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920-141 Communication Server (CS) 1000 Release 4.0

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920-141 exam Dumps Source : Communication Server (CS) 1000 Release 4.0

Test Code : 920-141
Test appellation : Communication Server (CS) 1000 Release 4.0
Vendor appellation : Nortel
: 68 true Questions

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Nortel Nortel Communication Server (CS)

Nortel Bringing VoIP and Multimedia services to Regional North the united states | killexams.com true Questions and Pass4sure dumps

Nortel

NYSE : NTTSX : NT

Nortel

June 16, 2008 09:01 ET

Silver gigantic appellation Communications, Emily telephone traffic Taking Telephony to the next smooth for Regional Subscribers

TORONTO, ONTARIO--(Marketwire - June 16, 2008) - Nortel(1) (TSX:NT)(NYSE:NT) has simplified the transition from ordinary voice expertise to VoIP making it easy for regional service providers fancy Silver gigantic appellation Communications and the Emily Cooperative telephone traffic (ECTC) to supply the newest voice and multimedia features to their purchasers. Nortel's technology seamlessly integrates with the carrier company's existing TDM infrastructure making it cost-effective for little and medium-sized operators to bring VoIP to their consumers.

Silver megastar Communications and ECTC are among the many latest provider suppliers to opt for Nortel's conversation Server (CS) 1500, an IP multimedia softswitch launched in June 2007. The CS 1500 allows for regional carrier suppliers to fullfil growing to live subscriber claim for subsequent-generation voice capabilities fancy very own conference bridges and click on-to-call functionality in addition to unique multimedia communications and computer-based mostly voice calling. Nortel has 117 CS 1500 softswitches deployed or on order to 85 carriers prerogative through regional North the united states and Russia.

The CS 1500 is an IMS-able softswitch created specially to tackle the budgetary constraints of the regional provider market. It makes it feasible for carrier providers to continue to uphold medium voice functions while evolving to superior IP-based mostly communications that combine voice and multimedia services from the identical VoIP platform. The confess offers in your cost scope evolution for present Nortel DMS-10, DCO and EWSD change shoppers - applied sciences extensively installed in latest carrier mobilephone programs. subsequently, carrier suppliers fancy Silver megastar Communications and ECTC are able to reuse current line device to transition from dissimilar swap companies and migrate to VoIP at their personal tempo. Phased evolution can gash back capital investment by means of as much as forty percent compared to plenary change substitute.

"The CS 1500 is lofty efficiency VoIP in a little package. It allows regional service suppliers to deliver premium voice, video, and records communications to regional North American customers," pointed out John McCready, conventional supervisor, service Multimedia Networks, Nortel. "The CS 1500 ensures that shoppers of regional provider suppliers maintain entry to the identical superior voice and multimedia functions as valued clientele in giant metropolitan areas. As neatly, Nortel's CS 1500 ensures that regional carrier providers maintain a VoIP platform that allows for them to gather the upkeep and cost merits of a converged network."

ECTC(2), found in Emily, Minnesota, turned into the primary consumer in North the united states emigrate their typical DCO strains to VoIP using the Nortel CS1500-GENBAND G6 gateway solution. This answer, announced in July 2007, enables service providers fancy ECTC to seamlessly transition to VoIP and prolong Nortel's migration capabilities to DCO and EWSD switches. GENBAND's media gateways, when paired with the Nortel CS 1500, allows for clients of legacy TDM voice switches to migrate to Nortel VoIP at a enormously lower pervade via reusing rather than replacing latest line equipment.

"we now maintain been presenting chopping-edge conversation capabilities to their valued clientele for greater than 30 years," mentioned Bob Olson, conventional manager, ECTC. "Our mission is to proceed providing the newest voice services at aggressive prices, so they mandatory a solution that could permit us to fulfill this claim devoid of spending exorbitant amounts of cash on replacing their current line machine. The Nortel-GENBAND solution was precisely what they needed - it allowed us to capitalize on unique traffic alternatives whereas maintaining their operational charges down."

Silver superstar Communications(2), has been serving the megastar Valley enviornment of Western Wyoming for the previous 60 years. these days, they supply each bona fide and superior telecommunications capabilities to their subscriber base with the wait on of Nortel's CS 1500 for VoIP functions.

