emily: he is an uncommon breed in the world of technology. aaron levie is known for his colorful sneakers, magic tricks and tweets. there is no underestimating his ambition. he met the kids at 13 who would become his cofounders in middle school. unlike places like facebook and twitter where tales of early infighting are legend, all four of the cofounders still work there together to -- together.

joining me, aaron levie. blue sneakers, i appreciate that. the socks? aaron: those are cloud socks. emily: i like it. you grew up in seattle. aaron: not normal for people in the tech industry. i spent far too much time on the internet, not a large volume of friends. most of my friends i founded box with. we are growing up in front the shadow of microsoft. emily: did you idolize bill gates? aaron: everybody knew the bill gates story by heart. you could go be a product tester. a lot of people in high school would go to microsoft and test products and the give you a free mouse. emily: you met your cofounders in middle school?

aaron: the cofounder the chief financial officer, we played trumpet together in middle school. neither of us were good at that. throughout middle school and high school i did a lot of stuff on the internet with just an later intra-high school with sam good. emily: tell me how it began. aaron: 10 years ago, not a lot of innovation was happening. it was difficult to do basic things so i was in college at the time and the original idea was what if you can have these hard drives in the crowd -- cloud that would let you put all these files on the hard drive and access it from your internet. emily: tell me about the early days. aaron: mark cuban was an angel investor, that was done by a cold e-mail we sent mark. he sent us a $350,000 check

people he never met, so that you must the idea that maybe we should pursue this old-time which led to us proposing the idea to the parents that we would drop out of college and they got freaked out, but we had to do it and pursue the mission, we dropped out and we convinced our other two friends to drop out of college, we all huddled together in berkeley. emily: -- aaron: it was torture of us eating and sleeping in the same places. it was more akin to a sweatshop but this is how you build companies. emily: you tweeted that this is

where we slept, worked fought pivoted and built. what were each of your roles. aaron: we got lucky because collectively we each bring a different kind of skill to the table. we had the software skill and the hardware and the networking skill, the finance administration, networking and i focused on the product side. emily: what did you fight about? aaron: we had all the fighting and bickering as founders. but the nice thing is that it all fell back on that trusted relationship that let us work through that. we did not have the same kind of early founding battles that

other companies have run into. because we had been friends for, in some cases, a decade before we even started the company. emily: at facebook you had lawsuits, at twitter, tales of infighting and backstabbing. what makes box unique? what makes you guys different? emily: when you play trumpet with your cofounder at the ripe age of 11, you have a rooted friendship that bickering and frustration from building a company cannot break. emily: has keeping the team together been a priority? aaron: yes. we spend a lot of time together. still. once a year, for instance, we do our own off-site. emily: have any of you had a moment where you thought, i do not know if i want to keep doing this, i might want to move on? it has been 10 years. aaron: it has been 10 years. i have no idea if my cofounders have had those moments, but none that i have been told about. emily: what is it like becoming a ceo at 19 years old, when your peers are in college, studying partying? certainly not starting businesses. aaron: it is worse than what your peers are going through. it's not very illustrious to be a ceo of a two-person company. it got me excluded from parties. at the time. people, from a distance, look like they were having a lot more

fun. it is generally more fun to go out than be on a computer 14 hours a day during college. emily: what is the myth of aaron levie and what is the reality? aaron: i think i am still early for myths. i do not know what myths have emerged. the reality is that it is a simple idea. our job is to build software that previous enterprises did not think was possible to create. emily: how is aaron levie sitting in front of me today different from the 19-year-old? aaron: i think as the 19-year-old ceo, i would be grabbing my hair more. i had more issues with add. emily: i know you are on the road a lot. this is now a global company. how do you structure your time? aaron: i spend about 50% on the road. it turns out that enterprises are everywhere. until you go out to a farm who is going to use drones to manage their agricultural business, you don't actually know how these technologies are going to intersect with the real world. and so you have to go out on the road and actually understand

customers directly. the view is that it is silicon valley versus the rest of the world. when actually silicon valley is being integrated into the rest of the world. ♪

emily: you drink a lot of coffee. aaron: i do. emily: you take a nap every day. aaron: i do. emily: what is this, spain? aaron: you forgot the three vacations i take every year. emily: but really, if you take a nap and work more in the evening. tell me about that. aaron: it is the best practice -- right around 7:00 p.m. or so -- you take a 25 minute power nap and you wake up fully recharged and that lasts for about another five hours. that is me time. that is when i design what we are going to do next. what are we behind on? what do we need to start thinking about? that is when everybody gets inundated by e-mails from me. emily: you have a diary? like a personal, aaron levie only diary.

