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FN0-202 FNC4-7E Foundry Networks Certified Layer 4-7 Engineer

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FN0-202 exam Dumps Source : FNC4-7E Foundry Networks Certified Layer 4-7 Engineer

Test Code : FN0-202
Test denomination : FNC4-7E Foundry Networks Certified Layer 4-7 Engineer
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Energous organisation adds Dan Fairfax to its Board of directors | killexams.com true Questions and Pass4sure dumps

April 08, 2019 (ACCESSWIRE by means of COMTEX) -- Former Brocade government brings wide economic administration management to his recent role

SAN JOSE, CA / ACCESSWIRE / April 8, 2019 / Energous agency WATT, -1.67% the developer of WattUp, a revolutionary wireless charging 2.0 expertise, today introduced the addition of Dan Fairfax to its board of directors, efficacious immediately. Fairfax joins Energous' board with more than 25 years of monetary and operational leadership journey at expertise businesses together with Brocade Communications systems, which became bought with the aid of Broadcom in 2017, and Foundry Networks, amongst others.

"we're pleased to welcome Dan Fairfax as the newest member of their board of administrators and expense his wide adventure and enterprise acumen, working at organizations corresponding to Brocade and Foundry Networks," pointed out Stephen R. Rizzone, president and CEO of Energous company. "Fairfax joins us at a thrilling time for the commerce as wireless charging 2.0 starts to acquire cling and they continue to exe­lovable upon their mission of bringing genuine instant charging 2.0 to market."

Fairfax is a pro government who has served in lots of economic management and operational management roles throughout his profession. He most these days served as senior vice chairman and chief monetary officer at Brocade through its acquisition via Broadcom. At Brocade, Fairfax additionally served because the company's vice chairman of world service and aid, and as vp of company operations, following Brocade's acquisition of Foundry Networks, the position he become chief economic officer. just before that role, he served in numerous senior fiscal management positions at businesses equivalent to GoRemote cyber web Communications, Ironside technologies, Acta know-how, NeoVista utility, and Siemens and Spectra-Physics. moreover serving on Energous' board, he's a member of the board of directors for Saama applied sciences.

"In an commerce expected to subsist worth more than $20 billion through 2023 based on analysis, I behold stupendous market chance for Energous with its full spectrum portfolio of products that span silicon chips, antennas, application and a regulatory-approved expertise that is mass-construction competent," said Dan Fairfax, board of administrators member at Energous enterprise. "I glance ahead to contributing to Energous' board discussions, drawing on my technology industry suffer to provide strategic tips because the commerce progresses within the years ahead."

To learn extra about Energous, gladden quest recommendation from Energous.com or ensue the company on Twitter, fb and LinkedIn.

About Energous enterprise

Energous supplier WATT, -1.sixty seven% is leading the next generation of instant charging - wireless charging 2.0 - with its award-profitable WattUp® technology, which supports speedy, productive contact-based charging, as well as charging over-the-air. WattUp is a scalable, RF-primarily based wireless charging technology that offers large improvements involved-based charging efficiency, international remonstrate detection, orientation freedom and thermal efficiency compared to older, coil-primarily based charging applied sciences. The know-how may also subsist designed into numerous sized digital instruments for the home and office, as smartly as the scientific, industrial, retail and automotive industries, and it ensures interoperability throughout items. As a systems solutions enterprise, Energous develops silicon-primarily based wireless energy switch (WPT) technologies and customizable reference designs. These encompass ingenious silicon chips, antennas and utility, for a large diversity of purposes, similar to smartphones, fitness trackers, hearables, medical sensors and greater. Energous obtained the world's first FCC half 18 certification for at-a-distance wireless charging, and the company has greater than one hundred eighty awarded patents/allowed purposes for its WattUp instant charging know-how to-date. For greater counsel, gladden talk over with Energous.com.

protected Harbor commentary This press liberate carries forward-looking statements that characterize their future plans and expectations. These statements generally spend phrases corresponding to "consider," "are expecting," "may additionally," "will," "should still," "could," "seek," "intend," "plan," "estimate," "assume" or equivalent terms. Examples of their forward-searching statements during this release consist of their statements about technology traits and instant charging innovation. Their ahead-searching statements communicate simplest as of this date; they are in accordance with existing expectations and they undertake no duty to replace them. elements that might cause precise consequences to vary from what they anticipate consist of: doubtful timing of critical regulatory approvals; timing of consumer product progress and market success of consumer products; their dependence on distribution companions; and immoderate trade competitors. They prod you to account those factors, and the different risks and uncertainties described in their most concurrent annual file on form 10-okay and subsequent quarterly experiences on form 10-Q, in evaluating their forward-searching statements.

For greater guidance, gladden contact:

Energous Public members of the family PR@energous.com (408) 963-0200

Energous Investor members of the family Mike Bishop(415) 894-9633IR@energous.com

supply: Energous organisation

View source version on accesswire.com:

https://www.accesswire.com/541258/Energous-service provider-provides-Dan-Fairfax-to-its-Board-of-directors

Copyright 2019 ACCESSWIRE


Cloud Foundry basis launches developer certification | killexams.com true Questions and Pass4sure dumps

decades ago I created and ran the CloudU application, a vendor-impartial cloud training initiative that, in its day, had many lots of people acquire Part and graduate from the application. The intuition for developing the application back then changed into what I noticed occurring in the industry: a total lot interest in cloud as an idea, but diminutive figuring out of what it really is and how to spend it. bear in irony this turned into years ago, earlier than cloud grew to subsist the default position for every thing.

The theory of presenting education courses to assist people transition into a recent artery of thinking and working is a suitable one. an analogous situation exists today with the rush far from server-based mostly infrastructures (be they physical or virtual) and into container or serverless-primarily based strategies. very nearly we’re seeing challenges across the realizing and implementation of recent “cloud native” approaches of pile applications.

