>> i'm emily in san francisco. this is "bloomberg technology." apple climbing back up to the trillion dollar mark. we will talk about what is next. qualcomm out with earnings results with one key new piece of information. $1.4 pay as much as billion to the chipmaker. billion views,wo

we catch up with the ceo about the downs and the ups. first to our top story, apples bounceback, they are feeling love from wall street after second-quarter results. shares rose as much a 7%. according to tim cook, one reason for the success, iphone demand due to the company pushing its trade-in program has had a positive effect in all markets. we did experience a revenue decline in the emerging markets, but we feel positive about our trajectory. our performance in greater china improved relative to the december quarter, and we have seen positive customer response to the pricing actions we have taken in that market. have --o discuss we

is driving up the shares? is it the stabilization of iphone sales. it is good in some regions that we saw declining revenues in emerging markets. >> this is more on the iphone sales, investors were looking for the number around 31 billion. that is a big decrease. revenues were down 5%, but not as bad as it could be, and there is momentum the turnaround into the third quarter. emily: is that your read as well? >> i think sentiment continues to be negative specifically on iphone demand. junecook gave guidance for and talked about the infraction in china iphone demand, at that point is where the bulls got the feather in their cap, and also the services business.

emily: i have this chart which breaks down apple revenue by segment. year-over-year decline in iphone revenue is the white bar, we are seeing a steady rise in services. what do you make of the bigger picture? >> the services increase is good news for apple because as the iphone market matures, the pc market is fully mature and shrinking probably. as the market for mobile phones does not have that much further to go, you need something to drive growth. apple has been pushing services. we saw the launch of new services in march. seeing that there is real revenue here that is turning iso substantial business going to be good news.

it helps apple look less like a company that is withering or maturing, and one that still has a lot of growth. emily: apple shares getting close to the one million -- $1 trillion market cap. going back to the $1 trillion marker, it is interesting to see them diversify to services. the key point is that these services are not choose services like you see from microsoft or google. they are tied the unique apple'sances to hardware. unless they change that, this will be driven by the iphone long-term. if apple does cross the $1 trillion mark again, will it get it extra momentum? think thementally comeback story that cook has engineered is some of the finishing touches on his legacy, maybe his best defining chapter.

if they get north of a trillion, we expect new highs over the coming weeks and months. it gives them mojo. it shows investors are blind -- are buying into the services. worth $450 billion. the stock is getting re-rated and we believe it sets the stage an map -- for apple to make acquisition of significant content, which will be the final piece of the puzzle on the streaming content service that will officially go live in the fall. there are so many outstanding questions about the service, how much it will cost, how much people will access it. competitors, it is quite profound. how difficult will it be for tim cook to live up to that given that the iphone is still their

biggest moneymaker and sales globally are still slowing down? >> right now competition on these entertainment services is pretty steep. netflix has a compelling offering. amazon has a huge catalog. hbo, substantial catalog plus these mega hits like "game of thrones." apple did bring out the star power at that event in march. they're going to need a big batch of content that they can offer people to justify the price. that will be a challenge. the other thing is, because it is tied in with iphone sales, you are limiting the possible market. you are either asking people who are not iphone users already to pay for this subscription and buy new hardware, which could be great for apple but could be a big ask. emily: we will dig in on qualcomm earnings in the next

block but we did get this information, a specific number, apple pay and qualcomm to settle this. $4.7 billion to settle this showdown. we did not know what the number was. what do you make of that number? >> in some respects, apple got a good deal here. $4.7 billion compares to the $7 billion that qualcomm claims apple owed to them. emily: there was one estimate that that added up to like eight dollars an iphone but could go up to the mid-teens. is that included in the $4.7 billion number? >> i know we spoke to the ceo of qualcomm and they are not commenting on individual licensing agreements for the devices themselves, just this one lump sum payment. emily: we will dig into that a little bit more in the next block. mark, max, dan, thank you all.

switching gears now. british defense secretary gavin williamson has been fired after investigation into leaks over a secret government meeting with chinese firm huawei. theresa may said the government has lost confidence in williamson. an investigation was launched last week after reports that the security council that makes in private agreed to let huawei participate in some aspects of britain's new 5g network. prime minister may has named a new u.k. defense secretary. coming up, what qualcomm expects apple to pay after their legal battle finally came to a close. we will break it all down. if you like bloomberg news, checksum on the radio, the bloomberg app, bloomberg.com. this is bloomberg. ♪ emily: back to earnings.