aaron: the range of different industries and what you have to learn about is very vast. you have to keep track of that somewhere. emily: this is something only you see? aaron: yes, i would not want you to see it. so these are sort of my personal things. emily: how big is box? aaron: we have 1100 employees. we have 240,000 businesses that actively use the product. about 39,000 companies are paying for our enterprise edition of the service. 27 million users. emily: you recently rolled out box for industries. for health care, retail and media and entertainment. how is that going and what is next? aaron: we started to see that in every industry we were serving there was some edge of our product or edge of their use cases that was far more advanced and innovative than we had ever imagined that could be done with our platform technology. about a month ago, we announced box for industries that today covers health care, media, retail, but we will be announcing another couple of industries next month that will

take box into regulated industries that we think are ripe for change. it will serve every major industry. emily: you are seeing so much change and disruption in the world of enterprise technology. larry ellison stepping down as the ceo of oracle. hp splitting up. ibm struggling. when it comes to incumbents versus startups, how does it play out? aaron: so, every couple of decades, you have this sort of changing of the guard as it were. startups that are really optimized for that disruption have an opportunity to take advantage of that and potentially build the next era of ibm and hp and microsoft. at the same time, you do have incumbents that have a lot of cash. they are led by incredibly smart and astute leaders that understand this change. the changes you are seeing are

driven specifically because they know they are being disrupted. emily: peter teel said to me for example, hp is not a technology company anymore. it is a bet against innovation. aaron: that is a provocative statement. but i think in terms of relevance, you have leaders of these companies that are recognizing that their previous strategy would have lead to irrelevance and they have to change that. we have this view that everything is zero sum. ibm does not have to lose for apple to win. or for salesforce to win. emily: what about microsoft? a company that you grew up with. aaron: there are specific product areas where we could potentially lose or be harmed by some of this transition, but there is an entire company at the macro level that does not necessarily have to lose. emily: so companies like microsoft, google, amazon are dropping the price of cloud storage. how much of a threat is that? to box. aaron: we love that. the same unit of storage is now

a 40th of a price and it was 10 years ago. on the supply side of our business. the cheaper storage gets, the more data we can store for a customer and the more we can deliver unique experiences around the content. emily: you took on $150 million in funding from tpg. the company is now valued at $2.4 billion. why did you take that money? aaron: as you may have seen, we filed to go public in march of this year. basically, a week after we filed, there was a bit of a market correction in the tech stock space. so you saw a bit of volatility in a lot of high-growth technology companies. we decided it was not the best time to bring a new company to market. and we had amazing support from some private market growth late-stage investors. tbg and coutu in this case. they were willing and interested in supporting the company is a

private company. we took that money on to allow us to continue to invest and grow, invest in the business model and build up box without going public. emily: how much have you wondered did we make a mistake and file too soon? aaron: it is obvious that we should not have filed. we dealt with a lot of distraction because of the filing. whether that was a lot of news reports that happened around the business, obviously we did bring on because of the filing. that was absolutely a distraction to what our core focus is and has been. which is execution and building up the business. but you know, life is certainly too short to have regrets. we have remained in and continue to be an execution.

emily: i'm curious. it was called a house of horrors. aaron: that is an extreme phrase. we're competing against the biggest companies on the planet. in the technology industry. to do that, you have to make a pretty significant investment. in our case, that is an investment in research and development, infrastructure, sales team, and our ability to go to market and reach these customers. emily: the criticism was that you are spending more on sales and marketing to acquire customers than you are making. how has that changed? aaron: the thing scale gives you, because we are a recurring revenue business model -- that was the other thing lost in the mix. every dollar that we acquire of revenue is a dollar that is recurring annually. and so our job is to keep our customers happy and successful. and compound that dollar over time. we happened to unveil our s-1 at a point when new investments had outpaced the revenue scale. and so now, i think, we are more in the stage where the revenue

is focused on growing. that is compounding. we don't have many of the new significant investments because we have done a lot of the international expansion. we built out a lot of the enterprise sales force. and so you're starting to see that efficiency play out over time. emily: how much have you thought about selling box? versus staying independent or going public. aaron: we want to sell our software to a lot of companies. the company itself, we have spent about 0% of the time thinking about it. emily: china, this is a critical market that a lot of u.s. technology businesses have trouble getting into. what is your strategy for getting into china now? aaron: absent learning mandarin, my challenge has been how do we go and explore working in the market. what you will see is a partner over time with key players in the space. but i would not expect us doing anything real big in china in the near future. emily: there is a company called dropbox. aaron: yes, i have. emily: your name.