So, it's enjoyable to hear that the Cloud Foundry foundation, the solid shepherding the Cloud Foundry open source platform as a service (PaaS) along its manner, is introducing a cloud-native developer certification. The Cloud Foundry licensed Developer application might subsist delivered in partnership with the Linux groundwork, the corporation it is amenable for working towards and certifying greater developers on open-source utility than any solid on the planet.

licensed Developer application fills a necessity

The exigency for classes relish here's glaring. while it's a bit of clichéd to aver agencies want to seriously change through digital applied sciences, it's also an remedy cliché. There are currently an estimated quarter-million job openings for software developers within the U.S. by myself, half a million unfilled jobs which fill a requirement for tech potential, and a forecast 1 million expert worker shortfall inside the next decade. So, getting people up to hasten is a crucial need.

Like my CloudU software lower back in the day, the Cloud Foundry Developer Certification is efficiency- and neighborhood-based mostly and independent of any distribution vendor. businesses committing to present the working towards application encompass IBM, Pivotal and SAP. And the conclusion-consumer exact would loom to subsist very real:

"The Cloud Foundry licensed Developer program might subsist an immense value to the neighborhood," talked about Brian Gregory, director of Cloud method and Engineering for specific Scripts, a Fortune one hundred healthcare company. "In their shift to Cloud Foundry, we've considered a large uptick in productivity and commerce effects. So a total lot so that the commerce continues to exact more from us within the application to form prescriptions safer and greater low-priced for their three,000 shoppers and eighty five million contributors. They can't hire builders speedy satisfactory—we currently fill a purpose of hiring 1,000-plus developers. realizing a developer is Cloud Foundry licensed might streamline their hiring procedure and aid form positive we're bringing on certified candidates."

The certificate software suite comprises:

  • A free introductory path provided by artery of the edX platform
  • A self-paced eLearning Cloud Foundry Developer direction
  • A practicing accomplice program that may comprehend licensed materials for live, in-adult Cloud Foundry developer courses, provided best with the aid of member companies, together with Engineer more advantageous, IBM, Pivotal, Resilient Scale, SAP, Stark and Wayne and Swisscom
  • Cloud Foundry licensed Developer Certification, awarded to individuals who rush a efficiency-based mostly examination
  • My POV

    a true want is being fulfilled in a pragmatic and applicable means. this is exactly the duty that foundations such because the Cloud Foundry should acquire on. I loom ahead to hearing how an dreadful lot less complicated hiring is after this certification is rolled out.

    be Part of the network World communities on fb and LinkedIn to observation on issues that are birthright of intellect.

    Brocade Revamps accomplice application With recent Deal Reg, SDN alternatives | killexams.com true Questions and Pass4sure dumps

    Brocade this week made several updates to its channel software aimed toward sweetening rewards and coupon codes for high-tier companions and enabling extra retort providers to head to market with Brocade's application-defined networking (SDN) products.

    The up to date Brocade Alliance companion community application contains a brand recent deal registration program and, for the primary time, makes it possible for retort providers to sell Brocade's Vyatta line of virtual routers. The application also includes recent associate practising substances round SDN, including an SDN-focused North American accomplice street exhibit Brocade will kick off in March.

    in accordance with invoice Lipsin, vp of global channel and international techniques integrator sales at Brocade, the brand recent Brocade companion program is designed to nudge partners toward the alternatives being created through SDN, a market IDC initiatives to subsist worth $3.7 billion by means of 2016.

    [Related: Brocade Names recent Global Channel Chief ]

    "community virtualization and software-defined networking is becoming lots more of a mainstream dialog," Lipsin noted. "purchasers are already showing an pastime, so their subsequent step is to arm their partners with the competence to retort some of those questions."

    With the arrival of the brand recent Brocade associate application, the business's Vyatta line of digital routers, together with its vRouter 5410, 5415 and 5420 models, will now subsist sold during the channel. The Vyatta line changed into already being sold through the roughly 100 solution issuer companions Brocade won with its 2012 acquisition of network virtualization startup Vyatta, Lipsin talked about, but now not by artery of the Brocade channel at massive.

    Brocade is providing a number of accomplice elements, including recent training courses and pre- and submit-earnings aid around SDN and Brocade vRouters, to aid companions ebb to market with the Vyatta line.

    Brocade's opt for, Premier and Elite partners are utter eligible to promote Vyatta, however they fill to meet part necessities to accomplish so. The lessen-level elect companions are suggested to fill one licensed Brocade vRouter engineer on team of workers; Premier companions deserve to fill two licensed vRouter engineers on staff, and they will additionally should meet a $25,000 annual profits requirement; and Elite partners, meanwhile, exigency to fill two certified vRouter engineers and two licensed vRouter specialists -- who focal point on pre- and achieve up-revenue efforts -- on staff as well as meet a $50,000 annual revenue requirement.

    Brocade spoke of it will offer free, web-primarily based associate trainings around the vRouter items to ensure that companions to earn these certifications.

    subsequent: Brocade's recent Deal Reg constitution web page

    Rodney Turner, CEO of Layer 3 Communications, an Atlanta-based mostly solution provider and Brocade companion, talked about Layer 3 is already taking steps to earn the recent vRouter certification, considering that SDN and community virtualization are "where the market is moving."

    "The issue i savor about Brocade is that from a feature, duty and product perspective, they are moving in a direction this is in step with the position they exigency to acquire their enterprise," Turner instructed CRN. "From a manufacturer alignment standpoint, they are evolving their company from an SDN and virtualization viewpoint, and Brocade's method is complementing their own internal method."

