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920-330 Communication Server 1000 Rls.5.0 IP Networking Design

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920-330 exam Dumps Source : Communication Server 1000 Rls.5.0 IP Networking Design

Test Code : 920-330
Test appellation : Communication Server 1000 Rls.5.0 IP Networking Design
Vendor appellation : Nortel
: 60 real Questions

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Nortel Nortel Communication Server 1000

Nortel Builds on its Unified Communications imaginative and prescient, options Portfolio | killexams.com real Questions and Pass4sure dumps

Nortel

NYSE : NTTSX : NT

Nortel

March 05, 2007 09:02 ET

CEO Mike Zafirovski Outlines Nortel UC vision at VoiceCon 2007

ORLANDO, FLORIDA--(CCNMatthews - March 5, 2007) - At VoiceCon Spring 2007 this week, Nortel(1) (TSX:NT)(NYSE:NT) is outlining its imaginative and prescient for unified communications (UC) and unveiling novel options designed to supply companies with fundamental and liable tips on how to carry voice, video and statistics over IP and permit superior unified communications.

Nortel President and CEO Mike Zafirovski should breathe a keynote speaker on Tuesday, and should discuss how unified communications solutions and converged applications are poised to radically change industry communications.

"Unified communications basically adjustments the manner corporations talk, simplifying the deluge of communications with a single, seamless interface," observed Zafirovski. "Nortel and their partners are working to create a UC event that makes people more productive and responsive, with a loaded communications journey in the office or on the go."

Nortel's unified communications vision makes a speciality of providing solutions that align to the company ambiance the industry makes spend of today. These solutions allow clients to undergo streamlined communications within their company utility whereas leveraging their existing IT investments - truly UC your manner.

As fraction of its increasing unified communications portfolio, Nortel is introducing a yoke of novel options that bring a richer set of UC tools whereas guaranteeing the resiliency of the communications community.

Nortel's cornerstone IP Telephony answer, the verbal exchange Server (CS) one thousand will bring novel capabilities and enhancements to additional fortify this leading VoIP platform. a brand novel unencumber of CS 1000 will give better reliability and redundancy, more desirable community and voice call protection and novel E911 capabilities, every single aimed at making certain companies can depend on their community for primary communications wants. via deliberate interoperability with Microsoft office Communications Server 2007, this novel unlock will carry unified communications capabilities as fraction of the inventive Communications Alliance roadmap.

the brand novel CS 1000 architecture will extend its cheer for open requirements, with support for an open operating system and birth on industrial off-the-shelf (COTS) hardware from IBM and other suppliers, to improve deployment flexibility and manageability of the network. significant simplification of the portfolio features and pricing bundles will get it easier for partners and resellers to quote and sell. This novel release is planned for availability in 2Q07.

moreover today Nortel announced the well-known availability of a brand novel release of the award-profitable Multimedia communication Server (MCS) 5100. This novel liberate improves productivity with the aid of proposing users with tight integration of telephony and multimedia functions inside IBM Lotus Notes. It furthermore elements a yoke of huge enhancements, including more advantageous and simplified collaboration capabilities that permit a replete range of voice, video, conferencing, electronic mail, IM and presence capabilities on the click on of a mouse, along with superior mobility capabilities that deliver a prosperous communications undergo for mobile workers. the brand novel MCS 5100 unencumber furthermore introduces assist for brand novel SIP-based IP phones improving usability and flexibility and improves the overall protection, reliability, manageability and scalability of the core platform, which now operates on IBM servers with a Linux working gadget.

Nortel is furthermore introducing Unified Messaging (UM) 2000, a feature-rich, carrier-grade retort aiding as much as a million clients that allows for voicemail, fax and electronic mail to breathe accessed together through regular e-mail functions and integrates with Microsoft's energetic directory®. UM 2000 is standards-based in order that it may possibly operate in a multivendor voice network, and is centered to world organizations as well as carriers that present their consumers unified messaging options.

To aid organizations installation UC-optimized networks, Nortel is additionally unveiling converged facts networking enhancements to its North American advertising and marketing campaigns, which build on the a hit IPT 1-2-three shove launched last year. These crusade enhancements consist of companion tools, focused require generation actions, pre-engineered statistics programs, and optional services that get it simpler and extra not pricey for licensed channel companions to deploy a LAN that supports shoppers' VoIP and UC needs.

These records programs and services can furthermore breathe quoted beginning in April 2007 and encompass options to enable the whole deployment of energy over Ethernet, VoIP-Optimized cozy Routing for WAN access, and WLAN for mobility and optional renovation, setting up and technical support capabilities. Nortel's North American crusade furthermore comprises promotion and incentive classes attainable these days through licensed Nortel channel partners for organizations who're customizing their network for unified communications.

About Nortel

Nortel is a recognized leader in supplying communications capabilities that get the engage of industry Made elementary a reality for their shoppers. Their subsequent-technology applied sciences, for each carrier issuer and enterprise networks, support multimedia and company-essential applications. Nortel's applied sciences are designed to aid eradicate trendy limitations to effectivity, speed and efficiency by simplifying networks and connecting people to the suggestions they need, after they need it. Nortel does industry in additional than a hundred and fifty nations everywhere. For more assistance, discuss with Nortel on the web at www.nortel.com. For the newest Nortel news, consult with www.nortel.com/news.

certain statements during this press unencumber may additionally involve words equivalent to "may", "expects", "might also", "anticipates", "believes", "intends", "estimates", "goals", "envisions", "seeks" and different an identical language and are regarded forward-searching statements or counsel below applicable securities legislations. These statements are in accordance with Nortel's existing expectations, estimates, forecasts and projections in regards to the operating environment, economies and markets in which Nortel operates. These statements are bailiwick to vital assumptions, dangers and uncertainties, that are complicated to forecast and the genuine outcomes may well breathe materially distinctive. additional, exact outcomes or hobbies could vary materially from those contemplated in ahead-searching statements as a result of prerogative here(i) dangers and uncertainties relating to Nortel's restatements and connected matters including: Nortel's most recent restatement and two previous restatements of its monetary statements and connected movements; the negative influence on Nortel and NNL of their most contemporary restatement and slow in submitting their fiscal statements and linked sporadic reviews; prison judgments, fines, penalties or settlements, or any mammoth regulatory fines or other penalties or sanctions, involving the ongoing regulatory and criminal investigations of Nortel in the U.S. and Canada; any broad pending civil litigation moves now not encompassed by way of Nortel's proposed category action contract; any huge money payment and/or giant dilution of Nortel's latest fairness positions resulting from the approval of its proposed classification motion agreement; any unsuccessful remediation of Nortel's cloth weaknesses in interior manage over fiscal reporting leading to an inability to record Nortel's results of operations and financial circumstance precisely and in a well timed manner; the time required to implement Nortel's remedial measures; Nortel's inability to access, in its existing form, its shelf registration filed with the united states Securities and alternate fee (SEC), and Nortel's beneath investment grade credit standing and any further opposed repercussion on its credit standing because of Nortel's restatements of its monetary statements; any opposed Have an sequel on on Nortel's industry and market rate of its publicly traded securities arising from carrying on with indigent publicity involving Nortel's restatements; Nortel's handicap need of aptitude to appeal to or retain the personnel essential to achieve its company aims; any transgression by Nortel of the endured record necessities of the NYSE or TSX causing the NYSE and/or the TSX to start suspension or delisting strategies;(ii) hazards and uncertainties regarding Nortel's enterprise together with: yearly and quarterly fluctuations of Nortel's working outcomes; decreased require and pricing pressures for its products as a result of world financial conditions, giant competitors, aggressive pricing practice, cautious capital spending with the aid of valued clientele, expanded industry consolidation, hastily changing applied sciences, evolving industry requisites, universal novel product introductions and short product actuality cycles, and different tendencies and trade features affecting the telecommunications industry; the sufficiency of these days announced restructuring moves, including the capabilities for better exact fees to breathe incurred in reference to these restructuring actions compared to the estimated fees of such movements and the capability to obtain the targeted can imbue savings and reductions of Nortel's unfunded pension legal responsibility deficit; any material and hostile affects on Nortel's performance if its expectations concerning market require for particular products interpret to breathe incorrect or as a result of obvious limitations in its efforts to expand internationally; any reduction in Nortel's working effects and any linked volatility available in the market expense of its publicly traded securities arising from any decline in its uncouth margin, or fluctuations in strange forex change quotes; any unfavorable developments linked to Nortel's give shrink and shrink manufacturing agreements together with because of the usage of a sole enterprise for key optical networking solutions add-ons, and any defects or mistakes in Nortel's latest or deliberate products; any negative strike to Nortel of its failure to achieve its enterprise transformation aim; extra valuation allowances for every single or a component of its deferred tax assets; Nortel's failure to give protection to its highbrow property rights, or any adverse judgments or settlements arising out of disputes concerning intellectual property; alterations in legislation of the cyber web and/or different points of the industry; Nortel's failure to correctly duty or integrate its strategic acquisitions, or failure to consummate or breathe successful with its strategic alliances; any terrible repercussion of Nortel's failure to adapt adequately its financial and managerial manipulate and reporting methods and processes, manage and grow its business, or create a fantastic possibility management method; and(iii) dangers and uncertainties concerning Nortel's liquidity, financing arrangements and capital together with: the influence of Nortel's most recent restatement and two outdated restatements of its fiscal statements; any inability of Nortel to control money stream fluctuations to fund working capital necessities or achieve its industry aims in a well timed manner or acquire extra sources of funding; unreasonable stages of debt, boundaries on Nortel capitalizing on company alternatives because of steer facility covenants, or on obtaining further secured debt pursuant to the provisions of indentures governing certain of Nortel's public debt concerns and the provisions of its aid facility; any augment of limited money requirements for Nortel whether it is unable to relaxed option cheer for tasks coming up from certain typical course enterprise actions, or any need of aptitude of Nortel's subsidiaries to deliver it with enough funding; any indigent sequel to Nortel of the deserve to get greater defined capitalize plans contributions sooner or later or publicity to consumer credit risks or need of aptitude of consumers to meet cost duties under consumer financing preparations; any negative repercussion on Nortel's capacity to get future acquisitions, boost capital, vicissitude debt and withhold personnel arising from inventory rate volatility and extra declines in the market cost of Nortel's publicly traded securities, or the percentage consolidation leading to a subside total market capitalization or hostile repercussion on the liquidity of Nortel's confidential shares. For additional info with respect to obvious of those and other components, notice Nortel's Annual report on Form10-okay/A, Quarterly reviews on configuration 10-Q and different securities filings with the SEC. unless otherwise required with the aid of applicable securities legal guidelines, Nortel disclaims any aim or responsibility to update or revise any forward-looking statements, no matter if on account of novel suggestions, future routine or otherwise.

(1)Nortel, the Nortel brand and the Globemark are logos of Nortel Networks.


Microsoft software to vigor Nortel Telecom Servers | killexams.com real Questions and Pass4sure dumps

it could possibly were one of the longest skits ever to breathe delivered from the legendary studios of Saturday nighttime live -- NBC Studio 8H at 30 Rockefeller Plaza -- before in fact coming to the punch line. but at last Microsoft CEO Steve Ballmer, together with the president/CEO of telecom server issuer Nortel, Mike Zafirovski, announced the subsequent phase of their collaboration, which every single started formally in June of closing year.

Their mission is to combine home windows, office, exchange, and visible Studio -- every single 4 pillars of Microsoft -- into the subsequent round of Nortel server hardware on Intel platforms. The smaller Nortel Communications Server a thousand will breathe built-in with the novel Unified Messaging version of trade Server, for birth in the 2d quarter of this year; greater excessive-end fashions with multimedia conferencing capabilities on-board will breathe delivered within the fourth quarter.

however what does this mean? Microsoft's demo -- simplest a bit of upgraded from ultimate yr -- offers their most suitable and deepest glimpse into the businesses' joint plans. in short, Microsoft plans to install yet an extra speedy messaging platform: office Communicator, whose initials Microsoft and Nortel are the usage of to characterize the notebook as a communications equipment in diagrams.

beneath the brand novel scheme, a user can utilize his OC to direct a message to anyone who has an identification in energetic listing. So in case you've acquired an e-mail message from someone, you could reply the usage of IM (the console of the OC) or using the cellphone; and in this latter case, the telephone becomes a configuration of Nortel peripheral gadget. the usage of voice commands given to the audio "interface" of Microsoft change, that you could Have the phone gadget reply with a voice message, an IM message (transformed to text after which sent) or with an e-mail.

in a similar way, the consumer's OC may furthermore breathe used to redirect call-forwarding, in order that any individual placing a traditional cellphone call can reach the requisite party on his OC, or conceivably via his alternate proxy, that could select a message and ahead it to his e-mail. There it can furthermore breathe replayed as an audio tune, or conceivably translated to textual content.

It isn't a particularly novel idea, however what distinguishes this certain method to the vicissitude is that Microsoft's office utility is so ubiquitous in industry today that the mixing of point-of-presence in applications may well breathe simply tempting sufficient to rep companies to correspond with Nortel.

As Zafirovski took the helm of Nortel remaining yr, its market share in voice-over-IP become declining via a fee of 12% per year, by Merrill Lynch estimates. It turned into a far-off third in market share in core routers in the back of Cisco and Juniper Networks, although it became first in fiberoptic networking switches and gateways. still, Zafirovski - hired faraway from Motorola - described the start of his mission as the equivalent of standing at ground zero.

His strategy, as anticipated, was transformational: He desires to rep Nortel out of markets the spot it would not compete, by means of introducing communications servers this 12 months so one can combine functionality from typical arm exchanges - where the company's market share is lagging - while conserving its ground in leading-part applied sciences. His concept: promote organizations on the thought of replacing musty PBXes with x86 structure servers.

Microsoft is helping Zafirovski to get that case. In so doing, it breathe leveraging its complete company portfolio, although it aptitude floating some wild concepts, comparable to implying the presence of a latent market among developers to create custom toolbar purposes for PowerPoint and other workplace 2007 functions, that utilize element-of-presence alerts from Microsoft trade UM running on Nortel servers. Ballmer calls this a "line-of-company" utility, and some Have likened the thought to one more benign of line, although with a bit of ingenuity -- coupled with a truckload of sorely missing practicality -- the concept simply may work.

"individuals Have PBXes, americans Have audio-conferencing methods or solutions that they buy, video-conferencing options, electronic mail - hopefully every single Microsoft change - speedy messaging solutions, and these are every single islands - the manner you rep provisioned, the way you check in, your username, your tackle, the manner you learn someone," noted Ballmer prerogative through his speech these days.

"how many messages will they depart, on commonplace, in numerous locations for someone?...You could teach it breathe a very livable world; every single of us execute are animate in it, definitely, every day. That does not get it the finest they are able to execute - the top-rated for the conclusion-user, not to mention for the IT arm or for the individuals who're establishing company functions."

"you might breathe going to breathe capable of give your clients a magnificent, single journey for instant messaging, presence, and naturally, conferencing," Zafirovski clarified.

Ballmer painted a broad photograph, the usage of some fuzzy brushstrokes, of an developed telecommunications infrastructure for every single humanity, beginning this year with a circulation to an "integrated" communications structure. here, clients breathe trained to operate smarter communications shoppers, and Microsoft would vigor the software for those valued clientele. This integration will tie every thing together, including the mobilephone, during those years in which it is never purposeful for places of work to accept as ethical with casting off the mobilephone altogether for the OC.

however through 2010, a brand novel phase would start, driven through person require to enter what Ballmer describes because the "changed" fraction of communications, the spot one of the varied devices they spend common delivery to plunge out of sight via attrition, enjoy a vestigial sixth toe. furthermore during this phase, the lower back-ends and servers delivery to peer extra integration, employing a product Zafirovski outlined referred to as the Unified Communications built-in branch. feel of this as an exchange-embedded PBX alternative, supplied by using Nortel.

"for a lot of, a long time, both organizations Have truly been in the industry of communications. Nortel, quite absolutely, has been generally in the 'telecom enterprise,' because it's familiar," defined Ballmer, making small "quote-unquotes" in the air, "and Microsoft has been within the industry of assisting people writer, transmit, email, and other assistance, and in a way, it became inevitable - americans Have observed it for years - that you'd beginning to peer a convergence of communications."


Microsoft and Nortel existing Alliance Roadmap | killexams.com real Questions and Pass4sure dumps

news

Microsoft and Nortel existing Alliance Roadmap Six months after announcing a telecommunications alliance, Microsoft and Nortel this week introduced some early outcomes of their efforts and outlined a roadmap for future projects.

the two groups first introduced their collaboration closing summer.

The street map comprises three novel joint solutions “to dramatically enrich enterprise communications by way of breaking down the limitations between voice, electronic mail, speedy messaging, multimedia conferencing and other sorts of verbal exchange,” in accordance with a press release through both enterprises.

additionally included in the announcement are 11 novel implementation features from Nortel and the cavity of greater than 20 joint demonstration centers the spot purchasers can adventure the technology, the commentary persisted.

moreover, both companies pointed out they Have signed agreements with dozens of purchasers, and Have developed a “pipeline of lots of of prospects who wish to realize the benefits of unified communications.”