the name box is in the name dropbox. you overlap to a certain extent in terms of business. how much of an inconvenience has dropbox been for you? over the last however many years? aaron: inconvenience is a unique word. i think they are an innovative company. drew is an incredible leader. we are a fierce competitor from the business standpoint. the business part of the market. but i think that the world is better with them. emily: why do you think you can offer business customers something better than they can? aaron: i think that when you go after the enterprise it is really hard to balance a strategy where you are world-class on the consumer side and also be world-class for a hospital or a life sciences company or a financial services institution. those are just very different types of problems. at box, we don't have any distractions. we are 100% focused on the enterprise. i am between peter thiel and

mark andreessen in my tweet volume. ♪

emily: silicon valley is sometimes criticized for being too audacious, too arrogant, and thinking we can change the world. is that fair? aaron: it used to be that there was a cycle of disruption within silicon valley where software companies disrupted themselves. we are going through an evolution where we are having to interact with so many new markets in so many different ways. and at first that starts out as, we can solve those problems better than anybody else. sometimes that belief is right and sometimes that is not. sometimes we look obnoxious for it. right? the outside world is

unbelievably fascinated with and excited about working with silicon valley during this wave of disruption. something we do not get a perspective as often as we could or should. emily: because we are living in our own bubble? aaron: we live in our own bubble. the view is that it is silicon valley versus the rest of the world. it is actually silicon valley being integrated into the rest of the world. for the first time, we are not in this isolated universe. it is its own industry. it is an unbelievably interesting time to be the same kind of retailer that five years ago you would have thought was going away because of the internet. there are a tremendous number of companies that have emerged that are trying to help you develop new experiences for your customers.

10 years ago you thought amazon was just going to destroy your entire industry, and now you are on the upswing because we want all new experiences of how we are going to go shop. emily: so you think there is no such thing as the tech industry or in the future the tech industry won't be so defined? aaron: i think it will be less defined, is the idea. you might have silicon valley. that should be seen as the sort of software layer of every other industry. emily: your tweets are widely followed. semi funny. aaron: thank you. emily: thank you for the good material. in response to concerns that you would rein in your tweets after deciding to go public, you tweeted a photo of a missouri law firm. and gave a shout out to your new twitter followers. aaron: i'm not sure how the law firm happened. emily: hopefully you will not get sued over it. aaron: i'm sure we sent them some traffic. emily: tweeting as much as you do, why do you do it? aaron: one myth that i can dispel is that i generally tweet only once or twice a day. emily: you are way behind mark andreessen. not 100 tweets a day. aaron: i am between peter thiel and mark andreessen regarding my tweet volume.

it is one outlet that my pr team does not control for me to be able to just share my thoughts on the technology industry. emily: i guess i just wonder why aren't you more scared? aaron: that might be generational. i grew up in chat rooms. i'm sure i will say some things that i wake up to in the morning and pull a donald trump or something, regret tweeting for the rest of my life. emily: how much of it is strategy? aaron: it is less strategic than you might think. because my brain is all over the place. it is actually very representative of the random notions that i have. emily: i've had the benefit of seeing you do magic. aaron: i am less active now as a magician. emily: that is a very hard thing to learn. what have you learned from that? how has it affected your career? aaron: magic is weird. have you been to a magic conference? emily: no. that sounds like an interesting experience. aaron: you think the tech industry has a diversity problem? there is something called the international brotherhood of magicians.

