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Josh Lupresto (00:01)
Welcome to the podcast designed to fuel your success selling technology solutions. I’m your host, Josh Lupresto SVP of sales engineering at Telarus and this is Next Level Biz Tech.
Hey everybody, welcome back. We got a hot track here for you today. We’re talking about a whole bunch of tech stack here. Today it’s Azure at the Edge, IBM in the basement, which is where they always are, and databases everywhere. Talking about the signals to change. On with us today, we got Ron Colbert of RLM. Ron, welcome on, man.
Ron Colbert (00:34)
Hey, thanks a lot for having me.
Josh Lupresto (00:36)
Excited to get into this. These are some fun tracks, and it’s not stuff that we could talk about in the channel five plus years ago. So let’s jump in, maybe before we do, a little bit about who you are, your background, right? You spend a lot of time in this space, so just tell us just you personally. We’ll get to RLM here in a second, but just you and your experience personally.
Ron Colbert (01:01)
Yeah, sure. So I started out in a small engineering firm in Atlanta, Georgia, at least, you know, this, this my part of this career in 2001. And I was working for this really talented group as a sales professional, just kind of getting started in my career and really talented leadership and a really, really great delivery team.
about 35 employees at the time. And we had a small little data center facility that we would sell into. We had a professional services team and a support organization. And I think the first ⁓ sale I ever made there was hosted in a vision server running with Citrix. And I was a couple of servers running in the data center.
And we didn’t call it cloud. We didn’t call it managed services, but you I was, ⁓ I, was in a, a, ⁓ what you’d consider a VAR reseller, but the, the, the services and things that I really gravitated toward were always in the recurring services programs. We had a, ⁓ we had a few channel relationships. we were a Bell South, agent.
and we were also an AT &T Alliance channel partner. so, ⁓ you know, was sort of, I had quite a few things that I could work with as far as, you know, providing solutions to clients ⁓ and having such ⁓ a talented group of engineers, I really got a good education on how to work through, you know, project. It was an engineering-led company and so.
I really gained quite a bit working with that team. I think my, worked with a couple of clients, you know, straight channel opportunities, probably in 2004 to 2006 timeframe, I brought a couple of customers over to AT &T and I got a pretty good understanding of that and that background. But I really combined that sort of VAR professional services,
When the economy just fell apart in 2008 and nine and nobody was really buying anything. I remember I spent a lot of time ⁓ training for, to, to learn the Cisco call manager platform. And I, I was really, I was really invested in that. I was spending a lot of time at the Cisco office and, ⁓ and nobody wanted to buy it. Cause you know, the economy was such trash at the time. And I, I started looking at.
Josh Lupresto (03:29)
Yeah.
Ron Colbert (03:53)
you know, redesigning, rearchitecting telecom services for clients. like, okay, remember I had a big moment with a customer in 2009 that I looked at their spend. had a, I don’t want to age myself here, but they had an IP enabled frame relay network and they had PRI and they had all this, you know, just,
Josh Lupresto (04:16)
Yeah!
Ron Colbert (04:22)
things that give you shivers. I looked at all of it, put it all, organized it all, and came back to them a week later and said, you’re spending about $40,000 a month with your current services. If we redesign this and had a blank sheet of paper, I can bring that down to 20,000. But you got to buy this call manager solution that I want to sell you. put it into a monthly lease and
let’s call it $10,000. I’m going to pay you $10,000 a month to give you a brand new phone system and a brand new network. And I started doing that and sort of combining these two worlds. And I got the sale and I got to do the thing that I wanted, but it really planted a seed in my head of the potential, the capability and the sort of the opportunity that exists in the channel.
⁓ industry. That background really helped shape where I took things into the later part of my ⁓ career journey with that organization.
Josh Lupresto (05:34)
I love it. And you you take it into consideration now where the TSD channel is to where maybe back then maybe you had, you know, 20 products to sell. Now you’ve got 400. So the rules have not yet been fully written on what you can combine, what you can bundle, how that would cost save. So now it’s just, you know, open up, it’s, I guess for better or for worse, it’s like the cheesecake factory of menu options. So now the possibilities are even bigger, right?
Ron Colbert (05:58)
Yeah, it is. it’s, and it feels like it gets bigger ⁓ every quarter. It’s really exciting. I love, I love some of the, the, the organizations that have entered the channel and you know, it’s, it is really sort of determine what ⁓ areas do you want to focus on? And there’s a ⁓ dozen or more.
legitimate competitors in each of those areas that could fit any client need. I was talking to a customer yesterday. You almost become a professional shopper for what a specific set of needs are.