qualcomm shares falling after hours despite a beat on revenue in the second quarter with $4.8 billion. investors didn't seem impressed even with qualcomm saying it expected to see a windfall with its two-year legal battle with apple of about $4.5 billion. the problem, a forecast of continued weakened demand in china. we will get to abigail doolittle and ian king is still on the phone dealing with these results. explain this to us. apple is saying iphone demand in china has improved or at least stabilized. these numbers from qualcomm tell a different story. abigail: in terms of the quarter they just reported, they did beat top and bottom line

estimates. the third-quarter earnings guidance of adjusted earnings of $.70 to $.80 at the end, interesting to what you just saw a, the divergence between apple, their strength with qualcomm having a weakness, it goes even deeper. when you look at that first -- third quarter guidance, you break down the royalties, those are impressive. it tells you the handset business, the core business, is weaker. matching the expectations they've been talking about in terms of declining movement. they are all about the high end handsets. the high-end handsets for qualcomm not doing very well and unlikely to be made up from some of their other businesses. 20% of their business comes from non-handset business.

that divergence probably has a lot to do with the high end handsets that qualcomm features. emily: we now know the number apple is paying qualcomm to settle this global legal dispute. $4.5 billion to $4.7 billion. how are investors responding to that? abigail: i spoke a couple of times this afternoon and his work suggested that the payment was better than what he had forecast. that is why the handset business looks worse and the stock could be selling off a little bit. from that perspective, it is relative to the expectations. i think that is something investors will really want. they say the devil is in the details, and qualcomm is saying the terms -- what was the exact

language? in line with general practices. investors and analysts will want more detail. as far as that payment, it seems, according to at least ana and some of the reaction from the stock because it was actually down more, that that is acceptable. emily: let's talk a little bit more about the details and what we know. there are some analysts saying this breaks down to eight dollars per iphone and that could go up to the mid-teens. is that fixed or could it grow over time? abigail: that is a little bit beyond my area of expertise relative to qualcomm and apple. i think as time goes on, we will have more information about that. and relative to what bloomberg intelligence is saying, that number is better than they expected. perhaps it could grow over time

but that is outside of my area of expertise. emily: you follow all the chip stocks. talk to us about what you are looking into. in the broader semiconductor industry. abigail: such a run-up this year. this was a relief quarter, even though there is a selloff. when you put it into perspective the 50% rise on the year, falling 2% in the after hours is not a huge move. that is true for the stocks, semiconductors, a really hot sector after the brutal fourth quarter. the question is whether or not that can stay in place. if you look at the trend, pricing for those areas of memory, they are declining so you have chip stocks moving higher while there are lots of fundamentals moving in the wrong direction. it will be interesting to see how that divergence plays out. apple talking about strength in china and for their iphone,

there was quite a tailwind today for some of those apple suppliers. it will be interesting to watch to see whether the pricing for memory and some of the other fundamentals is correct, some of these stock prices that are high as the sky. at the end of the day, you can bet that they will probably come back together, which historically has happened. emily: bloomberg's abigail doolittle, continuing to watch the market. thank you. brexit day came and went on march 29 and the u.k. remains in the eu for now. the lingering uncertainty of what comes next is a prime concern for the president of india's second largest ip provider, infosys. he compared brexit to another infamous global event, y2k. take a look at this exclusive conversation. >> it is something that is of huge concern to a number of our

clients and therefore a huge concern for us as well. we work very closely with our clients and what they are telling us is that the uncertainty is really impacting them, impacting their investment plans. the big concern for our clients, they don't know what impact it will have on their business, what impact it will have on their people, and what impact it will have on their end line. it is uncertainty and the uncertainty about the uncertainty. no one knows if there is a fixed date. there has been a comparison drawn previously to y2k. but most of us know when y2k would come to a head. in this case, nobody knows if it will be june, july, october, or 2020. : for infosys itself,

what are the options in terms of preparation? how are you anticipating it? >> the impact largely comes because of the impact we see on our clients, the ability to see if talent can be mobile beyond the u.k., for instance. that is something we planned for. we are working very closely. we are working with our partners in dublin, amsterdam to get an early sense of what they are thinking. we are working with their employees. especially european employees to address concerns they may have. haslinda: what are the options available to you? >> if you look at localization of talent, it has been a huge initiative for us. if you look at the u.s., we have hired over 10,000 people in the past 15 minutes -- in the past 15 months. we have initiatives going on in other parts of the world including in the u.k., in europe, and australia.