i do not think about anything except what not to do. it was a fun experience in my teenage years. emily: will box still become a public company? aaron: that is the path we are on. i would say it is pretty likely. emily: you wouldn't say yes? aaron: i would say that it is the path we are on. emily: would you ever start anything new? or is this it? aaron: is this continues to go as it is, i will be doing this for quite some time. emily: do you want to be larry ellison? of cloud storage? aaron: it does not seem like he has had a horrible life. because of what we do, it transcends industry and different platforms and devices, ways you will work with information, there is no limit to what is going to be possible in our market, broadly. we have a very wide palette to work with. emily: aaron levie, ceo of box. thank you very much. aaron: emily, thank you. emily: great to have you. ♪

andemily: he is known as text turnaround guy. blackberry ceo john chen has worked in enterprise technology. it he took the enterprise software maker from death to $5.8 billion as a powerhouse. he is taken on an impossible job. he is leading blackberries come back. it how did he become the fixer? my guest today on "studio 1.0" is john chen.

the bay area is where you call home. it you technically live here. john: my family lives here. i live all around. we have headquarters in canada. emily: how much time do you spend here? john: i tried spent about a week a month in waterloo. between waterloo, we are building a site here in the silicon valley. i spend about a week or so a month here. the rest of the time i go around the world seeing customers and meeting with analysts and investors and partners and distributors and so forth. emily: part of the reason you are opening an office here is the talent? john: we can get closer to the happening. in silicon valley there are a lot of great ideas and 90% doesn't go anywhere.

the 10% becomes the google of the world. you have to pay attention to what's happening in our industry. you're not as insular. you don't just focus on your own thing. we have a lot of great technology, but you can't say this is the universe. we have to hire more people. emily: you were born and raised in hong kong. tell me about your upbringing. john: i came from a relatively poor getting. my parents, my father was educated they were refugees from china. the commonest were taking over before the curtain had drawn. they escaped from shanghai to hong kong. emily: you lived in a one-bedroom apartment? john: for long time. we did not have a dining table. we put two suitcases on top of each other and put a piece of

cloth or whatever it is over it. that was our dining table. emily: what kind of a kid were you? john: i never thought about what i wanted to be. everybody at the time because of the war and because of what happened historically to china everybody wants their kids to be scientists. that is the hong kong way. everybody became a mathematician or an engineer or a doctor. you could have a good life. i started off doing a lot of math. i studied engineering. emily: you would on supporting school in massachusetts. how did that happen? john: by the time i was thinking about my education, my family was already middle income.

my father was able to study english at night. he had some wealth and invested in the silk business. he said hong kong is not great for engineering. have you ever thought about going overseas? i wanted to go to the ivy league. i had to enhance my chances quite a bit. i went to prep school. emily: that must've been quite a transition, hong kong to massachusetts. john: we went from no snow to snow. it was great. it was the best thing that ever happened to me. emily: when did you learn how to code? john: i learned in high school. a lot of american kids don't understand the resources that this country offers are dramatic compared to other countries in

the world. when i was in hong kong, i had heard about computers. i had never seen or touched one. that was the first time i learned how to code. emily: you and up going to the ivy league's. it brown university. electrical engineering. john: i started my career in manufacturing. i started on the ground floor. i want to caltech for my masters degree. my first job was to fix things. emily: you started your career learning how to fix things. i am sensing a theme. you work your way up for 30 years. how did you do it? what did it take? john: i like fixing things.

it's a challenge and an opportunity to learn stuff. i am old school, loyal, stick with it. today's young people are more entitlement oriented. we thought that you had to create opportunity for yourself. i tried to learn different areas. my first job was in fixing manufacturing hardware. i helped run factories. i have done a lot of different things. john:you emily: you took sybase to a 5.8 billion. how did you do it? john: you have to have a very good team of people. i spent a lot of time recruiting them and building that culture. you focus on the things you do well. you build it a step at a time. we were at the verge.

we came back. emily: you bet on mobile before mobile was big. john: i got people calling me and telling me that the money you have belongs to them. for me to invest and wasted in areas like mobile, i might as well just give it back to them. at that time, we were stuck at about $2 billion and mobile took us up. emily: what was the hardest thing you had to do? john: the original rounds of letting people go. refocusing the company and being able to convince the remaining employees and the people that you tried to recruit that there is a future. emily: you eventually sold to sap. john: 13 years later. emily: people are telling you

that blackberry is already dead. why did you take this job? john: retirement. ♪

emily: you came out of sybase looking like a hero. with great ceo's and executives there is often a myth about them that is boiled down to legend. what is the myth of john chen? and what is the reality? john: i actually think i'm a pretty simple, straightforward guy. i like working with people. i like focusing on objectives and results. most people ask me, why are you doing this? the company is already dead. to me, it is just, i am just trying to take one step at a time and do better every day. eventually, we will break through. i am more relaxed than most people think. emily: people are telling you that blackberry is already dead. john: yes. emily: why did you take this job?