    Brocade's recent Alliance companion community program also contains a revamped deal registration constitution that presents greater discounts to its Elite-stage partners. the brand recent constitution will present Brocade Elite companions a 15 p.c compact off of Brocade's retail expenditures, in preference to 10 percent because the enterprise has offered in the past. The discount for mid-degree Premier companions remains the identical, while the compact for select partners is in reality losing from 7 percent to 5 %, Brocade mentioned.

    "We wanted to form positive they had been pile greater differentiation between their associate tiers and giving enhanced rewards to that desirable tier that has made huge investments in Brocade," stated Raelyn Kritzer, director of world channel advertising and marketing at Brocade.

    also recent is an additional three % compact for utter companions once they register a deal with a internet recent Brocade client.

    Brocade informed CRN it plans to form other changes to its Alliance associate network in the 2d half of the year, together with the launch of latest in-depth accomplice specializations and recent courses and rewards for companions investing in cloud and managed functions.

    published FEB. 7, 2014


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    : Red Hat's Jim Whitehurst Maps The Road To $5 Billion | killexams.com true questions and Pass4sure dumps

    In a recent Q4 earnings call, Red Hat CEO Jim Whitehurst informed investors that the Raleigh, N.C.-based software vendor reached a significant milestone in 2015: $2 billion in annual revenue.

    While that's an impressive acquire for a company dealing exclusively in open-source technologies, Whitehurst's keynote at this week's colleague conference in recent Orleans looked well beyond that number.

    Before sharing his long-term goal with partners, Whitehurst took some time to talk to CRN about why he believes his company will pick up to $5 billion in sales in the next five years.

    [Related: Red Hat CEO To Partners: 'Each Of You Has A Piece Of $4 Billion']

    That ambition is rooted in the potential Whitehurst sees for the future of the open-source movement; next-gen technologies that Red Hat is betting on stout relish OpenStack, Docker and Kubernetes; and a network of partners capable of delivering those open-source solutions to the enterprise market. To illustrate his points, Whitehurst generously peppered in thoughts on industry partners and competitors (for Red Hat, they're often the same), including Microsoft, VMware, Google, Pivotal, IBM and AWS.

    Open-source has become the default methodology for pile next-generation architectures that will serve the cloud and mobile era, he said, and that's why Red Hat can more than double its commerce in half a decade. Here, a mp;A with Whitehurst:

    CRN: So you recently announced hitting $2 billion in revenue final year, which is benign of astonishing, given the nature of Red Hat's business. And the theme of your keynote ... is going to subsist the recent goal you've set for the company of reaching $5 billion within five years. What is going to allow Red Hat to accelerate its growth going forward and double the size of the business?

    J.W.: Red Hat's first decade, or really I'll pronounce the first decade of RHEL [Red Hat Enterprise Linux], and RHEL came out in 2002, was very much about demonstrating open-source could subsist a viable alternative to traditional software.

    So if you glance at whether it was RHEL versus UNIX or Windows, or the JBoss stack versus WebSphere or WebLogic, they benign of got to the point where people said, OK, that's a viable alternative. What we're seeing in the cloud-mobile era, which I glance at relish client-server as just benign of one thing, the architecture of that, open source is the default choice.

    If you pronounce the default altenative in the mainframe era was IBM and there were some alternatives, and the default altenative in the client-server era was Wintel and there were some alternatives, the default altenative in the cloud-mobile world is clearly open source.

    What that means for us is they fill a really nice tailwind of CIOs and senior IT leaders to near to us to talk about the pace of innovation. Because if you glance at the major things happening in computing now, in terms of innovation, it's almost utter happening in open source. stout data and analytics, everything is happening there. Containers, cloud management, orchestration, automation, utter those things are happening first in open source. I'm not trying to pick on a colleague because they're a considerable partner, but there's quiet not aboriginal champion for containers in Windows, right? It's a Linux-based thing.

    At a elevated level, what I would pronounce is they built a nice multibillion-dollar commerce being a viable alternative, but what's really going to drive us to the next level is the fact that open source is the default choice.

    Now that doesn't express that Red Hat is the default choice. Open source is the default altenative and their role is to form it consumable for enterprise customers. A stout role that they play is to form this innovation that's happening largely at Web 2.0 companies consumable for enterprise customers.

    So, you've passed this inflection point where open source is no longer merely an alternative. It’s the driver of innovation. But it took almost 15 years since the launch of Red Hat Enterprise Linux to achieve $2 billion in sales. How accomplish you more than double that label in just five years?

    It's basically a five-year plan, $5 billion. It does imply an acceleration in their growth rate. And a lot of that is because they are at the focus of key trends, whether that's private cloud infrastructure, telco NFV [network duty virtualization], containers and utter the components around containers, and how you manage utter of that in a hybrid cloud way.

    Again, the default altenative is open source, so they fill a seat at the table with CIOs as they're thinking about the future. That's very different than when they were a viable alternative and were helping the purchasing people and the data focus people carve out costs, which is perfectly fine. But now it's much more. As we're pile out next-generation architectures, that’s primarily an open-source question.

    That's why you behold Microsoft starting to embrace open source more. It's not because, I think, they want to give away software. It's that developers are using open source so you've got to open source .NET to subsist relevant.

    And Microsoft is also offering Red Hat Linux in their cloud.

    Right. reason about PaaS. IBM is using Cloud Foundry. We're obviously using Kubernetes and Docker. That total next generation of infrastructure is going to subsist open.

    What products accomplish you behold driving Red Hat's growth?

    At the IaaS layer, OpenStack, and we're seeing tremendous traction. OpenStack has been around for a while but it's just now reaching a level of maturity that they behold enterprises running material large workloads.

