Please welcome chief executive officer and Chairman Nikesh Arora. Good morning, everyone. That's not enough energy for us. Good morning, everyone. All right. Well, thank you very much for making it to Austin. It is our honor at Palo Alto Networks to be able to host all of you, our customers, our partners, our co-sponsors, a big, warm thank you from all of us at Palo Alto Networks. We at Palo Alto Networks aspire to be a cyber security partner of choice, and we hope that this conference that we put together shows you our commitment to being able to work with you hand in hand, to be able to secure the world and make it a better future. I have to say, yesterday as I landed in Austin and got to my hotel, this is my remembers my first cyber security conference, my first Palo, all the networks late night, I have not done cyber security in my life and enterprise. I'm a little nervous. I walk into the elevator and I hear these two people talking. So I'm going to have to call out the lady, don't worry, I'm not going to tell people your name. She turns to her friend and says, I got another blanket. Not a good sign. This is so cool. Blankets cool toward the back of the car commonly useful, Cisco life is better. Oh, that's not a good start. I will take that as a personal challenge. We at Palo Alto Networks are going to strive to make this better than Cisco life. Come on. Let me have a round of applause for that. I have to say, I seriously doubt they're going to let me in. We're going have to find a way of trying to make this better than Cisco life, dear lady, you know who you are. Thank you very much for your feedback. I hope you'll be kind enough to give us more feedback after the end of this week. Thank you for joining us this week. As many of you are aware that we as a generation are privileged to sit right in the middle of what is the one of the biggest technological revolutions of our times. We're probably the only generation going to remember that there used to be telephones that you had to pick up and have no rotary on them. I have a four year old son. He has no idea about this thing called the phone with a rotary dial. I probably haven't seen one yet. He takes mobility for granted. He takes the ubiquity of bandwidth for granted, if anywhere is like daddy, when you see that on your phone, he expects every video to play wherever he is, he expect things to be at his fingertips. We are in the midst of this phenomenal technological revolution that has been enabled by mobility. It has been enabled by the ubiquitous availability of data. It has been made available by the ubiquitous availability of bandwidth. This stuff just getting better. They're talking about 5G unlimited bandwidth at the edge. They're talking about cheaper storage, cheaper compute, this whole move to the cloud. There's this huge deluge of data that is upon us. Until 2005, five exabytes of data was created. I think it gets created every minute. We're living in a world with phenomenal opportunity and of course, for all of us who worry about security with phenomenal amount of risk. As we go into this new world coming from the outside of security, coming in enterprise, I'm sitting there saying. What do we need to do differently? What needs to change in our industry? What needs to change in cyber security for us to make this a world which is more secure every day, a world that we can all live in, a world that our enterprises can live in, a world that our partners can live. Our mission is clear. We want to be the cyber security partner of choice and help protect our digital way of life. The question is, how do we do it? I had the privilege of spending a lot of time with very esteemed colleagues in the industry, people who work with us, with people who are our customers, with people who are our partners, people in elevators, who know I'm there people in elevators, who don't know I'm there. I had a chance to get a lot of feedback from the industry. As I've been listening and watching. I have a few observations I'd like to share. The first one is the word innovation. I've had the privilege of working at Google, which many of us believe is one of the more innovative companies of our times. I had the opportunity to be an investor at Softbank, and see a whole bunch of startups come through the gates and look at all the innovation that the startups are bringing on board, whether it's the Huber's of the world or the door of the world or YouTube or you name it, what, many consumer startups. I have to say, I've been struck by the pace of innovation in the cyber security industry. There's a reason there's two thousand. Companies in the space, and you wonder why. Well, guess what? If I'm going to figure out a way to attack you, I'm going to have to figure out a new way to attack you, because all the old ways you're protecting for. Our adversaries are constantly innovating. They're constantly trying to figure out a way to get inside your infrastructure, a way to get access to your data, a way to get into your users, into your enterprise. As a result, us on the cyber security side have to be even more innovative. That's an asymmetrical challenge. It's