john: that is a great question. i think i flunked retirement. [laughter] that is probably the real -- there is a bunch of reasons. i could give you this reason about it being iconic in the industry, and it's a great company that has a lot of technology with a lot of potential. all of that is true. but that does not automatically answer the question about why i am doing it. i started as being the chairman of the company. i was going to find the management team and formulate a strategy. i thought i was a little too old to run around the world and play cowboys. but, you know, once i got into it, i find that it is hard just to guide without doing. and we really do not have a lot of time to just find a team, and then a person, and think about the strategy. and all that. we just kind of have to get it done. right, wrong, indifferent, i decided to become the ceo.

emily: so you are not crazy? john: i am not crazy. i think there is a lot of good potential here. it is not a done deal. but i think we have made a lot of progress in the past six months. emily: is this part of your personality? you like to feel needed, to fix things? john: it is probably the negative part of my personality. i am a little paranoid about not being needed and wanted. i guess, i think it is important to -- what i do every day, i know that it means something to people. emily: history has been cruel to phone makers, nokia, motorola, palm. what makes you think you can change history? john: well, by not following the same play. we try to broaden ourselves way beyond the device, just a phone. i don't sit there and think, i could make another really great phone and somehow everything will be well. emily: but you did vow to keep making phones. john: yes, of course, this is part our strategy, end-to-end mobile computing for the enterprise.

i mean, you can say, i am so committed that even if i lost my shirt, i will do this. it does not make sense. but i thought i could make money on the phone. i hope that, by now, the industry realizes what i'm talking about. we have some great phones coming out, very cool. but it is kind of our first point of entry, or one point of our big strategy of everything secure. that is our big strategy. and so the phone is part of it. i mean, our phone is the most secure phone because of the way we make it, and the software we have. both hardware and software. and so i would like to continue to do that, but if i can be successful in it, i'm ok to work with somebody else to do it. emily: blackberry's global smartphone market share peaked in 2009 at 21%. it is less than 1% now. idc predicts blackberry market share will fall another 50% this year, down to 0.3% by 2018. are you going to change the

direction of that? john: i hope so. can i change it immediately? no. in many, many markets around the world, blackberry phones are still the preferred phone. i will admit that, in north america, with the banks, some of the hospitals, and the governments, outside of that, we don't do well. i do see people in the professional world still using our devices. it is my job to recapture that interest and that loyalty. i think we have a shot at it. emily: in a future where chips are embedded everywhere, in our clothes, in the walls, do smartphones matter? do these numbers matter? john: smartphones will not matter in the long term. i think smartphones will -- i think devices will matter, how things talk to each other. the whole internet of things is really real. it will be real. the question is how and who will make money out of it. it is not clear whether it is the traditional handset people. emily: you sold sybase to s.a.p. are you going to sell blackberry? john: there is a standard answer

for public company officers. emily: give me the nonstandard answer. john: the nonstandard? i would prefer to build a lot of value before i contemplate that. emily: as the ceo, you owe it to shareholders to consider offers. john: absolutely. it is not only fair. it's not only the shareholders, it's also the employees. one thing i am proud of about sybase, is that the people who slaved away with me for so long, although selling to s.a.p. was not my desired outcome, i was hoping to build a big company. it was the right thing. they gave us an offer that was very hard to refuse. emily: if you got a good enough offer? you would sell? john: if i got a good enough offer, i would. emily: what kind of offers have come across your desk? john: no, i don't have any offers. emily: no? john: people like to talk. talk is not an offer. emily: would you sell to a chinese company? john: the answer is i would probably be unable to do that. one of our biggest install bases is the government.

in countries where government shares intelligence. i think there will be a lot of regulatory issues and concerns. and i appreciate that. emily: what do you think of the current state of u.s.-china relations, given the new regime in china? john: i try to become a very constructive bridge between the two, if i can. i think the current status -- like every -- u.s.-china relations are always full of challenges and opportunities. emily: when it comes to security, and cyber security and the privacy of american citizens, who is more of a threat, china or the united states? to our own security. john: i think everybody is spying on everybody. i would think it is equally a big threat inside our country as outside our country. emily: what the nsa has been doing, as far as we know, fair or unfair? john: if the intentions are truly for national security, i think it is fair.