From Microsoft's perspective, it is every single fraction of the company's lengthy-time term play to merge every single kinds of communications and messaging prerogative into a single framework. A yr in the past, the enterprise announced that it changed into merging its trade Server community with its actual-Time Collaboration (RTC) neighborhood, and that it had begun to deem of both applied sciences comprising a "platform."

the novel community turned into named the Unified Communications community (UCG) and resides in Microsoft's company Division. The thought for the novel group emanated from a imaginative and prescient of adding continuity to a myriad of communications devices, applied sciences and modes -- from e-mail and instant messaging to Voice over information superhighway Protocol (VoIP), audio/video and net conferencing -- in a unified method.

The three novel joint solutions introduced by the alliance this week are named Unified Communications integrated department, Unified Messaging, and Conferencing.

When it is purchasable within the fourth quarter, UC built-in department will contain Nortel and Microsoft know-how on a single piece of hardware that gives you VoIP and unified communications in far off workplaces.

Coming a small bit past within the 2d quarter, Unified Messaging will goal to simplify consumer deployments, endemic session initiation protocol (SIP) interoperability between the Nortel verbal exchange Server a thousand and Microsoft exchange Server 2007. The solution includes Nortel skilled functions for design, deployment and guide.

also coming in the fourth quarter, Conferencing will prolong Nortel Multimedia Conferencing to Microsoft office Communicator 2007. It goals to deliver a single client event constant across purposes akin to voice, instant messaging, presence, and audio- and videoconferencing.

This year, the companies furthermore blueprint to extend their latest unified communications solution — a unified computing device and smooth phone for VoIP, e-mail, quick messaging and presence — to the Nortel communique Server 2100, a service-grade commercial enterprise telephony product assisting as much as 200,000 clients on a single system, in line with company statements.

As for the highway map, both organizations Have equipped greater than 20 joint demonstration facilities in North the us, Europe and Asia, with more than a hundred further centers scheduled to open by means of midyear.

Nortel has furthermore introduced eleven core integration functions to assist valued clientele build, deploy and aid joint unified communications solutions, together with conclusion-to-end venture administration. Nortel claims it has already proficient more than 2,200 VoIP consultants to deliver these features and should add greater as deployment ramps up.

concerning the writer

Stuart J. Johnston has coated know-how, especially Microsoft, on the grounds that February 1988 for InfoWorld, Computerworld, assistance Week, and laptop World, as well as for enterprise Developer, XML & web services, and .web magazines.


920-330 Communication Server 1000 Rls.5.0 IP Networking Design

Study steer Prepared by Killexams.com Nortel Dumps Experts


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: 60 real Questions

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Asynchronous Communication — Methods and Strategies | killexams.com real questions and Pass4sure dumps

Asynchronous communication is a widely-used communication method between different processes and systems. In an asynchronous communication, the client sends a request to the server (which requires lengthy processing) and receives a delivery acknowledgment prerogative away. Different from the synchronous communication, this response does not Have the required information, yet.

After the client receives the acknowledgment, it continues to execute its other tasks, assuming it will eventually breathe notified when the required information is ready on the server side.

The biggest capitalize of asynchronous communication is the increased performance. Since the client does not obscure its valuable CPU cycles just for waiting, it can deliver more within the very timeframe. Increased decoupling between the client-server interaction will furthermore lead to better scalability.

We notice asynchronous communication patterns everywhere. Here are some examples:

  • A “Design and Assign” request is submitted to the Inventory Management Application, from the Order Management Application.
  • A “full dump” is requested from an Inventory Management Application.
  • Monitoring Application sends 1000 SMS’s to the service impacted customers via an SMS Gateway.
  • Examples can breathe multiplied, but the principle is the same: Notify the caller when the lengthy process is finished, and the information can breathe consumed.

    There are three methods to implement an asynchronous communication:

  • Asynchronous Callbacks
  • Using Pub-Sub messaging using a Message Broker (or MoM)
  • Polling for State Changes
  • In this article, they will intricate these methods and some strategies that can get them effective.

    Method 1: Asynchronous Callback

    In an asynchronous callback mechanism, following steps occur:

  • The client authenticates to the server.

  • The client calls the server operation. (Web service, RPC, Local method call, etc.)

  • The client furthermore subscribes with its “callback endpoint address” to the server. (explained below)

  • The server acknowledges the receipt of the request synchronously.

  • Client waits for the reply from another pre-defined channel (A Servlet, PHP page, Local handle, etc.)

  • Server finishes the required work and notifies the client from the channel.

  • The client fetches the information and processes it.

  • Method 2: Broker-based Publish/Subscribe

    In this method, a “topic” is created to enable the Client-Server communication. The steps are similar to Asynchronous Callback, but here, the medium differs. The server never notifies the client directly. It does this through a buffer, which is the Broker.

  • The client authenticates to the server.

  • The client calls the server operation. (Web service, RPC, Local method call, etc.)

  • The client subscribes to the broker and starts listening to the topic from a different thread.

  • Server finishes the required work and publishes a message to the topic.

  • The client fetches the information and processes it.

  • Since they rely on a different broker component that will execute the mediation between the systems, they should Have a solid understanding of the inner workings of that broker. Features enjoy message durability, TTLs, and routings need to breathe elaborated thoroughly.

    Method 3: Polling

    Polling should breathe the least preferred method from the performance and scalability point of view as it puts extra strain on both client and server side. However, in some conditions, (especially when you Have no control over the legacy server application’s code or repository), you may breathe forced to implement it. Here are the typical steps of polling:

  • The client authenticates to the server.

  • The client calls the server operation. (Web service, RPC, Local method call, etc.)

  • Server acknowledges the receipt of the request synchronously. Server puts the request in its database or exposes its state via an external service (such as web service)

  • Every X seconds, client polls the state of the request by connecting to the repository or the exposed interface.

  • If request’s state transitions to “ready”, the client fetches the information and processes it.

  • There are certain strategies you need to reckon while designing asynchronous communication architectures.

    Key Strategy

    The participants should breathe able to uniquely identify each request. That is to say, if the client asks the server to dump its database to an FTP server, the server should recrudesce its acknowledgment with a key that identifies this individual request.

    The client can, then, wait for this particular key in its listening channel and correlate the incoming notification to the original request. Ideally, this key should breathe generated by the server. However, in some situations (cloud trailing requirement or legacy application involvement), the client provides a unique key attached to the request. It is then the server’s responsibility to respond back with the very key when the callback time comes. The drawback to this second approach is key collisions. If a separate client furthermore provides the very key at the very time, the server will need to reject the request.

    Broker-based Publish/Subscribe method normally uses one shared topic for every single clients. Key Strategy becomes extremely primary especially when this method is chosen.

    Retry Strategy

    Imagine you are implementing the callback approach with an external URL. The remote client has passed the request, got its acknowledgment and waiting for the callback event to breathe delivered. What if the clients’ endpoint is not available at that instant due to some reason? (Network outage, rebooting due to patch deployment, etc.)

    If the server simply ignores this callback, when the client comes back up, it will never receive the callback. Therefore the request will never breathe fulfilled; client resources would breathe unnecessarily consumed.

    To avoid this situation, Server should implement retries. It should retry the callback multiple times, waiting for fixed/increasing intervals in between. If the remote fraction never comes alive, then the callback message can breathe sequel in a repository that can breathe “re-played” manually by the support personnel.

    With the broker approach, retry strategy can breathe even more challenging. There is a sunless side of the publish/subscribe model. When you publish a message, it will breathe delivered to every single of the subscribers. If the subscriber is not listening at that instant though, the message is lost! There are some workarounds to avoid this situation, such as durable application server topics, attached queues, or some tools enjoy Apache Kafka. delight note that these workarounds can foster with increased costs of maintainability, so feasibility studies should breathe performed before the rollout.

    Subscription Strategy

    Asynchronous Callback method requires a subscription strategy. The client should provide the server its address. For webhooks, this is a URL hosted on the client’s web server. For other cases, it could even breathe a hostname and port number.

    Rather than putting client URLs to a central database before the integration starts, they should implement a dynamic endpoint subscription methodology. The modern way to execute this is to provide a Restful web service endpoint which accepts a request id, URL, and a key. “request id,” comes from the initial synchronous request they made, which will breathe used as the correlation key. “URL” is the client’s callback address. “key” is the password that should breathe passed to the client along with the URL callback.

    Before the callback happens, the server can glance up a “request id” from a lookup table (fed previously by a subscription) and find out the endpoint address to call. If this is a one-off request/response pair, the lookup row can breathe deleted from the repository on the spot.

    Payload Strategy

    Generated response on the server side can portray any information. It can breathe a ten digit number or a ten terabyte file. Payload strategies depict how this information is passed to the client side.The payload can breathe directly passed inside the asynchronous notification itself. If the size is expressed in kilobytes, they can pass the information along to the callback. If this is not the case, the pointer to the file should breathe passed in the notification. If the information is captured in a, say, ten terabyte file, a file name, and an FTP server IP address can breathe passed within the notification. It would breathe then the client’s responsibility to fade ahead and fetch that file.

    Designing asynchronous systems require observant design. The first question they need to query ourselves is “Will it breathe more feasible to execute this synchronously?”. If the non-functional requirements allow, they should stick to the synchronous way of doing things. If you finish up deciding the asynchronous path though, methodologies and strategies that are mentioned in this article can get your journey smoother.

    Topics:

    performance ,asynchronous communication ,asynchronous ,asynchronous programming ,asynchronous methods


    Sonus Delivers Enhanced Investment Protection for Microsoft® Lync® Enterprise Voice and Real-Time Communications | killexams.com real questions and Pass4sure dumps

    WESTFORD, Mass.--(BUSINESS WIRE)--Sonus Networks, Inc. (Nasdaq: SONS), a global leader in SIP communications, today introduced novel software and hardware enhancements to the Sonus SBC 1000 and SBC 2000 Session verge Controllers (SBCs) which provide customers greater investment protection by enabling increased session and port capacity in a quick, simple manner. With the continued rapid growth of novel real-time communications applications such as Microsoft Lync Enterprise Voice, there is a corresponding require for more session throughput in customer deployments. Today’s announcement simplifies how enterprises – and the resellers who support them – can scale session capacity to meet the needs of Voice over Internet Protocol (VoIP), video and other latency-sensitive collaboration tools associated with Unified Communications (UC) deployments.

    With the introduction of Release 3.2, increased session and port capacity on the SBC 1000 and SBC 2000 can now breathe activated remotely with a license key, removing the need for technician-assisted installation of additional hardware. The elastic architecture of the SBC 1000 and SBC 2000 allows service providers, resellers and enterprises to quickly add capacity without the inconvenience of service disruption. Sonus is the only brand to offer such ease-of-use capability in a arm office SBC portfolio.

    As workplace communications increasingly select spot outside of formal office locations, Session Initiation Protocol (SIP)-based communications Have become foundational as companies strive to deliver the very capabilities regardless of where an employee works. SBCs serve a critical role in securing and enabling disparate technologies across service provider and enterprise networks to work together seamlessly so that Microsoft Lync and similar collaboration platforms can deliver real-time communications such as VoIP, video, presence, unified messaging, find me/follow me, virtual whiteboarding and document sharing. By integrating Sonus SBCs into real-time communications deployments, these powerful network devices protect, secure, simplify and standardize what otherwise would breathe very knotty SIP-based multimedia communications.

    By helping customers future-proof their networks without over- or under-subscribing to session or port capacity at the time of deployment, the novel configurations of the SBC 1000 and SBC 2000 address today’s dynamic industry environments. Customers can purchase the capacity they need today with assurance that increased session and port matter can breathe added in minutes, instead of hours or days, through the spend of a software license key. The expanded control over network growth empowers service providers and enterprises to simplify network design, reduce costs and more effectively deploy advanced real-time communications features.

    The Sonus SBC 1000 and SBC 2000 are integrated into the Sonus constituent Management System (EMS), delivering one common network management solution across the complete Sonus SBC product portfolio. This release amplifies EMS functionality on the SBC 1000 and SBC 2000 with support for network-wide provisioning, scheduled backup/restore and scheduled updates to cheer customers reduce operating costs, optimize investments and maximize network performance.

    Quotes:“Customers select The Via Group based on their aptitude to cheer them deploy and leverage technology in a way that makes their industry more productive. It is raining Lync upon us prerogative now, so anything they can execute that quickly scales their back-end operational efficiency and enables The Via Group to spend more time focused on adding value to a customer’s undergo versus simply managing technology is highly beneficial,” said Michael Cassady, director of operations, The Via Group. “The aptitude to remotely expand session and port capacity with the Sonus SBC 1000 and SBC 2000 makes these products a foundational constituent to real-time communications and large-scale, multi-site customer deployments.”

    “The days of reconfiguring SBCs with a truck-roll to accommodate growth of session or port capacity are a headache of the past. With the SBC 1000 and SBC 2000, increasing session or port capacity is as simple as downloading a license key,” said David Tipping, vice president and common manager, SBC Business, Sonus. “With Release 3.2 of the SBC 1000 and SBC 2000, service providers and resellers can meet customer require more rapidly, remove unneeded operational friction, and ensure investment protection on behalf of their customers.”

    Other Facts:

  • As a Microsoft Gold Communications Partner, the Sonus SBC portfolio spans from the arm to the network core. It is the only brand offering enterprises and service providers a complete end-to-end, Lync-qualified solution.
  • For consecutive years, Sonus has been positioned in the Leaders quadrant of the “Magic Quadrant for Session verge Controllers,” published October 21, 2013 by Gartner, Inc.
  • Sonus SBC solutions are Miercom Performance Verified and are deployed in many of the world’s mission-critical networks spanning finance, oil and gas, manufacturing, transportation, education, retail, healthcare and pharmaceutical markets.
  • Additional Resources:

  • Click here to download electronic copies of Sonus’ industry-leading reference guides: Lync Enterprise Voice for Dummies, SIP Trunking for Dummies, Session verge Controllers for Dummies and WebRTC for Dummies.
  • Click here to learn how Sonus realized productivity gains and significant recrudesce on investment (ROI) from its own Lync Enterprise Voice deployment.
  • View complete information about the Sonus SBC portfolio at www.sonus.net.
  • Tags/Keywords:Sonus Networks, SONS, Lync, real-time communications, Session verge Controllers, SBC, UC

    About Sonus Networks:Sonus helps the world's leading communications service providers and enterprises embrace the next generation of SIP-based solutions including VoIP, video and Unified Communications through secure, liable and scalable IP networks. With customers around the globe and 15 years of undergo transforming networks to IP, Sonus has enabled service providers and enterprises to capture and retain users and generate significant ROI. Sonus products involve session verge controllers, policy/routing servers, subscriber feature servers and media and signaling gateways. Sonus products are supported by a global services team with undergo in design, deployment and maintenance of some of the world's largest and most knotty IP networks. For more information, visit www.sonus.net or call 1-855-GO-SONUS.

    Important Information Regarding Forward-Looking Statements:The information in this release may contain certain forward-looking statements within the sense of the U.S. Private Securities Litigation Reform Act of 1995 regarding future events that involve risks and uncertainties. Although Sonus believes that its expectations are based on reasonable assumptions, readers are cautioned that these forward-looking statements are only predictions and are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict. every single statements other than statements of historical facts contained in this report are forward-looking statements. Their actual results may vary materially from those contemplated by the forward-looking statements. For further information regarding risks and uncertainties associated with Sonus' business, delight mention to the "Management's Discussion and Analysis of financial Condition and Results of Operations" and "Risk Factors" sections of Sonus' filings with the Securities and Exchange Commission. Any forward-looking statements portray Sonus' views only as of the date on which such statement is made, and should not breathe relied upon as representing Sonus' views as of any subsequent date. While Sonus may elect to update forward-looking statements at some point, Sonus specifically disclaims any duty to execute so, except as required by law.


    Marvell Technology Group Ltd. (MRVL) CEO Matt Murphy Hosts Investor Day Conference (Transcript) | killexams.com real questions and Pass4sure dumps

    Marvell Technology Group Ltd. (NASDAQ:MRVL) Investor Day Conference October 16, 2018 9:00 AM ET

    Executives

    Ashish Saran - VP, IR

    Matt Murphy - President and CEO

    Dan Christman - EVP of Storage Group

    Raghib Hussain - EVP and Chief Strategy Officer

    Tom Lagatta - EVP of Worldwide Sales and Marketing

    Jean Hu - CFO

    Analysts

    Ross Seymore - Deutsche Bank

    Blayne Curtis - Barclays Capital

    Karl Ackerman - Cowen & Company

    John Pitzer - Credit Suisse

    Vivek Arya - Bank of America Merrill Lynch

    Quinn Bolton - Needham & Company

    Ashish Saran

    Good morning, folks, and welcome to Marvell's 2018 Investor Day. For those who don't know me, my appellation is Ashish Saran; I'm the Vice President of Investor Relations at Marvell. I've been in the semi industry for over 20 years, which should get you question my sanity, but putting that aside, as some of you know, I recently joined Marvell. I was attracted by the very significant growth opportunities I notice in front of this company, especially with the addition of Cavium. I'm furthermore very pleased to notice a lot of confidential faces in the audience, so thank you everyone for taking time out of your diligent schedules and spending today morning with the Marvell team.

    As you can see, they Have a very informative day in front of us, so Matt is going to kick things off with an update on their strategic shift to infrastructure. Dan and Raghib are going to walk you through the nuts and bolts of their storage and networking businesses. Tom will entertain you with an update on their go-to-market strategy to drive growth. And as anyone who knows Tom can attest, "Entertain" is the prerogative word to spend in describing Tom's style. Jean will deliver the money slides, followed by a mp;A session which will finish the event.