very hard because they have to go after the lowest common denominator and we have to deliver innovation instantaneously at the same time in a ubiquitous fashion. It's not enough to secure 99 percent enterprise because that's the one percent that the adversaries want. That's the way for them to get in. The challenge we have as an industry is not how do we constantly innovate, the challenge is how do we constantly deliver innovation instantaneously to our customers at the same time, with no delay in response. That's not where the industry is. What every customer says I'm trying to make sure that we have security in over 10,000 stores in the United States, what should we do? Are we're going to go to a hardware refresh across 10,000 stores. How long is it going to take you? Probably about 18 to 24 months. That's a long time. We cannot be in a world where we want access to data, we cannot be in a world where all of our personal data is out there in the cloud. We cannot be in the world where we have mobility or standing there and connecting all these things where it's going to take us 24 months to secure something. That's just not acceptable. It's not acceptable as an industry that we're going to take 24 months to deliver that solution. That solution has to go, be delivered from the cloud, that has to be done in a way shorter period of time. We have to get to a point where, as innovation appears on the adversary side, innovation appears on the protection side, and we should be able to deploy it as rapidly as possible. There is a lot, that's interesting in the case where that's not the case. But part of the opportunity is if you don't aspire to do that, we're never going to get there. We at Palo Alto Networks want aspire to be that constant innovation enterprise. We want to be that company that delivers innovation as quickly as possible to our customers. That's very hard to do and we're probably not going to do it ourselves because innovation doesn't have one home, innovation is everywhere. There's 2,000 cyber security vendors and everybody has a new thing on how to deliver protection. To do our job is to find a way of platformizing our stuff, so once we are a platform of choice with our partners, we can work with all these innovative companies, give them an opportunity to be part of the platform, and we deliver to our customers. That's my observation line. We have to be able to work in a world where we can deliver innovation instantaneously to our customers. The second thing which I learned when I came to Palo Alto Networks is this gentleman called John Kindervag, who wrote the book on Zero Trust and I learned about trust. Not trust is extremely important in security, was a double edged sword, if I trust everyone, then the bad guys are going to attach themselves to something I trust and get into my enterprise. You live this constant battle of trust, where's a zero trust. John explains to me that the only way to get security right is zero trust because is a double edged sword. I have a funny story, I had the privilege a few years ago of being in Davos and I was staying in a hotel room and the Israeli delegation was right next to my room. You actually had to cross Israeli security to get to my room because [inaudible] was living a few doors to my right. That was a bit of an equalizer of all. It doesn't matter who you are, eventually have to stay in a hotel room. Hotels don't have too many different rooms so he had to live five doors away from me. I had to go through the Israeli security pass down every time I look very carefully and I'd go to my room. One morning, Thursday morning, I had a meeting with [inaudible] so I get out of my room, turn right, say no, you have to go through security to go [inaudible] , I go through security to get to my room. You have to go through security, we have a wonderful conversation and I still remember it's 2013. [inaudible] was telling me how Israel is the hotbed for cyber security. All the good stuff happening there. As you can see, evidenced by the many acquisitions by all the networks has made, our founder clearly seems to be some truth in that. We have our meeting. I leave, I go have lunch with my wife and I go down the elevator and I'm walking to the lobby and [inaudible] is talking to the chairman of Google, who is my boss, Dr. Schmidt. There were standing there in the lobby, it's like when you see two people I just saw you an hour ago and one of them is your boss, you smile and say, hey and boom, there are nine guys with guns around the two of them. I kidding not they would have taken me down had I taken one more step. That's called zero trust, that is zero trust delivered the Israeli way. You don't want to mess with that. That's how cyber security needs to be, zero trust. One, we have to find a way of delivering constant innovation. Two, we have to live in a world that is zero trust. My third observation is and I have not watched the new season of Game of Thrones, how many people have watched the new season of Game of Thrones, show of hand? That's lot of you, [inaudible] too much free time. You must be very sick of your enterprises you must be