because we don't want another setback. now, this is only a personal view. this is not a blackberry view. emily: if the nsa wanted a backdoor to blackberry, would you open it? john: we don't have backdoors but we would not do that. from time to time, the government wanted information from us, ok? first of all, we don't keep it around. that is number one. you need to know that. if we do it, it has to be under court order. emily: have you ever had a moment where you thought, what did i get myself into? john: twice. not just one time. yes, i have. ♪

emily: since you are the tech industry's turnaround guy, i would like to ask you about how some other turnarounds are going. yahoo!? john: from what i can read, they seem to be doing well.

yahoo!, they would look at it from the growth, revenue, and all that. if a company guided that way that is one thing. but the question needs to focus on, if the company's fundamentals become stronger in the long term, i would focus on that. from that perspective, it feels like they are doing the right thing. emily: you think marissa mayer is doing a good job? john: i think it is a reasonable job. i don't know her very well. met a couple of times. yes. emily: you are also a father. you have four kids. what kind of a parent are you? john: i'm close to my children and i always enjoy time with them. i do not spend a lot of time with them, unfortunately because of the nature of the job, running around the world. thankfully, they all grew up pretty good. i feel good about it. emily: how do they feel about you living half here and half in canada? john: i think my wife loves it. we have been married 34 years. you know, i think she is, the time she does not want to see me every day. it is good. if i go home early, she always

says, what's wrong? you are not feeling well? i say, i just want to come home early. i am serious. i am not making any of this up. anyway, they support me. if i'm happy, they're just fine. emily: what's an app you can't live without? john: e-mail. emily: facebook or twitter? john: neither. emily: why not? john: i tried it. i got so hooked on it. i'm spending an entire living moment of my life on it. i can't do it. i need to stop. emily: smart watch or no? john: no. i'm a traditionalist. emily: but you want your chips and everything. john: i am still a traditionalist. by the way, i want a chip in everything. i did not say i want to be tracked like that. i did not say that. i think there is a certain amount -- there is a certain place for that, and then i want to have my own private moment in my own private life. emily: if you were not doing what you are doing now, what would you do? what would you want to do? john: it would never happen again, because i am too old for

it. i would love to go to law school. actually, i wanted to be a lawyer at a certain point in time, but my father thought it was not a good profession. emily: when is the last time you were nervous? john: i am very fortunate. i think if anything would happen to my family, i would be nervous. outside of that, there is nothing to be nervous about. emily: what is your guilty pleasure? john: cigars. everybody -- everybody -- i love having a cigar. one time, i played golf with my doctor. i finish a round and pull out a cigar. he looks at me and says, being your physician, i must advise you against it. i say, i only smoke after i play golf, or getting a drink with some friends. he says, does it help your golfing? i say, not really, no. he said, ok, fine. emily: now that you have been doing this blackberry thing for almost a year, what would you give your own chances for success? john: if you are talking about being able to create value, i think i can do that. emily: 100%?

john: i would say better than 80/20. how is that? i am comfortable where the company is today with how we manage our technology, business, margins, distribution channels all the new product coming out the strategy that gets into communicating in a secure manner. all that stuff over time. i think there is enough runway here for us. and we scale our expenses to a level that allows us to stay back, invest, and make money. i am comfortable with generating more value. whether it will be good enough to be iconic again, that is something i need to chew on. i don't know the answer to that question. emily: being completely honest have you ever had a moment, a single moment, where you thought, what did i get myself into? john: twice. [laughter] more than one time. yes, i had. after the first 30 days, i said to myself, this is -- i am

running against time on so many things. but then i did not dwell on it for too long. i started putting a plan together and recruited a team and said, just do one thing at a time. do not try to fix everything at the same time. that was once. and i could feel when i am kind of, my mind starts, not very focused. i could feel it. right now, i am quite at ease with the plans we are working on. emily: how do you want to be remembered? john: somebody who could generate results. i would like to be remembered in the future that i did something that made a difference, that a lot of people benefited from my effort. if i can feel that, i'm good. i'm good. i don't need to be called anything. emily: john chen, thank you for so much joining us on "studio 1.0." john: thank you. emily: great to have you. ♪

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