    Now, before they start, I execute need to select you through their very exciting financial safety briefing. This presentation today will contain certain forward-looking statements which execute Have risks and uncertainties. They report these in their filings with the SEC. They will furthermore breathe mentioning certain non-GAAP financial measures, a reconciliation is at the finish of this presentation, and this presentation will breathe available on their Web site after today's event.

    Now that every single of you Have your seatbelts tightly fastened, we're going to kick things off with a short video, followed by Matt's presentation. Thank you.

    [VIDEO STARTS]

    The world today, it's more demanding than ever because it's more connected than ever. Manufacturers are more autonomous because they're more automated. Smart cities provide vital services thanks to tracking data and voice technology. A single car can learn how to drive safely, then share it with 10 million others. And soon, highly quick-witted 5G basis stations will connect to billions of users at breakneck speed. These emerging applications are powered by learning machines, where information is sent to the core for analysis, then back to the edge, flooding the global network with more traffic than rush hour in the rain.

    To withhold it flowing, the datacenter needs to withhold morphing, so much so that you can't expose where the core ends and the edge begins. The solution rests in the foundational technology here today. They understand; they helped build it. With decades of experience, the combined portfolios of Marvell and Cavium Have broadened their capabilities, made their core strengths even stronger, and transformed us into an infrastructure powerhouse. We've created seamless bandwidth connections between the core datacenter and the network edge, fitting entire computing systems on to a single microchip, increased storage density so companies can meet tomorrow's demands, not breathe surprised by them, and discovered ways to withhold data flowing swiftly and securely, through cables or through the air. The novel Marvell has its sights on tomorrow, not just to unearth what's next, but to get it available today.

    Marvell, they deem ahead, so their customers can too.

    [VIDEO ENDS]

    Matt Murphy

    Okay. well-behaved morning, everybody. It's noteworthy to notice every single of you here. So I think, first of all, this video says a lot about what's going on today. The state of technology and it's mind-blowing how much data is being created on a daily basis in the world. If you deem about it, most of this data today is being moved into the cloud, but more and more the data is actually being created at the edge where it needs to breathe processed and actioned. And Marvell is enabling the infrastructure that makes every single of this possible. So today I'm going to talk about the benign of company that we're creating, how far we've come, where we're going, and how we're doing since we've combined with Cavium. And I'm going to expose you how we're going to grow, which I'm sure is on everybody's minds here today.

    So first, let me interpret you how far we've foster from their last investor day, which was just six quarters ago, here in this room. So let me select you back, this was in March, 2017. For those of you that were here at the time, it was snowing outside. And this was their first ever investor day for the company. I had been on the job for about eight months, and they were just beginning Marvell's turnaround. We'd assembled a novel leadership team which they introduced everybody, and they told their story. And that sage started with the market opportunity, which was really fueled by the explosion of data and the need for bandwidth. They said they were shifting from consumer and mobile to cloud and infrastructure, with the depth of their IP and core capabilities really played to their strengths, and where they felt they could create the most value.

    We furthermore shared their plans at that time how they were going to refocus the company to build a long-term sustainable industry that could deliver well margins, cash flow; every single the things that you await from a top-tier semiconductor company. And I deem at that time they caught some of you off guard with their transparency. I recall during the mp;A, I deem it was Chris Roland, who I deem is in the play here, who said, "I'm still trying to design out what company this is. I notice the logo behind you, it says Marvell, so I guess I will just fade with that." So they did set some very high expectation for ourselves in that meeting. And I'm jubilant to report that the team has done a noteworthy job on delivering on their commitments.

    So let's start with revenue growth, the chart -- every chart here starts with Q1 '18, which was the quarter after they had their analyst day. You can notice that revenue since that time has been up into the right. They furthermore said at that time that they would achieve uncouth margins exceeding 60% exiting their fiscal '20. Really pleased that subsequent to the analyst day they managed to augment their uncouth margins every quarter. In the last reported quarter they had in Q2, they reached 63.5%, which was an all-time record for Marvell. And finally, they had committed to deliver 30% operating margins existing fiscal '20. And again in Q2, the last one they reported as a standalone company, they furthermore exceeded 30% OM, which was about six quarters ahead of schedule.

    So these were noteworthy results. We're very haughty of them. But they did not befall by accident. So let me talk now about how they race their business. So we've really established a very results-oriented culture inside the company. It's really based on data-driven decision-making and it reflects my core beliefs and values as a leader. They start by first aligning to the prerogative markets. They are focused on fewer things, but we're focused on doing those fewer things very well. They actually hold a portfolio review of every single of their businesses in the combined company. We've done three of these now since I've joined. The last one, more recently, was with Cavium. And so we've gone through now every industry in the combined company.

    We understand where every R&D dollar is being spent; they understand the competitive dynamics of those businesses, the IRRs, the uncouth margins, the growth potential, the competitive landscape. And we've now built P&Ls and three-year plans for each of those businesses. So we've actually integrated Cavium in quite quickly into their planning process. We're furthermore not fearful to stop projects or redirect resources or reallocate their precious R&D dollars where they Have to. We're very disciplined in this front. They furthermore believe that time-to-market is a differentiator in their industry. So, their customers, they blueprint their schedules around their equipment around their schedules. They're every single one and the same. And so we've completely retooled inside the company how they blueprint their projects, their engineering projects, how they execute them, how they track them, and how they bring them to production.

    So we've installed world-class program management, and most importantly, a culture of accountability inside the company. And their customers are seeing the difference. They furthermore believe in a very data-driven approach to industry management. And they spend data to race every single aspects of their business, whether that's pricing, forecasting, require planning, or measuring customer satisfaction. And we're making better decisions because of it, and we're already seeing the results. So this has been a very programmatic, thoughtful effort. And they notice the capitalize of this type of approach on the novel Cavium team coming in.

    Part of the turnaround furthermore in the company though has been cultural. And over the past two years we've really brought the entire company along with us. Through frequent and transparent communications we've really strengthened the culture inside the company. And it starts with articulating their core behaviors and what they value and stand for. And these behaviors, by the way, they're not just coffee mug slogans and posters they stick on the wall; these are very personal to me. And it really reflects how they race the company. Integrity, respect, innovation, execution, supporting each other, these are every single very powerful words that resonate very well with their employees and their customers, by the way.

    And we've now received numerous supplier awards in the last two years. And recently they made the Forbes Best Employers list in 2018. So they believe culture is a competitive advantage. The employees notice the broad picture, they understand their role, they'll buy in and they'll fully relegate when they buy into your culture. And so this photo, by the way, is a photo of the combined Marvell and Cavium management team. It was taken shortly before they closed the merger. They every single took time to rep offsite and rep to know each other and align on their goals. And by the finish of that offsite, you couldn't expose who was a Cavium leader and who was a Marvell leader; we've every single become one team. And I would note that in this picture about 30% of the people, or almost one-third of the vice presidents in the company combined, are actually from Cavium.

    So they truly merged the companies, versus just acquiring and taking the products. And I couldn't breathe more haughty to shuffle forward with such a talented team that we've assembled. And they set their mission to breathe the leading semiconductor company serving the infrastructure market. One that developed solutions that move, store, process, and secure the world's data faster and more reliably than anyone else. They believe it's primary to Have a mission that is simple to understand. Everyone can rep behind it whether it's an employee, whether it's one of their customers, or everybody in the room.

    So let's select a instant to talk about why they enjoy infrastructure; why is this a well-behaved market to breathe in? I deem it's an attractive long-term market where their IP can deliver real value, and so let me contrast market. So there's the consumer market, is exciting. great TAM, you can talk about it with your friends at a party, it's simple to understand. But I'm telling you, as speedy as success comes in this market as speedy as it can fade away. And this is not just an academic observation I'm making, I've lived this. I've been in this world. I've lived through the notebook cycle, the digital camera cycle, the smartphone cycle, the smart TV cycle. This is a brutal industry to breathe in. And they are fortunate at Marvell to Have the luxury to participate in the infrastructure market. This is one where they don't just Have to re-win designs every year to breakeven and stay on the treadmill. The design cycles and infrastructure are typically three to five years. So there is a long cycle of evolution and partnership with your customers. You don't need to start over every year. And those wins that you get, you actually layer on top of each other. So they compound over time.

    These platforms are typically in the bailiwick for 10 years or more. So, when customers glance at who they are going to confederate with and design in, there's really only a handful select group of players that really Have every single the capabilities that they are looking for. So infrastructure is a much more predictable stable market. And that benefits everybody. It benefits their customers, their shareholders, and their employees who can focus on the long term as they develop their products. furthermore the company's DNA is very well aligned to the infrastructure market. They Have a strong combination of IP and engineering capabilities in the company. They Have a 20-year track record in Ethernet, both in switches and in PHYs. They Have profound undergo with processor cores. And they Have in-house IP evolution such as SerDes and others that they control their own destiny on.

    Finally with Cavium, they bring in a very compelling software, replete platform that they can leverage across multiple product lines and really add a lot more value and stickiness to their customers. And finally, they Have managed to assemble on this combine company really what I can teach is the world's most talented team of mingle signal engineers and digital engineers designing SOCs. These chips are not simple to make. There's only a few companies that possess this type of capability. And we've been a top innovator in their field. They Have been named for the last six years as one of the top innovators in the world by Thomson Reuters and now Clarivate. And today, the company has amassed over 10,000 patents, which is very formidable and is just another illustration of the benign of capability that they have. So on their last Investor Day they said they were pivoting the infrastructure and that it would breathe a journey. A few years back, they were about 25% of the company's revenue with an infrastructure of 75% was in things enjoy consumer and mobile.

    At the last Analyst Day, they were at about one-third of their revenue was levered infrastructure. And they said their goal was to rep it to 50% in the near-term. And so, they were able to execute that actually a small bit ahead of schedule through every single the work that they sequel in. And so, classic Marvell as of today is about half-half, fifty percent infrastructure, 50% non-infrastructure. So that was progress. They were there probably a year or so ahead of where they thought. Cavium really represented the next step in their progress here. And so when you combine Cavium in, the combine company today is now about two-thirds of their revenue is levered to these types of finish markets. And that's only going to increase. And they notice over time that this number is probably going to breathe much higher and next goal is sort of three quarters, and to withhold going from there.

    And the combination, it really accelerates their progress in infrastructure. So from Cavium really what they got was a nibble start-up mentality. You are going to hear from one of the co-founders of the company, Raghib Hussain later today. He is going to talk about their networking industry and the opportunities there. They got very valuable technologies from Cavium, leadership now in processors, leadership in security, leadership in accelerators. And so, they furthermore brought a very strong presence in datacenter and carrier which they had been trying to build. When you combine that with Marvell strength and enterprise, their end-to-end product evolution capabilities and the operational excellence of the company, it creates a very unique value prop for their customers. They really are getting behind this combined company strategy. And in fact, I would teach from the customer point of view, the level of assignation that we've seen since they closed the transaction has been significantly higher than before either company had ever experienced. I signify quite frankly spend a lot of time on the road. I Have personally met with the chief decision makers and CEOs and CxOs of the top infrastructure companies in the world across every single of their segments.

    I Have been diligent and I'll just give you one illustration of a story. Three weeks ago, Raghib and I were - had the casual to present to the whole leadership team of one of the top leading infrastructure OEMs in the world. And the meeting was really to discuss a pretty significant multi-year agreement to execute multiple chips for this particular company and this would breathe a relatively a novel relationship or certainly an expanded one. And so after that meeting when they did the debrief, I asked the Cavium VP/GM who is now running that industry for us, I said, Look, I just got to ask, you guys Have gotten to this point on your own as a standalone company? And he said, "Well, execute you want me to give you the politically amend answer, or the real answer?"

    So just give me the real answer. And he said, "Absolutely not. There's just no way. They are viewed as being as too small, not having enough scale and not having every single the capabilities." And so that chance now is one of many and you'll some more stories enjoy this today of the power of this combination how that's really translating into significant novel opportunities because they are seen in a much different light now by their customers. And why execute they like? I signify what execute they notice when they glance at the Marvell portfolio that's combined, what they notice is a leader, a leader in key technologies, in storage, networking, security, processors, connectivity. These are every single the key elemental pile blocks of what infrastructure companies are looking for. And it's not even that they Have a small piece fraction here or there or a piece of IP.

    We actually Have leadership positions from a technology perspective in each of these areas. And you are going to hear today from my team on not only where their leadership lies but what their strategy is to grow their position and continue to become a very compelling choice for their customers. The combination furthermore with Cavium really creates a much more diverse company, which I deem was one value that they saw in doing this combination. The first of which is from a customer point of view and I won't steal Tom's thunder, which you are going to hear more from him about the novel customers that they Have added and how actually while there is some overlap, there's a lot of incremental customers that they Have that Cavium didn't Have and vice versa. They furthermore now are a much stronger and a broader array of finish markets.

    As I mentioned, they really rep a much stronger presence from Cavium now in datacenter and in carrier. But the breath of the industry has furthermore increased too. And if I fade back to when I joined the company, I signify probably the single biggest overhang that we've had and even continues to this day in some ways was the company's overall exposure to the HDD market. Classic Marvell if you fade back two or three years highly levered to HDD. That really created a cloud over the company in some respects. It always was a source of concern for investors. So look, we've taken a lot of exertion on their own, right, to diversify their business. And you'll hear Dan talk about this more. With the combination of Cavium plus their own efforts to diversify within their storage segment, they Have now gotten their exposure today of HDD controllers that sell into notebooks which is really the heart of the concern.

    The exposure now we've got down to about 7% of company total. That's as of today and they await that that number is going to subside as they head into the next year and the year after as they grow their industry and continue their pivot from consumer computing to cloud and infrastructure. I don't deem that this exertion that they sequel in has been widely understood by investors. So I wanted to get sure I called this out because I deem that portray tremendous progress from where they were from a diversification standpoint.

    Okay, so now let me talk about the portfolio and what are the elements of it. So, what's enthralling is their businesses are quite diverse now. So, first, they Have established businesses in their company. This is really how they race their company and how they segment their businesses with inside their portfolio. So the first is they Have established foundational businesses. These are businesses where they are the leader today. Two examples of these would breathe fiber channel adaptors which they got from Cavium as well as their HDD business. These businesses are strong. They are stable. They are profitable. They invest and manage them to maximize their leadership and their profitability.

    So that's the basis layer. Then they Have a number of growth businesses where either they are the leader or they are a very strong challenger. And examples of these involve embedded processors, switches and PHYs, flash-based storage, SSD, and high performance Wi-Fi. Now these products are every single in growing markets where they Have something that's differentiated and unique. They invest in these businesses significantly to grow them above the market and every one of them has a goal to breathe the market leader in their respective segment.

    And then, finally, they furthermore Have several areas of strategic investment. These are novel bets that they are making. And these involve automotive -- you are not going to hear about these today, these involve automotive Ethernet, these involve security solutions for the cloud, which they call Liquid Security, which is a technology they got from Cavium, and furthermore this includes their server processor investment based on ARM. So these businesses typically they leverage IP they Have already got inside the company, but they leverage them into adjacent markets, so they rep a lot of reuse and capitalize from that point of view. Every one of these has a lead customer or customers; that's their teaching customer, that's their sponsor, that's pulling us through to get sure that they define the product correctly. They invest in these businesses carefully. They track them. They milestone them, and they get sure that they are resourced properly to win. And so, when you step back, and you glance at the portfolio of businesses they Have inside the company, it's quite broad and it's quite diversified from an investment profile, and they deem the combination of every single these will result in profitable long-term growth with potential upside on the novel bets.

    So, another primary consideration for the combination was scale, and I deem more and more today, you are not hearing this from Marvell, but you are hearing this from others that for digital semiconductor companies, scale today is incredibly important. It's no clandestine that the cost of developing these advanced node technologies is going up fairly dramatically as companies shuffle to more and more advanced process nodes, and obviously you are doing it to augment performance, lower power, optimize dye sizes, every single kinds of benefits of making these node jumps, but they are getting more and more daunting by the day. I deem this is a reality facing pretty much every company if you going to breathe in advanced node where 16 nanometer, 12 nanometer, seven or below, it's a different world than before. And so, from their point of view, they deem that you probably need to develop about half a dozen chips or so at a minimum in a key process technology, just to Have spread the investment appropriately across every single those devices. And so, if you don't Have enough scale, if you don't Have enough of a broad product line and you can't execute a significant number of novel products on a node, to rep your money back is going to breathe very, very difficult. So, this is putting pressure on a lot of companies, putting pressure on companies to scale up, it's actually putting pressure on their customers as well. Let me talk about that.

    So, traditionally, their customers Have really had benign of two choices when they - broad systems companies, right, broad infrastructure companies, when they resolve to -- that they need a key semiconductor component. One is they either want to buildup themselves, what they call the replete ASIC model, or you fade off the shelf and you buy merchant silicon, and typically this is where Marvell has been more in the merchant silicon side with limited on the build side. So build has made sense before, but it's getting to breathe increasingly challenging especially if you are a systems company, they are seeing now some of their customers having to staff teams literally in the thousands of people to get this work, and obviously it's difficult to execute that many ICs if you are a single OEM. And so, that's a challenge for these companies today.