also part of the acquisitions done over the past couple of months have helped us build a base of talent. we acquired a design studio. we acquired a company in the nordic that gives us salesforce talent. haslinda: is this adding to your costs? >> it is adding to capabilities in the region. the region we have done these is to have the ability to scale and the ability to add unique skill sets. emily: infosys copresident there with our own haslinda amin. coming up, the original content competition continues to heat up. does facebook have a fighting chance for key viewers? we will discuss, next. "bloomberg technology" is livestreaming on twitter. you can check us out @technology.

this is bloomberg. ♪ emily: tesla has been sued over

a fatal crash in california. the autopilot system of a model x allegedly crashed into a concrete barrier. the family of the person who died said the model lacked safety features despite being described as state-of-the-art. tesla declined to comment on the suit. the competition in original content continues. in recent weeks, apple joined the game, announcing its original streaming service. disney has unveiled a platform. netflix has admitted to selling bonds to bring in more cash for its original content. those aren't the only players.

founded in 2017, something was -- religion and sports was designed to bring people behind the scenes of professional athletes. a new series starring golden state warriors star steph curry will air on facebook watch. joining us now religion in sports cofounder. thank you for being here. so, why facebook watch? >> facebook watch is pretty unique in that the athletes that we are working with or have worked with over the last two years have an existing community. they have fans who have already signed up or liked a page. steph curry, i think, has something like 8 million people on his facebook page. another 25 million people follow him on instagram. it is a community that is already engaged and asking for more content. this is one way of providing it. emily: it is an interesting

choice given all of the other available platforms out there and the many reputational issues that facebook is going through at this moment. do those concern you? gotham: not really. i like to think of us as one of the places within the facebook ecosystem, especially the athletes, that are inspiring, sort of aggregating this community, engaging this community. and stuff that is motivational and inspirational. steph, in particular, he has a mission that he is sort of trying to spread. in that respect, it is sort of like the perfect platform. there is already that audience that has bought in. emily: tell us a little bit more about "steph vs. the game." gotham: we started at the western conference finals last year. over that time, the story chronicles, can steph and the warriors win a third consecutive

championship or fourth in five years? that would establish them as the definitive franchise of their era. it is also getting underneath that. he is a 31-year-old athlete at the top of his game, but aside from those 82 games across the season, what is the anatomy of that greatness? really getting underneath that, who is he, what is he motivated by, what is the backstory we are seeing from this guy at the peak of his powers right now? emily: we were just seeing video of a baby steph shooting baskets. you have my attention as a . as a content creator, in some ways it has probably never been better to be a content creator, there are so many different outlets. but i wonder, are you ever concerned that there's too much content now? gotham: for sure. not only are there so many platforms and so much content, but with steph curry in particular, he's very much on social media. his wife is very much on social media.

finding that way, a story that feels fresh or some sort of perspective, that itself is a challenge. but i think it is also an opportunity. it is an amazing time. we are not bound by format, not bound by structure. it used to be that you do half hours or hours. now you figure it out as you go. there are so many platforms that, when you have something like this, there's a lot of places to go out into the marketplace like this. emily: we will watching this rollout and of course your work also contributed to by tom brady, michael strahan. thank you so much for joining us. coming up, udacity co-founder joins two discuss the new scholarship they are rolling out with facebook about deep learning and ai specifically tied to privacy.

later, a digital startup that helps women employees better navigate family-planning. that is next. this is bloomberg. ♪ the latest innovation from xfinity

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emily: for years, udacity has been helping students learn the skills needed in the next wave of tech disciplines like ai, learning, vr. as demands for privacy and security tools grow, there's an opportunity for new talent. udacity is partnering with facebook on a new scholarship on education. udacity is with us in the studio. good to have you back on the show. talk about this new scholarship, secure and private ai. >> this is a new program we have

for people and companies that care about privacy and security in the ai space. it is quite interesting. when you do machine learning, you get all of this data. there's always a chance that data gets compromised. there are now new methods that can train a machine to understand the raw data. it sounds magical, but it adds massive amounts of security to any machine learning approach. emily: it is interesting that you are announcing this in partnership with facebook. facebook is backing 5000 this year -- facebook is notoriously not focused on privacy. this is part of their new mission. >> we work with facebook, google, amazon, anybody. privacy is a universal concern. it doesn't mean we always get it right in silicon valley, but everybody cares. emily: how would you describe the pool of talent who can focus on privacy and security related issues?

