The Data Center Economy with Digital Realty’s Tony Bishop

Scott Kinka:

Hello and welcome to another episode of The Bridge. Super excited to have you with us. And I’m super excited to have Tony Bishop with us. Tony is the Senior Vice President of Enterprise Platform Solutions, or at least Tony, that’s what LinkedIn says. Why don’t you tell me what that means for you on a day-to-day basis at Digital Realty?

Tony Bishop:

Absolutely. It means that I’m the one stuck figuring out how we build our platform, we create solutions, and we’re relevant to the enterprise segment of our business.

Scott Kinka:

I like that. And it leaves lots of room for interpretation that we’re gonna figure out in the next little while. How long have you been at Digital Realty, Tony?

Tony Bishop:

Coming up on five years.

Scott Kinka:

Five years. Tell us a little bit more about Tony before that.

Tony Bishop:

You’ll hear a funny accent. I’m originally Canadian, born and raised, lived and worked across Europe, Asia, Pacific, and now I am an American citizen, based in Dallas. My whole career has been in Enterprise IT, both on the buy side and the sell side. So I’ve run infrastructure for companies like Morgan Stanley and Wachovia bank. I did my own software as a service startup. That’s now part of Dell EMC. And, I’ve worked in the service provider side in the data center space for a good 12 years now.

Scott Kinka:

Fantastic. I love that. We had Chris Sharp, we were just actually doing the math, Gene and I, before the episode, literally on the show. I think we recorded a year and a week, literally to the day. We talked quite a bit about the pandemic at that time, which we’re trying to strike from our memories. I mean, we won’t do all too much, but we certainly will talk about hybrid work. For those who didn’t catch that episode though, Tell us, just give us the readout, Digital Realty. How about the top level commercial for us?

Tony Bishop:

Yeah, I mean, Digital sits in a very unique advantage point and is probably one of the best kept secrets in the industry. It’s the largest data center platform provider in the world. That means in terms of data center capacity where companies of all types can come and deploy their infrastructure and connect it to the external world, reach their customers, reach their employees, we are the largest. We’re also what you would call probably the most fit for purpose in that we accommodate any scale of deployment, any form of connectivity, and we do that around six continents around the world, 28 countries, approaching 60 metros that you can deploy and connect your infrastructure, not only in that metro, but you can also now have it so that it can actually connect to other metros over our own backbone. So it’s pretty exciting that it really allows us to serve customers from large enterprises to the largest hyperscalers and network carriers to everybody in between. And in partnerships like with Bridgepointis, a great way to reach and bring value and new outcomes to the market. So that’s us.

Scott Kinka:

No, I appreciate that and the interest of full disclosure. And our listeners know that most often our guests are partners of ours, Bridgepoint as an advisory firm, we feel a great kinship to Digital Realty, obviously. And we push a lot of data center space. We happen to be the global channel partner of the year, for Digital Realty last year, certainly proud of that. And it’s been a great partnership for us. Usually I ask at this point, what the company’s super power is. I think you just answered that though, to some extent, which is breadth and scale in data center operations. But is there anything besides that you think that you should mention?

Tony Bishop:

I think the only thing which I think would probably set up well for our conversations today is kind of, what’s our strategic purpose and focus and we believe that the world has shifted from. It’s gone from a physical economy to a digital economy to now it’s going to a data economy and, kind of our purpose and what we’re doing to take this breadth and depth and capability set and scale is to create a data meeting place, because the world’s gonna be more and more distributed. The more digital, the more data, the more physical distribution occurs. The more that distribution occurs, no matter what you’re trying to solve, that means more infrastructure, more data needs to be able to be in a place where both sides of who’s consuming and exchanging that data, or applications are, need to be able to meet. So you’re gonna hear us where we’re talking about what we call the data meeting place. And our platforms call platform digital, but it’s really the data meeting place enabling that. And I think that’s probably maybe not necessarily a superpower, but a super purpose.

Scott Kinka:

Yeah, I like that, a super purpose. It’s funny, when you were mentioning your own network backbone, I took a note and just kind of circled it, so I got back into it. And given what you just said about sort of the data meeting place, maybe it’s the right spot to drop that question in. As a data center provider, I mean, do you have to be in the network business at this point, given the way that companies are transacting online?