    So they notice a third industry model actually gaining favor. This is a model that Marvell has had for sometime, but they notice it applying not just in their storage industry where it's traditionally set, but furthermore across actually other finish markets. And this confederate model is -- let me interpret a small bit more, is really the value proposition, look, everything in the gray that you notice is IP that they are already developing today to spread across every single the chips that they do, whether it's the CPU core, a remembrance controller, SerDes, every single of these different blocks, they are developing these because they are going to spend them primarily across every single of their products. If you are a system OEM, you are just doing one ASIC, you Have got to fade either develop every single this yourself or license it, it's very expensive and costly and it's time-consuming. And so, this model really allows us to execute what's in the gray and then the customer to really focus on what differentiates them, which is the red. That's their block. And this model they sequel in spot in their storage industry both in the HDD side and in enterprise SSD, it's been a spot for about 15 years, it's been highly successful, because the customers are able to leverage and capitalize from every single the work that they are doing, that's common across the entire company. And so, the capitalize to the customer is obviously they rep proven battle-tested IP that's been in the market, to rep the capitalize of their agreements with their suppliers, their cost structure with TSMC, the tools etcetera. So they can create their own unique thing, but they don't Have to execute the entire product. So it's really a win-win for both companies. And they notice this is being a very compelling model especially as they Have combined.

    Okay, so let me shuffle to the second fraction of my talk today. So, probably I'm saying, "Okay, this is great, looks nice, it looks enjoy you are pile a nice company here. Everything sounds exciting. How are you going to grow?" I deem that's the question that's on everybody's intellect today, "How are you going to grow?" So, Dan and Raghib are going to fade into the details, but let me give you my perspective. So the first is that the market forces that are out there are creating opportunities for us. There is a strong finish market tailwind. The first thing, they can fade back to the last Analyst Day, is that there is an explosion of data that's being created and that furthermore needs to breathe stored, and there are zettabytes of data being created every year. It's doubling about every two years. This creates huge demands on the storage and network infrastructure.

    The second is that the data that's being created at the edge more and more needs to rep processed, secured, and analyzed at the edge. And a lot of these applications now, they execute capitalize from real-time decision-making where the data is occurring. And so, more and more they notice this draw of the compute actually being pulled towards where the data is created. And so, that's a capitalize to us. And Raghib will talk about that more.

    The third is that in this more distributed world, you can't just secure the endpoints; you actually Have to Have a holistic security strategy to secure the entire data chain. And again, this is one where I deem they can provide significant expertise here to provide robust security every single the way from the datacenter, every single the way to the edge through every point in the network. And finally, every single of this has a major repercussion on overall power efficiency. It's probably one of the biggest antecedent of operating infrastructure today is simply the power bill. And this really plays to their strengths. Marvell, one of the hallmarks of this company has been their engineering expertise in developing low power SoCs, leveraging advanced process nodes and unique architectures. And so, when you glance at every single of these combines, there are multiple tailwinds that are in their favor. And so, with that at their back, they deem there are several very unique opportunities where they can get an repercussion given that these market changes are happening, that are very specific to Marvell.

    The first is in storage. So, every single this data, as I mentioned, it needs to breathe stored somewhere, whether it's on composed storage, in the cloud on hard disks, or it's equatorial storage on advanced glisten remembrance technologies. And so, their customers are looking for ways that they could execute this more economically and they could execute it faster. And so, as the leader in storage technology, they are in the middle of every single of these major storage disruptions happening, because they are the core, they are controller, they are the brains, if you will, of many of the storage systems, and so, they Have unique insight and aptitude to actually influence and repercussion every single of these tremendous disruptions that are going on in the storage industry.

    The second is in networking. And they Have started seeing this last year, but there is a significant multi-year upgrade cycle that's occurring in the enterprise. And they spend a lot of time at Marvell refreshing their own portfolio and optimizing it for enterprise over the last few years. They bring in Cavium strength, especially in embedded processors and enterprise, and they Have a very, very formidable portfolio in the enterprise, and if you glance just at their own results in their second quarter, their year-over-year growth just in Marvell networking was double-digits, it was enjoy 16% year-over-year. So, they are already seeing the capitalize of those novel products kicking in and the upgrade cycle kicking in. And they deem that with the novel combined portfolio, they Have continued play for growth in the enterprise.

    The third one is in the carrier market. And this may surprise you, but Marvell is going to breathe one of the most primary companies to participate and enable the 5G rollout. Many of you were saying, "Marvell in 5G?" So you are going to hear more from Raghib on this today, but they Have very, very strong traction in this market, very unique solutions, and to breathe clear, they deem that 5G is going to breathe one of the largest, if not the largest growth driver for the combined company over the next several years. They are very excited about this one.

    And then finally, they Have emerging opportunities. These are some of their novel bets that they deem provide strong potential for growth. The first one is in automotive. We've now gone to production with their automotive Ethernet products. You know, a year ago this wasn't even in their SAM, so we've made well-behaved progress there. And furthermore in July, they introduced and took to production the first Xeon-class Intel-competitive ARM server CPU that's ever been introduced. There's been a lot of talk about this market for years, a lot of press releases; a lot of companies Have tried. But there's actually no company that's been able to interpose and select to production a CPU with this level of performance. And you're going to hear more on this from Raghib today.

    Also, in HyperScale, we've had several public announcements now for their Liquid Security. You'll hear more about that today. But that's going to breathe a growth driver for us as well that's emerging. And each of these products is off to a noteworthy start. And I deem when you layer every single these in, whether it's store, the enterprise trends 5G, and these emerging opportunities in datacenter and automotive, they're significant. So let's translate that into the dollar amount, what's the total market opportunity. So at the last investor day, this was for the standalone company, they said total market for Marvell was $8 billion. When they announced Cavium they said that the SAM for the combined company was going to double to about $16 billion.

    And now, we've got the team under one roof, we've been integrating, we've been looking at their opportunities, they went through their whole portfolio review, and I'd teach the evolution has been -- they deem there's about another $2 billion of market that we're now participating in that primarily is driven, as we've sort of gotten their arms around everything. One is the incremental 5G chance they deem is pretty big. It's going to augment their SAM today. And furthermore we've now, because we've made such progress and we're in production, we've moved the automotive Ethernet SAM that was not there before into their SAM. And so that's a today number, that's $18 billion, which is pretty significant given the size of their company today.

    So when you shatter the $18 billion down, $3.5 billion today is in storage. This is a industry where we're the leader today; they Have almost half of this market. This is a stable business. It's profitable, it's growing modestly. But they Have strong share and a strong position, and chance to grow. After the combination with Cavium, networking now represents over $10 billion of SAM today. And this market is growing at 9% a year. They execute Have a strong position here as well, but they await to gain share and grow faster than the market. Overall, these two markets combined, they're huge. This is $14 billion going to $17 billion just for the storage and the networking portion.

    Now, as I mentioned, we're furthermore investing in ARM server, and they decided to shatter this out to breathe super transparent about where the drivers of their SAM are coming from. This is one where they notice the addressable portion of the ARM server market today, at about $4 billion. That SAM they deem is growing very fast, by about 14% a year. And so when you add that chance on top, which again is novel and emerging, total company SAM goes from about $18 billion to nigh to $24 billion over the next few years. So there's a significant chance if you glance at the evolution of where they were, teach at last analyst day looking at an $8 billion opportunity, to now just a yoke of years from now being able to address something enjoy $24 billion of market. So you could notice this market we're going after, it's healthy. It's large, it's growing, and we're very well positioned to capitalize on this opportunity.

    So let me close. So in summary, the first point is we're planning to grow the company. We're planning to grow the company to breathe a leader in the infrastructure market. They Have the scale, they Have a diversified industry model, and that's one that's positioned to deliver long-term success. They continue to innovate and invest in the future, and this is going to enable us to allow their customers to disrupt their markets. One illustration is 5G that you'll hear about. I'm furthermore especially haughty that their team has consistently delivered and established a strong track record of execution that's going to breathe very primary as they head into their next phase of growth. And so look, in short, with the team we've got, markets that they are going after, strong customer pull; I strongly believe that Marvell is going to drive ourselves forward. Their goal is to create a noteworthy company with noteworthy technology to enable the infrastructure of the future.

    Thank you very much. Dan?

    Dan Christman

    All right. Thank you, Matt. every single right, so I'll interpose myself first. I am Dan Christman. I am the Executive Vice President in Marvell, In-charge of Storage. Today, I am going to talk to you about their storage business. And they will talk about market dynamics, the chance in front of us as well as innovation and how they are targeting their investments. And most, importantly, I deem their pivot to datacenter, infrastructure and really as a solutions-based storage company.

    So, Marvell is the leader in storage and they actually Have significant share here. As Matt mentioned almost 50% of the market is a market share now for Marvell. We're investing in leadership which for their storage primarily means datacenter. They Have thought leadership. They Have a company that only has 20 years plus in storage can provide to the market that allows us to innovate, bring novel architecture to the market, and solve their customer's toughest storage problems.

    We are targeting growth segments which are helping us expand their SAM in the storage space and they are providing higher value solutions in the future. So let's talk a small bit about this. As you combine Marvell's classic storage industry of HDDs and SSDs along with Cavium's now fiber channel business, you actually rep the largest and broadest portfolio of storage solutions in the industry.

    Fiber channel is over a $500 million in chance and Marvell is number one in fiber channel adapters. HDD solutions is $1.9 billion opportunity. Marvell is number one in HDD controllers. And they started shipping in high volume this year preamplifiers. Their glisten solutions business, which includes their SSD controllers, is a $1.1 billion chance today and it's growing fast.

    Marvell is number one in merchant SSD controllers. And now they are moving beyond controllers. They are providing innovative novel architectures and solutions. And they will talk about those in these slides. So as Matt mentioned, the storage market for Marvell is a $3.5 billion market today. It's growing at about 3% a year to $3.9 billion. Now if you shatter down a little, you will notice the PC space is shrinking at about 5%. They notice this is an region that's harder to differentiate, is less innovation, is less need for novel functions and features.

    But the Edge in other market which includes automotive, industrial, video surveillance, home gateways, gaming, direct attached storage, this is actually a very highly resilient and stable market. Talking about 1% growth over the next three years, but really the chance is no surprise based on Matt's intro is datacenter. This market is growing at 9% a year. It's getting bigger.

    We recognized this early and they focused their R&D dollars into this market. So, let's glance at their revenue here. So if you glance at the classic Marvell storage revenue, which again was HDD and SSD, you can notice a yoke years ago almost half their revenue was coming from PCs. And you fast-forward it today and you'll notice a much more balanced portfolio in the storage industry for Marvell. But a yoke of years out looking just at classic Marvell, you notice the PC drops below quarter of their revenue while the Edge and other remains very stable across every single three of these snapshots in time. The datacenter becomes very meaningful for Marvell. It actually becomes their largest segment in just a yoke of years. When roll in the fiber channel industry from Cavium and you notice that Marvell has become a ethical infrastructure storage powerhouse.

    PC is now down to 18% of their storage revenue and in a smaller percentage of the Marvell company revenue. So when they talk about fiber channel, today again it's a $500+ million opportunity. Marvell is the market share leader with strong incumbency. They are the preferred supplier for leading OEMs and Fortune 1000 companies, and due to the critical and the sensitive nature of the data that gets moved in security onto fiber channel infrastructure, they notice this is a very stable market with longevity. And the fact is that Marvell is still innovating here, prerogative we're helping extend their leadership through areas such as in-line security and NVMe over fiber channel and this is what customers imbue about.

    Now, there is no surprise, I deem everyone here in this play understands that the HDD is going through a secular decline, prerogative if you glance at units this is about a 10% a year unit decline in the market but due to the benign mix, the addition of preamps, the higher capacity drives going into datacenter, the SAM itself they projected decline about 7% a year.

    Let's dig a small deeper, you notice that really PC is the market that's most impacted really driven by the replacement cycle of SSDs in the PCs replacing HDDs. If you glance in fact at both desktop and notebook both markets are declining in the mid-20s. But when your shuffle PCs, you notice the stable piece underneath which is actually relatively flat and if you dig in deeper, there you notice really what Marvell's focused on which is a near line segment in hard disk drives, these are the composed storage drives in the datacenter where they manage broad Data, if you select a photo about a week later, it's probably on multiple composed storage HDD drives and in the datacenter.

    In fact in calendar year 21 about 40% in the entire HDD market will breathe in the near line segment, this is where cost per gigabyte matters and without hard disk drives in a datacenter they would not breathe able to store their data. Why Marvell is focused here is number one it's a growing market, that's pretty obvious but number two we're very well situated to win this space, right, where we've been in this industry for over 20 years. They are in 21th generation now of read channel development, we're a technology leader in every single the primary aspects that get these drives work.

    If you glance at the aerial density increases that really drive the capacity, you glance at novel technologies, they talk about energy assist last time they hear, HAMR, MAMR, Dual Actuator, multi-actuator, these every single select investment, they select a confederate that understands how to execute this and Marvell is number one in this space for a reason, they project that we're going to continue to grow in this space with the market and even beyond the market.

    I furthermore talked about in the beginning the fact we're going to breathe more of a solutions provider, so an HDD that means preamplifiers. This is meaningful revenue in the future it's meaningful SAM for sure, this is a subset of the SAM I showed you on the previous slide not incremental but because Marvell has a strong position in the HDD controller space, we're getting extremely strong draw from their customers to work with them in the preamplifier space. They want partners who are actively investing with them in the HDD space and if you glance at the current wave, that's driving preamplifiers today, it's really about capacity increases due to adding platters in the drives.

    So to expand capacity, they add more and more platters in these drives today and when you add a platter, every platter is two channels of preamplifier. So as you fade from two to three to four to up to 10 platters per system, you fade from one or two preamplifier channels to up to 20. So that actually becomes very meaningful where the content for a pre-amplifier in an near line drive can almost equal the content for an HDD controller.

    Okay. So it's very, very meaningful. The next wave is really through technology innovation. Again as I talk about these acronyms HAMR and MAMR, these technologies that the customers are developing acquires Marvell that furthermore develop novel technologies, the controller in the preamplifier Have to communicate together to control these novel technologies, you Have to control the energy elements within the system with the preamplifier.

    So these are novel opportunities for Marvell, they add more value and rep more content in these novel hard drives and what I'm haughty to teach is that today Marvell is shipping preamplifiers into the market, we've qualified with their customers, their customers are shipping drives in the market with Marvell preamps and they await this to breathe meaningful, meaningful revenue next year for Marvell.

    So the overall repercussion of the market dynamics I just described to you as well as strategic R&D investments really interpret here the fact is that the notebook exposure is decreasing meaningfully in the HDD space for us, it'll breathe less than 15% in a yoke of years.

    Our investment in datacenter is clearly paying off as you can notice in this chart and they believe by diversifying their HDD revenue and by growing in preamps that they can partially offset this secular decline in the market and achieve better than the overall market.

    So let's shuffle on to glisten solutions. Now FMS which is a very well-known interpret for the glisten industry, it's glisten remembrance Summit, it's held in Santa Clara every year, it was last held in August, it was really a coming out party for Marvell, this is their booth here in the show, they came out as a company, they said glance we're more than an SSD controller company. Right, they are a glisten solutions company, we're focused on effectively or more efficiently managing the glisten based storage systems, this evolutions been driven by their aptitude to leverage the broader Marvell IP to enable novel configuration factors for their customers, novel industry models and provide unique and innovative architectures at the platform level. This of course adds up for more content for Marvell and it grows their SAM.

    So let's talk about now the evolution of glisten storage, if you deem about it really started off as an HDD replacement, in the PC space people basically took a two and a half inch hard drive out, they swapped in a two and a half inch SSD drive, very configuration factor, very interfaces, they went on to novel configuration factors, they teach glance they don't know necessarily Have to beholding to this HDD configuration factor, they can optimize for their PC. So they sequel novel configuration factors in that were smaller and more space efficient, they did novel interfaces enjoy NVMe which took handicap of the actual glisten and optimize the performance and after PCs went through this, the datacenters went through the exact very cycle of replacement.

    But now they're looking for more, they're looking for novel architectures, they're looking for novel industry models, they're looking for a platform based solutions. From a industry model in an architectural standpoint, I want to talk about this execute it yourself model, they did talk about it small bit last year but I want to talk more about it today, this is an chance that when you shake off the limits of a hard disk drive, the mechanical limits of the configuration factor limits and you teach glance I'm just focused on glisten memory, you really can now optimize, you can optimize for space and power, you can optimize for workloads, you can spot the controller directly on your board or build an OEM and novel configuration factor. This is really enabled by the fact that the customers can buy a controller from a company enjoy Marvell directly.

    They can source their NAND from multiple high property Tier 1 NAND vendors and they can build custom firmware. They really optimize this solution for their needs. Now Marvell's uniquely positioned here because we're a merchant supplier. They Have strong and long lasting relationships with every single of the Tier 1 NAND vendors. They every single work together in strategic relationships as partners to develop these systems for their customers and then once we're on the board they can integrate additional functionality they notice this is additional chance for Marvell, you can glance at the architecture can breathe changed. And this is basically more content and more value chance for Marvel in this space that this started in a datacenter but we've seen it shuffle beyond a datacenter now in Marvell's one designs already here you'll start to notice revenue over the next yoke years here it's already a next year because it's benign of a paradigm shift for Marvell in the industry.