"Our goal is to live the favorite company of telecommunications products and features everyone through the area," said Ron E. McCue, vice president, Silver star Communications. "We obligatory to conform their existing network to VoIP to meet client claim for converged and multimedia features so they decided to utilize Nortel's CS 1500. Nortel's know-how allowed us to readily and economically extend their provider choices while maintaining their operational costs down."

in accordance with Dell'Oro neighborhood, Nortel is the international chief in carrier VoIP and has maintained that residence for the ultimate six years (2002-2007). Nortel has shipped 88 million carrier IP voice and multimedia ports to over 250 carriers globally and Nortel's IMS-able solutions had been adopted by course of over a hundred and fifty valued clientele, including carriers working across wireline, wireless and cable domains.

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that consequence the pledge of traffic Made essential a fact for their clients. Their next-generation applied sciences, for each service provider and traffic networks, uphold multimedia and company-vital functions. Nortel's technologies are designed to aid derive rid of modern-day obstacles to effectivity, hasten and performance by course of simplifying networks and connecting people to the information they want, after they want it. Nortel does traffic in more than a hundred and fifty international locations everyone over the world. For extra assistance, debate with Nortel on the net at www.nortel.com. For the newest Nortel news, search recommendation from www.nortel.com/news.

definite statements during this press free up can likewise comprise phrases akin to "may", "expects", "can also", "anticipates", "believes", "intends", "estimates", "pursuits", "envisions", "seeks" and other an identical language and are regarded forward-searching statements or recommendation beneath material securities legislation. These statements are in accordance with Nortel's latest expectations, estimates, forecasts and projections about the working atmosphere, economies and markets through which Nortel operates. These statements are field to Important assumptions, dangers and uncertainties, which might live problematic to vaticinate and the specific result may live materially distinctive from those pondered in ahead-searching statements. For additional info with admire to confident of these and different elements, behold Nortel's Annual file on Form10-okay, Quarterly stories on kind 10-Q and other securities filings with the SEC. until otherwise required by applicable securities legal guidelines, Nortel disclaims any objective or responsibility to replace or revise any ahead-looking statements, no matter if on account of unique guidance, future hobbies or in any other case.

(1)Nortel, the Nortel emblem and the Globemark are trademarks of Nortel Networks.

(2)here is a third birthday party hyperlink as described in their internet linking practices.


Hong Kong Broadband network Expands Voice, Video, Multimedia IP features with Nortel options; allows advanced Multimedia capabilities for Subscribers everyone over | killexams.com true Questions and Pass4sure dumps

HONG KONG--(company WIRE)--Nov. 9, 2005--Hong Kong Broadband network restricted (HKBN), the city's biggest alternative residential voice and broadband service provider, is increasing its VoIP telephony and multimedia services to raise skill with the aid of 1 million subscribers through an immense upgrade of its VoIP network presented by using Nortel (NYSE:NT)(TSX:NT).

To launch its 2b Broadband mobile carrier, HKBN deployed a powerful aggregate of solutions including Nortel's Multimedia communique Server (MCS) 5200, a converged multimedia platform that permits stronger communications despite region, entry sort or media. HKBN likewise deployed Nortel conversation Server (CS) 2000-Compact, making it feasible for voice, video and multimedia functions to live delivered on a solitary packetized community, presenting more productive and not pricey utilize of its community.

HKBN's 2b Broadband subscribers will now live in a position to devour VoIP with superior multimedia features similar to at ease speedy messaging, video calling and broadband access rolled out to subscribers in Hong Kong, North america, Europe, Southeast Asia and Australia.

"in only five years they maintain effectively dependent HKBN as a major constrain in Hong Kong's highly competitive telephony and broadband market," said Ricky Wong, chairman, Hong Kong Broadband community restrained. "We offer cost and bandwidth alternate options that can't live matched through older, natural mobile networks, and this essential community growth by Nortel is anticipated to play a key position in their capability to attract unique subscribers in local and international markets and extra fortify their market management."

"Nortel's VoIP and multimedia confess will enable HKBN to present advanced voice, video and broadband provider bundles to expanding numbers of users in Hong Kong and overseas," talked about David Wong, managing director, Hong Kong, Nortel. "HKBN operates probably the most biggest Nortel multimedia communications systems on this planet. As competitors for subscribers intensifies, Nortel will continue to uphold HKBN with solutions designed to carry service-grade efficiency and reliability at greatly decreased operational charges."

Nortel MCS 5200 is according to Session Initiation Protocol (SIP), an industry typical designed to carry quite a lot of multimedia functions to multiply the human experience, such as desktop video calling, voice appellation management, rapid messaging, collaboration tools and personalization features.

Nortel's CS 2000-Compact superclass softswitch makes it feasible for carrier providers to carry the entire suite of ordinary voice features to enterprise and residential consumers on a packetized community with voice and information site visitors sharing the equal communications lines to give more productive and low cost utilize of current transmission capacity.