running. Thank you for being our partner, I'm sure we're giving you all this free time back. I heard the saying, "Winter is coming," you guys know this? It's like in an ominous way, winter is coming. Well I have news for you, the cloud is coming, whether you like it or not the cloud is coming. In the last year, I haven't met many customers who are either not dipping their toes in the cloud and I don't know how this analogy work, how do you dip your toes in the cloud? You've got to be higher than the clouds. But anyway, they're dipping their toes in the cloud or they're embracing it. Again, I don't know how you embrace the cloud, but they are embracing the cloud. People are going to the cloud. As early days, people don't want the cloud. People don't want to cloud because sometimes the board is asking the question, "Are you going to the cloud?" Of course we're going to the cloud, everyone is going to cloud, cloud it's all happening. Or it's selling them cloud, it's Google selling them Google Cloud, it's Amazon selling them Amazon cloud, it's VMware selling them Hybrid Cloud. The cloud is coming and security is going to fundamentally change in the cloud, why? Because they don't have to worry about some of the pesky things we worry about in enterprise. Because Google, Amazon, Azure is going to take care of the cloud. Now, interestingly they'll take care of securing the infrastructure, what they won't take care of is what we as people who reside or tenants of the cloud are going to do. That's our responsibility, ours as in even part of the networks is on the public Cloud so it's our responsibility how we use the public Cloud. Similarly, it is your responsibility as customers of the Cloud on how you use the cloud. But as we go to the Cloud, everything's going to change, you have to think about, but what do I do? Which workload do I bring with me to the Cloud? Which workload do I deploy in my own private Cloud? What do I do? Do I do containers? Do I do serverless? I learn more words every week, measures, swarms, serverless container. That means there's yet another Israeli company starting tomorrow which is going to work on under this because part of the network started to hold MASH, let's get working quickly. The cloud is coming, as we go to the cloud we won't have to think about security. When I talk to customers, the big thing was I have too many cybersecurity vendors, I need less. Well, that's a good idea any less cybersecurity vendors. Why don't we integrate more products together? Why don't we make things work together? Because if they work together, we need less vendors. You walk up to a customer, this customer says, "Yeah, but you know what, I also want best of breed. I don't want the compromising security." This is a constant challenge, this challenge of integration and best of breed. Customers want things to work together, yet they don't want the thing from you that is innovative to be subpar, which makes sense because the last one today I got security almost good enough. Well, guess what? Almost good enough is not good enough. As we go to the cloud we have to solve this problem, how do we solve this problem? We are part of the networks that said the way we're going to solve this problem is going to give you integration and best of breed at the same time. You have seeing we're making very aggressive moves in Cloud because we think we should not make the same mistakes we made in enterprise as an industry in the Cloud, so, if we can deliver and get ahead of the curve and say, "Look, do you want container security, do you want serverless security, do you want public cloud security, do you want best of breed we have it all. Do you want integrated? We'll give you the integrated." You are making a decision which apps to have in the public cloud, which ones to go SaaS, which ones to go build your own. We're going to help you there too, we're giving you public SaaS cloud security or give you sanction unsanctioned absolute in-line API security, so we're working hard to make sure that we're going to give you the entire thing. This is a different approach, it is a different approach if you go back to the history of cybersecurity companies and you can rattle off all the names, there's always been a flavor of the year, flavor of the decade, flavor of the next two years. There's been an amazing cybersecurity company that built a solution to build a large business on two products and they will let somebody else work on their next product. I'm not going to name names of companies, but if you go to your your brain Rolodex of all the amazing cybersecurity companies of our times, there are so much amazing at end points, and that's what they were, amazing at end points, did a bit of proxy work, did a little bit of Kaspy work, there used to be a quiz afterwards, which ones I'm talking about. But you guys know what I'm talking about. Then they let firewalls be somebody else's and says, "You know what, that firewall stuff the parameter is dead, the parameter is not going to be around, the firewalls are dead." Just happens to be $28 billion dollar business, but who gives a shit? It's a dead. End point is where