Josh Lupresto (06:42)
Yeah, that’s a new, I haven’t heard that one. I like it. So let’s look at RLM, right? You’ve got this org. Help us understand a little bit about who RLM is, what’s different, how you approach some of these cloud and infrastructure sales, how do you engage? Just give us a little bit of an RLM commercial.
Ron Colbert (07:03)
Sir, sure. So ⁓ we all came from the data center side of the world and ⁓ we focus on almost exclusively on enterprise organizations. So we take on only a few clients per year. A lot of us have, you know, I’ve got 25 years in selling IT solutions. My two partners ⁓ are both 30 years each veterans. So we do have long… ⁓
standing relationships with our clients. But ⁓ I think the key of what we do is really fully immerse ourselves to understand what is a challenge that a client is up against. Like, are they trying to achieve? ⁓ I’ve sat ⁓ on probably 10 different IT steering committees for customers, sitting alongside them, helping them to
develop strategies that will inform decisions as we go into different project areas. Where are we today? Where are we trying to go tomorrow? How are we going to get there is really what informs the strategy. And we’ll get email addresses on our clients’ domains. We’ll work.
truly like within there. If there are resources needed, we provide the resources. Like ⁓ it may sound ⁓ a little bit much, ⁓ this true partnership model requires that we have, ⁓ we make investments that we sort of win and lose together with the customer. if you go full immersion into it, ⁓
You know, it’s often rewarded where we don’t really have competition. ⁓ you know, we help sort of shape the strategy. ⁓ I’ve run RFPs that I’ve written. I facilitate and I make my recommendation. I certainly give the client the opportunity to make a decision. I’ve never had a circumstance where they’ve not taken that guidance. You know, it’s if you go through that whole process.
There’s a trust there, you know?
Josh Lupresto (09:25)
Yeah, you put the work in. I mean, I want to say it’s high risk, high reward, if you’re being selective on who you take on to your earlier point, then it’s just risk equals reward. It’s not high risk.
Ron Colbert (09:36)
Right.
Yeah, it’s, you know, your time has cost and certainly you want to make sure that you have a shared set of goals and you can sort of qualify and vet that out, you know, on the front end. But a lot of times it’s kind of a no brainer for us to dive in with our client, you know, and you can do the math. ⁓ It’s rewarding over time.
Josh Lupresto (10:05)
Yeah. All right, one more quick question, and then we’re gonna get into some of these kind of Azure and database and IBM tech stack here. just a lot of good experience, lessons learned. I love this question. Give me an example of something that you learned along the way, either from a great mentor or some major mistake that you made, and what’s something that you’ve tried to carry with you throughout?
Ron Colbert (10:29)
gosh. yeah, it’s, it’s always, it’s always tough. mean, we’ve, I’ve made so many mistakes along the way. ⁓ It’s, you know, a lot of times, ⁓ what I try and, what I try and do as we go into a project is really set the goal and then work backward from that, you know, whatever that timetable is, but
Just with everything today is so interdependent on other service providers, there’s so many factors to transitioning a client. as you’ve spoken about in some of your previous episodes, the software rules everything. ⁓ I weigh out business goals and certainly contracts that clients have. ⁓
And all of those factors can impact when a decision has to be made. as you go past those timetables, it puts things at risk. I mentioned that call manager example earlier. I built this entire thing around one of the early lessons I learned in that project was ⁓
Sometimes when you’re ordering fiber services, it can take a long time to get installation and if you couple things wrong, it can kill all the momentum of a project because we’re waiting on this one little thing. I actually got us into a Starlink early because of a network projects about three years ago that went sideways when we had to cut open a…
parking lot for a customer to install some services. And I went ahead and just bought a Starlink kit, you know, business grade Starlink kit, put it on the roof and just gave it to the customer for six months while they, while they waited for this installation to occur. And that’s, that’s a somewhat recent example, but how are we addressing those problems that have come up, you know, along the way? And it’s, ⁓ it’s creativity that, you know, we had to come up with and work around, but.
Definitely had some lumps along the way here.