Nortel ranked number 1 within the world markets for provider company softswitches and gateways for the first half of 2005 and the entire yr of 2004, according to Synergy research community. Nortel is providing VoIP and multimedia solutions to lots of the world's leading carrier providers, including Bell Canada, Rogers Communications, SaskTel, Telus, Verizon, sprint, MCI, British Telecom, Cable & instant, Hong Kong Broadband and CompleTel in France.

About city Telecom / Hong Kong Broadband network

centered in 1992, metropolis Telecom (H.okay.) confined (Nasdaq:CTEL)(SEHK:1137) gives built-in telecommunications services in Hong Kong. metropolis Telecom's completely-owned subsidiary, Hong Kong Broadband network restricted (HKBN), is within the manner of expanding its Metro Ethernet from 1.2 million to 1.eight million homes pass, attaining eighty% of Hong Kong's complete inhabitants. HKBN has achieved an combination voice, broadband (symmetric 1000Mbps, 100Mbps and 10Mbps), IP-television and company records carrier base in extra of 600,000 subscriptions. HKBN is now the greatest option operator for residential voice and broadband capabilities in Hong Kong. additional information on city Telecom will likewise live discovered at www.ctihk.com.

About Nortel

Nortel is a identified chief in delivering communications capabilities that multiply the human journey, ignite and vigour international commerce, and comfy and protect the area's most crucial suggestions. Serving each carrier company and enterprise purchasers, Nortel supplies resourceful expertise solutions encompassing conclusion-to-conclusion broadband, Voice over IP, multimedia services and purposes, and wireless broadband designed to aid americans remedy the world's finest challenges. Nortel does traffic in additional than 150 nations. For greater counsel, search recommendation from Nortel on the internet at www.nortel.com. For the newest Nortel news, debate with www.nortel.com/news.

definite suggestions protected in this press unencumber is ahead-looking and is discipline to essential dangers and uncertainties. The consequences or routine estimated in these statements might likewise vary materially from precise consequences or events.

factors which could trigger consequences or activities to disagree from present expectations consist of, among different things: the outcome of regulatory and crook investigations and civil litigation actions concerning Nortel's restatements and the maintain an consequence on any resulting prison judgments, settlements, penalties and prices may maintain on Nortel's outcomes of operations, fiscal situation and liquidity, and any related abilities dilution of Nortel's regular shares; the findings of Nortel's unbiased overview and implementation of counseled remedial measures; the influence of the ongoing unbiased evaluate with recognize to revenues for selected recognized transactions, which review may maintain a selected emphasis on the underlying behavior that ended in the initial focus of those revenues; the restatement or revisions of Nortel's up to now introduced or filed monetary consequences and resulting harmful publicity; the actuality of cloth weaknesses in Nortel's internal manipulate over fiscal reporting and the conclusion of Nortel's administration and impartial auditor that Nortel's interior manipulate over fiscal reporting is ineffective, which may continue to influence Nortel's means to file its effects of operations and fiscal condition accurately and in a well timed method; the move of Nortel's and NNL's failure to timely file their economic statements and related sporadic studies, including Nortel's want of talent to entry its shelf registration observation filed with the united states Securities and trade commission (SEC); the repercussion of management changes, together with the termination for understanding for Nortel's former CEO, CFO and Controller in April 2004; the sufficiency of Nortel's restructuring activities, including the toil fashion announced on August 19, 2004 as updated on September 30, 2004 and December 14, 2004, together with the skills for greater actual fees to live incurred in reference to restructuring moves in comparison to the estimated expenses of such actions;