    So let's talk now about platforms and how Marvell helping disrupt them platforms let me decode this slide first for you, you notice this gray box here is the SSD controllers. They ship those today; will continue to ship those in the future but this red box is novel content for Marvell. I'm going to verse illustration here this is an aggregator. Now their customers are looking to add more and more capacity as they add more capacity and they fade beyond PC centric configuration factors to datacenter centric configuration factors. The limitations start to become the SSD controller. The controllers can only manipulate so many NAND behind them and when you try to add more and more of these together you finish up either with limited capacity or limited performance.

    So Marvell's now interpose novel aggregator, NVMe aggregator chips that basically even select in seamlessly stitched together multiple controllers or multiple SSD drives and present them as a single, high capacity, high performance drive enabling novel configuration factors in a datacenter. In the second illustration you hear a lot about Microsoft Project anally, open channel it's really about more efficiently managing the glisten storage at a level above the drives which means are putting management benign of at the host. I know when you glance at doing that you teach well execute I want to sequel that on my CPU and waste those cycles I could breathe renting out and the retort is always No.

    And I deem a Rag will talk about accelerators later but here they Have storage accelerators. And these accelerators basically will execute functions enjoy compression, redundancy, security, IO virtualization and multi tenant systems and offload the CPU to cheer more efficiently manage the glisten storage, it allow that cloud datacenter customers to rent out those CPU cycles. The last illustration here is a revolutionary architecture that they actually announced to at glisten remembrance summit is an ether net bunch of glisten they call it the eve off.

    And this is an end-to-end chipset for Marvell that includes their controllers, it includes their NVMe converters and furthermore pulls in content from their networking group on the Ethernet switch side, if you glance at traditional server based storage in a datacenter when you want to add more storage you Have to add more compute they fade together, prerogative in the Eve off even essentially this aggregated these, are you able to scale up your glisten storage independently creating a high performance rack of flash. Now this is connected over the Ethernet so it looks enjoy its local, if you glance at latency is in performance it appears to breathe local to the host.

    So when you want to add more drives and more capacity is simply add more drives into the rack, its scales linearly now they announced as I mentioned this that FMS has been very well received by their customers as an abominable lot of interest in this novel architecture. So the chance in the glisten market for Marvell is huge prerogative if you glance at their classic controller industry this has a 17% CAGR. Their initial entry into here was in P.C. as I mentioned but we've pivoted towards a datacenter, in the datacenter customers value their performance their value reliability, they value advanced in novel features and architectures. This novel Sam on top here is actually growing faster than the overall controller industry so they finish up with a 19% total CAGER for a glisten solutions business.

    The gray box is incremental; it adds about 25% on top of their FI or calendar year 21 CAGR there or Sam. And they Have some industry here already it's relatively small but it's growing and going forward they talk about their SSD industry will really start talking about their glisten solutions industry with SSD as fraction of that industry so you can notice here how this every single comes together. They recognize the chance in datacenter early. They aligned their R&D resources towards the datacenter. As they continue to execute on this pivot to breathe a provider of optimized solutions for the datacenter, you can notice how this dramatically shifts their revenue profile.

    These segments are becoming more and more meaningful. They started about a third of their business. Now it's half of their business. A yoke years from now it'll breathe three quarters of their business, so I'm going to summarize one more time for you. We're leading from a position of strength in every single of their storage businesses. Their shift to datacenter is well underway. We're seeing the results you saw the results today in their revenue mix. We're working with their partners of to pioneer novel and exciting innovative architectures to cheer them more efficiently store and manage their data.

    We've expanded from being a product solutions company to a more complete solution provider. And finally we're positioned for steady growth. Thank you very much.

    Raghib Hussain

    Thanks, Dan. Guys, we're going to select about a 15 minute break, so let's breathe back here at 10.15 Eastern Time for folks on the webcast. Thanks.

    Ashish Saran

    Hey, folks. We're going to rep started, so if everybody can select their seats. every single right, so we're going to rep the program going again. And it's my delight to interpose Raghib Hussain, who will select you through their networking business. Raghib?

    Raghib Hussain

    Welcome everyone. It's well-behaved to notice so many confidential faces and the novel ones too. It has been a diligent year, replete of excitement and a lot of potentials. I'm very excited to breathe fraction of this novel combined company. And I'm fully committed to select it to noteworthy success. Let me expose why I'm excited. The potential that this combined company holds far exceeds what they had at Cavium. Now, just to give you a background, I'm founder of Cavium. And at Marvell I am Chief Strategy Officer and running the networking business. The scale that they Have in this combined company, the breadth of product portfolio, and the engineering knowhow, it is just incredible.

    What excites me most is the team, the technology, but most importantly the innovative products that they are working on. And I'm going to share every single those detail with you today. But to start with, they are strong in enterprise, and growing. They are very well positioned to breathe the leading semiconductor supplier for 5G rollout. They are driving transformation in compute for datacenter, and they are enabling the next generation of edge computing. So before they glance forward, let's start by taking a glance what is going to drive the growth in infrastructure, the spending in the next generation in the global markets. Exponential augment in devices is generating a massive amount of data. This data needs to breathe processed to generate value.

    Now, enthralling characteristics about this data, that it is perishable, it means the sooner you extract the value higher the value is. In a traditional architecture this data was generally generated by devices and brought to some central datacenter for processing, call it a cloud. Now, because of the sheer volume of this data it is not feasible, and in many cases impractical to bring this data to some central devices -- central datacenter. And a great percentage of this data is used by the application which is critical in nature, for example, although the amount of data in 5G has increased, but the latency requirement remains the same, one millisecond.

    The data generated by the sensor around the car has to breathe processed instantaneously for car to get critical decision, enjoy it has to apply the breaks. Now imagine if every single these data was supposed to fade to some central cloud for processing, it would Have been disastrous situation. So the network is morphing out of necessity and it is becoming more and more distributed. In other words, they will Have datacenter not only in the cloud but furthermore in the enterprise, in the carrier, and furthermore at many of the edge devices. So if you really glance at it data has got gravity. So instead of pulling data towards the compute, data is pulling compute towards itself. every single these trends are massive chance for Marvell.

    And not only compute has to shuffle towards data, it has to breathe efficient and optimized for the real-time application. It means that they need high performance compute and efficient processing at every node of the network, from datacenter to carrier to edge. And at each node they Have very specific requirements in terms of cost, power, and performance. It means one-size-fit-all is not applicable anymore. And with this distributed processing model the security has to breathe implemented at every node of the network. every single these requirements are being addressed by purpose-built SoCs, application-specific hardware accelerators, and in some specific cases FPGAs and GPUs.

    Now, both efficient compute and security play in Marvell's strength. The combined company has a comprehensive array of products, both for processors and networking. They Have a complete portfolio of processors ranging from baseband processor, to security processor, to multi-core common purpose processor, as well as every single the way to ARM-based server processors. They Have complete Ethernet networking solution, from switches to PHYs, to NIC adaptors. And they Have high-performance Wi-Fi connectivity solution for both access point as well as client. So in other words, the depth and breadth of the product portfolio that they got is second to none. And every single these products are going to drive the growth for their company in the infrastructure market.

    We are using the portfolio to disrupt infrastructure market end-to-end, really enabling their infrastructure customer to rep the most out of this data economy. If you glance at these infrastructure applications they Have a lot in common. They every single need high-performance compute, they every single need security, they every single need high bandwidth connectivity, and then every single need low power efficiency. In many cases they are addressing the needs of these markets through a single piece of silicon, for example, the switches, the PHYs, and the multi-core processor. In some illustration they are actually pile market-specific application-specific optimized solution using their common portfolio of IP. For example, baseband processor. In other words, these markets Have common characteristics and they are leveraging their investments across their infrastructure markets.

    Our product portfolio has a great growing addressable market. They Have established here in a basis $10.5 billion SAM, which is growing at a 9% CAGR. Processors and networking are growing faster than Wi-Fi. In addition, they Have $4 billion SAM for ARM server processor, which is growing at a higher CAGR of about 14%. So, every single in all, their SAM CAGR is 11%. Here is another view to glance at their basis $10.5 billion SAM mapped to their target ends market. As you can see, it is fairly distributed across every single four market segments. As a company their IP, their R&D, and product portfolio are well aligned with the major market trends in the infrastructure.

    So let's talk about enterprise. Both Cavium and Marvell has a strong position in enterprise. It is about $2 billion market, and they Have about 30% share. Enterprise SAM growth for us is higher than the overall market growth, and it is because we're expanding their market share through novel design wins. last time, in 2017 investor day, they talk about upcoming enterprise upgrade cycle and how Marvell is positioned to support upgrade from a gigabit to a multi-gigabit driven by the bandwidth needs. As you can notice from this chart, the IT upgrade cycle is here. IT budgets are expected to grow driven by the needs of either upgrading the outdated equipments or by the security concern. It is just getting started. And consistent with these cycles of the deployment of the infrastructure equipments, upgrade equipments, they await it to continue.

    While other companies Have lost their focus on enterprise, Marvell has invested in innovation in enterprise, pile targeted solution with feather that their customer wants. It is still a multibillion dollar market, and their OEM customer needs product to enable solutions for their finish customers. They need the latest geometry node, they need the low power; they need the features needed for the evolving requirements on this industry. By serving the needs of their customers Marvell is already growing its share in enterprise. last investor day they talk about 25 novel product, at that time they were ramping in revenue. Today, the revenue generated by those products is about $200 million, and it is still growing.

    With the combination of Cavium, now they Have a complete product portfolio from access to aggregation to core. And that will continue to drive their share in enterprise. Their merger brought together a complementary strength that enable us to provide complete solution for their customers. Cavium was strong in aggregation and core, and really the processors, and Marvell is strong in access and switching networking. Together they are able to provide complete solutions, complete platform for their customer from access to aggregation to core. And that makes us the prerogative strategic confederate for their customers. Their complementary customer basis is furthermore a tremendous value for us. For example, Cavium had significant presence in some large-carrier OEM as well as great server OEMs, where Marvell did not Have much presence.

    Now, with the combination of the company and the combination of the product portfolio, now they are considered a strategic partner. As a result, they are getting networking -- switching design wins furthermore in those finish customers. So let's select an illustration of a typical security networking appliance out there. As you can see, that there are always a switch and a PHY setting on the motherboard along with the processor. Processor decision are generally made first. Before, neither company had the complete solution. Cavium had well-behaved established presence in the processor, Marvell had established presence in the switch and PHY. Now this picture is a coincidence that they both were in the very boat; however in many designs they had some third-party vendor serving the other side.

    Now, with the combined portfolio they are able to provide the complete solution for their customer. And along with the processor, they can actually provide the switch and PHY solution as well so that their customer can get their decision upfront to bring the prerogative solution. They Have already started winning designs in this area, and there are plenty to go. This is another example, Marvell is strong in switch and PHY but they did not Have many core processor to address the needs of aggregation and core. Now with the combined company, they Have complete platform with a switch, and PHY and a processor and the platform solution serving the needs of their customer from access to every single the way to core.

    So you can notice the combined IP and the product portfolio that Marvell and Cavium bring together uniquely position us for strong growth in enterprise. On top of that, they are in the upgrade cycle, it has just started. And they Have the loaded product portfolio with the latest feature to withhold driving it -- to continue driving it. Due to their commitment with enterprise their customers are considering us a strategic partner. And that is a position of strength for us which will continue their growth in enterprise market.

    Let's shuffle on to datacenter. As novel compute models are established they Have multiple high-growth opportunities in datacenter. Cavium has had a strong presence in datacenter through security and networking services offload. It is about $2.5 billion market, and they Have about 10% share. In addition, the ARM server processor in datacenter has about $4 billion SAM. We'll discuss more details about it in subsequent slides. They every single know datacenter compute is changing driven by multiple trends. The first one is distributed security and network services. As the datacenter is evolving, driven by the needs of elasticity and virtualization, the network services are being implemented at every node.

    The second trend is cloud-optimized ARM server processor. And then they every single know there's a novel trend, simulated intelligence, and they will discuss more about it. Marvell has been market leader in providing efficient compute security and network services offload for over a decade. If you glance at any enterprise security or network appliance, and if you open it up, you will notice that OCTEON and their NITROX processor are in it. When it comes to security and the data plane processing Cavium has been market leader for over a decade. In cloud, security and network processing requirements are changing and it is getting distributed as they talk about. And as a result, these are implemented in every node, but there furthermore you need the similar type of acceleration. Marvell's Liquid Security product lines are designed and very well positioned for that market.

    We are engaged with every single the HyperScale datacenter providers, as well as several data platform companies. So two of the HyperScale Have already announced their security services based on Liquid Security. And they are engaged with many more, so you await to hear more about this. This industry is in early stages prerogative now, but it's already generating a well-behaved revenue, and has a significant growth potential.

    Server for datacenter is a huge opportunity. It is about $16 billion TAM, and they await that ARM servers can address about $4 billion TAM. Marvell Thunder 2X is the first Xeon-class processor. When I teach Xeon-class processor, it is really the dual-socket ARM server processor which has the performance as well as remembrance bandwidth and speed and connectivity of a really Xeon class which can breathe used in a common purpose server application. They Have wider software and hardware ecosystem. ThunderX2 platform has gone in production in July, and they are engaged with several HyperScale finish customer at various stages at EVT, DVT, and qualification and application tuning.

    We are working closely with several vendors in U.S. and Asia. If you select a glance at these recent announcement by their customers, several customers Have announced platform based on ThunderX2, and then there are several independent third-party analysts Have published the benchmark comparing ThunderX2 with the Intel and AMD processors. One, of the -- one which is Astra, which is the first world petascale supercomputer, it is among the top 100 supercomputer in the world and it is based on ARM server processor ThunderX2. It has 145,000 processor cores, ARM cores, delevering about a 2.3 petaflops of performance.

    Now, one of the reputed analysts is AnandTech and this is what he has to teach about ThunderX2, "In short, ThunderX2 is the first SoC that is able to compete with Intel and AMD in the common purpose server CPU market. And that is a pleasant surprise. At last, an ARM server solution that delivers." They are seeing a well-behaved traction in this market, and they await it to breathe long-term growth driver for Marvell.

    Now, about simulated intelligence, they every single know simulated intelligence is the next -- is the novel gold rush out there. It works just enjoy their brain. So for example, the fact that they know this is a bottle because their brain neural network has been trained over time that things that glance enjoy this is a bottle, by different types of bottle, the perfume bottle, the wine bottle, and so on and so forth. So that fraction of the neural network is called training and learning. And then when they notice something that glance enjoy a bottle their brain predicts that it is probably a bottle, that fraction is called prediction or inference.

    Now, training is generally done in cloud because it is a Slow process, it's a batch process, it requires a lot of data and it does not need to breathe in the real-time. It can be, it can breathe done in a batch process way. However, inference, it's not only done in the application in the cloud but furthermore in application enterprise carrier and the edge in the edge devices. Now inference has to breathe done in the real time and instantaneously because this is where you're predicting, you cannot select withhold the consumers waiting or user waiting for the result, right. So as a result of that, it has to breathe done at every application. As they every single know one vendor out there has made a fortune out of exploiting training. However inference today is generally done in the software because the number of applications that are using inference is in a growing stage at the moment.

    We believe that inference is going to breathe much bigger market in the overall simulated intelligence and it has a long term growth potential. Inference requires a purpose built solution optimized for a scale and power and cost efficiency, every single of these AI processing plays in the core strength of their company, they Have a DNA of multi-core processing, hardware acceleration flowing out, engine scalable architecture. Gavin was working on AI for the last several years and they Have developed some core IP and architecture.

    Now what they are doing now, they are pile a purpose-built inference processor. Size properly, for volume application, application of scales, so that it can plug in every server and every edge devices. That is a low-power that is a programmable solution to adapt the evolving neural networks needs. And it is furthermore pluggable through the existing software ecosystem. They are actively engaged with several hyperscale customers out there and co-developing it with one lead partner. They Have been working furthermore closely with the ecosystem, you must Have seen news related to glow compiler initiative driven by Facebook. It is an initiative to really standardize the inference usage. They notice AI a multi-billion dollar market chance for us and a critical duty in future Marvell products.

    Well, they are very excited about the prospects of this. They are not adding it in their SAM at the moment. However, we'll withhold you updated with the progress that they make. So let's select a glance at Edge and other related areas, the Edge and other region for us is really the automotive, the industrial, the video surveillance, the home gateways, gaming et cetera. It is about $2 billion market and they Have about 14% share. If you select a glance at every single these products, Marvell has been present in every single these products for many years, a major result of the data economy is that the trend that compute is moving towards the edge, towards every single devices.

    As a result of that, many of these devices are becoming very sophisticated, in some cases really becoming a mini datacenter enjoy for illustration in car. Marvell is actively engaged with every single of these trends, the automotive market is going through a massive transformation, traditionally in car electronics was connected together with the low bandwidth interconnect. With the introduction of advanced driver assist and ultimately the autonomous cars, massive amount of data is being generated by the sensors around the car and it needs to breathe transported and moved around in the car at a speedy pace. This requires standard basis high bandwidth networking, Marvell is leading this trend, Marvel has long history in automotive industry, it is a high barrier to entry industry.

    It requires a specific property as well as supply chain requirement. Over time, they Have established ourselves a credible automotive supplier. In 2017, they introduced the first secure networking sites and five product for automotive working. This enables the data by the sensors to breathe moved around in the car at a gigabit speed and car can get sense the wall around it and get a real time decision. They are one of the early leaders with design wins and many Tier 1 OEMs. This design takes time but they are a significant long-term growth potential for Marvell. And this year they Have included this SAM in their overall SAM and they notice it about half a billion dollar chance and this is growing at a speedy pace.