Josh Lupresto (12:54)
Fair. All right, let’s shift gears here. Let’s talk about Azure, right? mean, you think about, you guys have, love the angle that you have coming from the data center side. So, know, Microsoft comes along, Microsoft over the last number of years has built up the Azure cloud infrastructure and that’s a big thing, right? A lot of products in there. So specifically, they come out with Azure Local. And so for people that aren’t familiar, Azure Local is…
The same AWS has this, they have AWS Outposts. Azure Local is, hey, you’re gonna get the same tech stack that Azure uses in their cloud that you normally get on your layer of orchestration, you get into your GUI, you command the interface, you build out, you get IPs, you get apps, all that good stuff. Take a subset of that, and for a better use case, a better business case, maybe it makes sense to put a little bit of that on-prem. so, ⁓ things like that are out there now, that stuff like this wasn’t available in the channel in years past, and so, as you think about
how you’re helping people build out infrastructure. Sometimes it’s Azure, sometimes it’s Azure Local. Is it hybrid? Is it full private cloud? Give us an example where you’ve gone through something like that. What were you solving for? Is it latency? Is it compliance? Is it resiliency? Just walk us through kind of how you think through that.
Ron Colbert (14:07)
Yeah, sure, sure. ⁓ It’s interesting. You Microsoft is the king of repackaging a product and sort of they have these major enhancements and they’ll almost re-release the same product. They went through it with LCS into OCS into Link into Teams and they went through it with Terminal Server into RDS and today we have what started out as Azure Arc became Azure.
stack HCI became Azure local. it’s some derivative of hyper V coupled with Azure, but, it’s this really, really neat, ⁓ alternative, today to running Broadcom, ⁓ you know, where the client might be dealing with some of the challenges that have come from Broadcom. If they need to run, ⁓ low latency workloads, know, manufacturing is a, is an easy.
⁓ example to share where ⁓ you might have a workload that has to be on premise within a facility that’s driving, you know, machinery or equipment and ⁓ those, you know, sub five millisecond workload needs or whatever, whatever crazy fast connections are required is one thing. One ⁓ of the projects that we recently did was to ⁓ help a client
figure out a path to upgrade their domain version. So they were, they had these old custom applications on the plant floor that had to continue, but they’re running on Windows Server 2003 and their domain version is 2008 R2 and you can’t, it’s like a boat anchor. can’t, you can’t escape it. And so what, what we came up with was, can we put Azure local on premise and then
Josh Lupresto (15:47)
Yeah.
Ron Colbert (16:03)
create a bubble domain around that micro segment into it, which would really isolate that old server off of the enterprise network and give them a path to upgrade the domain version. And in doing so, were able to give them a hardware refresh. We were able to solve this domain issue and allow them ⁓ to enhance their security posture.
And so that’s a, that’s a, an uncommon thing is how do you address, you know, Broadcom quintupled the pricing of their licensing. They’ve, you know, they’ve done what they’ve done and that’s great. It’s ⁓ that’s their business to, to, to make those choices. But, you know, clients ⁓ that are Microsoft centric, ⁓ maybe apprehensive to train up on.
know, Nutanix or SimpliVity or some of the more obscure hypervisor platforms. They’re comfortable and familiar with the Azure ⁓ portal. The features, like you mentioned, some of those PaaS features like ⁓ managed SQL instance. ⁓ I know we’ll get into database here in a sec, ⁓ like being able to extend down some of the PaaS capabilities from Azure.
on premise can greatly reduce the administrative overhead and burden, ⁓ leveraging some of the backup capabilities that come with Azure. Once you deploy this Azure local workload, have a lot of capabilities that you didn’t previously have when you’re running just the standalone island of compute. And it’s an interesting… ⁓
development. think Microsoft, certainly they’re in competition with AWS and Google all the time. I do think they might have a ⁓ slight jump on those two ⁓ as far as where they are right now with this ⁓ local deployment.
Josh Lupresto (18:13)
It like it. Yeah, and it seems like too, it’s just been, it’s been productized and enunciated a little bit better, right? And, you know, they’re chasing after all these kind of buckets of marketing funds to help play out some of the costs of the POCs. And so it’s interesting to see everybody kind of run against each other, but yeah, I’m with you. Microsoft’s done a good job there.
Ron Colbert (18:30)
I will say, you mentioned a GUI. They don’t have a GUI installation process yet, which I look forward to seeing that at some point. It’s a tricky process to get ⁓ a piece of equipment certified and transitioned into production. as Microsoft keeps developing ⁓ updates, maybe by the time this episode comes out, they’ll have something.