cautious or decreased spending through Nortel's consumers; expanded consolidation among Nortel's valued clientele and the loss of purchasers in confident markets; fluctuations in Nortel's working results and well-known trade, economic and market situations and multiply prices; fluctuations in Nortel's money circulation, smooth of fantastic debt and latest debt scores; Nortel's monitoring of the capital markets for opportunities to enhance its capital structure and fiscal flexibility; Nortel's potential to recruit and preserve qualified employees; the utilize of cash collateral to assist Nortel's habitual direction company actions; the dependence on Nortel's subsidiaries for funding; the repercussion of Nortel's defined improvement plans and deferred tax property on effects of operations and Nortel's cash circulation; the opposed conclusion of sort moves, litigation in the commonplace path of business, highbrow property disputes and similar matters; Nortel's dependence on unique product construction and its skill to vaticinate market claim for specific products; Nortel's talent to combine the operations and applied sciences of obtained organizations in a very superior manner; the maintain an consequence on of rapid technological and market alternate; the maintain an repercussion on of expense and product competitors; boundaries to outlandish multiply and international fiscal conditions, specifically in rising markets and together with interest rate and forex trade cost fluctuations; the maintain an consequence on of explanation and consolidation within the telecommunications trade; changes in legislation of the internet; the influence of the credit score dangers of Nortel's shoppers and the influence of consumer financing and commitments; universal inventory market volatility; negative developments linked to Nortel's give contracts and contract manufacturing agreements, including because of using a sole supplier for a key factor of confident optical networks options; the influence of Nortel's deliver and outsourcing contracts that comprise genesis and installing provisions, which, if no longer met, may outcome in the payment of gigantic penalties or liquidated damages; any undetected product defects, blunders or failures; the long hasten success of Nortel's strategic alliances; and likely restrictions on how Nortel and its president and chief government officer conduct business.

For more information with admire to confident of these and other factors, behold probably the most synchronous Annual document on kind 10-okay and Quarterly file on kind 10-Q filed by Nortel with the SEC. except in any other case required by means of material securities legal guidelines, Nortel disclaims any objective or responsibility to replace or revise any forward-looking statements, whether as a result of unique guidance, future pursuits or in any other case.

Nortel, the Nortel brand and the Globemark are trademarks of Nortel Networks.


Microsoft and Nortel consequence Unified Communications available to organizations in every solitary residence | killexams.com true Questions and Pass4sure dumps

LAS VEGAS — June sixteen, 2008 — nowadays at NXTcomm08, Microsoft Corp. and Nortel introduced a fully hosted carrier solution that can provide a unified communications event to little and midsize companies (SMBs), extending benefits in the past purchasable only to big firms. The hosted solution is in accordance with the Nortel Communications Server 2000 (CS 2000), a web Protocol multimedia softswitch, and the Microsoft solution for Hosted Messaging and Collaboration edition 4.5 (HMC 4.5), which includes hosted types of Microsoft workplace Communications Server 2007 and Microsoft change Server 2007. Nortel is providing the first integration with HMC 4.5 to wait on manage actual-time communications and deliver a unified messaging journey. moreover, to uphold carriers simplify and hasten up deployment, Nortel’s global functions portfolio offers a finished suite of integration and conclusion-user functions to complete the end-to-end answer.

by combining the provider-grade CS 2000 with HMC four.5, service providers can offer SMBs new, potent unified communications that merge true-time communications, comparable to voice, with Microsoft’s collaboration services, equivalent to click on-to-name, click-to-convention, overlooked call electronic mail messages, mobility and telephony presence. These aspects everyone toil seamlessly with the Microsoft office portfolio and the Microsoft office Communicator customer to bring a different suffer to the conclusion user. This unique confess additionally allows SMBs to handicap from unified communications while not having to buy, install, manage and keep additional network infrastructure and complex in-apartment methods, enabling them to retailer operational expenses and boost productiveness.

“Unified communications is a strategic purchase that, up unless nowadays, has been leveraged basically by the gigantic commercial enterprise,” spoke of Ruchi Prasad, vice president and regularly occurring manager of the ingenious Communications Alliance at Nortel. “This enhanced joint Microsoft and Nortel confess makes unified communications purchasable to corporations of everyone sizes. For provider suppliers, this confess presents unique earnings opportunities and the potential to extend their addressable market and convey greater-price application and repair bundles to their purchasers.”

“we're presently seeing powerful hobby in the hosted unified communications solution amongst their provider company shoppers,” pointed out Steve Zimba, managing director, global Telecom company, Microsoft. “The utterly hosted unified communications confess gives alternatives for extended salary and helps carrier providers carry the linked toil mode to SMBs, featuring the talent to speak virtually each time, anywhere and on any gadget.”

At NXTcomm08, Microsoft and Nortel will flaunt off the hosted unified communications solution and array its value in enhancing traffic agility. NXTcomm08 attendees can gather additional info by using touring the Microsoft booths SL5916 and SL5923 and the Nortel sales space SL3516. more information will likewise live found at http://www.microsoft.com/serviceproviders/nxtcomm08.

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that consequence the pledge of enterprise Made fundamental a reality for their shoppers. Their subsequent-generation technologies, for each service issuer and commercial enterprise networks, aid multimedia and company-essential purposes. Nortel’s technologies are designed to uphold dispose of these days’s obstacles to effectivity, velocity and performance by simplifying networks and connecting people to the suggestions they want, once they requisite it. Nortel does traffic in additional than 150 nations world wide. For greater information, consult with Nortel on the web at www.nortel.com. For the latest Nortel information, visit www.nortel.com/information.

