Podcasts about Apigee

In today's episode of the Pitch Cafe Podcast, we have Bharath Kumar with us!

This week, we delve into Part Two of our discussion with Michael Goodman of Centrance. We get into the nitty-gritty of the intricacies of creating the PASpport Vo, and the benefits of maintaining simplicity in design by restricting the device to just six knobs, which enhances ease of use for podcasters and voiceovers alike. #VoiceOverTechTalk #ProAudioSuite #DesignSimplicityInAudio A big shout out to our sponsors, Austrian Audio and Tri Booth. Both these companies are providers of QUALITY Audio Gear (we wouldn't partner with them unless they were), so please, if you're in the market for some new kit, do us a solid and check out their products, and be sure to tell em "Robbo, George, Robert, and AP sent you"... As a part of their generous support of our show, Tri Booth is offering $200 off a brand-new booth when you use the code TRIPAP200. So get onto their website now and secure your new booth... https://tribooth.com/ And if you're in the market for a new Mic or killer pair of headphones, check out Austrian Audio. They've got a great range of top-shelf gear.. https://austrian.audio/ We have launched a Patreon page in the hopes of being able to pay someone to help us get the show to more people and in turn help them with the same info we're sharing with you. If you aren't familiar with Patreon, it's an easy way for those interested in our show to get exclusive content and updates before anyone else, along with a whole bunch of other "perks" just by contributing as little as $1 per month. Find out more here..   https://www.patreon.com/proaudiosuite     George has created a page strictly for Pro Audio Suite listeners, so check it out for the latest discounts and offers for TPAS listeners. https://georgethe.tech/tpas If you haven't filled out our survey on what you'd like to hear on the show, you can do it here: https://www.surveymonkey.com/r/ZWT5BTD Join our Facebook page here: https://www.facebook.com/proaudiopodcast And the FB Group here: https://www.facebook.com/groups/357898255543203 For everything else (including joining our mailing list for exclusive previews and other goodies), check out our website https://www.theproaudiosuite.com/ “When the going gets weird, the weird turn professional.” Hunter S Thompson   Summary In the latest episode of The Pro Audio Suite podcast, we delve into Part Two of our insightful discussion with Michael Goodman. The focus is on the nitty-gritty of audio equipment design, specifically the intricacies of creating the Passport Vo. Goodman highlights the benefits of maintaining simplicity in design by restricting the device to just six knobs, which enhances ease of use for voiceover artists. The conversation also explores the challenges and considerations in pricing and product functionality, like the decision to enable the Passport Vo to work with external preamps. Goodman provides a candid look at the rapidly evolving landscape of audio interface protocols, such as the impending obsolescence of the lightning jack in favor of USB-C and the limitations of ASIO on Windows. Listeners will gain unique insights into the manufacturing process, from the adoption of a platform strategy to the precision of creating 3D printed parts. Goodman discusses the shift to new USB chips due to discontinued ones and reveals how smaller manufacturers are playing a key role. For those interested in the technical aspects of audio equipment production and design choices that impact both the user experience and future compatibility, this episode offers a wealth of knowledge. Tune in to learn from Goodman's expertise and stay informed on the latest in pro audio equipment design. #VoiceOverTechTalk #ProAudioSuite #DesignSimplicityInAudio Timestamps (00:00:00) Introduction with George Wittam and Robert Marshall (00:00:32) George Discusses Design Limitations (00:05:22) Unique Tools for Voiceover Artists (00:08:44) Flexibility of the English Channel Passport (00:11:56) Apple's Lightning Jack Obsolescence (00:16:23) Challenges with Apple's Developer System (00:21:36) Michael on the Passport VO Analog Mixer (00:25:04) Progress on USB Chip Prototyping (00:28:48) DIY Circuit Board Manufacturing (00:33:15) Handling Tiny Components on Circuit Boards (00:35:48) Michael Inquires About Custom Faceplates (00:38:27) Closing Remarks and Acknowledgments Transcript Speaker A: Y'all ready? Speaker B: Be history. Speaker A: Get started. Speaker C: Welcome. : Hi. Hi. Speaker A: Hello, everyone to the pro audio suite. These guys are professional. Speaker C: They're motivated with tech. To the Vo stars, George Wittam, founder of source elements Robert Marshall, international audio engineer Darren Robbo Robertson, and global voice Andrew Peters. Thanks to Triboo, austrian audio making passion heard source elements George the tech Wittam and Robbo and AP's international demo. To find out more about us, check ThePro audiosuite.com. And this is part two of our talk with Michael Goodman. In this episode, we pick up where we left off and we talk about the passport Vo. Speaker A: I like the fact that there's a restriction to the design. Like, Michael had to decide what those six knobs could do or not do. And so it wasn't like, oh, let's just add more knobs. Let's just make it bigger. : I did add more knobs in the black cab. It's got nine. Speaker A: Just kind of pushing squeeze nine in there. Yeah, but no, that's the beauty of when we made the passport. We did not add more knobs. We forced ourselves to work within that restricted design space and say, we have six knobs. We need to do everything we need with these six knobs. If there's more than six knobs, how do you expect an actor to understand what the heck the thing is doing as you add more and more? Speaker C: Yeah, yeah, I agree. : See, we should have looked at the black cab when we were asking for stuff. Speaker C: Yeah. Speaker B: I have a funny feeling Michael's answer would have been the same. : I think it's an excellent way of building simplicity into it, and really also, it makes you go through the design process. And I think it was a fun thing with the passport was exactly that. Because at first it was like, so many things. Add another knob, add another knob, and then you have to go through that slightly painful but sharpening process of going, like, we can't only have six knobs. How are you really going to do this? : It's interesting. When I was younger, I geeked out a lot on the japanese culture specifically. I loved their propensity for making small pieces of art. Right. The whole idea with the ice sculpture, art should be ephemeral. It should be there, and it's not there anymore. Right. And then the whole idea with writing a poem on a grain of rice, et cetera. I love compact things. And when we started