    Moving on to carrier, this is a noteworthy growth chance for Marvell and it is a market they are extremely excited about, 5G is here and it is happening and Marvell is well positioned to breathe the leading silicon supplier for 5G. Carrier is a massive SAM for us, it is about $3.5 billion SAM market and they Have about 10% share which means they Have a lot of play to grow. Their carrier SAM CAGR is higher than the market growth, this is mainly because in the 5G platform, they are increasing their content and hence increasing overall portion in the TAM. pile on a decade of innovation in 3G and 4G, now they are established to breathe a strong leader in 5G, here they are positioned to disrupt the market and grow their share, I'm really excited about 5G and I notice 5G as the biggest growth driver for this company, the combined company has the broadest IP portfolio and capability is needed to enable to serve the requirements of the infrastructure market.

    In fact, they are the leading market silicon supplier with end-to-end capabilities. From DSP, baseband processing for ARM multi-core processor, for control and data plan, for ARM SoCs, from security, Ethernet connectivity as well as software for the complete solution. They not only Have every single the critical pile blocks but over time, they Have established ourselves a credible supplier to deliver high performance platform for baseband applications. This makes us a very attractive silicon confederate for the carrier OEM. While today they will talk a lot about wireless and the basis station, it is primary to note that the combined company has much broader presence in carrier. Their products are designed in multiple appliances for both wired and wireless side of the carrier network. Their position in basis station has grown with every successive generation of wireless infrastructure deployment.

    When they engage first time carrier OEM came to us, at that time they were security leaders, so they came to us to provide a solution to secure the link between basis station and the core. However with their multi-core capabilities, they were able to provide a solution for protocol processing for transport in addition to security. So in 3G, they were solution for the transport. Working closely with a lead partner, they were able to develop baseband capabilities and 4G they were able to offer baseband processing in addition to transport processing.

    I'm haughty to state that today the basis station built on their products for 4G are being deployed across the world. And specifically the LTE network of a region with over billion population is powered by their baseband processors, they Have shipped over seven million basis station processors as of today. And now with the combined company, if you glance at the requirements of the 5G basis station 5G deployment, it has a requirement of low latency, high performance compute and high performance capability of security, it every single aligns with Marvell's core capability.

    So as a result, they are able to provide the complete 5G platform, looking at it another way, this is the complete stacks of the basis station, in 3G they were able to provide the protocol processing, in 4G they expanded their offering to cover the baseband processing and now with 5G, they are going to offer the complete digital portion of the baseband processing. In other words, they are taking the workload, which were traditionally done in FPGA. If you glance at the 4G basis station, in the main card they used to Have Octeon processor and in the line card, they used to Have three baseband processors.

    Now in 5G with the key requirement, they Have two Octeon processor in the basis main card and typical configuration of 5G has two line card and each one Have not only a three baseband processor but furthermore Octeon processor. Now just enjoy in enterprise playing through the combined portfolio, they furthermore Have a switch and PHYs in this basis station application. Translating it into what they every single imbue about in 3G, they had a content of yoke of hundred dollar in the basis station, in 4G they increased by three to four times and 5G they are going to augment it another 4X. It means that the basis station shipped by their OEM partners is going to Have the content which is quadruple in 5G compared to 4G. But there's more, if you glance at the number of OEM providers in 3G timeframe, carrier had a choice to select from a great number, typically carrier select three OEM for a specific region.

    In the 4G timeframe because of consolidation, it was reduced to seven, eight and now it is really reduced to only five OEM providers out there. And now because of geopolitical situation, several great countries of the world are limited to choice of only three OEM providers as they are engaged with every single of them. So if you select a glance at this chart, it interpret there is a lot of activity going on in 5G, there are many announcements related to 5G and it is really picking up. Initial deployment of 5G is going to befall in U.S., China, Korea, Japan and India and of course the relaxation of the countries will ensue from here.

    Carrier infrastructure deployment cycles are long, it's a long-term business, if you select a glance at let's teach for illustration 3G it expand over a decade, the carrier are still OEM are still shipping basis station for 3G. 4G had a sharp RAM driven by the bandwidth needs of the applications and it has had a well-behaved run. They await 5G to Have similar RAM driven by the application needs of the various applications that are driving 5G deployment.

    So basis station based on the design wins and their attraction with the customers they await 5G to breathe the leading growth driver for this company because they Have proven track record and IP. They Have position with augment content and they Have broader traction with multiple OEMs, so if you want 5G in your portfolio guess what Marvell is your stock, so by now you must Have figured out why are we, so excited about the potential of this combined company.

    We are strong in enterprise and growing significantly. They are investing in the prerogative products to drive the growth in datacenter and Edge. They are well positioned to select the leading position, leading silicon supplier for a 5G roll out and they are leading that disruptive trends which is on server processor datacenter security, automotive networking and simulated intelligence due to driven consolidation in the semiconductor industry there not too many companies that are investing in the long term innovation and the growth drivers.

    Marvell is a unique company which is not only established today and growing but furthermore committed to the long term growth. Thank you very much. I'd enjoy to invite Tom now to give the how to drive the growth.

    Tom Lagatta

    Good morning, everybody. I guess mic is on now. It's well-behaved to notice you every single again, it's been a teach six quarters since they were last together. As you can notice this is a very different company. Today than even six quarters ago when you guys were last here Dan, Raghib, Matt talked about a broad portfolio, focus on the infrastructure market a lot of attention from customers and you're probably every single sitting there going yes, expected you to teach that today so what are the customers Have to teach about this and so that's why they asked me here today to benign of give you the perspective from the customer side of how this acquisition is being perceived and how this novel company has being perceived.

    Okay, so as you bethink when I was here last time. It was March 2017 they were every single in this play together it was snowing outside and I had been with the company for about three months and I told you every single I said glance in order to rep this thing on track they first order a industry is to align the sales and marketing duty with the strategy of the company at the time, okay and I said these are the things we've got to execute and what we've got to execute quickly, so what it would how we've done what they execute here, so I talked about a coverage map in the first thing I had to execute was build a team, so I rebuilt my entire staff and then they drove that every single the way down to the bottom level probably about half the people on my staff Have worked for me before they understand my system.

    They understand what I want to execute they understand what I value. The other half Have not but having guys who work for me before on there Have been a noteworthy value to the team in that they've helped him quite a bit. They talked about relationships, in an SOC semiconductor company today, it is more difficult than ever to get the sale there are more stakeholders involved in every transaction than ever before so they actually developed relationship major cities across every single the major customers they executed those major cities and we've expanded their relationships across every single the major customers. They had to cleanly up the channel. So they went down to a single global distributor they reduced every single the distribution partners in the regions around the world.

    We wanted to augment their scale with every single these partners to rep more share of mine, so they restructured the entire channel that was every single done and they did that literally within the first three or four months of me being here. On the sales strategy side you know as I told you last time I'm very much metric space data driven, so they did a lot of work around analytics metrics tools and processes understanding the selling capacity of this organization, collecting every single the data and analyzing the life cycles of opportunities how these opportunities converted to revenue every single that stuff work started done started then they started collecting data they worked on the historical data they had and they sequel every single that in place.

    We did the entire tool flow. They focused on solution selling and they really kept the organization hybrid to extend their reach with the variable expand sales coerce of reps and distribution that they have. THEY talked about account penetration. They Have maintained every single of their top accounts and as a matter of fact we've grown their top accounts from the Marvell side since they were last here. They grew some novel accounts, they added a number of nice accounts into the top ten list and as they integrated Cavium in. They really only had one customer in common in their in their in their respective top ten lists, so they had a very complimentary top ten list we'll talk a small bit more about that later but we've got a very well-behaved account list going forward and we're continuing to work their relationship matrix and expand their relationships up and down we'll talk a small bit about some of these actual meetings and a small bit. On the marketing side I told you they had fix digital marketing, the first thing they did is they spent a lot of time perfecting their digital marketing techniques, a lot of very targeted account based marketing programs.

    Targeting customers with specific messages in a very cost efficacious manner, driving into their website, cleaning up their website adding a lot more pertinent content to it every single of this stuff has resulted in a lot more activity and a lot more novel customers coming to us. They basically looked at and examined their public relations and trade shows strategy making sure they got maximum recrudesce on money spent there and they instituted quarterly reviews with the industry units to get sure that they had a marketing cadence for novel product introductions and marketing activities every quarter so a lot of work on the marketing side.

    I talked to you about industry evolution and I told you that industry evolution in my world was two things creating preference and awareness at the finish customer for Marvell products and pile relationships with people in their industry that needed to that were primary to us but weren't necessarily going to buy from us and so what execute they do, so the first thing they did was they built out their automotive BT BD duty when I was up here last time you guys didn't even know they had an automotive industry within three months of being up here last time, they had introduced the world's first gigabit secure gateway for the cars and my sales organization was overwhelmed with the activity coming in and every single the design activity that was happening with that product line.

    We now Have complete coverage in every single the car companies in the world with BD folks and so that's been built out. We've built out or are now processed to their fraction participating in pile out their service provider organization and we're cultivating a lot of strategic partners in the industry that they need in order to continue to fade forward, people enjoy Nvidia with the automotive market, people enjoy Intel they Have strategic relationships with as they fade forward, so they did every single of this through 2017 as we're enter ending 2017. They decided their life was far too simple so they bought Cavium and they started it every single over again and this is what we're actually doing now this is where they are with the Cavium integration. In November, they announced the transaction, in July they closed the transaction and in those eight months they spent massive amounts of time planning for the day one activities. They spent time coming through the organization making sure that they were going to assemble the best organization possible.

    We spent time looking at every single the tool flows to get sure that they were going to select tools the best tools from both organizations and spend them to create a best in class tool current for the company. And so on July whatever it was when the transaction actually close, they immediately instituted a program. Today they Have the best of both worlds where the top talent for both companies 62% of the organization came from Marvell, 38% came from Cavium a very well-behaved mingle of talent across the sales organization. Literally within weeks they brought everybody into Santa Clara from the Americas organization sales and FA's and they did product cross training to rep these guys moving quickly on selling the novel merged portfolio.

    And they did a recording of every single that so that EMEA and Asia at least until they can rep out there doing things in person had training as well and they could actually participate online tools and systems are merging now, will breathe actually introducing the merged system within literally within a yoke weeks and for those of you who know me in my world, in the world of SoC semiconductors I view value as design wins, design wins are the lifeblood of this company and so starting in the next fiscal year everybody goes on the very pay blueprint where they will compensate for value creation in value created is design wins are really focused on keeping the keeping the life blood flowing getting into production and then driving it over to Andy and the guys to get it on a regular basis.

    And then after every single this was done I heard I hauled Murphy every single over the world and they talked to every single of the customers about this company and what they were actually doing and so how did they react. Okay, so they basically told the sage of their observation of the market what they saw what you saw in the video today what you've heard from Raghib, what you heard from Dan about market dynamics that were driving the strategy that we're deploying and they talked about the fact that they had a focused infrastructure powerhouse that they were pile a pragmatic undergo confederate that's going to select their intellectual property portfolio and solve their problems with everything from IP based semi custom designs every single the way to standard products and we're going to apply this IP, this IP to their next generation learning machines and every customer universally to a customer yes they correspond with every single of your observations in the market.

    Yes, they got slides just enjoy that yes they were furthermore extremely surprised by the breadth of the intellectual property and every one of them to a customer acknowledged a covet for a deeper and broader relationship with the company and so they really told the, there are their customers and they are out there we're pile a company that thinks ahead so you can too and you heard that in the video today very well received by the customers. Now you know I'm going to race the risk of offending the animal rights activists in the play again. I showed this to you guys last time and I basically said glance if you want to snare broad fish, you've got to fish where the broad fish are in other words we've got to deploy their sales and marketing organization, align their resources with their largest customers. This is the best recrudesce of expended sales and marketing money that I can deliver to the company.

    We Have to win the largest customers in their chosen markets first, the relaxation are going to ensue so they are aligning the sales organization we're deploying their resources next to the largest customers in every market. We're going to spend the broad portfolio in a collaborative way; we're going to solve their customer's problems. They Have actually built the company the customers enjoy and want to execute industry with. So where are these broad fish, who are they what are they doing so prerogative now as they merge their customer list as they merge the companies eight of their top 10 customers are currently over $100 million, the next two are within spitting distance and we've got a number of customers today who are sort of mid Tier customers that you heard about from Raghib and Dan that are probably going to shove their way into that top 10 over the next yoke years.

    All the top accounts are direct but we're still investing in the channel, things enjoy putting deploying an FAE certification program this past year level one level two, so that FA's are tested literally given a written test basic lore level one, basic advanced lore to support products level two and level two actually has financial repercussions for the distributor, so they're motivated to continue to add support and add resources to their product line. So select a glance at this list Enterprise carrier datacenter it's a who's who of blue chip customer list if you want to execute industry in these markets and these are not aspirational customers, we're doing industry with every one of these guys today they are contacting connected with every one of these guys today.

    On the edge side I specifically left automotive in there to talk about, primarily because the car is the ultimate edge computer, it's a learning machine that's creating massive amounts of data it's making latency sensitive real time decisions on that data. It's filtering that data it's sending it back to the core that current millions enjoy it are doing that that data is being filtered at the core learning is taking spot and it's going back to the edge the data gravity that that Raghib had actually explained to you. And so as they came into this thing with that gigabit gateway that they introduced last year, they started doing industry with everybody on the planet who you want to execute industry with, who is an automobile manufacturer design wins at major car companies that will start to actually generate revenue next year and relationships with every Tier 1 on the planet that they really imbue about, so you can notice a number of up there from if you Chrysler to Ford to G.M. to Bosh to B.M.W. We're working with every one of these companies prerogative now.

    So it's a very strong customer list okay, so we're really using this IP portfolio in this industry. To provide platform solutions using elastic industry models to unparalleled support to breathe a valued confederate to their customers. We're literally selling these technologies into these markets okay, so how is this playing at the customer's Let's select a glance I will fade through three examples of actual customer meetings on how this portfolio is creating tremendous amounts of chance from one side to the other okay. So this is a this is a datacenter platform if you deem about a mega scale datacenter it's got a hardware layer, resource management layer, virtualization layer a services layer. They typically play in the hardware layer as you would expect.

    Now, they recently had a meeting, Raghib and I with the CEO of a cloud -- public cloud provider, a hyper scale datacenter guy. And so, at that company before the merger, Marvell played in there in the storage and in the networking side. They had SSD design wins where they are working with them with their SSD controllers so that they can provide purpose bill equatorial storage for their storage arrays. They are working with them on some of the datacenter glisten system solutions that Dan talked about, some of the aggregators and accelerators. They worked with them on switches and PHYs, and some of their two and four core Armada processors for data plane and control plane processor. So they had an established relationship with this company.

    Cavium came in from the server side with server-based CPUs, network offload in the configuration of smart NICs for Ethernet and security offload with the Liquid Security platform. So they were having this high-level meeting, the CEO of this company and his lieutenants were sitting there, and they are discussing the portfolio. Now, I Have to read some of the comments he made, because they were more incredible to me as a sales guy, but I literally wrote them down. During this meeting, as they were going through them, the CEO said to us, "It is in their interest to augment the industry relationship with Marvell." confidential sales guy, CEO sits there and says, "It's in their interest to augment the industry relationship with Marvell. This doesn't suck. This is a well-behaved thing." Okay? "It's much better than you guys think. You can't execute me -- web paper bag, don't call us, they will call you."

    So I literally wrote that one down, and they continued to work with this guy, and they are talking about every single of their products and how they map into his products, how they can execute more industry together. And he says, and I quote, "We need to Have this level of loyalty around every single things Marvell is doing." Again a quote that I benign of enjoy as a sales guy. And so, they literally walked out of there. And the top lieutenants at this company are sensible of the fact that this guy wants to basic Have a broader relationship with this novel expanded company, and they Have actually had more opportunities open up there in the past several weeks since that meeting that you can possibly imagine. Okay? So that's illustration one.

    So let's talk about carriers and in particular they will talk about cellular basis station carriers, okay? So Raghib talked about this, talked about 4G, 5G; both companies had a history in this market from LTE and endpoints before. Marvell primarily selling switches and PHYs into this market and the two and four core processors for data plane, control plane mostly in backhaul applications. And Cavium was selling their baseband in every single multi core integrated processors in there both of us had a history. So they were having a meeting again with the CEO of one of their customers who provides basis stations into this market. And they were benign of -- he was benign of acknowledging, you know, they are sort of very critical to each other at this space as 5G market acknowledges. And he proposed that maybe they want to reckon having a written agreement, a multi-year supplier agreement where they could withhold focused on each other. Again, as a sales guy, they fight tooth and nails to rep these multi-year supplier agreements, rep customers relegate for long-term. And they got a customer proposing that they sign this agreement so that they could stay focused on them. So, very, very strong relationship with these guys, this relationship is moving forward in a very well-behaved manner.