About Microsoft

situated in 1975, Microsoft (Nasdaq “MSFT”) is the international leader in software, functions and solutions that wait on individuals and organizations recognise their plenary skills.

note to editors: in case you are interested in viewing more information on Microsoft, gratify talk over with the Microsoft web page at http://www.microsoft.com/presspass on Microsoft’s company information pages. internet links, mobilephone numbers and titles were proper at time of e-book, but may additionally since maintain modified. For further counsel, journalists and analysts may additionally contact Microsoft’s speedy Response crew or other acceptable contacts listed at http://www.microsoft.com/presspass/contactpr.mspx.


920-141 Communication Server (CS) 1000 Release 4.0

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920-141 exam Dumps Source : Communication Server (CS) 1000 Release 4.0

Test Code : 920-141
Test appellation : Communication Server (CS) 1000 Release 4.0
Vendor appellation : Nortel
: 68 true Questions

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Scaling VMware with Diane Greene — Class 15 Notes of Stanford University’s CS183C | killexams.com true questions and Pass4sure dumps

Here is an essay version of my class notes from Class 15 of Stanford University’s CS183C — Technology-enabled Blitzscaling — taught by Reid Hoffman, John Lilly, Chris Yeh, and Allen Blue. Errors and omissions are my own. Credit for superior stuff is Reid, John, Chris Yeh, and Allen’s entirely.

This class was an interview by Jerry Chen (partner at Greylock who used to toil at VMware) of Diane Greene — the founder and former CEO of VMware — on lessons learned from scaling VMware.

Video of the class, notes are below:

Jerry Chen: During the age VMware was scaling they were doubling in headcount every year, if not every quarter, how did you keep the culture stout while you scaled?

Diane Greene: It’s counterintuitive but it was more difficult to hire in the beginning. When they were small, the conception of VMware wasn’t well defined and convincing people to unite was difficult. Each person they hired at that time was a gigantic deal.

Once they were scaling, they were hiring 100+ people a month and it was easier to accomplish this. It’s a superior thing to bethink that hiring will derive easier as you scale — but you should likewise never drop your standards.

When they were bigger, their #1 competitor for talent was Google — which is challenging given that now I am on the board of directors for Google. In fact, Larry and Sergei said one of the reasons why they asked me to unite the board of Google was because they had lost people to VMware, one of the few companies this happened with.

Our main pitch to candidates was, if you wanted a 24/7 suffer at work — you should unite Google. If you had a hobby, family, or wanted to accomplish things besides work — you should unite VMware. They didn’t maintain nearly as long hours as Google given their customers worked bona fide traffic hours.

Jerry Chen: I’ve heard you direct as an organization you should either live distinguished at hiring, distinguished at firing, or both — to create an auto-immune system — can you talk about this?

Diane Greene: Once you maintain a faultfinding mass of superior people — if you bring someone who isn’t a fit, they self select to leave. They had to watch really carefully to behold if people were a suitable or not and then wait on them leave if they weren’t the prerogative person.

Jerry Chen: While you are scaling, how accomplish you contemplate about hiring from the outside vs. promoting from within?

Diane Greene: When they hired for the first of something, they would typically ebb outside to find talent. One caveat is they didn’t normally hire for the VP or senior sort of person, instead they looked for exceptional individuals.

For illustration Jason Martin was a smart Stanford grad they met who had hasten the track team. He came in as an individual contributor to their unique professional services team and he was so driven he ended up running the entire division. He took the professional services group from 3 people to 450 people and grew revenue in that division to $150M+.

In fact they thought they would maintain to hasten the entire professional services division as a cash neutral division but Jason said no way, and he ran it as an revenue generating division.

Jerry Chen: I bethink a time when VMware could suitable in one lunch scope and it was easy to narrate everyone what happened each week. This communication is great, but gets more difficult as you scale — how accomplish you maintain communication at 1,000+ people?

Diane Greene: When I first started VMware I was very shy and self conscious about speaking. I grew out of this by giving talks each week in front of the entire company, gradually as they scaled, I had talked to more and more people and this is how I conquered my dread of talking to people.

When they got bigger they sent out emails to everyone. They first started with their Monday staff meetings — we would accomplish a writeup of what was going on in their group — particularly things other groups should know about.