sebastian: it is almost nobody right now. it is a very new topic. with the level of cyberattacks going up every month by state actors and so on, the sophistication of the defense has to go up as well. very few companies are good at this. what we do at udacity is we train people with the latest skills. we really build the latest and best so anyone on the planet can become a privacy expert. emily: when you say there is no post -- is almost nobody right now, should we be worried about our privacy and how well we are being protected by the current generation of technology? sebastian: we are learning about it every single day. this is something that as technology progresses, there is always good news and bad news. we have to defend ourselves from the bad users and focus on the good users. emily: you announced this at a facebook local developers conference. it obviously works well with

mark zuckerberg's new strategy going forward to be more privacy focused. he made a joke that fell a little flat. let's take a listen. mark: now i get that a lot of people aren't sure that we are serious about this. and i know we don't exactly have the strongest reputation on privacy right now, to put it lightly. emily: there was a slightly awkward pause, because that is an understatement. do you think this strategy can get facebook back on track? sebastian: i do believe in silicon valley at large, i am not singling out any company, we need to take this issue super seriously. and it starts with training. skillsgetting the right to bring this to the workforce. it has been amazing what has happened the last 10 years. we have the genie out of the bottle.

all of sudden we do something and we reach one billion people. what is lacking is the responsible, ethical, and technical training that makes us all secure. emily: is it just the technical expertise that is missing, or is it also the values? it seems like values have not caught up with what people want. sebastian: we have to have a very broad discussion across the nation what we stand for as americans. a peskywannabe, now immigrant, we have to have a dialogue that goes all the way to washington to see what is right for us. that dialogue is now beginning. i see udacity playing a big role in this. we have 75,000 graduates. we has over 10 million students. we teach people all across the nation. we can bring those values to anyone in the tech field. emily: give us an update on the latest on udacity. how many nano degrees have you awarded? tell us about all of the

disciplines. i know there has been some restructuring and reorganization. sebastian: we have awarded 86,000 undergraduate degrees and 75,000 graduates. most of them find jobs in places like google. i think we are now beginning to invent a new degree. the nano degree is the coming what we are calling the fourth degree. it is like a credential from top companies as a way to recruit and certified people who want to be lifelong learners, who want to continue brushing their tech skills. we can transform the entire american workforce where people continue to learn, make more money, and have a better life. emily: you wear a lot of hats. you are also the ceo of kitty hawk, your selfflying car company. give us the latest on where it

is. when can i ride in it? sebastian: i think you were the first journalist to ever be an google self driving car a few years ago. it seemed like a crazy idea. the same way the flying car seems crazy. we did over 230,000 test flights. we are still in the development phase. it is not safe enough yet to unleash to the people. but we have this vision. we believe we can get you from downtown san francisco to berkeley in three minutes. or from san francisco to palo alto in 15. emily: how does your vision incorporate what is already out there? we have ridesharing, we have uber working on flying taxis. there many different theories about what the roads and skies are going to look like. what is yours? sebastian: i have a long history. emily: you are the inventor of the self-driving car, literally. [laughter] we have to get it into every

interview. sebastian: no, but for a long time, i believed that the self driving car went be the -- would the thing that, solved all traffic problems. we kill 1.2 million people every year in traffic accidents. with my partner larry page i realized, if you go three or four feet up in the air, there's nothing to hit. no kids running around, no bicycles, no curbs. whatever you care about, it doesn't exist. you can now build systems that are so quiet you want even notice them. -- won't even notice them. if i am a futurist and a visionary, i believe it is inevitable at some point that on our daily commute, we will go up in the air. when that happens, it will be the end of traffic. emily: when does that happen? sebastian: that is the $10,000 question. not today. i hope we will have something on the market in the next 3-4 years. emily: you mentioned larry page. google still working on self-driving cars.