    And finally, they will talk about enterprise. You glance at enterprise, and in enterprise you got access, aggregation, and core. The accesses were the -- the humans interfaced to the network aggregations where they every single aggregated cores where every single the routing and processing takes place. And so, they were meeting with a lot of -- they met with the execs of almost every customer who has portfolios to sell into this market, people enjoy Cisco, HP, Dell, Aristo, Juniper, Extreme, Lenovo, these are guys who sell into this enterprise market, broad portfolios of equipment. And again, they were meeting with the CEO and several of his high-level executives. One of these companies provides a broad spectrum of products in there.

    Now, Marvell has done industry in this market primarily through access going into aggregation with switches and PHYs, again those multi core processors for control plane and data plane, and with Wi-Fi for enterprise access point. And they pushed into aggregation. Cavium is coming from the other side doing industry primarily in the core with ARM-based CPUs and security processors and coming this way, so that they benign of met in the middle. And during this meeting, the CEO is acknowledging the broad portfolio and how critical they are to their industry going forward, and he asks Matt for a favor, "You know, I need you to rep this one product moving a small bit. They got customer commitments. Can you cheer me?" "Yeah, yeah, they will help," Matt made the commitment and went away. And as they are getting ready to leave, they said, well, you know, since they are asking each other for favors, they said, "Hey, Mr. CEO, you got a switch design that they are fighting for in one-year industry units. Could you let us know how they are doing there?" He said, "Well, I will check." And literally within two weeks they won that switch opportunity.

    Now obviously, they are not going to win this opportunity, if they don't Have everything it takes to execute it technically and Have the pricing and the requirements of the customer needs but getting a small phone call from the CEO saw hey how is Marvell doing in this switch chance socket, certainly doesn't damage when they are actually competing in there and so these types of things withhold happening, they withhold happening over and over again.

    In the past, they were the guy with the narrower portfolio that would struggle to compete with the broader portfolio. They are now the guy with the broader portfolio and the customers are valuing it and so you could see, this is a consummate example. These three examples that I've given you are consummate examples of how portfolio breath is helping us and these are just three examples. This is happening every day, they are seeing people coming and teach this portfolio is very valuable to us. They want a broader relationship with you guys. Okay, so just to benign of wrap it every single up, we've been on a journey, the first 11 months they took sales and marketing apart, they sequel Humpty back together again.

    And then, they did it every single over again after the Cavium acquisition to give you a more predictable analytical metric driven function, okay and so they are largely done on the integration this thing is done. They created this infrastructure powerhouse for you and customers are sitting up and taking notice. We've had high-level meetings with pretty much every customer they want to execute industry with and everyone is excited about what they had to offer and how they can grow together. So as far as I'm concerned, their future is so bright, you got to wear shades. I was going to bring in the custom sunglasses for every one of you guys, novel 11 lens Marvell on the other, but Jean chop my budget again. I didn't Have the money to execute it. So best I can execute now, teach thank you for listening, and interpose Jean, who is their CFO.

    Jean Hu

    Thank you. Thank you, Tom, you know what, when you submit your revenue synergy plan, I'll wear sunglasses. So urge up. So as you can see, it's a truly exciting time to breathe at Marvell. Their team talked about the tremendous opportunities they Have ahead of us and that they furthermore talked about how they build a complete infrastructure portfolio to address those opportunity. So well how execute they spend the next minutes to tie together what you heard of this morning without financial model?

    First as a team that they deem about pile shareholder value is to really breathe with the powerful industry model to focus on infrastructure market to generate a top-line revenue growth earning expansion and furthermore returns to shareholders. But they deem about is as their team talk about opportunities and their unique position. Matt talked about the characteristic of infrastructure market which tend to Have a very long product cycle, it requires a unique IP extraordinary engineering execution to work with the customers. So the barrier to entry is very high and Raghib actually gave you real-time illustration to talk about 3G, 4G and the 5G product cycle, they last 8 to 10 years.

    And then, Dan talk about how they work with the customers, create innovative solutions in the storage market. So when you hear every single those that's enjoy music to CFO's ears and I'm pretty sure you are every single fancy it too because what it means is only build their financial model, it's predictable revenue stream, high and the stable uncouth margin and the long -- and the consistent of free cash current with a higher terminal value. So those are the characteristic of infrastructure market, and furthermore means in their financial model, they actually don't Have so many what if assumptions which are focused on shelter and parameters enjoy NAND spot pricing next week. I can engage you that's the input in my model.

    So I'll cover three topics. First, I'll execute a quick recap of their financial performance. Secondly, I'll discuss their long-term financial model and underlying assumptions. Third; I'll talk about what execute you imbue most is the capital return. Matt showed you this charter earlier about their financial performance since the last Investor Day. I'll provide you a small bit more details to interpret you as a company, how they Have fundamentally changed the structure of their industry model.

    So just as a quick reminder, the whole management team, joined Marvell after Q1 fiscal '17 and that time Marvell was a company that served a broader role for consumer and the market. The uncouth margin was low 50s. It's actually quite consistent with the consumer semiconductor companies. The company furthermore invest in great amount of R&D in every single different benign for fancy consumer and the markets. The investment is large, the product cycle is very sharp, it's a year and some of them never generated the top-line revenue growth and earnings on the investment. So if you glance at the operating margin back then, its barely single-digit.

    So during the last two-and-a-half years, their team really pivoted the industry into the infrastructure market. As you Have heard from every single the team members and that they increased the infrastructure revenue as total revenue percentage is significantly -- when you combine their change over the strategy and their team's strong execution, they expanded their uncouth margin from low 53s to 63.5, 1000 basis point increase, it feels really well-behaved to teach that because you don't rep many opportunities to teach you increased your uncouth margin by 10 percentage point.

    On operating expenses side, Matt talk about in detail how they approach results avocation. It's really circumstantial data driven, result driven focused on returns, so when you glance at that and glance at the how the leverage of their model, they Have increased their operating margin from low single-digit to 30%. They are very haughty about the model they Have viewed. This model generates a lot of a cash current too. So when you glance at it, starting from Q2 fiscal '17 to Q2 fiscal '19 despite of their long intermission over share repurchase associated with the Cavium transaction. They Have returned a billion dollar cash back to shareholders, through share repurchase and the dividend. They are very committed to recrudesce cash to shareholders.

    Let me switch gear to talk about their merger with the Cavium and their long-term financial model. As their team highlighted earlier, this merger really increased their market chance from $8 billion to $18 billion. The infrastructure revenue as a percentage of total revenue increased to two-third. And also, they increased their skill and the diversification with the 200 million synergies, when you add every single of them together, it truly accelerates their top line revenue uncouth earning expansion and to generate higher intrinsic value for shareholders in the long-term.

    So I'll select you through their revenue profile and assumptions under their long-term financial model. Matt talked about earlier, if you glance at their core networking and storage market, they await the market SAM without a server SoC to grow 7% going forward. They are very well-positioned to address the market chance to grow Marvell overall top line revenue by 6% to 8%.

    We await their storage industry to grow low single-digit largely in line with the market and then within storage, Dan talk about their opportunities and that they actually hold a very cautious assumption by the HDD market, which they await the overall market dollar SAM them to decline 7% but they await they continue to expand into the datacenter near land market which is growing double-digit they furthermore notice their preamp revenue to continue to ramp. Those are their novel product cycles for Marvell. They will create incremental revenue opportunities to offset the market decline, so they believe their HDD industry is going to breathe flattish or decline single-digit going forward. Fiber channel market has been really stable and healthy, so they continue to await their fiber Channel industry to breathe flattish going forward.

    Now on the glisten solution business, it's very exciting for us. Dan talked about the continued expansion to cloud enterprise datacenter. This industry design cycle actually it's very long, if you can recall Dan's charter to glance at the percentage of revenue they are going to augment in non-PC segment, those are the design wins they already secured and their team are really working on execution of those design wins, so they execute notice revenue continue to grow driven by those opportunities. More importantly, they are very excited about the design wins their teams are working on to address great opportunities in both emerging embedded solutions and the glisten solution market. So, overall, they continue to await their glisten solution industry to grow inline or faster than market in the long-term.

    Now let's switch into networking, the most exciting constituent of their growth story. They execute await their networking industry to grow faster than market at the low teens going forward. Both Raghib and the Tom talked about the exciting opportunities they Have ahead of us. At the highest level, if you glance at both their processor product line and the internet product line, they are going to grow faster than market and their Wi-Fi product line largely is going to breathe in line with the market.

    So from the end-market perspective, they notice growth chance across every single their finish market, which are so exciting, and that there are so many different drivers. I'm going to only highlight a few key drivers. First is the enterprise, the upgrade cycle Raghib has talked about and if you recall Marvell's enterprise switch and the five businesses has been growing double-digit during the last few quarters and the Cavium side their enterprise industry has been growing double-digit too. When you combine the both portfolios, the leverage they Have and the design wins their team already won, they execute deem their enterprise industry will continue to grow with a strong momentum.

    Next on 5G, I'm pretty sure you guys every single bethink Raghib's 4X chart that's what I remember, that's how my brain functioned. So 5G is really largest growth chance for Marvell going forward and then their current model assumption actually is just their lead customer withhold their existing market share and their team are working really hard to deliver on the schedule of the design wins.

    Next is datacenter, they Have a very unique set of very innovative product lines in datacenter ranging from a security to Ethernet offload to gearbox re-timer. So every single of them when you glance at the in the overall context of Marvell today, which you know, it's over $3.4 billion revenue, the revenue basis is small but every single of them actually are going to Have a noteworthy chance going forward. The growth rate of every single those product lines actually it's going to breathe higher than carrier space and enterprise space. So they execute await their datacenter revenue to grow most significantly and augment their presence in datacenter in the long-term.

    Next their observation on the server processor business, they really only included very qualify revenue in their baseline model just based on current customer design wins and the customer engagement. I'll talk about later what they did not include. so other product line for modeling purpose, they continue to await other product line to decline high-single-digit.

    Now let me talk about what are the upsides they can notice going forward. First, revenue synergy; Tom talked a lot about the portfolio, the assignation they Have with the customers. They Have not included any revenue synergy in their baseline model. So if they generate a revenue synergy that will breathe tremendous upside. Of course, their industry has long cycle, so you should await it for the future business. Secondly, 5G in their baseline model, they only included the current design wins their team are working very hard to deliver, they did not involve any additional customer design win especially on the baseband side. If they win novel designs there's going to breathe tremendous upside, I really need your sunglass in that time. That's very exciting. You don't rep CFO excited most of the times.

    And so, the next one is Hyperscale ARM server adoption, so in their baseline model, as I said, they only involve the design wins with the OEMs, you know some of the testing chips, any major hyper secured datacenter adoption is not in their current model, so there will breathe upside the too. So as you can see, they Have a lot of the exciting opportunities ahead of Marvell and their team is working really hard to execute because every single of their businesses are very long cycle business, so everything I talk about here their team is executing forward.

    Now let's switch gear to talk about synergy and furthermore talk about their operating expense model. So they reached their synergy to $200 million during their last earnings call, then they got the questions about why it's so high, why it's so high. So you guys never had, so now let me interpret to you why they achieved, they are going to achieve $200 million synergies.

    So this is about 8% of the total company's spend which involve both the cost of sales and operating expense, which is actually within the range of previous transactions but it certainly powers the high-end. The reasons they could achieve with these kinds of unique synergies because they execute Have unique opportunities. I will highlight it to you, first, it's on the R&D side. So both companies were investing in high-end the datacenter switch and embedded the server processor -- embedded the processor industry and a lot of you know, those are very great investment. So their team worked extraordinarily hard to consolidate the roadmap. So in each business, they select the most competitive roadmap going forward which they finish up saving a lot of money and contributed significantly to the savings over $200 million synergy.

    The second one is facility consolidation. It's relatively smaller, but it's furthermore very significant for us. They Have a lot of overlapping offices across different locations, they can consolidate, but the most unique one is they Have their great Design heart and headquarter located nigh to each other and one of us befall to Have actual space. So they actually they are going to breathe able to shuffle the whole Cavium headquarter and the great design team to Marvell's campus without augment in any space that consolidation is very efficient. So they Have been able to reclaim more facility cost which is a fixed cost as you guys know to achieve synergy and contribute it to this $200 million revenue.

    Now let's glance at their synergy execution timeline. Their team actually is executing ahead of time. On uncouth margin side, they expected to achieve $50 million synergy which was started in Q1 fiscal '20 and over time to ramp up to achieve the total $50 million synergy. As they glance at their uncouth margin, they steer their Q3 as combined the company uncouth margin to breathe around the 64.5%. So if they achieve their $50 million synergy target, they will breathe able to rep it to around 66% uncouth margin.

    On the operating expense side, their combined company's operating expenses race rate basis is about $325 million and then they guided their operating expense for Q3 fiscal '19 to breathe in the range of $300 million and $305 million. So what had implied is we're going to achieve $90 million race rate of synergy out of the gate as a combined company. Then you are going to notice some payroll tax and the merit augment in the first-half of fiscal '20, but once they migrated to second-half of fiscal '20, they are going to breathe able to complete one ERP program and achieve the remaining $60 million synergy for the overall $150 million synergy.

    So when you deem about how they manage their operating expense, Matt talked about extensively the discipline approach they have. On SG&A side, Marvell standalone already achieved below 8% SG&A as a percentage of revenue. They will continue to drive operational excellence to target SG&A as a percentage of revenue to breathe between 6% to 7%.

    On the R&D investment side, they want to invest for the future, so they await their R&D investment ranges around 24% to 25%. The way they approach it as Matt discussed is for the established business, they will manage R&D expense to breathe much lower than 24% to 25% to maximize long-term cash flow.

    For uncouth business, they are going to invest higher than 24% to 25% to drive their industry uncouth and the expansion. For strategic investments, those are the investments that we're creating future and to innovate, we're going to monitor those investments and focus on recrudesce on those investments.

    Automotive is a noteworthy example, in the past last year they did not involve automotive into their SAM but the investment has been paying off and we're very excited about their opportunities in the automotive Ethernet market.

    So when you sequel every single together to glance at their long-term financial model, they await to deliver top line revenue growth in their baseline model to breathe at 6% and 8%, they await their uncouth margin to breathe greater than 66%. On the operating expense side, they will get sure they augment OpEx less than their revenue increases to rep to the leverage model. So operating margin, we're expecting to breathe greater than 35%.

    Our free cash flow, the company has a very high free cash current conversion because their CapEx is only 2% to 3% of revenue and the depreciation it's probably 3% to 4%. So it's very efficient that cash current conversion model, they await their free cash current to breathe approximately 100% of non-GAAP net income which is about 30%. So when you glance at this model we're pile which is focus on infrastructure market, that's why they can Have this benign of a fundamental economics behind their model.

    Now let me talk about the capital structure and the capital returns, so the way they deem about the capital structure is to really Have a strong financial flexibility, so they can invest for the longer term, that's how they structured a Cavium transaction.

    So at finish of Q2 fiscal 2019 after they closed the transaction, they Have over $500 million cash and furthermore they Have $500 million undrawn credit facility, their leverage is very reasonable, their uncouth leverage ratio is about two times and the net leverage ratio is only 1.5 times.

    As a company, it's very primary for us to maintain their investment grade because they really want to invest for the future, so they want to Have ample access to that market at very reasonable cost, invest through economic cycles and furthermore select handicap for consolidation opportunities if they present themselves. They are going to start to pay down their debt, since they generate a lot of the cash flow, they deem of between their debt reduction blueprint and their EBITDA expansion they will breathe able to achieve 1.5 times uncouth leverage ratio in the next 18 months in the next 12 months.

    Now let's talk about capital returns. You Have heard from their team, they Have tremendous opportunities ahead of us. So their number one objective is to invest in their industry organically and through acquisitions, then their long-term objective is recrudesce cash to shareholders is to recrudesce at least 50% of free cash current to shareholders through both dividend and the share repurchase.

    In the near-term, let me talk about their priorities, first their industry is generating significant cash current even prerogative now, so they execute deem they can maintain their dividend level and started to pay down the debt, the level for debt reduction is going to breathe modified with their share repurchase plan.

    As of you'll probably Have seen is this money, their board of directors raised their share repurchase blueprint to $1 billion by authorizing 700 million share in repurchase, so when you glance at their numbers some of you may track it closely not is they actually already started to buying their shares after Q2 earnings call, they already bought back about $50 million of their shares, we're really buying their share at this current level as noteworthy investment.

    If you glance at their long-term target model, if they can achieve their long-term target model, they will notice huge upside. So in summary, when you deem about the Marvell, they are very well positioned to address very great opportunities in the infrastructure market space and that they Have a very powerful industry model with underlying strong fundamental economics to drive long-term cash flow. And they furthermore Have a strong financial position and a strong financial flexibility, so they can both continue to invest for the long-term and then recrudesce cash to shareholders.

    Before I invite their team to foster up for mp;A, I just want to select this chance on behalf of their whole team to really thank everyone for your interest in Marvell and furthermore thank their long-term shareholders for your strong support through their journey to build really noteworthy company. Their objective is to build the industry for the longer term and that they want to create a shareholder value for the longer term.

    Thank you and I will invite their team to foster up for mp;A.

    Question-and-Answer Session

    A - Ashish Saran

    All right, folks. We're going to fade to the mp;A session. There are folks who Have wow. It's going to breathe interesting. Can they start on here, please?

    Matt Murphy

    He has got the mic.

    Ashish Saran

    Okay, fade ahead. Well, that was fast. Okay.

    Unidentified Analyst

    Right here.

    Ashish Saran

    Okay. Yes.

