Host: Now, one of the interesting things about Aruba is that you have decided to come head to head with some very big giants in the industry, such as Cisco. Now, how does a small company have the confidence and the strategy to go against a big giant like that? Dominic Orr: We do day to day, from product level point of view, have two competitors only: Cisco and Motorola. And we kind of find the space in between it. When you operate in that kind of environment, you cannot think of those giants as your competitors, or you’re dead. You have to think of them as an environment in which you excel. So every product that you build, even plan about, think about, has to fit into the whole ecosystem, the environment that these big guys have. And you just look for what is really breaking, that they cannot fix. I've done enough startups now, so if you ask me to distill the formula of success of a small company competing against a big company, it all boils down to one factor: that is speed. Speed of execution, and speed of innovation. And that's not to say that in large companies, people are any less speedy. But the benefit of the big company is that they have the inertia. But the drawback is that they have the inertia, right? I remember when I first entered the industry, there's a popular saying that the reason God could create heaven and earth in seven days, is because he did not have any installed base. So the big company has this legacy of stuff that they have to sell, and they have a certain expectation of what they should avoid, what brand to project and so on. They have to stay the course. You can always map out in 3, 4, 5 quarters where they will be. And the way that you react is that you say that, "I'm going to get there fast. I'm going to get there with a vision that they cannot afford to execute, because by executing that new vision, it's going to tank the current business." So yes, we have probably, through that self-sorting process, the smaller company...