all the action is. But the firewall guys say, "You need the firewall, you need in line. This is how we're going protect the enterprise because endpoint stuff it's not enough, it doesn't work." It's probably some truth to both of those things, but it only works if you have both those things. Guess what? You probably in the end points, you probably need firewalls. You probably need a whole bunch of other things, but you need these things to work together. The perversity in our industry is, the more open we are, the more things work together, the more you give the blueprint to the adversaries on how to navigate us. You've got to be a little closed. That's where the paradox is. The paradox is how do you create and a system which is open enough to cooperate, yet close enough to keep the bad guys out? Now, as we go to the cloud, we have to make sure we don't make the same mistakes we made in securing enterprise, and part of this is our responsibility as in Palo Alto Networks, as your cyber security partner of choice, in making sure that we give you the solutions you need, we give you the best of breed right away so you don't have to go look for other options in the market and then come to us to say, how do I make these things work together? It's also your responsibility to make sure you think about security differently. You think about security as a partnership. Security is a partnership between us and you, we're not vendors and part of the problem this industry has had it's security has been created the way IT has been created, there are vendors and there are customs. If you do it that way, then I provide a service as a vendor, you take the service, you go do what you want to do. Security doesn't work like that. Security needs to be a partnership. We go into the cloud, it's very important that we think about security as a partnership. My fourth observation may not come from the industry is, I don't know what the question is, but the answer is automation. Do you know why? because, [inaudible] bad news for us. We're screwed in our privacy. Our data is everywhere. I heard stories where they don't even need to know, much about us. The fact that you have your phone on you, those people know where you were all the time. I was reading something this morning. Some guy got arrested because his phone just showed that he'd been on a trail dumping evidence on a case and there he was, he didn't even have to call anyone, is looked at location data, so this guy's been here just seems to be coincidental where all the bad things happened. What I mean by that is, there's so much data that is being collected every second, every instant about everything. There's data when you start collecting data. I heard a funny story when somebody said to me, "Hey. We know there's a conspiracy theory going on", it's like, "How do you know?". The guy is like, "We were very careful. We turn our phones off and we get there. We leave our phones in a bin, we all go into the room, we have a meeting, we come out, we turn our phone on. How do you know anything? We've been very careful ", says but, you know, ten of you show up at the same place every Thursday morning for two hours and check your phones off. There's information in that. Next time you plan a conspiracy theory, don't do it that way. Leave your phones at home". But my point is data is everywhere. It is being collected all the time. As data gets collected, the way we need to address the problem of security is in a zero trust way by looking at data, analyzing lots of data. The last one here, wherever I've been, I've been told we have a skills shortage. We have a problem in cyber security, there's not enough people to do cyber security. I said, "Well, so what does that mean? What do you need more of?". "Only more people who can look at alerts and tell us what to do with them". That doesn't sound like cyber security, that looks like cyber hygiene. It's like [inaudible] they don't need more people programming security solutions. You don't need more people looking at anomalous data and figuring out what's going on. You need more people to go manage alerts and eliminate noise. Part of the challenge I have is, the approach to cyber security has been. Dear customer, when I know it's a problem for sure, I'll stop it. I can a guy showing with a hoodie, with a gun, this cock is going to shoot you, I'm going to stop him. Anything else that's a bit suspicious and I don't really know what to do, I'm going to send you those one of those really trusted things called an alert. Then is your problem. Customer goes, says, "Wow, this is really cool, this is a new vector, I'm going to go find a solution" and there you go. You spin up a bunch of alerts and it goes to this poor guy who sits on something on the stock and he gets more alerts. The CIO and CEO gets really strong, buys more cyber security solutions what do you get, more alerts. I have an analytical tool. What does it do? It looks for things which your normal stuff doesn't look at and you know what it does. How does it tell me? Sends you more alerts. We're an alert-generation industry; we generate tons of alerts. Now, I, as a