    The problem before, I reason OpenStack benign of went through this hype-cycle and then benign of dipped down. Because it was open source, so many vendors wanted to jump on it and pick up there early, they were putting out alpha-level code. No vendor if they controlled that code would fill achieve it out that early, but people were jumping forward on it.

    I reason now that's matured and there are only several companies offering an enterprise distribution, a lot of the others fill winnowed down. They believe they were clearly the leader of that, and that's going to subsist a core component of infrastructure at their enterprise customers.

    The animated thing about it is that's benign of scale-out, stateless workloads. That’s also now dragging us in as a VMware replacement on stateful workloads because they had the very technology architectures in terms of the hypervisor -- KVM -- and RHEL; they're both components of their scale-up stateful workloads -- they summon that RHEV [Red Hat Enterprise Virtualization], and their scale-out OpenStack.

    A lot of people will say, "Hey, I'm a stout VMware customer, but I want to talk to you about my scale-out, next-gen workload OpenStack stuff." And then they say, "Wow, why am I paying for VMware when I can spend a similar management plane to glance across both these things?"

    So both sides of that commerce are growing because of OpenStack. And then where really CIO interest is -- I don't want to pronounce peaking, but is exploding -- is around containers.

    Is that specifically focused on Docker?

    Yes. Docker is the paramount format and Docker itself is basically a specification for containers. The container itself is a Linux container, it’s a chain of technologies in Linux that allow you to insulate an application and specify the amount of resources it can have, and guarantee amounts.

    So we're one of the largest contributors to Docker, so they certainly champion that format. They fill several products that actually leverage Docker, including their PaaS, which is OpenShift, which is a Docker-Kubernetes combination for running and orchestrating applications and then a developer utensil chain on top.

    To ebb back to OpenStack, people fill been motto for a while now that the challenge in working with that technology is finding the engineering talent. More than a year ago, you acquired eNovance, an OpenStack services provider, which I reason was recognized as a really prescient trail from a vendor to seize OpenStack talent. Is the dearth of talent quiet holding back the technology?

    So we've now trained over 10,000 engineers. They fill 10,000 Red Hat-certified OpenStack engineers out there. The technology matures, the level of engineering talent you exigency starts to drop. So at some point, it's matured enough and the number of people that fill been trained, those lines benign of cross. And we're quiet not fully there, but we're getting much closer. That’s why you fill some customers running pretty stout installs of production applications. also telco with NFV is benign of a killer spend case that's really helping drive it forward.

    It's animated in that I reason people fill been frustrated to some extent over the final several years, but there's no true alternative unless you want to ebb back to proprietary stack, and very few enterprises want to ebb back to a proprietary stack.

    To some extent, the positive thing I'd pronounce about VMware is they fill a really strong technology road map and vision. The problem is, bluntly, they fill the wrong innovation model. Nobody wants to create the next Microsoft, and Microsoft has obviously gotten more open, but in terms of somebody who controls a layer.

    And when I pronounce nobody, I express customers and vendors. So there's a lot propelling OpenStack in the vendor community and with customers, and OpenStack is that benign of default altenative that everyone's behind. Even though it's taken a diminutive longer than people thought to ramp, now that it's matured, we're starting to behold stout deployments. People are waiting for it versus thinking about what their alternatives are.

    What are the stout themes you want to contend with partners here in recent Orleans?

    OpenStack finally hitting the point where they fill considerable spend cases that they can expose them, stout monetary services applications, suitable momentum there, that, in terms of dollars, [are] starting to really ramp nicely.

    And on the innovation side they can talk about OpenShift, they summon it Atomic Platform. Container management, how you manage and secure them, and obviously utter of that benign of wrapped in hybrid cloud. And the total message of: build to this infrastructure and you can flee it on-premises, you can flee it on Amazon, Azure, Google. That’s Part of the value they provide.

    Also again, no one wants to pick up locked in to Amazon, either. So in the very artery RHEL benign of absorbed you from the server vendor you were running on, their broader platform abstracts you from the deployment model, again on a cloud provider or on your own data center, and that's benign of a key Part of the value.

    When I talked to you a year ago, during your final colleague conference, you said you found the open-source commerce model mind-bending. How has it bent your irony more since then?

    It continues to subsist mind-bending. Technology in common and digital disruption is basically starting to disaggregate products across the board. One could argue the intuition GM made a billion-dollar investment in Lyft is they're thinking, "Wow, I thought my product was the car, but it's actually transportation."

    All of sudden, you start saying, maybe the product is different from what I thought it was.

    Red Hat is a diminutive of that around software. When you were buying a piece of software, you thought you were buying functionality but you were buying a lot of things. There was an assumption of a life cycle, assumption a vendor was going to stand behind you, an assumption that that vendor has built relationships with other people in the community. So if you're running SAP on this, that utter works together, a total bunch of things that you're buying, not just functionality.

    So what's mind-bending about the total open-source model is, we're basically pulling out a chunk of that, which is the functionality itself, the source code, and we're providing everything else around that.

    The hard Part is, you fill to account for that message, which is, you're quiet buying everything else, but they just de-aggregated a component. But slicing out that component changes the nature of the total system. utter of a sudden it becomes a user-innovation model, where utter of a sudden Google and Amazon and Facebook are working together and driving road maps.

    You talk about open-source and the de-aggregated system, but it's hard to talk about that without then coming around and saying, what you're also getting is a user-driven innovation model versus a vendor-led one, and utter the characteristics associated with that. That's really why I reason we're seeing open-source drive innovation. It's nothing fundamental about the source code that’s open. It’s the fact that users are driving that model.