Tony Bishop:

You have to be at a point where you cannot be an individual island. So what we’ve realized is as a global platform, it needs to be that customers, even the carriers as customers, have the ability to turn on a site and reach another site without necessarily having to wait to pull a line. Turn something on, create another circuit, etc. So over the last three years, we’ve worked hard at understanding what that needs to look like and how it is so that all of our campuses are logically and physically connected. So that means you can turn on and reach other participants or other metros with your own infrastructure or other third parties that are in those other metros. And that’s a compliment to the network carriers who are a large customer set of ours, because it allows them to build a test, new markets allows them to be able to start and pop a new market and then be able to connect back to an old one before they even have to get their own infrastructure there. So it’s become a very differentiated kind of capability set. And why it’s important is because it’s not distributed to one location. Everybody’s got to distribute to many locations. So that’s kind of why. So the answer is yes, we are the second largest interconnection provider in the world and growing very rapidly. And to us, it’s just another way of that paradigm is not just connecting directly in a market, it’s connecting across the market and in between markets.

Scott Kinka:

Funny you mentioned in that answer. You said over the last three years.

Tony Bishop:

Yep.

Capacity, Power, and the Scarcity of Data Center Resources

Scott Kinka:

So I think the question, I mean let’s time that back. Obviously there’s a COVID conversation there. Am I getting the timing of that right? Is that sort of a change in state?

Tony Bishop:

Yep, you’re going down the right path. I mean, we launched what we call Service Fabric. And Service Fabric was our vision that we announced in 2019 with the publishing of a manifesto that said that this is becoming a data-driven world, which we talked about at the opening. It’s gonna require a different networking paradigm. The concept of cross-connect is powerful, but it has to go beyond the cross-connect, and it has to go beyond the cross-connect between two counterparties. It needs to become a many-to-many, and it needs to orchestrate across many different networks, which comes back to why that concept of a meeting place, right, because not one network will solve everything. So you have to be able to have networks that can aggregate in and out, traffic that comes in and out, data exchange that comes in and out of different networks, at some meeting place where it can aggregate and gain value, but then still reach far back out where it’s supposed to go.

Scott Kinka:

So your manifesto around that was published in 2019. And obviously something crazy happened the year later. So you were headed this way. Would we be where we are now? Or better stated, would you be where you are now with sort of that connectivity fabric being central to your story were it not for COVID? Or would we still be? I mean, you’d be moving there, but less, maybe with less pace.

Tony Bishop:

I think COVID was a good catalyst. I look at it and go, there were good parts of COVID that accelerated, but also it also was a way that distracted from possible innovations too. So I’m probably more of a, I can see the half full and half empty perspective of it all, which may or not be the same for the others even in our own firm. But there’s parts of COVID on digital transformation that were great, even in the case of digital workplace, hybrid work. But even that’s now gotta go through a whole other evolution of what was built for completely remote, now needs to build a combined transient people in different locations and yet need the same experience and capability set. So I mean, I think parts of COVID did really well to accelerate digital transformation in general, but you still have security, you still have data, you still have regulations, and now you have even advancement in technology that’s gonna be fused with AI, that now all has to be accommodated, and cybersecurity threats haven’t gone away. And that’s not gonna be a poo poo or negative about it. It’s very positive, but it’s a reality that says, hey, that acceleration now has opened the door for even more transformation that’s gotta open.

Scott Kinka:

I mean a lot of ways the base unit of measure in our networks change, right? In a lot of ways from locations to humans, right? I mean, I love what you said earlier about we went a hundred percent remote, now you’ve got to figure out how to do it hybrid. At the end of the day, the end user, the IT person, is trying to build two networks or better yet, just saying, we’re not really in the network business, we’re in the people’s security business and we don’t care where they work. Has that precipitated sort of you guys being in the middle of that data meeting place? I mean, it used to be that the data meeting place for a company was the headquarters logically, right? So, perhaps the outsource data center location that they have with Digital Realty was adjacent to the headquarters. But at the end of the day, the process still was to secure the security perimeter at headquarters, drag the users back over VPN or some other technology, and then back out to the internet. Now the apps have moved out. The headquarters is less important. I mean, I think that’s what you mean when you’re talking about you guys becoming way more centralas being that data meeting place. Do I have that right?