    Unidentified Analyst

    My apologies. Thanks for taking my question. I had a yoke of questions about the -- some of the products of Cavium that were rationalized or decided to -- you started to stick with. So first with XPliant, what inside of XPliant from an IP perspective helps to preserve product line maybe in the core enterprise finish market, and then as well moving into the datacenter finish market? And with respect to ThunderX2, what was the thought process behind, or the considerations in deciding to maintain that? Was it because you basically had sunk every single the R&D cost already, you decided to roll the dice, or is it indicative of the product having some well-behaved long-term growth prospects?

    Raghib Hussain

    Okay. So when it comes to XPliant product line, it is combining. They Have combined a roadmap of the two product line that they were working at Marvell, Falcon product line as well as XPliant, they were both targeted for the very market. There are few areas -- blocks in XPliant, which is very interesting, for example, a elastic capability of elastic parcels [ph] and the whole aspects of visibility and programmability, so being able to really Have the capability to view the packets through the network and so on. So they Have taken those thing and they Have merged the two architecture in the subsequent architecture. So that was the thought process behind XPliant.

    Matt Murphy

    I'll give a quick observation on Thunder. I signify I Have never been a believer that you continue with the project, because of the sunk cost or looking at how much you've spent today to justify let's withhold going forward I wasn't raised that way, trained that way, nor believe that. So they very much glance at that chance as on the go-forward, and what's the market opportunity, how is the traction going, what's the customer adoption and every single that's going very well as you heard from Raghib. So that one we're enthusiastic about.

    Raghib Hussain

    The overall traction is really excellent, and we're making noteworthy progress, and that's how they judge every single of their businesses.

    Ashish Saran

    Next question?

    Ross Seymore

    Thanks. prerogative here, Ross Seymore from Deutsche Bank. Two questions; first one for Matt, during the last few months there was a lot of consternation about the Cavium revenue level. I know you went into noteworthy deal to detail in your last conference call about that, but any updates as to either the require side or the channel rationalization side that they can glance at going forward?

    Matt Murphy

    Sure. So yes, so they did their call maybe a month ago. I deem they gave the outlook. They gave -- they leaned in a small bit more than they normally do, right, to give investors visibility. And so, when they advertise their next earnings, obviously we'll give you guys a bit on the short-term. Today's goal was really to focus on, "Hey, what are the long-term prospects of the company? Where are they taking it? And where are they heading?" So, not going to observation about the short-term today.

    Ross Seymore

    I'll fade with the long-term follow-up with Raghib…

    Matt Murphy

    Okay, great.

    Ross Seymore

    - the 5G side, obviously that's an region you're very excited about that 4X multiple as they fade from 4G to 5G, talk a small bit about the mile markers and the timing of when they can start to notice some of that evidence within your networking business?

    Raghib Hussain

    So, with their already design wins and the lead customer, they are expecting revenue started later fraction of the next year. And of course, it will ramp into calendar year '20. Now, in addition to that, as they mentioned earlier and Jean furthermore pointed out, they are actually heavily engaged with the lot of other OEMs. So they are actually in a very well-behaved position to win additional design. So, their current basis blueprint does not involve any of the additional design, or does not involve actually additional market share gain by their lead customers.

    Blayne Curtis

    Thanks, Blayne Curtis of Barclays. Two questions for Raghib or Matt, this is the first time you've mentioned that AI inference product, if you can give any thought on timing of that when you get sample, and then obviously as everybody knows there's many public and private companies chasing after this market, if you maybe just talk about the differentiation, you Have been working on this, I deem you said two years, why you decided as Mike commented, to fade forward with the product? And then, just following up on Ross's question on 5G, if you did win on these next-gen 5G basis stations, just may breathe some timing as to when that could contribute? Thanks.

    Raghib Hussain

    So, the product that they are going to sample, they are -- it's going to sample next year, right, in terms of timing of the product. Now, if you glance at this whole market, as I mentioned earlier, there is a whole benign of goal, right, sort of -- I deem everybody is trying to really chase the broad guy out there, which is really focused on training. That is why everybody is trying to build the biggest and baddest sort of a thing, right?

    Our approach is their working with the customer is that they really need a solution which is really designed for a scale, right, and that is why they -- when -- just enjoy always that they did in Cavium as well, they establish not only that they deem that way, but other broad customers furthermore deem that way, and that's how they started working with a nigh partner, and that's why we're developing the part.

    Matt Murphy

    Maybe I'll just add, I deem we're well-positioned there as well, because in the finish when every single these chips are available and every single the benchmarks are done, a huge consideration I deem of any infrastructure company that's going to deploy AI processing into their hardware, into their systems, is going to want the very dynamics that they described today, you know, great supplier, viable, focused on the finish market, track record of execution. And so, I deem that's going to finish up playing to their strengths, but as Raghib said, it's an energetic project, we're developing the chip, we're sampling it next year, we've done the evaluation of its prospects, right, relative to other investments we're making, we're very excited about it. And they deem that although we're not including it in their SAM, because by the way the SAM at this point is actually -- these numbers are so great that it's hard to really -- you could rep third-party reports, so they prefer to execute the project, benign of work with their customers, and as they get progress small bit enjoy they did with automotive Ethernet, then involve this at a later date in terms of the SAM and the opportunity…

    Raghib Hussain

    Blayne, and just to add a small bit more, actually in terms of every single of the benchmarks, every single of the metrics, and in terms of performance, power efficiency, cost efficiency, actually their solution what they know based on every single the other available, is going to breathe the market-leading solution in the market.

    Blayne Curtis

    There was a follow-up question I deem on additional baseband customers, and maybe you can just observation timing -- you know, it takes a yoke of years.

    Matt Murphy

    Sure. Yes, I deem that -- again, we're very focused on getting their lead customer production and enabling them to breathe successful. I deem the confederate model that they showed when they said replete ASIC merchant partner, I deem that's being very well-received especially in this 5G cycle, where there's a pretty great diversity of not only companies developing infrastructure for this, but the kinds of radios that they want to develop are furthermore going to breathe quite disparate. And so, just to execute a gigantic ASIC for each of these is going to breathe a huge lift, and I deem the fact that the Cavium team actually has this proven track record on 4G and 5G IP, that confederate model, but starts to glance very attractive. So anything they were -- they would breathe able to win there would clearly breathe a novel product development. They need to fade often start that chip. So these are not ones that would ramp any time next year, they would breathe in the future, but this again is a very well-behaved long-term chance because as you can notice from the 3G cycle, the 4G cycle, now the 5G cycle, these are multi-year. And if you talk to their customers, they deem actually 5G is going to last even longer from a cycle point of view than 4G. So, these are longer term opportunities that would layer in.

    Karl Ackerman

    Hi, Karl Ackerman from Cowen. Two questions please, I deem the shift from media to flash-based storage is clearly a tailwind for you, but I deem one of the concerns from investors is how speedy SSD controller ASPs approach those of your hard drive controller? So, how should they deem about sustainability of the premium you receive on glisten controllers versus hard drive controllers? Is it in a strictly linked to NAND ASPs per gigabyte?

    And I guess as a follow-up, how they deem about both the trajectory and potential competition between yourselves and the every single glisten array providers as your Ethernet bunch of glisten seems enjoy a noteworthy alternative for NVMe over fabric arrays? Thanks.

    Matt Murphy

    Okay, the first question was really ASP comparison between HDD and glisten controllers, was that the question?

    Karl Ackerman

    How sustainable you deem the premium of your NAND controllers will remain above hard drive controllers?

    Dan Christman

    I see. Okay. So I deem it depends on the segment that you're in. So clearly, with their focus more towards a datacenter and enterprise we're able to provide novel features, functions, and rep a higher value out of those. Certainly in the notebook or PC space, you'll notice transitions as you change interfaces or -- but that's more difficult in that space, and that's why we're focused more towards the other end.

    And as far as the EBOF, right, for instance the every single glisten arrays, I would teach that those types of customers get in the every single glisten arrays and the enterprise customers are customers that we're focusing on with those products. So I deem that's actually very complementary that they hope to notice them adopt those architectures.

    Jean Hu

    To add to what Dan said, right, bethink in the glisten controllers that they design typically takes three years to design into the customers, walkway the customers, strong IP in cloud datacenter. The ASP actually is a wider range, right, it's because you contribute IP to your customers. So overall, as I said earlier, when you glance at the more commodity type of pricing, that has nothing to execute with their controller pricing, which is very much embedded into the IPO provider for the customers.

    John Pitzer

    John Pitzer with Credit Suisse. Just Dan a follow-up on the storage side of the market, can you talk a small bit about the covet of NAND glisten providers to actually rep into the controller market, and how you notice sort of the merchant controller market, market share developing over time? And then Matt, as a follow-on or second question, you haven't included Cavium synergy -- revenue synergies into the forecast, can you just talk about where they should notice those synergies first? I know in the past, you've talked about, for example, Cavium using other people's PHYs and that sort of an simple switch, how execute they deem about the build of revenue synergies over time especially given the long duration design cycles that you're involved in?

    Dan Christman

    So I mean, obviously vertical integration with the NAND vendors is that we've always seen, we've always considered in their SAMs that you know, they model based on some assumptions there as well. We've traditionally had industry with those customers. They continue to work with them on certain industry models. So I deem it's a natural fraction of the evolution of that market. Clearly on the execute It Yourself models and some of the stuff we're doing at datacenters, you've got to bethink that they're going to focus a lot of their investments on some of the higher volume segments, but yet when you need some of the IPs and when you glance at going from teach 28 to 12 to seven nanometers doesn't that benign of interpret that graph of how much expenses that gets to be. Marvell leverages across many, many chips. So there are certainly segments that build execute stuff themselves, there are segments where they will work, they will buy something directly from Marvell, or working some of these confederate models and the industry models that -- again that showed. So I deem it's something that they reckon when they glance at their models, whether it breathe the SAM or the revenue.

    Matt Murphy

    Yes, just one quick observation on that, I deem they Have been operating in that environment since I joined. I signify they had -- I deem the first month I was here, they had a management consulting company offered to execute a free month of work for us, you know, to cheer us rep integrated. And so, one of the studies they did was on their product lines, and they said, "Hey, you know, the SSDs product line, they recommend you shut it down because everybody is going vertical." And then they said, "Okay, well, let's really glance at the data," and of course that would Have been a horrible decision, because that became a hugely primary industry for the company. So I deem they are going to co-exist and I deem as Dan mentioned, it's going to breathe different industry models.

    On the revenue synergies, the broad chance there really is the design wins. I signify there are -- there is not a lot of discretionary industry they Have in their portfolio, and I deem that's actually a well-behaved thing by nature that they are typically highly proprietary sole source. So, going out and chasing a customer through distribution or something is typically tough especially if you are trying to sell an Octeon. I deem that's a challenge, right, but I execute deem there are some tactical things that they are doing certainly in the short-term, but the overwhelming revenue synergy that they can achieve is actually from the examples that Tom gave, which is really going in as a combined company leveraging the combined IP of the two, and really selling a whole system solution versus just selling a chip. And the pull-through is very strong. When you Have a processor, you know, a strong processor portfolio, it does enable you that sort of insight into the decision-making on the board at the earlier stages. So I deem that's really where you should about it, and I deem to the extent they are successful in doing that, then they will just shove their revenue growth long-term at the higher finish of their model.

    Ashish Saran

    Vivek?

    Vivek Arya

    Hi, Matt. Vivek Arya from Bank of America Merrill Lynch. Thanks for hosting the Analyst Day today. So first, near-term, I understand you don't want to talk about Marvell specifically, but there is a lot of worries about just the semi conductor cycle broadly, you know, China trade tension, CPU shortages, so to whatever extent you could, you know, cheer sequel their intellect at ease about how are you seeing just the broader psychodynamics play out? But longer term, give us degree of a report card about the integration process, because Cavium was running a very different way, right, it's very entrepreneurial company, but the pricing dynamics, lead times, customer engagements were done in a very different way than what they were used to seeing in Marvell, especially when after you and Jean took over. So, give us some sense of report card that are you through that integration process is now being race as one smooth company, with one united front of customers, so that they can breathe assured that there is going to breathe the prerogative execution behind some of the targets that you Have laid out? Thank you.

    Matt Murphy

    Sure, great, great. Two questions, so, yes, the first one I deem is pretty interesting, right, to host an Analyst Day in the middle of -- about as strident an environment as they Have seen in a longtime, and I deem every single those issues are very real and upon us in terms of the geopolitical issues and the global issues with respect to tariffs. It's unclear what ramifications and every single that are going to be. They are still working their way through that. I deem on the PC one, I deem to the extent that there is -- they are downstream from that, right, so I deem the best source of information would breathe fade talk to the PC makers, or even the drive guys, right, and they are two levels removed. And so, they are going to just react, depending on what happens, but you certainly deem any shortage there has to breathe short-term in nature just because at some point there will breathe enough PCs to supply the world, I deem the world without enough PCs doesn't get sense to me. So I deem they will work through that issue, okay? And they will deal with it.

    I deem on the integration, I will get a few comments and then maybe I will let Raghib observation too since he came from the Cavium management team, he cheer build the company, but they are very far long in integration. I deem the fact that -- I signify I showed the picture for a reason, they were very purposeful and thoughtful about the fact that it was a different culture and a different benign of company, and I deem they took steps early on to obviously give the Cavium leaders significant roles in the combined company, they took significant steps to enroll them in their culture and walk them through benign of how they race their business.

    Our point of views has been very well-received. I deem -- and they Have really -- I deem integrated them well into their system, I signify the fact that they did this portfolio review, which is really one of the most primary processes they Have in their company. They spend a whole week doing that, and they probably had -- I don't know, eight or 10 Vice Presidents -- technical by the way, most of them are either follows or engineering leaders from Cavium actually connect and cheer us review the whole combined set of businesses. And then at the finish they made decisions about how they are going to designate their resources, you know, these guys are smart, right, they rep that. "Okay, wait a minute. This industry is really not making as much money as they thought," or this one looks enjoy it doesn't Have enough resources, or you know, and so when you actually select the strong technical acumen of Cavium and you combine it with the strong financial acumen on Marvell, they view that as a very intertwined capability in their company. I deem it's been very well-received. And so, the last point in that would breathe Tom has brought in the sales organization, they are pivoting from benign of commission-based, design win based, right, from an operations point of view, Andy Micallef, who is their leader there, he has done a noteworthy job in driving Marvell's operational excellence, right, that whole team now reports with him. And I deem people notice the capitalize to running it this way. So, maybe Raghib will give you a observation since you are…

    Raghib Hussain

    Yes. So I want to teach overall integration is going on very well, and let me expose you although at outside it looks very different company, but when it comes to core engineering DNA, what company has similar DNA? They are hard working and engineers focused to create in a way to create value out there, right? So that is a well-behaved thing.

    The other aspect which actually worked out really well in this situation, the way top-down the Marvell management actually provided the environment, right? So it was very inclusive and very open. It's not like, okay, it's my way, what's your way sort of a thing. It's just like, okay, let's rep together, design out what is the prerogative thing to do, which one, as Matt mentioned, which are the -- when you are merging the businesses, which makes sense to keep, which makes sense to let fade and things enjoy that. So, every single those decisions were very inclusive, and the team really feel like, "You know, I did fraction of the overall thing." So, not only at the top level, but furthermore at various engineering level and so on. So, overall environment is very, very benign of cooperative. They notice the value of overall objective-driven and goal-driven method in which actually, is really appreciated by a lot of folks in the Cavium side as well. They execute realize that the scene are not done based on politics, but based on overall bigger company goals. So, those values actually are taken really well.

    At the very time, it is not that -- you know, entrepreneurial thing is benign of mash or execute at all. I signify if you really glance at type of products they talked about today, I mean, they are investing in a lot of noteworthy potential innovative products, right? So, I would teach the overall thought-process of being innovation-driven and being leader in certain areas is furthermore appreciated on overall management side. That is working out very well.

    Matt Murphy

    I mean, select one last question before they need to wrap up.

    Quinn Bolton

    Quinn Bolton with Needham. Just a follow-up on 5G, you Have talked about the 4x augment as you fade from 4G to 5G, so I deem your content chance is probably approaching a $1,000 per basis station, and you Have talked about embedded processors or layer four to seven, you Have got the baseband processors, you rep your Ethernet switches and PHYs, where does the value foster from? Is it fairly evenly spread across those different solutions? Does the baseband processor portray the largest percentage of the dollar chance for basis station?

    Raghib Hussain

    Okay. Should I select that? So first of all, I thought you guys in finance can execute a better math, but anyways, just to repeat, in 3G they worked up for a $100 content, in 4G they increased it three to four times, and it's going from 4G to 5G, they are increasing another 4x compared to 4G, right? So you can execute the math.

    Now, on the other -- on the side of where it is coming from, in reality it's a mix, it is more -- of course the processor side, the baseband processor as well as the Octeon [ph] processor is higher ASP, but then the additional -- you know, significant addition with the combination of switches and PHYs, because now this time the bandwidth which is moving data you know, manipulate data by the basis station, bandwidth is much higher, and as a result of that, you need switches which is at a much higher bandwidth level compared to the before previously.

    Matt Murphy

    All right, well, thanks everyone for attending the session today. They really value the time you spent with us, and for folks in the room, there is a lunch next door. You will Have the casual to network a small bit more with the executive team there. So, thanks again.

    SeekingAlpha


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