But ⁓ today it’s a lot of command line and a lot of trial and error to get a new workload built.
Josh Lupresto (19:04)
Yeah. Get real good with PowerShell. All those days of Linux and Ubuntu and all that stuff, ⁓ it pays off one way or another. It’s the right muscle memory. It all translates. You learn a language, it translates a little bit over to another language. All right, let’s talk about database. You and I were talking a little bit before we started recording. mean, this database as a service, this just wasn’t even a thing in the channel years ago. We…
Ron Colbert (19:13)
That’s right.
Right.
Josh Lupresto (19:30)
We said, Mr. Mrs. customer, we can help you with infrastructure. This is great. We got a lot of private clouds. We can help you with VMware, you know, all these things. Now here we are with a database as a service, right? So just like it seems like everything else, customers struggle to find and keep good people. you know, lose some of that talent or how do they scale and scaling databases, that’s its own monster, right? ⁓ Walk me through a little bit of, now this is a thing. It’s been a thing for a little while in the channel.
Where do you see people needing help from a database perspective? And then how do we assist here?
Ron Colbert (20:06)
Sure, sure, yeah, mean, ⁓ a huge problem within ⁓ Enterprise America today is sprawl. It’s a security risk, it’s an administrative burden. Spinning up a new database server to spin up a new application is costly and licensing. ⁓ There’s so many compounding challenges with adding databases within an organization that…
you really do need to look at building a single cluster or multiple clusters or leverage these platform as a service, these databases as a service platforms that kind of build in that automation, the monitoring, the backup, the administration. A lot of those things sort of come naturally when you get into a platform as a service where if you’re running a database server,
the cost in licensing, the cost in administrative burden and DBA services to ensure that that is performing and functioning at all times. It’s like I look at how companies used to run their own exchange server and it was just sort of the way you debt it. But then Office 365 comes along and it doesn’t make any sense for anybody to run a standalone exchange server.
unless you’ve got really specific regulatory needs or some specific use case where, ⁓ okay, through an exception, it makes sense to do this. I think, you know, five, 10 years from now, there will be far fewer standalone databases because of all the risks and all the costs.
Josh Lupresto (21:49)
Yeah, it’s interesting to be able to say, Mr. customer, ⁓ what are you working on, right? What’s the project that you have? Is this an infrastructure project? Is this a software and application, RFQ, ⁓ or who’s managing and maintaining the database? And to be able to just come back to that and say like, we’ve got SQL, or we’ve got Aurora, or we’ve got Postgres or whatever, great. How are you managing it? How’s it going? How’s that scalable? How do you do that in downtime? How do you do that after hours?
We can help you with that. Can we augment with that? So it’s so refreshing to just see this portfolio continually expand to your point because it’s getting harder. It’s getting harder and hard to find the right people. All right, ⁓ let’s get to something that maybe we’re just gonna be talking about this for like the next 50 years because I’m so surprised that we still even talk about IBM. ⁓ I had heard that there are roughly
75 to 100,000 AS400s still out there. So first of all, maybe this could even be its own episode, but talk to me about the state of IBM workloads in the enterprise and just any stories that you’ve got about modernizing and kind of what we’ve learned, what’s possible, what we can sell, all that good stuff.
Ron Colbert (23:09)
Sure, sure. Yeah, I speaking of databases, ⁓ talk about a rock solid platform. ⁓ know, IBM, ⁓ the AS400, which is now called Power I, at some point in the middle, it was called I series, but it’s the same thing, right? ⁓ But it’s a piece of server hardware with a purpose-built operating system that was designed for it, right? And in fact, IBM has been using
The same name, it’s IBM operating system or iOS, and it’s very similar to your Apple iPhone in that it’s hardware with a purpose-built operating system. And it’s extremely stable. You see the green screens at retail facilities, they’re interacting with that IBM gear back in the data center. And ⁓ most…
Most organizations still operate these and a lot of times it runs the database for the most important business application that they have. ⁓ A lot of the equipment ⁓ is sitting in the back of the server room and it’s run by the guy that nobody ever talks to and he just does his job. ⁓ The challenges with all of these things are IBM hardware and software maintenance continues to get more expensive.
that workforce is largely retiring. There’s a ton of those IBM administrators that are reaching the end of their career. And so it’s a challenge that many organizations face. We’re running an ERP platform and the database happens to be on an IBM mid-range. It’s on an AIX Unix machine or it’s on an IBM iSeries.