    Then you pick up to vendor incentives. For us, they fill no incentive to drive upgrades in terms of versions because they don’t permeate for that. It's a subscription because they don’t permeate for the code itself, and so if a recent feature comes in, we'll achieve it in version 4.7 of a product versus rolling version 5 because they don't pick up paid on an upgrade. That's one of the things that customers pronounce they savor is, they never coerce an upgrade cycle on people.

    Where it gets mind-bending, you can wreck it out and say, first order, the source code is free. But then you say, well second order, it fundamentally changes how the software gets developed. And third order, it fundamentally changes the vendor incentives and therefore what you deliver and the value propositions around that.

    What accomplish you want your partners to leave here thinking about uniquely this year, as opposed to maybe final year or previous conferences? Drill home on one message.

    I reason the key message is even clearer than ever before: The next-generation architecture, for this cloud-mobile architecture, open source is the default choice. Period. full stop.

    If you want to subsist germane for your customers going forward and talking about recent workloads, you fill to fill a point of view and value added around open source, because that's where the world's gone. You cannot accomplish a stout data implementation without using open source. There's just not a stout data equivalent of Hadoop, or Cassandra, or Spark.

    Because it's become the default choice, you got to motif out your value proposition. And of course, their self-serving retort to that is Red Hat can back you accomplish it. We've been doing it for a long time. They know how to accomplish this, they fill programs, etc. But more broadly, even in areas we're not in, if you want to talk to your customers about stout data and how you can back them there, you better fill figured out open source and a strategy around it.

    Does it feel suitable to pronounce this commerce was ahead of the curve?

    I wish I could pronounce they were really that good. To some extent I benign of reflect back, I reason they got a diminutive bit lucky.

    The Web 2.0 companies just benign of took control and started driving the heartbeat and benign of blew past vendors in terms of cadence and innovation and they just happened to subsist there to catch it.

    A lot of what their DNA is, they accomplish ultimately fill to pick which communities to pick up involved in. OpenStack is a classic example. When they decided to pick up involved in OpenStack, they weren't even one of the early people there. They were external, benign of getting beaten up for observing it.

    But the intuition they accomplish that is, they don't know how to flee a data focus better than people running data centers. They waited to behold what architecture and participation emerged, and even when they chose OpenStack, CloudStack was more mature, as a technology, feature for feature, line them up Chinese menu, CloudStack utter the way.

    But I reason what we're suitable at is seeing which projects fill the best architecture participation, which fill the birthright neutral, non-vendor control, etc., etc., and getting involved and helping with those. The brilliant thing that NASA and Rackspace did is, they said, "We're willing to give control over to a completely neutral foundation." And that’s what got utter of us to jump in and pick up involved and actually toil well.

    Again, not to beat up on a competitor, if you glance at the Cloud Foundry Foundation, Pivotal's got control. Nobody's contributing code. Because you're not going to contribute code when somebody else really controls it. So it's just to pronounce a lot of what they accomplish is reason about what's the community participation and is it truly neutral.

    Even something relish Kubernetes where, yeah Google's driving the majority of the contribution, it's truly an open-source project. It’s a meritocracy and we're a massive contributor to that. And they fight with them utter the time. Sometimes they win and sometimes not, but it's the engineers working, it's not Google corporate and Red Hat corporate having conversations about it. It's truly a user-led engineering project. And so that excites us.

    I don’t want to just sound relish we're the people that acquire this stuff and form it consumable. That's a lot of what they do, but they accomplish ultimately resolve which projects to pick up involved in, they back with the governance, they try to subsist suitable upstream as well. Which comes around back to this DNA. We're generally willing to colleague with anybody.


    10-Q: MARVELL TECHNOLOGY GROUP LTD | killexams.com true questions and Pass4sure dumps

    (EDGAR Online via COMTEX) -- detail 2. Management's Discussion and Analysis of monetary Condition and Results of Operations