so is uber, so is tesla. who owns this market? will it always be many different players? sebastian: that is a great question. the market is still very open. won.e believe waymo has none of the companies have all of the big business. the most successful today is tesla. tesla has rolled out a real autopilot with celfin driving features. -- self driving features. i believe on the ground, there will be one or two companies that own the market. the same logic by which ridesharing is owned by two companies, not 50. you get this network effect. the more cars you operate, the shorter it takes to get one, and the better the user experience. this network effects self-driving cars. emily: so which two companies? sebastian: i would definitely invest in waymo.

the i would have to think for a second long time. emily: not tesla? sebastian: i am not an analyst. i'm impressed by what they are doing. i love the autopilot feature. but i think it is a long shot from the autopilot all the way to city driving. that is where i believe waymo has the leading-edge. emily: last question i have to ask you, because google just got faa approval for drones to deliver consumer goods. sebastian: they are an airline. who would've thought that a search company becomes an airline? emily: is this the beginning of something big? have a course on this at udacity. i think the insight that google and amazon has is very correct. at some point, it will be better to transport things through the air. the reason it is faster and safer and more energy efficient than the ground.

the difference between that and what google and amazon are doing and us at kitty hawk, our package is a person. i care more about me getting around faster than my amazon package. we all have the same form factor. we are roughly the same size and weight. we fit into the same box. it makes it much easier to design the aircraft for me than for amazon packages. emily: always good to have you here. cofounder of udacity, ceo of kitty hawk, father of the south driving -- self driving car. coming up, tech is transforming every aspect of health care. that includes women's health. how one startup is embracing tele-medicine to keep women in the workforce. that is next. this is bloomberg. ♪

emily: according to the u.s. department of labor women control 80% of health care decisions. despite that few health care options are tailored specifically for women. health care startup maven wants to close the gap. medicine its larger goal is of keeping parents in the workforce. it provides a virtual clinic where users can connect with professionals and access tovices from egg freezing postpartum counseling. joining us is the founder and ceo. tell us how important women are in making health care decisions for themselves and their families. >> women are often the chief medical officers of their homes. if you think about one of the first big health care experience you have is having a baby.

that disproportionately falls on the woman's shoulders. growing the baby into pediatrics and all of the other decision for the family is often controlled by the women. one of the things we saw when i started maven five years ago is if you just design a business and a system that focuses on women as the primary consumer of health care, you can design a better system. emily: how does maven work? >> we have a lot of different digital programs from egg freezing to early adoption, you enter programs. you have access to our tele-medicine network, which has 20 different types of clinical, behavioral, and wellness specialists. you can talk to them at any time of the day or night. they can be anyone from a lactation consultant to an ob/gyn. physicalon therapist, coach, and you get a care concierge that helps you navigate this use experience. emily: this is covered by insurance?

>> we sell mainly to ensure -- employers and health care. your health care would cover it. i think one of the biggest problems is a lack of specialists that are covered in the system. for instance lactation consultant, women's physical therapy, breast-feeding and recovering from childbirth are often not in network. providing maternal health is another area. many hospitals will not have a maternal mental health specialist. when we built the network, it was with an eye toward specialty. emily: there are other tele-medicine companies out there. doctors on demand, mail-order services. what separates you from that? kate: we run the largest women's health network. they don't have the specialists that we do. -- programs we don't

hey don'twe built, t offer any of those programs. emily: what do you say to folks that virtual care can create a disconnect between patient and specialist? or that patients care for as well if all of their care comes from virtual sources? kate: we are very much a complement to what is going on during pregnancy. when patients are complaining about issues that have to do with mental health or nutrition, things that are out of their control, they can actually refer them to maven. ob/gyn and doctors in general are extraordinarily busy. but patients have a ton of questions. so they are able to have a support network to get a lot of those questions answered before coming into an in person visit. it can be much more effective and efficient. emily: is one of your goals to keep more women in the workforce? if so, how? kate: one of the big statistics

that is a bit disturbing is that 43% of new moms drop out of the workforce in the first 52 weeks after having a baby, and 75% of them say they want to stay in. when we don't do those issues, issues,nto those sometimes it was issues that we could not control like childcare or financial issues. sometimes it was just not having the right manager or not returning to work in a supportive environment. these were the issues that carried over into a short paid leave. we help people in this return to work period, get back on their feet, get healthy, talk to your coaches. by the time they enter the workforce, they are more healthier and confident and ready to go. part of our program has manager training. we are able to give feedback on that level. what are some of the issues that some employees are facing when they returned to work? emily: what does your outlook more broadly on how technology

will continue to change the health care market? health care has been very slow to change and adapt to technology. is it completely different in five years? kate: great question. emily: [laughter] i can't even email my doctor. kate: i have just come from two months of health care conferences where everyone talks about this. saysuries as -- jury health care does take a while. but within 10 years, you are going to start to see meaningful impact on virtual care. that is one of the most exciting trends. but really leveraging ai to solve more complex medical cases and make everything more efficient. there are so many problems. don't get me wrong. we have to solve some basic problems in front of us, which is what maven is doing we can get into this other area. emily: i am looking forward to that. kate ryder, ceo of maven. thank you so much.