Tony Bishop:

Yeah. Yeah, you do. We talk about it being a pervasive data center architecture and what we see is that you’re going to have these distributed centers where data exchange occurs,and what’s going to trigger that is endpoints, devices, employees, concentration of buildings, offices, warehouses, shipping centers, etc. that need to operate within a reasonable proximity of distance, so that you serve both physics from a latency, but also from a throughput. And then to the point where data is being created now at the edge, which used to be versus at the headquarters or the centralized office, now what’s happening is it’s being created at the edge. It needs to be brought back in, at least to an approximate or adjacent to where there’s concentration and value to, so the tipping points become I have to plan in size within geo distance tagging of my employees and my functions in my physical world with a digital presence. And I got to do that where it’s my own capabilities and I have to meet public clouds, my networks and my third party partners.

Scott Kinka:

Yeah, I mean, it’s funny you just mentioned meeting the hyperscalers. I mean, I imagine that, whether you call them customers or partners in this case is probably less relevant than there’s just a larger number of people. But I imagine your constituencies have also expanded pretty significantly, right? It’s not just the end customer who’s taken a rack, but it’s the network you’re interconnecting with. It’s the hyperscaler or the SaaS provider that’s ending up getting a lot of your traffic. I mean, is the number of folks that you’re talking to on a day to day basis and your ecosystem markedly larger now than it was three or even say five years ago?

Tony Bishop:

Yeah, we actually did that exercise recently even for our board strategy update. We went from about 1200 customers to over 5000 in the last four to five years. Some of that’s been organic, but a lot of that’s been organic. A lot of that’s been organic and with partners like yourselves, where you have enterprises connecting their own capabilities and their own employees. You have enterprises connecting to other enterprises. You have enterprises now connecting to SaaS and past platforms that are building up outside of the public cloud. You have public clouds bringing not just compute and access, but now they have new edge and hybrid offerings. You have an evolution of new managed service providers dropping in their own management nodes, wrapping a bunch of what we just talked about. You have the network completely transforming from what really was a networked environment to serve consumers and eyeballs to now enabling local, regional, and global connectivity of workflows and workflows that are secure. workflows that are performant and compliant. So it really is, right, when you draw a circle and you look at all the different participants, the diversity and the density of it in each of these major metros is significantly amplified.

Scott Kinka:

Yeah. And that’s a great description of what you mean by that data meeting place. So I love that super interesting thing when we were on with Chris last year, he made a statement that I love. He said, capacity is the new data center currency and it’s a trend that we see now, granted that was a year ago. So asking you back, is capacity still a scarcity discussion in the data center in your mind? Have we grown into some of that hyper scale pre-buy? Like what’s happening in your world and your feelings around the availability of average customers on the street to be able to find a rack with sufficient power in the Metro they want to be in.

Tony Bishop:

Yeah, so one, Chris is usually right. So building off of that, there’s really two major buckets of capacity types that we see. And then I’ll answer the question, but organizing there is a small and chunky type of capacity on one side that both enterprises and service providers are deploying. So this is in cabinets, cages and halls that are for a power proxy measure under a megawatt. And then there are large deployments that are hyperscale. Now they’re hyperscale, plus big AI firms. And in all cases, it depends on what attributes I’m trying to achieve. Lowest unit cost, total cost of ownership, performance and cost blend performance. And so what that’s really setting up is, it’s creating a tiered deployment of latency-sensitive, downtown type, meet-me room, telco carrier hotel type deployments, and then connected suburbs that have a very efficient connectivity and diverse connectivity model between the downtown and the suburb, where the chunkier stuff’s going, or the large, large stuff’s going. And so that’s becoming something more and more prevalent and standardized. And then in terms of it, physical complexity is much harder than digital complexity. So to your point, yes, it’s scarce because what Chris is really alluding to is that one, power. And alternative power sources are going to become something that we see in the data center space. You’ll see evolutions to private sourcing of power with companies like ourselves, where you’re running like micro grids because the main power grid utilities just cannot, aren’t built for it, nor can handle the variability with it. And also the service level requirements. So I think on one side, you’re gonna see that, that power of scarcity and that’s gonna then affect on. But then number two, land and major metrosis disappearing. So you have a space concentration issue, which means then, okay, it’s not just horizontal buildings, I gotta go more vertical. So I got power to the campus. I then have connectivity, I’ve gotta figure out how to solve it, which, even getting fiber in and out of places is becoming more difficult. You know, populations are growing. Then you’ve got differences of how you’re going to have to build data centers because you’re probably going to have to go more vertical because there isn’t as much room to go as wide. And then it becomes a permitting process. How do you do that? Making sure that people are safe as they’re building all of this out, how do you make it so that it’s storm proof, resilient, can handle hurricanes, floods, chaos of weather changes. And then how do you power and cool it? Because even that’s changing. So I think Chris was right that the premium of the physical space is gonna go up because the complexity is going up. So scarce, yes, but money and time will address that, but it’s more of the, I would turn it to be, the scarcity is there, but it means that it will get solved, but it gets solved at a premium. And that is anybody, it doesn’t matter the type of company, if you’re not thinking about where you have to physically place infrastructure and how you do it, and you leave that to an afterthought, you’re going to design wrong, and you’re not gonna achieve optimal performance experience, TCO, etc..