    This Quarterly Report on form 10-Q contains forward-looking statements within the significance of Section 27A of the Securities Act of 1933, as amended (the "Securities Act"), and Section 21E of the Securities Exchange Act of 1934, as amended (the "Exchange Act"), which are matter to the "safe harbor" created by those sections. These statements involve known and unknown risks, uncertainties and other factors, which may cause their actual results to vary materially from those implied by the forward-looking statements. Words such as "anticipates," "expects," "intends," "plans," "believes," "seeks," "estimates," "can," "will" and similar expressions identify such forward-looking statements. They form a number of forward-looking statements that relate to future periods and comprehend statements relating to their anticipation that the rate of recent orders and shipments may vary significantly from quarter to quarter; their expectations regarding market acceptance of their products using their innovative solutions; their expectations regarding sustained investments leading to recent growth opportunities; their expectations regarding the declaration of, timing of, funding of, payment of and quarterly amount of dividends; their expectations regarding industry trends; their expectations regarding their inventory levels; their expectations regarding the amount of their future sales in Asia; their expectations regarding competition; their expectations relating to the protection of their intellectual property; their expectations regarding the amount of customer concentration in the future; their plans and expectations regarding their auction rate securities; their expectations regarding acquisitions, investments, strategic alliances and joint ventures; their expectations regarding net revenue, cost of goods sold as a percentage of revenue and operating expenses for the first quarter ending May 3, 2014 compared with the fourth quarter ending February 1, 2014; their expectations regarding the growth of solid status drive revenue; their expectations regarding the repercussion of legal proceedings and claims; their competence to meet their capital needs for at least the next 12 months; their competence to attract and retain highly skilled personnel; their expectations regarding future growth opportunities; their arrangement regarding forward exchange contracts and the upshot of alien exchange rates; their expectations regarding unrecognized tax benefits; the upshot of recent accounting pronouncements and changes in taxation rules; their expectation regarding the effectiveness of their hedges of alien currency exposures; their expectations that quarterly operating results will fluctuate from quarter to quarter; their expectations regarding the current economic environment; their expectations regarding arrangements with suppliers; their expectations regarding their competence to develop and interject recent products and achieve market acceptance of their products; their expectations regarding pricing; their expectations regarding exact for their products and the repercussion of seasonality on demand; their expectations regarding defects; their expectations regarding the implementation and improvement of operational and monetary systems, as well as the implementation of additional procedures and other internal management systems; their expectations regarding uncouth margin and the events that may cause uncouth margin to fluctuate; their expectations to transition their semiconductor products to increasingly smaller line width geometries; their expectations regarding the portion of their operations and sales outside of the United States; their expectations regarding the adequacy of their internal control over monetary reporting; their expectations regarding future impairment review of their goodwill and intangible assets; and the anticipated features and benefits of their technology solutions. These forward-looking statements are matter to risks and uncertainties that could cause actual results to vary materially from those indicated in the forward-looking statements. Factors that could cause actual results to vary materially from those predicted, comprehend but are not limited to, their dependence upon the hard disk drive and mobile and wireless markets, which are highly cyclical and intensely competitive; their competence and the competence of their customers to successfully compete in the markets in which they serve; their dependence on a minuscule number of customers; the outcome of pending or future litigation and legal proceedings; the repercussion of international contest and continued economic volatility in either domestic or alien markets; their competence to scale their operations in response to changes in exact for existing or recent products and services; their maintenance of an efficacious system of internal controls; their competence and their customers' competence to develop recent and enhanced products and the adoption of those products in the market; their success in integrating businesses they acquire and the repercussion such acquisitions may fill on their operating results; their competence to estimate customer exact and future sales accurately; the success of their strategic relationships; their reliance on independent foundries and subcontractors for the manufacture, assembly and testing of their products; their competence to manage future growth; the progress and evolution of markets for their integrated circuits; their competence to protect their intellectual property; the repercussion of any change in their application of the United States federal income tax laws and the loss of any profitable tax treatment that they currently enjoy; the repercussion of changes in international monetary and regulatory conditions; and the repercussion of lengthy and expensive product sales cycles. Additional factors which could cause actual results to vary materially comprehend those set forth in the following discussion, as well as the risks discussed in Part II, detail 1A, "Risk Factors," and other sections of this Quarterly Report on form 10-Q. These forward-looking statements converse only as of the date hereof. Unless required by law, they undertake no duty to update any forward-looking statements.

    Overview

    We are a fabless semiconductor provider of high-performance application-specific yardstick products. Their core power of expertise is the progress of intricate Systems-on-a-Chip devices, leveraging their extensive technology portfolio of intellectual property in the areas of analog, mixed-signal, digital signal processing, and embedded and standalone integrated circuits. The majority of their product portfolio leverages the ARM technology portfolio. They also develop platforms that they define as integrated hardware along with software that incorporates digital computing technologies designed and configured to provide an optimized computing solution. Their broad product portfolio includes devices for data storage, enterprise-class Ethernet data switching, Ethernet physical-layer transceivers, mobile handsets, connectivity and other consumer electronics. Their products serve diverse applications used in carrier, metropolitan, enterprise and PC-client data communications and storage systems. Additionally, they serve the consumer electronics market for the convergence of voice, video and data applications. As a fabless integrated circuit company, they confidence on independent, third party contractors to discharge manufacturing, assembly and test functions. This approach allows us to focus on designing, developing and marketing their products and significantly reduces the amount of capital they exigency to invest in manufacturing products.

    Table of Contents

    A significant number of their products are being incorporated into consumer electronics products, including gaming devices and personal computers, which are matter to significant seasonality and fluctuations in demand. Holiday and back to school buying trends may at times negatively repercussion their results in the first and fourth quarter and positively repercussion their results in the second and third quarter of their fiscal years. In addition, consumer electronics sales are heavily contingent on recent product launch timelines and product refreshes. For example, their sales of wireless connectivity products may multiply significantly during a era when one of their consumers launches a recent gaming console, and these sales may taper significantly after the initial launch period.

    A relatively large portion of their sales fill historically been made on the basis of purchase orders rather than long-term agreements. In addition, the sales cycle for their products is long, which may cause us to suffer a detain between the time they incur expenses and the time revenue is generated from these expenditures. They anticipate that the rate of recent orders may vary significantly from quarter to quarter. Consequently, if anticipated sales and shipments in any quarter accomplish not occur when expected, expenses and inventory levels could subsist disproportionately high, and their operating results for that quarter and future quarters may subsist adversely affected.

    In this Quarterly Report on form 10-Q, they advert to the fiscal year ended February 2, 2008 as fiscal 2008, the fiscal year ended January 31, 2009 as fiscal 2009, the fiscal year ended January 30, 2010 as fiscal 2010, the fiscal year ended January 29, 2011 as fiscal 2011, the fiscal year ended January 28, 2012 as fiscal 2012, the fiscal year ended February 2, 2013 as fiscal 2013, the fiscal year ending February 1, 2014 as fiscal 2014 and the fiscal year ending January 31, 2015 as fiscal 2015.

    Critical Accounting Policies and Estimates

    The preparation of monetary statements in conformity with accounting principles generally accepted in the United States ("GAAP") requires management to form estimates, judgments and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses and related disclosure of contingent assets and liabilities. Actual results could vary from these estimates, and such differences could affect the results of operations reported in future periods. For a description of their critical accounting policies and estimates, gladden advert to the "Critical Accounting Policies and Estimates" section of their Management's Discussion and Analysis of monetary Condition and Results of Operations contained in their Annual Report on form 10-K for the year ended February 1, 2014.

