While this dude’s tone is pretty harsh, there’s not too much wrong here if you peel that back. The issue is one of contextualizing OpenStack. I think a lot of people want it to be a finished, done product. There’s even the sense from some OpenStack die-hards I’ve spoken with over recent years that commercializing at this point is a joke: it’s too early. I don’t think any of them realize that’s what they’re thinking, but when you hear about modularity and customization, it’s a good sign that the person is implying “it’s not fully baked yet” (though not always).

“It is clear that networking has for a very long time been a black box. They don’t even come with APIs,” he explains. “This is the history that forced us to really look at way networks are laid out and build [devices] and do [it] ourselves. Also the cost – everything else in our data centre [is] more efficient.” "They don't even come with APIs."

“It is clear that networking has for a very long time been a black box. They don’t even come with APIs,” he explains. “This is the history that forced us to really look at way networks are laid out and build [devices] and do [it] ourselves. Also the cost – everything else in our data centre [is] more efficient.” "They don't even come with APIs."

“It is clear that networking has for a very long time been a black box. They don’t even come with APIs,” he explains. “This is the history that forced us to really look at way networks are laid out and build [devices] and do [it] ourselves. Also the cost – everything else in our data centre [is] more efficient.” "They don't even come with APIs."

Of all the start-ups, though, Dropbox has seemed to enjoy the most meteoric growth. It just reached 200 million users—or about 10 times as many people as it had at the end of 2010. Its revenue has grown 20 fold since late 2010 and is now in the “hundreds of millions of dollars” per year range, say the people familiar with Dropbox’s funding plans. It’s be cool to know the margins.

Of all the start-ups, though, Dropbox has seemed to enjoy the most meteoric growth. It just reached 200 million users—or about 10 times as many people as it had at the end of 2010. Its revenue has grown 20 fold since late 2010 and is now in the “hundreds of millions of dollars” per year range, say the people familiar with Dropbox’s funding plans. It’s be cool to know the margins.

Of all the start-ups, though, Dropbox has seemed to enjoy the most meteoric growth. It just reached 200 million users—or about 10 times as many people as it had at the end of 2010. Its revenue has grown 20 fold since late 2010 and is now in the “hundreds of millions of dollars” per year range, say the people familiar with Dropbox’s funding plans. It’s be cool to know the margins.

Most of what I write professionally is behind a paywall now, so it’s fun when something gets unleashed. One of our clients, Boundary, re-printed a piece on them I wrote recently, which provides an update and overview of their business, and speaks to their new VPC-driven private cloud offering. Here’s an excerpt of the customers section, which is good for a quick, numbers-driven take on Boundary’s momentum: Boundary reports 100 paying customers and about 1,000 non-paying customers in its ‘freemium’ model.

Most of what I write professionally is behind a paywall now, so it’s fun when something gets unleashed. One of our clients, Boundary, re-printed a piece on them I wrote recently, which provides an update and overview of their business, and speaks to their new VPC-driven private cloud offering. Here’s an excerpt of the customers section, which is good for a quick, numbers-driven take on Boundary’s momentum: Boundary reports 100 paying customers and about 1,000 non-paying customers in its ‘freemium’ model.

Most of what I write professionally is behind a paywall now, so it’s fun when something gets unleashed. One of our clients, Boundary, re-printed a piece on them I wrote recently, which provides an update and overview of their business, and speaks to their new VPC-driven private cloud offering. Here’s an excerpt of the customers section, which is good for a quick, numbers-driven take on Boundary’s momentum: Boundary reports 100 paying customers and about 1,000 non-paying customers in its ‘freemium’ model.