they need to find a home for it, ⁓ you know, because the hardware reaches the end of its life. And so what options are there? There are lots of them in the market. ⁓ A lot of times this conversation starts with build me a disaster recovery system, because you used to just buy two systems and mirror them. And you can do that with ⁓
backups or you can use replication software, but it would be a one-to-one ⁓ relationship. Just buy two of them and stand them up. Well, ⁓ disaster recovery becomes sort low-hanging fruit. In the world of x86, you have virtual machines. In the world of IBM, you have LPARs or logical partitions. So you have these virtual slices of a larger IBM system and they just
a provider would make them available. And so it’s like, you don’t have to go fully cost burden ⁓ your workload into a standalone piece of equipment. ⁓ All the maintenance costs are lower when you divide it out across a larger system. And so, you you can begin replicating from a standalone physical machine into just an LPAR at a provider environment. And then as time goes on,
You know, you can easily, ⁓ we have several ⁓ providers that offer the managed services and administration. ⁓ So that can address that, that sort of retiring workforce challenge. And then, you know, certainly the production hosting. ⁓ But in almost all cases, those are, ⁓ you’re, you’re moving into modern hardware with just a, you know, whatever the sizing needs to be. And it’s, it’s no different than your
your infrastructure as a service play. But as you probably know, moving a database into another data center, you got to move what’s along with it. I’ve gone through, we just finished a project to migrate a JD Edwards environment. It had an IBM iSeries production, a dev test, and then there were about
60 Windows servers that interacted with that one iSeries, right? And then at each of the remote sites, there were a SQL server that was also connected into this environment. So we had this huge orchestra of servers and services that were, you know, all of them were interacting and it took about nine months of planning. We migrated it.
Josh Lupresto (27:30)
Ended the mapping, baby. yeah, that’s terrifying.
Ron Colbert (27:55)
everything tested out successfully. ⁓ And we got to abandon this old piece of equipment. That was a big win. ⁓ But it can be a challenge ⁓ for all the reasons. And all of those conversations need to involve what are we trying to solve here? And in that case, that was EOL equipment. It was
you know, everything was into support and we had to modernize. so we abandoned a power eight system and we moved into a power 10 system. ⁓ And in doing so, we took a pretty big step up in the hardware infrastructure.
Josh Lupresto (28:45)
Yeah, maybe, I don’t know, maybe we’ll still be doing this five plus years, 10 years, we’re still cranking on IBMs, man, it just won’t die.
Ron Colbert (28:52)
It feels like, I mean, they’ve still got a relevant market position. ⁓ I don’t know if people are jumping into ⁓ buying IBM out of the gate, but if kicking the can down the road means market opportunity.
Josh Lupresto (29:10)
It’s funny how many people in some of these IBM discussions are like, okay, yeah, we’ll move this, we’ll lift it, we’ll shift it, help us with that, that’s scary. And then yeah, we’ve got these 200 applications, we’re gonna do application refactoring over time, and then you snap back 24 months later and you’re like, two things have been refactored and they’re just ready for another refresh. And you’re like, I get it, it’s application and dependency mapping is hard and scary and production equals revenue, so don’t screw it up. hey, gotta support it.
Ron Colbert (29:20)
You
Yeah,
every time I’ve ever been asked if I can host ⁓ an IBM workload for two years while we refactor to Linux, I’m in 100 % of the time. Yes, no problem.
Josh Lupresto (29:49)
yeah. yeah. ⁓
All right, you know, get to the final couple thoughts here. I want to maybe wrap us ⁓ one or two ideas here. First off, just discovery calls. Like as you’re getting into things that you think might, you you want to get to what’s the Azure situation? You want to get to what’s the database? You want to get to is there IBM? I mean, what’s, you’re doing specific kind of discovery calls and processes and discovery questions related to that or what’s?
What’s Ron’s favorite approach here that’s worked well?
Ron Colbert (30:22)
Yeah, sure. I mean, I don’t want to sound like I’m up on a soapbox or anything, but it’s like, I always start with why. There’s a great book called Start With Why. you just want to understand what it is we’re trying to solve. I’ve probably asked the same question 10,000 times. What problem are we solving? And I’ll ask it to challenge people. I’ll ask it to open up a discussion. really,
If you distill down all these wonderful things that we can offer, all of the services that we can provide, they’re just tools in a tool bag. And ⁓ at the end of the day, it’s really on us to decide what’s the right tool for the job. But what is the job? What are we trying to achieve?