    Results of Operations

    Net revenue for the three months ended May 3, 2014 was higher by approximately 30% compared to the three months ended May 4, 2013, led by year over year growth in the mobile and wireless conclude markets, together with stable growth in the storage market. On a sequential basis net revenue grew approximately 3% during the first quarter of fiscal 2015 compared to the fourth quarter of fiscal 2014, despite the first quarter normally being a seasonally down quarter, as they saw strong growth from sales of products in their mobile market from multiple Tier-1 customers who fill launched their 4G LTE smart phones in China based on their solutions. They are seeing many of their customers introducing recent devices using their innovative solutions, which they believe will drive success across utter of their conclude markets. Their future growth is expected to subsist driven by areas such as mobile handsets, tablets, connectivity, smart home devices and solid status drive ("SSD") controllers.

    In the mobile market, they continued to form equable progress with their LTE solutions, where they passed qualifications in China in fiscal 2014. They continue to focus on the LTE market in China and they are seeing more OEM partners start recent 4G LTE smart phone, tablet and mobile broadband device projects with their chipsets. They are also expanding into multiple geographies. In North America, they became fully certified for voice and data at AT&T in fiscal 2014. Most recently, they achieved another Important milestone with the completion of LTE certification at Verizon. They are on track to powering more multimode LTE devices from leading OEMS for deployment around the world later this year. However, they anticipate increased competition in LTE later this year, as multiple competitors will near to production with their devices. In addition to competing for design wins and unit sales, this increased competition could drive pricing lower. Their 3G unified platform is quiet in production at multiple top tier OEMs. In addition to their dual-core devices, their quad-core platform is also in production with leading OEM customers who fill introduced multiple quad-core smartphone models targeting the mass-market segments for both WCDMA and TD-SCDMA.

    In the wireless connectivity market, they experienced growth in the gaming market where their wireless connectivity solutions are being used in recent game consoles that were launched for the past holiday season. They anticipate wireless connectivity and other advanced features in these recent game consoles to back drive growth for us this year in this industry. In the smart phone market, they continue to fill on-going 100% attach rates on their recent mobile platforms for their connectivity solutions with their 3G and 4G mobile platforms. They are seeing recent opportunities for their connectivity solutions across multiple market segments. They are also seeing increased momentum for both their 1x1 and their 2x2 combo solutions in mobile computing, dongles, set-top boxes and home automation. Their WiFi and Zigbee devices are gaining strong adoption in recent IoT-type devices, home automation and smart lighting applications, and they anticipate volume to ramp up later this year. Their connectivity products fill superior RF performance which helps accelerate customer on-boarding and reduce their time-to-market.

    Table of Contents

    In the networking market, they experienced softer than expected exact in the first quarter of fiscal 2015 from some of their enterprise networking customers due to a weaker market overall. Since they announced their first 28nm network processor and traffic management solutions with their Xelerated AX and HX family of products targeting the infrastructure market, they fill engaged with Tier-1 customers on these recent high-performance products for their next generation networking equipment. They continue to gain momentum in closing design-wins and driving recent opportunities with their latest family of network processing solutions.

    Our cost of goods sold as a percentage of net revenue for the three months ended May 3, 2014 was higher compared to both the three months ended February 1, 2014 and May 4, 2013. As they expand their presence and grow revenue in the mobile and wireless conclude markets, they anticipate their uncouth margin to pan downward pressure, as these conclude markets generally fill lower unprejudiced uncouth margins than the comfort of their business. However, they anticipate this growth will result in improvement to total uncouth margin dollars and operating profit. In addition, they are focused on efforts to improve both aspects of their uncouth profit, including through cost improvement and pricing.

    Our monetary position is strong and they continue to generate significant positive cash flows. Their cash, cash equivalents and short-term investments were $2.1 billion at May 3, 2014 and they generated cash rush from operations of $235.1 million through the first quarter of fiscal 2015. They paid a cash dividend of $0.06 per participate for a total of $30.2 million during the first quarter of fiscal 2015 and they recently announced a dividend of $0.06 per participate to subsist paid during the second quarter of fiscal 2015.

    We are currently involved in a patent litigation action with Carnegie Mellon University ("CMU") (See "Risk Factors" under Part II, detail 1A of this Quarterly Report on form 10-Q and "Note 10 - Commitments and Contingencies" in the Notes to Unaudited Condensed Consolidated monetary Statements for a further discussion of the risks associated with this matter and other patent litigation matters). A jury has awarded past damages of $1.17 billion, and the Court calculated damages, including enhancement, to total approximately $1.54 billion. The Court also held that CMU is entitled to post judgment interest and an on-going royalty. Based on the royalty rate assessed by the District Court, such additional royalties through May 3, 2014 would subsist approximately $250 million. On May 7, 2014, the District Court entered final judgment and on May 14, 2014, they filed a notice of appeal and posted a bond to wait execution of judgment pending the appeal. They strongly believe that they accomplish not infringe on the methods described in the CMU patents and that their products spend their own internally developed patented read channel technology.

    Table of Contents

    The following table sets forth information derived from their unaudited condensed consolidated statements of operations expressed as a percentage of net revenue:

    Three Months Ended May 3, May 4, 2014 2013 Net revenue 100.0 % 100.0 % Operating costs and expenses: Cost of goods sold 51.6 45.7 Research and progress 30.8 38.0 Selling and marketing 4.0 5.4 common and administrative 3.2 3.6 Amortization and write-off of acquired intangible assets 0.7 1.5 Total operating costs and expenses 90.3 94.2 Operating income 9.7 5.8 Interest and other income, net 0.2 0.4 Income before income taxes 9.9 6.2 capitalize for income taxes (0.5 ) (1.0 ) Net income 10.4 % 7.2 %

    Three months ended May 3, 2014 and May 4, 2013

    Net Revenue

    Three Months Ended May 3, May 4, % 2014 2013 Change (in thousands, except percentage) Net revenue $ 957,830 $ 734,369 30.4 %

    Net revenue for the three months ended May 3, 2014 increased by $223.5 million compared to the three months ended May 4, 2013. The multiply in net revenue during the three months ended May 3, 2014 was led by sales of their mobile and wireless products where they saw strong growth from multiple Tier-1 customers who fill launched their 4G LTE smart phones in China based on their solutions. Sales of their 3G products in the three months ended May 3, 2014 were also higher compared to the three months ended May 4, 2013. In their storage market, they saw higher HDD revenue, which was mostly driven by continued growth for their 500 gigabyte per platter products and increased exact for enterprise drives at a top North America based HDD customer. In addition, revenue for SSD controllers increased significantly compared to the prior year.