customer, buy more cybersecurity solutions, and I go home saying, holy shit, I got more alerts. That doesn't look like a satisfying outcome. Normally, if I feel more secure, I should get less alerts, is that fair? It's pretty binary, that doesn't require me to be a cybersecurity expert. If your phone keeps buzzing all the time, you get more alerts, that's a bad outcome. I'm getting more alerts, I'm feeling more vulnerable, I'm feeling more scared. I'm getting less alerts, I'm feeling happier. The question is, how do we collectively send less alerts? The only way to send less alerts is you eliminate noise, you automate noise away because noise has very similar characteristics across all the enterprises, you have to automate that noise away. You have to become more opinionated. You have to be able to say, I think that's a bad guy, or girl, or attack, or threat factor. But part of the challenge is, as an industry, now I talk about ourselves as an industry, with you guys, we've actually been less opinionated than we need to be. If you had more opinion to say, this is a good alert, this is not an alert, this is not a problem, you'd be happier if you were right. If you were not right, you shouldn't be buying the solution anyway. Part of the challenge we have is, we have to automate the noise away. We have to automate so much of the noise away as an industry that all you're left with is no false positives, you're left with real anomalies, which you can actually go investigate and go solve. The outcome is automation. Automation requires a lot of data. Now, five years ago, you couldn't have this conversation because storing lots of data and looking at it and collecting it was a big problem. Today, thanks to certain solutions out there, it's a lot easier, but it's shit expensive still because of one company, we're not going to talk about any company here. But there are other solutions in the market which are coming up, which allow you to store data much more cheaply, there are other solution in the market coming up, where the value is going to be in the intelligence and in the automation. As an industry, we have to strive for more automation. That was my fourth observation. My fifth observation is, the need for inclusion. Cybersecurity is non-discriminatory. We will attack whoever, wherever, whenever, as an adversary, whenever we want. We have to be representative. We have to be an industry that works together, we have to be an industry that is represented across the room. Inclusion comes in many ways. I personally have made a commitment, and my management team. We made a few changes, we made some changes on our board to create more inclusion, but I'm committed that Palo Alto Networks is going to be the most inclusive company in cybersecurity. So stay tuned. That's all wonderful things. Renee also told me to tell you that we have 23 women on stage over the course of the next three days, which is more women than have been on many cybersecurity streets, so please give a round of applause for the upcoming 23. That's my observations about the industry. Let me tell you a little bit about Palo Alto Networks. I came to this company one year ago, we have an amazing number of people, people who understand the space. There's 6,000 plus people, less one, they understand cybersecurity a lot better than I do, and we're all committed. We're all committed to making sure we make this transition, where we worry about delivering constant innovation, we worry about figuring out a way of eliminating noise, creating more automation. We worry about figuring out how to make this transition to the Cloud, we worry about figuring out how to make sure that we run an inclusive enterprise. We announced our earnings, most recently. We seem to be doing well. I had an analyst ask me, saying, "There's this rumor that firewalls are dead." I said, "If we grew our revenues 28 percent, the industry is growing at somewhere around 6- 8 percent, I think it's okay." He's like, "Do you think you're taking share?" I said, "Let me see. Mathematically, if the industry is growing at six percent, I'm going at 28 percent, there might be a share gain." So far, we're doing okay. Our revenues are fine, we're taking share in the market. We're taking share thanks to you, thanks to the belief that people have in the notion that we provide a much more secure set of products than other people in the market. That's our aspiration: to deliver continuous innovation, to deliver more security. We have over 60,000 customers. Our vision is clear: we want to make every next day safer and more secure. We want to be the cybersecurity partner of choice. We did an amazing exercise amongst our 7,000 people. We pulled all of our employees and asked them, who do we want to be? Employees who are quite vocal, gave 11,0000 comments about the culture of the company, about who we wanted to be. We codified that and we emblazon that on every wall, and of course, you can't do that without putting T-shirts and mugs. I mean, who has values without T-shirts and mugs? I'm sure we have T-shirts and mugs also, which talk about our values. But more importantly as a team, we rallied