toll ahead, gopro going camera company to dronemarker, but now it is going to its roots. the ceo talks about the company's biggest obstacles and opportunities ahead. this is bloomberg. ♪

emily: shares of square are falling after hours on wednesday. but the company beat on first-quarter earnings and forecast revenue of $445 million, below analyst estimates. this as its cash register and payment processing businesses face increasing competition from companies like paypal. meantime squares as the cash app saw volume increase by 150% in the first quarter. camera maker gopro announced its youtube channel passed 2 billion views. a big milestone for a company that has seen many ups and downs.

i sat down with the founder to talk about competition in the sports camera market and the challenges that lie ahead. take a listen. nick: we were trying a lot of new things. just because you are successful in one area, does not mean it is successful in another. just because you are an all-star pitcher does not mean you can go and play quarterback. in an effort to grow gopro beyond our initial success, we tried many things that initially made sense. emily: at one point you thought you would be a media company. nick: i think we still have a opportunity in these areas and more. we did not have the right approach, we did not have the right skill set, and i think we took too much, too soon. we would have been better served but- hindsight is 2020 --

we should have stayed very focused on what our core purpose in the world is, which is to help people capture and share experiences that would otherwise be difficult to do. now we are back to that. and wouldn't you know, the is business is growing again. we are on track for profitability again. emily: you also got into drones. that at the time also made sense. but then the drone started falling out of the sky and it was all caught on gopro. what went wrong there? nick: it was a very simple problem. there was a hinge that holds the battery into its compartment. it would deflect overtime and the battery would back out from vibration. you only need the battery to back out a little bit to lose power. once we replaced the hinge with hinge,l -- with a metal problem-solving.

our challenge in the drone spaces's not because of that product failure. it was because there is just a lot in the consumer drone market. emerging-market it is not as big as everybody thought it would be. not enough of our customers want news. there was not enough profit to be made. it was too expensive to be in. let's get out of the business. emily: you are not doing this in a vacuum. there is competition. sony, chinese companies that are trying to do what you do. how do you continue to differentiate your core product when there are folks out there that are trying to make it cheaper and better? nick: reinvent it and push the limits every year. i have been very vocal about our need to come out with exciting products every year. one of the lessons learned was in years where we did not come out with something new and exciting, sales dropped. one of the reasons we maintained our leadership position in every

market that we sell in around the world is because we are relentless in developing new innovation and new products. we are running at a pace that is difficult to keep up with. you mentioned some of our competitors. i think we are wearing everybody out. emily: there was a threat of tariffs between the u.s. and china. you decided to move some of your production out of china. tell me about that. nick: we are moving our u.s. bound camera production to mexico. but we are keeping the rest of world production of cameras in china. cameras that are going to europe or destined for asia will still be produced in china. but the u.s. bound production in mexico helps us avoid tariffs. emily: so you saw the trade tensions and said you are not going to get caught up in this. nick: we have a saying, we do

not want to be a deer in headlights. we want to be the one driving the truck. we are not going to hit the deer either. don't worry about the deer. but we don't want to be the deer. we want to have more say and our destiny. so we said let's go research where else we could build our products for the u.s. market. we landed on mexico. through our research, we learned that there were also financial benefits, logistical benefits to doing so anyway, regardless of tariffs or no tariffs. whether or not the terror threat -- the tariff threat to our products became real, we are happy to be moving our u.s. bound production to mexico. emily: you can catch that full interview tonight on "bloomberg studio 1.0." 6:30 p.m. pacific. that does it for this edition of "bloomberg technology." thursday we will be speaking

with microsoft executive vice president, at the helm of azure, since 2007, helping microsoft: to the top of the clout industry. we are live streaming on twitter as always. we will be back tomorrow. this is bloomberg. ♪

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