I had each of my staff members route it to me by Sunday at 9pm and I would consequence everyone of the pieces together, write my note on top, and highlight what was important. I would route this out to everyone of the other team members outside of my group.

These reports could live shared by other people and eventually everyone of the teams within VMware started doing a similar report once a week. This helped people know what was going on across the organization every week.

Question from the audience: accomplish you accomplish the very thing in the startup you are working on now, or accomplish you accomplish communication differently?

Diane Greene: In the startup I am pile now, the company has a lot of very different kinds of people. For illustration they now maintain designers who are challenging for me to toil with — I had never worked with many designers before and I maintain a lot of respect for what they do — I wish I could accomplish what they do, I am at their mercy (haha).

We accomplish the very reporting structure as they did at VMware but the inequity is these reports aren’t helpful in running the company (given they are so small) but they are helpful in getting everyone to understand how to communicate with one another. These reports wait on everyone to speak the very language and talk in the very way.

As they maintain gotten bigger and brought on unique people — now I can just route them to read everyone of the reports and they can behold exactly what is going on. unique traffic tools such as Slack are making things fancy this easier.

Jerry Chen: Going to the product side — VMware started off by selling workstations then moved to packaged software — how accomplish you know when to add unique product lines?

Question from audience: For the people who aren’t chummy can you construe what virtualization and VMware is and what it does?

Diane Greene: Virtualization is a layer of software that sits between the hardware and software stack — but masquerades as hardware. What this allows you to accomplish is hasten multiple “virtual machines” on top of one machine (this is called a Hypervisor). You could hasten any sort of operating system you want on any sort of machine that you want — aka OSX and Windows on the very machine, DOS and windows 95 on the very machine, Linux and Microsoft together, etc.

In terms of servers, virtualization solved a lot of scalability problem. Servers which were vastly underutilized could live consequence to utilize by having multiple virtual machines on top of a solitary server. This maximized the utilization of each server.

Going back to Jerry’s question, the vision of VMware was always to build the plenary server product. Their challenge was no customer was ever going to remove their own operating system and consequence their hypervisor on their servers to start with — how could they test out this concept?

At the very time Linux was just starting to assume off. What they did is built a appliance to allow developers to hasten Microsoft tools on Linux. Next they built this for the desktop to allow people to hasten any operating system they wanted with Linux underneath. Everyone thought they were smart because Linux became this huge deal but they were lucky.

Jerry Chen: You could maintain gotten stuck on Windows for Linux — when did you know when to revisit the original strategy?

Diane Greene: They were pile both products from day one. Their desktop traffic did very well, they got up to $100M in revenue. In fact initially they thought they would maintain to give their appliance away for free because Linux users were used to everything being free and open source.

Michael Dell was quoted in CNN at the time saw he was investing in a lot of Linux based companies because he wanted to smooth the playing field with Microsoft — but he would lose money on everyone of these investments.

Can you believe how much money he is spending on VMware now? For VMware they were cash stream positive from day one and they ran to company to live shatter even.

When they first launched their server product (ESX server) nothing happened and no one bought it. What they did next was to assume their existing desktop product, renamed it to live a server product (GSX server), consequence it into their preferred vendor program, and then relaunched it. This is the product that took off and no one noticed they had launched it again.

Jerry Chen: VMware was the fastest growing enterprise software company in history (at that time) and heavily used key channel partners for sales (IBM, HP, Dell, server companies) — how did you remain neutral with everyone of these partners?

Diane Greene: They tried and used every channel possible — resellers, VAR’s, direct sales, but their focus was on the hardware vendors.

Our standpoint for partners was — we were going to live Switzerland. I haven’t seen this in many other companies — with partners I behold companies give up exclusive rights, preferred pricing, etc.

For VMware, they said they requisite to live able to hasten on everyone platforms — we didn’t know what hardware people would utilize in the future so they had to consequence confident they could toil across everything. Their top priority was their customers, then their partners, then ourselves. They used this algorithm for everyone of the decisions they make.

We told everyone of their partners:

  • We would treat them everyone the same.
  • We promised not to narrate other accounts people signed up (aka if a VMware sales person worked with an HP and a Dell customer — they wouldn’t partake info about the sale across companies).
  • If a confederate developed something proprietary on top of VMware — we would keep it proprietary.
  • If VMware developed something new, they would partake it with everyone partners.
  • Over time they wrote down everyone of these rules of tryst and made these rules very clear. If anyone in VMware violated these rules, they were fired (this happened). Their partners argued with us but in the remain they liked this arrangement because they could faith us.

    This strategy worked because their partners were a huge channel for VMware.