around our values, we rallied around our mission, we rallied around our vision and we are here, we are committed to delivering the best set of security products. The person who's going to follow me is a guy called Lee Claridges, who's our head of product. Now, Lee doesn't like going after me because he says, I steal all his slides. I tell everybody about the product strategy before he gets to speak about it, so I promised him I'd leave him a lot of material. I'm going to describe our strategy. But if I'm not too specific, it's because I'm trying not to steal his thunder. Don't hold against me. Or maybe I just don't understand, that's not true. In a part of our strategy is, we looked at the amazing sets of products that we have and we said, we have a mission to secure what is going on today in the industry. We have a mission to secure, where the world is going to the cloud and we have a mission to leapfrog the industry and change the paradigm. The way our strategy is built is around three pillars, the first one is it is our job to secure the enterprise. As your partner, they have to secure the enterprise. Our strategy is our firewall. Now there who you will see on stage, our founder and his colleagues sat in a garage like you do in Silicon Valley and came up with the notion of the next generation firewall, did an amazing job, were able to create amazing traction. Today, we're delighted that we have the largest market share in the firewall business. Not only did they do that, they said if a customer is going to trust us to put that appliance in their infrastructure, let's give them more capability, let's give them more utility from that firewall that's in their infrastructure. We built on subscriptions, wildfire, threat prevention, global product, URL filtering. But a lot of subscription we built was seven years ago. We sat there and rallied hard at our last leadership meeting and said, what else can we do? I said, well, we should be able to do more things for our customers because they're trusting us to put the firewall in their infrastructure. Most recently we deployed DNS security. Over time, you will see us add more subscriptions to our firewalls in a single pane of glass because the way we can deliver automation, the way we can deliver best of breed, the way we can deliver this integration we talk about is by giving you more and more capability from our firewalls. Because you already have them, they're in there. They're in line. We should be able to give you more capability so you don't need to have five different vendors who are small companies who you have to go interface with. You have to go figure it out and get support from work with, and we can take all that capability, integrate that into our firewall. Our first part of our strategy is continue to secure the enterprise, keep building our firewalls more and more useful, whether they are physical appliances or virtual firewalls which work with you in the cloud. The second piece, as we talked about the cloud and we worked hard. One year ago when I joined [inaudible] networks. We had this amazing team we acquired from Evident, evident.io. They had figure out, the cloud is important. It was early and they deployed public cloud security in AWS. I came on board. We sat there together as a team and said our customers are all on a multi cloud journey. It's not a single cloud anymore. Everybody wants to be in some combination of either one of the public cloud vendors or hybrid cloud or in private cloud. We've got to make sure we have the solution. We stepped up our game. We acquired the team RedLock. Baron and his partners and we announced most recently RedLock has gone from zero to $100 million run rate in nine months, which means there is demand for cloud security, multi-cloud security. We went forth, said great we've got public cloud security, but as we went to our customers, they started talking about the need for container security and how container security needs to be connected to public cloud security. Because there's no point having two panes of glass and looking at cloud security the way you look at enterprise security. We thought hard, the team was busy building the early parts of container security into RedLock. We said, well, let's do that, but let's also see what customers are buying. We went to the market, we found [inaudible] was the product that everybody in the market was buying. We said, well, why shouldn't us be part of the [inaudible] strategy? As you all know, we announced a week ago, we are going to acquire [inaudible] who's going to make sure customers get best of breed. Not just in public cloud, but also in container security. Now I'm sitting there writing these checks saying, I keep writing these checks to all these wonderfully amazing companies out there. This is not a good thing. Why can't we do something ourselves? It's like so. What are people talking about now that in two years are not going to write a big check for again? Serverless, as people talk about containers to say, do you know this thing Serverless? We said, let's go find out who's the best in Serverless. We went out and also bought the number 1 