you said it very well. I think to even dumb it down a little bit more, it feels more consumer. Because that's what we have a lot in our consumer life. And what you said there is like, hey, I want access to the latest technology. And then you can see, well, okay, well, how do I remove the friction of an upgrade cycle? And how do I make that beneficial for all parties?