    Question from the audience: Why did your partners care about sharing customer info across accounts?

    Diane Greene: If someone knew a customer was in the market to buy virtualization — that customer ended up buying a lot of additional hardware. These partners wanted to sell hardware to these customers so they didn’t partake that info across partners.

    Jerry Chen: One of the gigantic strategies for the partners was, for every one dollar of $1 of VMware a customer spent — there would live $8 of add on hardware and services. This amount rose to $12-$14 for each dollar, and these were hugely profitable partnerships for each of the hardware companies.

    Let’s talk about the sales organization. In an early stage enterprise company, sales is seen as an expense until they ramp up — when accomplish you know to pour on the gas and ramp up sales?

    Diane Greene: Sales was a unique territory for me. When they first started hiring sales people — I didn’t know what superior sales people looked like.

    We hired many different kinds of sales people and paid nigh attention to the results of each person. What likewise makes this challenging in the early stages is it’s tough to device out if they were harmful sales people or if the product wasn’t right.

    I personally had to ebb out and study sales and talk to every VP of sales I could find. The culmination of everyone of their learnings turned into a sales model which they now school at Stanford.

    VMware had a technical product which was difficult to deploy. For their product they had:

  • a salesperson who was on the phone drumming up business
  • a sales engineer to understand how VMware would hasten on your specific hardware
  • a direct salesperson to nigh the deal
  • These three people made up one sales team — and they would give each team a goal to hit collectively. One caveat is each team member didn’t necessarily consequence the very amount, typically the direct sales people would assume more of the % than the sales engineer. The main principle was the compensation was tied to how the team did collectively, not by individual performance.

    The second thing they did which was unique was, if a salesperson made a sales through a partner — they would consequence the very commission as a direct sale — even though VMware didn’t consequence as much money on the transaction.

    The smart salespeople, instead of directly selling, went out to educate everyone of their channel partners. The sales people loved this because the best salespeople leveraged themselves in the best course and made millions of dollars for themselves. VMware in recur fancy this because they made more money through their leveraged partnerships.

    Jerry Chen: There are two lessons. One the direct sales person and sales engineer are on the very team. Two, you developed a model to train your partners, giving VMware huge leverage in the long term.

    How accomplish you contemplate about compensation, not just for sales but for the other functions within the organization?

    Diane Greene: Compensation is different today from when I started VMware. It used to live only the Google’s/VMwares of the world could pay competitive compensation, and startups were significantly less.

    Now with everyone of the unicorns out there, you can actually consequence more money at a late stage startup. This never used to live the case. It’s much more competitive now.

    Jerry Chen: pathetic back to the product side, how did you keep scaling up R&D and innovation as you hit 7,000 people? How did you foster an innovative culture?

    Diane Greene: One thing which was helpful was, they had exceptional people who were everyone very self driven. They looked for people who set the bar lofty for themselves and they expected this from the top engineers everyone the course down to the individual receptionists.

    A second thing they did for engineering was they would examine for the release schedules and they would intentionally consequence some extra time into the schedule. It was their philosophy to give people extra time for people to play around with the product before it was launched — we never scheduled to the max.

    A third thing they did is they had “poster sessions” which were conferences within VMware where any employee could write a proposal for how to ameliorate VMware and present their proposal to the entire company. The top people would win a prize and live able to ebb and implement their proposal. They wanted to consequence it limpid that if you were showing initiative — you weren’t going to derive in trouble — in fact they liked and rewarded it.

    Question from the audience: How did you accomplish the hiring for your current startup? Was it everyone through your personal network?

    Diane Greene: In the beginning, it was everyone from my personal network — keep in understanding my startup is only 36 people now. They brought on 5 former VMware engineers and one former senior VP from VMware.

    One thing I learned in VMware was for areas I didn’t maintain expertise in — for illustration in Sales — I didn’t know what a superior VP of Sales would survey fancy so they would constantly rotate and upgrade their VP of Sales until they found the prerogative one.

    In my startup I had the very problem with design. I personally had to read design books and start hanging out in coffee shops in the Mission District (haha). I asked everyone I knew who they thought distinguished designers were and learned enough from them until they finally found their head of design — Sara Ortloff Khoury.

    Jerry Chen: Let’s talk about design. At VMware they built this distinguished platform but never had a focus on design. How accomplish you understand design and UX now differently from before?

    Diane Greene: The UX layer is a mess. They worked really difficult on the lower lawyers — the database, the systems, how the backend talked to the other pieces, how updates works, etc.