Balancing Sustainability and Performance

Scott Kinka:

So two things I wanted to do, I want to read back that you mentioned in there that I sort of had on my list. One is, I think it probably is a little bit different, or at least you were seeing the very beginning of it. When we spoke to Chris last year, we talked a lot about scarce assets where it was really sort of the hyper scalers competing with the individual customer who’s looking for a specific geo and a specific concentration in power and rack, which I totally get. The thing that’s probably new and I want a little bit of an explanation on it, is really around the AI companies, right? And that they are assuming for the sake of argument that maybe the hyper scale pre-buys are starting to trail off or they’re going into their capacity. We had another behemoth come in and start buying. What makes the AI workload in your physical facilities different from either the individual customer, consumer, or the hyperscalers?

Tony Bishop:

Yeah. So I think one is perfect with that meeting place analogy that we started with Scott, which is on each side of the fence, there’s two types of AI deployments that we need to be cognizant of. There is AI in terms of prediction and inference that will be what I run in production to support a workflow day to day. And that’s smaller. That’s more traditional colo cabinet cage suite level deployments. And that’s what’s going to follow with the hype of what’s going on now, which is the hype and the build out is where the mass build outs occurring is. On the other side of the fence, both the clouds and non clouds, there’s these new AI farms being built for training. So I’ve got to teach and train the model versus I have to run the model. If I’m running the model. That’s traditional value prop, colo, right? I deploy it downtown, or I deploy it in proximity in a suburb. And I have good connectivity to downtown so that it can respond in milliseconds to seconds, depending on what the workflow and the workload is, right? And who the user applications are. So when we look at it, what we see is, we also see, hey, in some cases, it makes sense to train those models in secondary markets or primary markets, but in a secondary type building. I.e. it may not be one of the ones right where the meet me rooms are, right? And the concentration, it may be within the campus. What is different is the use of water, and the use of some form of liquid cooling is gonna vary depending on the company. You know one of the things that we take pride in is we were one of the early movers to recycled water and using water very efficiently and that has set us up well where we have hundreds of deployments of AI now where cabinet level the power to a single cabinet is you know 70 kW and higher and we’re cooling it right by bringing units next to it which basically says that’s as far as I’m going to go. When customers are only willing to take that risk that says, yes, a line could break, but it’s isolated, my blast space of what could get at risk is isolated to that cabinet or maybe not even at all. Whereas if I immerse, you hear all this immersion technology. I’m at complete risk and a lot of people so there’s going to be phases of what that looks like, but to answer your question. The power density, the cooling, and the strategy of how you build infrastructure out to accommodate is changing. Like the cabling, just alone, Scott, for these AI environments, has to be high performance, you get over certain lengths of like 10 feet, and all of a sudden you have to go from copper to fiber or whatever, it starts to become very expensive. And you also have performance issues. So it kind of reminds me of a little bit of what we learned because the early A model when I worked on wall street, we’re, we’re very much about the length of the cable and the length of the cable between servers could make a difference of, could I trade that in microseconds to milliseconds or not? And so that hasn’t gone away. It’s now just being extrapolated even to larger scale computing versus trading a single cabinet with maybe a handful of servers.

Scott Kinka:

Yeah. So said simply, there’s a lot of great information in there. AI is wreaking havoc on your traditional models of ratios of cooling and power to physical space, which in and of itself is going to create some scarcity in buying in the traditional model. Right. So that,

Tony Bishop:

Yeah. And I would add the word

Scott Kinka:

I think that in a lot of ways that, go please

Tony Bishop:

Sorry, I was going to say, add the word contiguous. So you were adding to contiguous space is going to become important because if you don’t have the data next to the computer, it’s not going to be intelligent. And so you’ve got to bring the computer and the data together, and data itself, when you start talking about large data lake houses, data warehouses, and then you start talking about enough computing power that are basically super computing environments. The contiguous space to accommodate both of those is moving from what would be a significant evolution. It’s not large cages, it’s large suites and large halls. And then you still have the need for cages and cabinets for the smaller stuff.