company in Serverless. Now when you get Prisma public cloud from the other networks, in short order, you will be able to get public cloud, container and serverless, which makes us the only provider in the world who gives you the ability to secure the entire cloud journey depending on how you want to deploy the cloud in enterprise. Not just that, we also give you Prisma SaaS, which is our SaaS security. We give you, if you have our Rienzo GPCRs or firewalls, we give you in line security and API based security. It only makes logical sense over time, you need a single DLP across the entire public cloud suite. We're working hard because we believe the cloud is a new opportunity, it is a new way that customers are going to be deploying the future infrastructure, and in that, we don't want to give you a fragmentation, we don't want to give you complexity, we want to give you simplicity. The other thing that's going to change the cloud is things are shifting left. The more you go towards the cloud, the more it becomes important not just to worry about production, but also is important to worry about the build and deploy phases, so that's what we give you with our Prisma Club strategy. Third and not the least. This is all good, but how do we solve the other things I talked about, how do we solve the problem of constant innovation being delivered? How do we solve the problem or giving you automation? How do we solve the problem where tons and tons of data is being created and we need to eliminate the noise? The way you do that is by looking at the world differently and what we did is we had acquired a bunch of companies, sector and right cyber which were in the endpoint XDR phase XDR play. We sharpened our tools, we've said not only is our endpoint product as a reminder last week, you always find the people who like you, so Myntra likes us a lot, so we like them. Myntra announced that we were the best product out there in the endpoint category, we beat every area vendor hands down. Please round of applause, just makes us feel happy. With that, said, not only is Trappes one of our best endpoint protection products, but also combined with XDR, it gives you amazing investigation capabilities. We use that as a data collection agent, we put all the data and Cortex Data Lake, which is where we analyze for anomalies. We start eliminating noise, over time, we will create more and more ingestion points into that data lake, so we get more and more data. But you know what? We're not going to just take any data, we're not just going to take in any form, because if you take bad data , you know what you get? You get bad answers. Part of the challenge is, I talked about having an opinion. You can only have an opinion if you believe your sources are good, your sources are accurate, so we need good data. The way to get good data is to get data the way we like it, we like it the way Cortex XDR collects it, we'll take that data into data lake, we'll combine that data with our firewall data, we'll over time take other inputs as we qualify those inputs, and we'll give you amazing analytical capabilities on top of that. That is our attempt at delivering automation, that will be the platform that will allow us to take innovation from anywhere, put that innovation on the platform and deployed instantaneously to our customers. Our strategy is to secure the enterprise with our firewalls as a platform, to secure the cloud with Prisma and to secure the future with Cortex, that's where we stand. Now, our job is to bring it all together, and as I said right at the beginning, we are committed to delivering this innovation, we're committed to going from being a cyber security vendor to being the cyber security partner of choice. We're committed to this journey of making our customers safer, and more secure every day that goes by. With that, that concludes my part of the presentation, I also again want to say thank you very, very much for being part of our journey, for being our partners, for being sponsors of this event so again, a big one thank you from myself. Now, before I leave, I have to introduce our next speaker who will tell you our true product strategy in addition to what I've already told you. I have a funny story, so when I was interviewing at Palo Alto Networks, I got a chance to meet many of the management team, many of the board, there were only two people I wanted to meet twice. One of them is our next presenter. Now, it's not because I only understand half of what he said, so I need to meet him another time to understand the other half, because he's so smart. What is very important for me, when I made a decision to come work here, that they had a product and I are true partners. Just the way I wanted to be partners with our CFO, with the head of sales, our president, I just wanted to make sure that me and Leigh are true partners. I have to say in my last one year at Palo Alto Networks, he's been an amazing partner, we have debated, discussed, argued. He has educated me, he has taught me, he's endured my stupid questions, sometimes not so stupid questions, so with that, please join me in welcoming Lee Claridge.