    However not a lot of people maintain worked on the layer above this — especially around enterprise products. The talent to design really complex interfaces (access controls, user roles, security, etc) in a simple and easy course is tough.

    Question from the audience: When you thought about starting VMware, did you contemplate about it as a platform that would transform to become the core conclusion making power in the enterprise stack?

    Diane Greene: It wasn’t at everyone premeditated. They did believe that VMware should hasten on every piece of hardware, and they did contemplate of ourselves as a platform which is why they took this neutrality stance.

    What they found out was, VMware was useful even on a solitary server. An individual developer could try it out and it would spread virally throughout a company in tiny pockets.

    In fact they didn’t want to ebb to the conclusion maker prerogative away (the CEO/exec sort person) because they would maintain had to ebb through a purchasing agent. These purchasing people got compensated on how gigantic of a discount they could derive from vendors, so they tried to remain away from these people, especially in big enterprises.

    Question from the audience: What are your views on containers and the Docker revolution?

    Diane Greene: Well Jerry Chen is the world expert on containers and was the lead investor in Docker so you should examine him :)

    I would direct they couldn’t accomplish containers at the time they started VMware. No one believed in virtualization so they had to live as non-disruptive as possible. Now that enterprises appreciate the value of virtualization, it’s feasible to accomplish lighter weight containers.

    Question from the audience: With VMware and your current startup, you stayed under the radar for a long time vs. other companies that ebb public quickly. What’s the capitalize of staying under and over the radar?

    Diane Greene: The main handicap of being under the radar — is you set the pace. You can accomplish this when you’re ready, you don’t maintain to deliver until the product is great, and it’s easier to build faith that way. For VMware given it was a product everyone was going to hasten on top of — we had to live trustworthy.

    Generally I contemplate staying under the radar is less stressful and a nicer course to operate. If their engineers said they needed to change something — we could assume the time to accomplish it.

    This is relatively a duty of my own personal style as well. Other people fancy Marc Benioff can play the “over the radar” attention game very well. This just wasn’t me. However if you consequence Marc Benioff and me together…. maybe there would live something there.

    Jerry Chen: When did you know when it was time to upgrade the team? What were the signs you looked for?

    Diane Greene: It’s always different but I can give you a pair examples.

    Our first sales guy came to us when they were doing $10M in revenue and told us they would live lucky if they got up to $20M in revenue. This is a superior token it’s time for an upgrade, they knew they could derive more than $20M.

    Another Story is they had a marketing person who they caught lying. They had sent their partners confidential info about VMware to try to sell the company to them. They fired him, that was that.

    Anything can happen in a company when you start having more people involved — it’s amazing. When someone who is a leader isn’t being treated fancy a leader — this is another token that this person might not live right.

    Question from the audience: What did you accomplish differently with the unique startup vs. VMware?Diane Greene: They are in such a different climate now. One radical thing they maintain done is — given it’s so difficult to hire, and the traffic between SF and the South Bay is so intense — we made a conclusion to derive two offices from day one.

    We maintain one office in Los Altos and one in San Francisco — and the entire team switches offices two days a week. This helped assume a lot of friction out of hiring.

    Question from the audience: Can you partake more about the early days of VMware? What were the intentions when you were first starting out?

    Diane Greene: VMware was actually my 3rd startup.

    My husband Mendel Rosenblum had invented the conception of virtualization and was working with some grad students. They consequence out a paper about their findings and everyone of these people from big companies were reading the paper and sent us notes about it.

    After this, they filed a patent on the conception and as the project got further along they thought they should assume this market. They had a discussion with the grad students to behold if they wanted to start the company with us and in the remain they joined us.

    At the very time I was pregnant with their second child. My original fashion was I was going to derive the company going and bring in a CEO. Based on the lessons I had learned from previous startups, I had written down their mission, vision, and core values and everyone on the early team had to token it to consequence confident they were everyone on the very page. I learned this lesson the difficult way.Jerry Chen: final piece of advice?

    Diane Greene: One thing I find problematic is I talk at a lot of schools and ask — how many people are going to start a company? And everyone of the students in the classroom raise their hand.

    The problem is, if everyone wants to start their own company — there won’t live anyone to hire. It’s wonderful to build something but I reckon myself an entrepreneur even before I started a company. One of the main reasons why I started a company was there weren’t many superior gigantic tech companies to toil for at that time.

    My recommendation is, if you maintain an conception and want to build something — to find the best environment for you to accomplish that. It might live by starting your own company, or pile it within an existing company. The more Important things are — what you are pile and who you are pile it with.


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