Scott Kinka:

Which is all the more reason to your earlier point that for the standard workload, planning is important, right? Because you’re not just going to be able to snap your fingers and say, I need a traditional workload in this Metro right now, kind of have it next week. It’s just that that’s not the way to do this.

Tony Bishop:

Well, and yeah and how you do capacity planning. So like for us, one of the things that we’ve done is we’ve built out a whole data science approach around the concepts of data gravity, which is the amount of data being created in process and exchanged between private companies and public platforms. And, we’ve broken that down by every Metro. The formula, plus our methodology of how to go design were just granted patents in the last 30, 90, 60 days. And one of the things that we’ve done there is we’ve quantified now what we think are the number of servers, compute and storage servers that need to sit on each side of the firewall for a typical enterprise in that market over the next five years. Because if you don’t start planning out your five years, your physical environment on a more of a five year basis, and having it reserved and laid out so that I can accommodate it, you could run into troubles and issues of contiguous, performant, available, constrained, etc., too.

Scott Kinka:

Yeah, exactly. It’s not just the matter of, hey, we’re out of space, let’s go take some of the next building, when these applications require proximity at a level that it’s kind of unprecedented in the way that we thought about our workloads previously.

Tony Bishop:

You got it. And it is. And that’s the exciting part for providers like ourselves is we understand that our job is to make it easier for them. But I think it’s in, and for companies, the more you think about solving the physical as you’re solving the what’s needed digitally. I think it’s going to really create a competitive advantage because it’s going to be those that are disciplined, that do take the longer perspective and the ballistic perspective are going to end up having more performant infrastructure and are more capable than those that aren’t.

Scott Kinka:

Yeah. I wanna get a little deeper on one topic related to power that maybe we didn’t get into yet, which, you know, I guess this is the hype versus reality question, right? We talk about ESG initiatives in large businesses. Certainly there’s a little bit more of a power trading economy and other areas, particularly in the EU right now. But I mean, that conversation is happening while simultaneously, we just had this conversation about AI becoming this giant power consumer and sort of all of that changing. How often is the ESG conversation coming into data center discussions with end customers in terms of the efficiency of power, where it’s coming from carbon credits, all the things that, or is it really just sort of still window dressing related to the conversation?

Tony Bishop:

It’s real, but I think it’s real in a balanced way. If you think about it, are you committed to creating a more sustainable and durable future? And that’s hitting, at least larger companies, it’s becoming table stakes because for them, they’re defining that has to be part of it. Now it’s 10, 15, 20 years old, depending on which company and which plan, which region. So I think you have to balance it. And that’s why I say it’s table stakes and it’s part of it. But you go to each region, you go to each Metro, you start to look at what you were just saying. There’s compliance and regulations in each Metro that now have to be met. As soon as you get outside of the United States, there’s security issues that in every deployment that you do, you’ve got to think security with it. So you have to think about compliance and regulations, especially around data and data movement. You have to think about security in each of those environments. You have to think about how networking doesn’t go away. It’s just changing. How do I network my world that’s coming across many different ways and interacting with many different systems? And then, oh, by the way, can it be at least equivalent sustainable power? And that’s why I said to you earlier, I think you’re gonna see an evolution over the next 10 years where I predict that, at least the leading data center providers, are going to be basically building out a lot of these major metros, their own grid you know, more like natural gas, micro grid type, and then, Hey, any excess or heat capture, you can give back to the public grid, right? So I think there’s a lot of opportunity that makes it more durable as part of the table stakes, but the reality is that it’s not like I’m only going to do one or the other, like that’s why I say to you, AI needs data. AI needs clean data. Are we living in a world where each company has clean data? And I can tell you that from our own data to all the companies we serve. So you start to go like, hey, data is a big problem. Security is a big problem. Sustainable power, renewable power is a big problem. Over time, you’re going to see with initiatives like even from iMasons and so on, can everything net new going into new buildings, green builds or greenfield builds be basically net zero. But what are you going to do with the legacy builds? Because it’s not like you’re going to take a downtown building. That’s a historic building and ripped it all apart. So you got to go, how far can you get? But, it is something that has to be in the intentions and best efforts of everybody and is it becoming a reality of part of the conversation? Yes. But not as a standalone, it’s not the only criteria. It’s one of the key criteria, if that makes sense.