I’ve spent a lot of time with clients trying to sort of coach them through, know, don’t everybody likes to shop and people love to, to they, they read an article. I don’t know how many CIOs have read a industry magazine article and gotten excited about something. I, know, VDI was a thing in every magazine for 10 years straight and it just didn’t.
It didn’t have its moment until about maybe five years ago at the beginning of COVID. And we finally got past some of the licensing challenges of Microsoft, it’s like, well, what problem are we solving? ⁓ Truly understand that. And then ⁓ if we can take a step past that, what are the…
What are the measurements of success for a project? And how will we evaluate ourselves as we go through this? And I’ve spoken with clients where we’ve started down a journey and maybe the provider we chose initially wasn’t the perfect fit two years later. That’s okay. ⁓ We’re maybe taking… ⁓
taking your maturity level one up to a maturity level two, your expectations have changed. ⁓ now seeing this a little bit more clearly and it’s okay to in this journey that we might need to evolve what we’re shooting for. so it’s always been around ⁓ being client focused.
really trying to understand what the business is up against.
Josh Lupresto (33:07)
Love it. ⁓ Final thoughts here. You know, we put a bow on this with the modernization. You know, we’re doing all this modernization and then along comes AI and says we’re the new greatest thing that’s going to solve everything and everywhere. I mean, how do you how do you factor in some of those trends? How do you do you think about your deals and your conversations with customers and your infrastructure and beyond? How do you get excited about that? How do you kind of ground people to that? And you know, what’s what’s the most important thing here?
Ron Colbert (33:38)
Yeah, I mean, there’s so many, so many areas that AI is ⁓ influencing the world right now. And, and there’s, there’s a lot to be excited about. I’ve got several projects right now that are ⁓ trying to automate or, or, or provide better accuracy ⁓ for, you know, various business functions. I think AI ops has a lot to, to offer, ⁓ you know,
in the future, I do think that ⁓ there’s companies today that are advertising root cause analysis on every single ticket, you know, and, you know, the world of, you know, operations is going to be impacted by AI. And it’s not the sexy chat bot stuff. It’s really just looking at numbers and ticket notes and pairing things together. And it’s ⁓
There’s a lot to it. ⁓ I think it’s always important to ⁓ distinguish AI versus BI. I know a lot of executives have had these grand ideas about how can I see my data and really understand where my organization is trending. And I think some of that crosses the boundary line into business intelligence. ⁓
As we go through this evolution, ⁓ to my earlier comment about maturity, ⁓ I had a client this week say that they’re deploying a ⁓ new RFI for an AI project that started a year and a half ago. They rolled out ⁓ an HR chat bot and the CEO of the company logged into it, looked up his own name and it didn’t know anything about him. And he said, give me a new AI platform.
And it’s like, you know, well, maybe that wasn’t part of the criteria. Maybe it was, but it’s the expectations are certainly evolving in this space so quickly. And the line is going to continue to increase. I do think that it’s going to influence every, every one of our provider options. You know, it’s like ⁓ how it’s going to evolve. I think there’s a lot of good things that are coming from it for sure.
Josh Lupresto (36:03)
Fun time to be in tech, man. Holy cow. With all this complexity, just keep more more value. People just need more help. And I think we take for granted. I I have to self-check on this, that we take for granted some of these decisions that we help people make. This might be the first time that they’ve ever made it or ever will make it in their career. And we’ve done it 10 times by 4 p.m. And so that’s ⁓ so much help. I think it’s all about help. We can help people through these decisions. So I love that.
Ron Colbert (36:26)
the
Josh Lupresto (36:33)
Love the path. Appreciate you coming on, man. I’m questioned out. It’s been a lot of good stuff that you’ve shared and thanks for coming on and dropping some knowledge with us,
Ron Colbert (36:43)
Yeah, I really appreciate you having me on. This has been great.
Josh Lupresto (36:47)
Awesome. All right, everybody. That wraps us up for today. As always, these drop every Wednesday. So wherever you’re coming to us from, Spotify, Apple Music, wherever it is, make sure that you’re subscribing so you get these notifications as soon as they pop up. Until next time, that wraps us up for today. It’s been Ron Colbert, RLM Solutions. I’m your host, Josh Lupresto SVP of sales engineering at Telarus We’ve talked Azure, IBM and databases and the signals to change. Until next time.