    We currently anticipate overall net revenue for the three months ending August 2, 2014 to subsist in the range of $940 million to $980 million. At the midpoint of this range, they anticipate revenue from utter of their conclude markets to subsist relatively flat compared the three months ended May 3, 2014.

    Historically, a relatively minuscule number of customers fill accounted for a significant portion of their net revenue. They had two conclude customers who each represented greater than 10% of their total net revenue for the three months ended May 3, 2014 and May 4, 2013, respectively. Net revenue from one of these two customers for the three months ended May 3, 2014 and May 4, 2013 was 19% and 28% of total net revenue, respectively. Net revenue from the other customer for the three months ended May 3, 2014 and May 4, 2013 was 11% of total net revenue for each fiscal year. They also had one distributor who represented 10% of their net revenue for the three months ended May 3, 2014. No distributors accounted for more than 10% of their net revenue for the three months ended May 4, 2013. They anticipate to continue to suffer similar customer concentration in future periods.

    Most of their sales are expected to continue to subsist made to customers located outside of the United States, primarily in Asia. Sales to customers located in Asia represented 95% of their net revenue for the three months ended May 3, 2014 compared to 93% of their net revenue for the three months ended May 4, 2013. Because many manufacturers and manufacturing subcontractors of their customers are located in Asia, they anticipate that most of their net revenue will continue to subsist represented by sales to their customers in that region.

    Table of Contents

    Cost of Goods Sold Three Months Ended May 3, May 4, % 2014 2013 Change (in thousands, except percentage) Cost of goods sold $ 493,860 $ 335,438 47.2 % % of net revenue 51.6 % 45.7 %

    Cost of goods sold as a percentage of net revenue was higher for the three months ended May 3, 2014 compared to the three months ended May 4, 2013 due to a shift in the mix of their revenue towards their mobile and wireless products which fill a higher unprejudiced cost of goods sold as a percentage of revenue. In addition, they had higher inventory write-downs and increased royalty expense. Their cost of goods sold as a percentage of net revenue may fluctuate in future periods due to, among other things, changes in the mix of products sold; the timing of production ramps of recent products; increased pricing pressures from their customers and competitors, particularly in the consumer product markets that they are targeting; charges for obsolete or potentially excess inventory; changes in the costs charged by their foundry; assembly and test subcontractors; product warranty costs; changes in commodity prices such as gold; and the margin profiles of their recent product introductions.

    We currently anticipate cost of goods sold as a percentage of net revenue for the three months ending August 2, 2014 to subsist slightly higher compared to the three months ended May 3, 2014.

    Share-Based Compensation Expense Three Months Ended May 3, May 4, 2014 2013 (in thousands) Cost of goods sold $ 2,299 $ 1,867 Research and progress 20,368 23,279 Selling and marketing 2,928 3,392 common and administrative 4,374 4,975 $ 29,969 $ 33,513

    Share-based compensation expense decreased by $3.5 million for the three months ended May 3, 2014 compared to the three months ended May 4, 2013. The lessen was primarily due to the reversal of previously recognized expense associated with unvested equity awards that were cancelled as a result of the resignation in February 2014 of their Chief Technology Officer, combined with lower expense related to the employee stock purchase plan.

    Research and progress Three Months Ended May 3, May 4, % 2014 2013 Change (in thousands, except percentage) Research and progress $ 295,363 $ 279,052 5.8 % % of net revenue 30.8 % 38.0 %

    Research and progress expense increased by $16.3 million for the three months ended May 3, 2014 compared to the three months ended May 4, 2013. This multiply was primarily attributable to $22.7 million of higher personnel-related costs associated with recent employees hired during the quarter to champion recent designs and an multiply in unprejudiced employee compensation. In addition, there was $4.7 million of restructuring and other exit-related costs included in research and progress expenses, which is further described in the restructuring section of Management's Discussion and Analysis of monetary Condition and Results of Operations. These increases were offset by $14.9 million of higher reimbursements for non-recurring engineering services from their customers.

    Selling and Marketing Three Months Ended May 3, May 4, % 2014 2013 Change (in thousands, except percentage) Selling and marketing $ 38,358 $ 39,989 (4.1 )% % of net revenue 4.0 % 5.4 %

    Table of Contents

    Selling and marketing expense decreased by $1.6 million for the three months ended May 3, 2014 compared to the three months ended May 4, 2013. The lessen was primarily attributable to a $1.1 million lessen in expenses for marketing communication activities as a result of their efforts to control discretionary spending.

    General and Administrative Three Months Ended May 3, May 4, % 2014 2013 Change (in thousands, except percentage) common and administrative $ 30,573 $ 26,323 16.1 % % of net revenue 3.2 % 3.6 %

    General and administrative expense increased by $4.3 million for the three months ended May 3, 2014 compared to the three months ended May 4, 2013. This multiply was due primarily to a $4.0 million multiply in legal expenses for . . .

    Jun 05, 2014

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