AI Impact on Data Centers and Sustainability

Scott Kinka:

No, it makes perfect sense. And we could, we could continue to geek out on this. I think we covered a lot of ground in a really short period of time. You’ve given us a lot to think about.and I’m super excited to sort of read this back and take some notes from it and build my intro for when this thing goes live. In the interest of time, Tony, I’m going to shift to some fun if that’s okay before we wrap. The first one, I mean, maybe you consider this fun, maybe you don’t, but I’m gonna ask you for a shameless prediction for somewhere in the next 12 to 18 months. It could be in tech, it could be in politics, it could be in sports, it doesn’t matter to me, just give me something, 12 to 18 months.

Tony Bishop:

12 to 18 months. My favorite football team, the San Francisco 49ers will have won the Super Bowl again.

Scott Kinka:

Okay, oftentimes these are around football, so at the end of the season, we’re gonna put them all together in one edit and we’ll see where that is. I’m from Philadelphia, so you know how I feel about that statement, but hey, it’s all good, right?

Tony Bishop:

I think both you and I are sitting in a very potentially opportune time window in the next two years.

Scott Kinka:

Yep, I would agree.

Tony Bishop:

So if you take 18 months, that includes this Super Bowl and the next one. So I think between them, both teams have a really good shot. So it’d be fun.

Scott Kinka:

Okay, I love that. This one, pretty straightforward. What are you reading right now? Is there anything that you’d recommend, business related or even fiction, if it’s valuable?

Tony Bishop:

Yeah, so there’s three books, I’m just looking at them, because they’re literally sitting over on a counter. So one, McKinsey came up with a new book, McKinsey Partners wrote called Rewired. I’d recommend it to everybody. It does a really good job of talking about digital business data AI and how it’s going to affect companies and how to organize. Second one is The Future of a Competitive Strategy, which really gets into, how do you create a competitive status strategy with everything being disrupted, how do you use data, etc? And then the third is, Tom Davenport, the professor out of Babson, does some Harvard stuff too. He wrote a book called Working with AI. And what I’m really doing with those is trying to understand what the new business paradigm and architecture are going to look like. How do these technologies converge and fuse together, right? To create new workflows, new intelligence, new outcomes or intelligence-based outcomes. And so I’d recommend all three after doing homework because it’s what’s driving my interest in my view is, how do we all see this world converging and what can it be? So the better we can balance that with what we talked about today, the physical side, you know. and help teach partners, customers, providers then the beauty is I do not think it’s a zero sum game. I think it’s an unbounded game.

Scott Kinka:

Yeah, that’s an amazing and thoughtful answer there. I appreciate that. So here’s the last one. Let’s just assume whatever the next big pandemic style event is, let’s call it a dystopian level kind of event. One application’s functioning on your phone for whatever the future holds. What’s that application?

Tony Bishop:

For me, it’s still just email. I guess.

Scott Kinka:

Okay. It’s okay. I like it. Care to back up why?

Tony Bishop:

I’m old. I’m old, boring, and basic.

Scott Kinka:

That’s a good enough answer.

Tony Bishop:

Yeah, I think email becomes because if you do email right, it can be an experience of truly email message, right. So my definitions of, hey, I need to be able to do what I need to build instantaneously, have a dialogue that can take the form of just document it, document it with reference, can be video, or text, or message. So to me, it’s all part of it, but email at the core, because if you think about it, it is probably the best proxy for how businesses complete workflows, or even how they use applications which then generate workflows.

Scott Kinka:

Got it. Well, that one we could read back on for a little while, but we are largely out of time. So I appreciate the time today. If anyone wants to learn a little bit more about Digital Realty, other than reaching out to their friendly neighborhood Bridgepoint strategist, how should they do so?

Tony Bishop:

Well, obviously go to .com, feel free to ping any of the executives like myself on LinkedIn. We are a very humble, hungry, hardworking company. Our new CEO was our president, CFO has excellent values and leads by example. That way we try to make ourselves accessible, always and be responsive. So I would sayLinkedIn, or partners like yourselves getting us on the phone.

Scott Kinka:

Yeah, absolutely. Well, Tony, I appreciate that. That’s a good segue towards our close here. My guest today on the bridge has been Tony Bishop. Tony, I really appreciate your time. Tony, as I mentioned, is the Senior Vice President of Enterprise Platform Solutions with Digital Realty, a really important partner for Bridgepoint and our strategists. And we’re really excited to have had you on the show today. Tony, thank you so much.

Tony Bishop:

Absolutely. Thank you, Scott, and wish everybody the best.

Scott Kinka:

Thanks so much.