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I think that as we get into this more cloud, multi-cloud, hybrid cloud, whatever cloud universe, the same rules apply depending on where you sit in that supply chain.
There is a important rule you must not break, which you must not compete with your customers. Colby Synesael: Equinix, in recent years, has introduced Equinix Fabric, which enables connectivity across regions, and then Digital Realty, which you mentioned just last week announced its purchase of the engineering team and IP of a Pure Port, which is, in my opinion, was striving to be more like a Megaport.
Is that a logical next step for the sector to provide those types of services? Jay Adelson: I think so. I think that there is increased complexity in accessing all of the services and microservices that you need as an enterprise today. I would even take that a step farther. And so the question is how can you abstract the consumer or the enterprise from that complexity, and yet give them enough control over the outcome.
They all have different types of services. They operate at different layers of the stack. I came from a world of transit where I just popped a wire into a hole in the wall and magic happened.
Sometimes that means operating a form of a network or maybe a portal of some kind to allow you to configure it or usage based billing. I remember it was a concern. I think, that they all had what would happen and would there be a misunderstanding. If we do this, what do you think? If we start offering some of these services to make, first of all, would you consume it yourself? Would you participate on this? I think they did a really great job. I always dreamed of being able to offer the services that they can offer today.
I mean, what role does Megaport, packet fabric, a console, what role do they play relative to what we just described as the role that perhaps Equinix has the right or should play?
And so I can sit in front of a computer with Megaport and with a few button presses, deploy an international backbone and have virtual presences everywhere I need them to be. That means that the company like Megaport or whoever it is, has to physically do that infrastructure and place those locations and operate it that way. But it also required a technology evolution, both on the client side and on the service provider side, because in order for them to really automate that kind of thing, companies like Amazon and Microsoft and Google needed to start offering their services in a way that could be directly cross connected.
That took a while. Once that happened to be able to automate it using software defined tools that took a while. Then on the flip side, on the client side, on the enterprise side, the SD WAN revolution, of course and really getting to a level of well certainty and reliability that would allow you to have that kind of fine tune control and speed, speed of deployment now is everything.
Just ordering an MPLS connection back in the day would take a month, a month and a half. It takes a day. Megaport is a really interesting company because I think that they culturally are all about creating these still abstracting you from the complexity, but giving you as much control as you want. Colby Synesael: [crosstalk] Vince has done a great job. Are you familiar with network as a service companies like Aviatrix and Epsilon and L Kira? Certainly the deployment of a network automatically is maybe one common thread or the ability to connect to certain types of cloud services is another.
But different networks have different capabilities. Some offer security. Some offer special tools around hybrid cloud management, storage, all sorts of, compute. If you look across the portfolio investments, across Silicon Valley, right now, you will see hundreds of companies that have hybrid cloud in their company description, right?
Now, are they all the same? I do think that there is value to these companies. Some of them will appear on platforms like Megaport or something like a cloud exchange. It would be a mom and pop shop that was set up in your local city. They bought internet conductivity. They call themselves a tier three. They would buy it from somebody like maybe NetCom. Then UUNet would buy it from somebody, maybe Sprint or whatever. It was transit. I think that some of those players are tier three and some are tier two and some are tier one.
But in your current role at Center Electric, which is your VC firm you note that Center Electric believes that the internet of things or IOT is the most revolutionary expansion of computing since the dawn of the personal computer. What do you mean by third wave? As that happens, you still need a core and you still need all of these different parts of the supply chain. And so I think IOT, at least in my opinion, was the marketing term we all used in to really describe this move to connect everything.
Then autonomous vehicles in a bunch of different applications and crypto and other things really started to play into this distributed world. Internet people know about distributed systems. That world is gone. Really the data center has moved from a single location to being everywhere. We made investments as a venture firm in companies that were, I guess you could call them, ingredient technologies towards that end.
I am not a venture capitalist anymore. I still operate that fund with Andy Smith who I co-founded that with. We still have good relationships with those portfolio companies. Jay Adelson: Scorbit is a connected pinball platform. Colby Synesael: You own Scorbit. As part of my own due diligence, I saw there was an article in Fast Company back in June of if anyone wants to look it up, but Scorbit is your passion project right now, it sounds like.
We got into this because we all like pinball. We love the community. We noticed that each pinball machine in the world is a computer and none of them were connected. As CEO of Digg, Jay launched and grew what was arguably the first social media company to tens of millions of users and billions of impressions a month, leaving at its peak in April, In July, , Jay testified before the U.
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