making hi fi products, we also make some headphone listening products at sentrance. I traveled to Japan a lot, and I attended these hi fi shows, and I noticed how people are focused on completely different priorities there. Because apartments are very small in Japan. And therefore nobody buys a traditional stereo system with big speakers and all that. Everybody essentially listens in headphones in a tiny little spot, usually on a train, on their way to work or back home. So that culture creates a necessity for smaller things. And then for some reason, it just kind of stuck with me. I like when, essentially, when you travel, you don't want to log around a 19 inch rack or even like a 500 series lunchbox thing. That's the way we're trying to make these things small. But getting back to passport vo, the restriction there was basically the same one that was popularized by Henry Ford, who said that you can have your Model T in any color as long as it's black. Yeah. So basically, we have this box, and whatever you want to have must fit. Speaker C: In the box, which was good. And it was an interesting exercise, me being the guinea pig who potentially is going to be the person who uses this. Know, I didn't want it too technical and trying to get the terminology something that people like me would understand. So that was an interesting exercise for all of us as well. Speaker A: There was a lot of pushing and pulling between the Andrew Robert hemispheres of the design team. : There was? Speaker C: Yes, that's right. : Yes. I was wanting to keep it flexible and let it do more things. Be both. The. For instance, I wanted to be the interface that you could take on the road or leave in your control room and run it as your whole studio interface, or have it in your booth. And it could work in any place. And Andrew was like, I just want to travel with this was. Speaker C: It was kind of interesting because we were the polar opposite. So you had Robert on one side, me on the other side, and George and Robbo in the middle. George particularly, trying to make sense of. Speaker A: Our nonsensical and the filter. And I was trying to condense down everything. What they wanted to George was the traffic Michael. So that Michael didn't end up having to be the traffic cop. It got out of control at one point, expand at one point. Remember distinctly, I was like, wait, I was supposed to be protecting my. : I think that was important, giving Michael one point of communication. Because it would have been maddening for him. : Exactly. Well, I have to say, I actually enjoyed the process. I mean, there was a lot of creativity and ideation throughout the whole thing. And if you have. I love ideation myself. So I'm not really necessarily against it, opposed to it, as long as it eventually comes to a solid, well defined feature. Set, which I think we have. So that whole process that worked very well for me. And I do appreciate George coming in as a traffic cop and essentially directing. Speaker B: A lot of that traffic and an architect as well. Can I just say, with all the drawings that he had to do, I. Speaker A: Had fun trying to figure out a way to draw a signal flow diagram, which I'd never really done anything. And I know there's proper nomenclature and symbolism and all sorts of stuff in drawing one. I didn't know that, so I just did my own thing. But it really was cool because it helped me tremendously see it, understand what goes to what. And we revised that signal flow diagram. Oh, jeez, I don't know, seven or eight times, probably. Speaker C: Yeah, probably a lot more. Speaker B: A million times. : I think it was the blend of having the signal flow diagram so you could really see what was exactly going to happen combined with the mockup of the final device so you could get an imagination of how it was really going to work in the field. I think we really came up with something that fits sentrins in the sense that it fits, obviously, the form factor, but it's super flexible and unique. You're not finding this absolutely any other interface. : No, I think it'll continue to be unique because it is so purpose built that other manufacturers will look at it and go, why? Speaker C: That's right, exactly. Speaker B: Because there's nothing else out there that's been purpose built for voiceover artists. I think that was the initial motivation. For years, voiceover artists have had to take stuff that's built for music, for music engineers, and rework it to make it for voiceover. : And it seems like this is such a niche industry that a larger manufacturer might not necessarily see a lot of business potential there. So I think that was a good match between our size being a smaller company and then a market being smaller that we were like, okay, that makes sense. : I think you see that in its price point. Speaker C: Yeah. : Someone who's looking at it really basically goes, I can get a two channel USB interface, two microphones USB interface for $100. : No, this is not that. : If you see that in there, then you're not seeing what this is. Speaker A: Yeah, it's not for you. There's almost like when you set something at a price point, you're trying to give a very clear, I mean, not only you're saying that it's worth it, obviously, but you're making a very clear statement that this is priced for professionals and it's worth every penny to a professional who will understand the value. And we've already had people stand up and say, I believe it. I see what you're saying. And they've blunt down the cash. : And let's be honest, for a working voiceover professional, not everybody, of course, but a lot of those guys can make that much money in 15 seconds. : Pays for itself in one gig. Speaker A: That is true. Speaker C: Exactly. Speaker A: We knew that pricing was going to be tricky, but we also knew that we had a restricted space in which we had to work. We wanted the value to be there. But we also have to make a profit. Michael has to make a profit. We had ideas that would have driven the price even higher quite a bit that we could have implemented, but we didn't want to do that. There's a certain point where we thought, let's keep it under that. : Well, I remember one was how we handled the, and this is actually something I have a question with, with the English Channel, we wanted to make the passport flexible enough to use an external preamp instead of the built in one. And I know that was important to Andrew. And one of the things I find with the English Channel is that when you come out line level XLR and you go into the courtcaster, turning the courtcaster down is not enough. You got to pad the other stages beforehand to get it because you're kind of feeding a mic pre into a mic pre. And I remember that was one of the things where we had to accept that we were going to go through that chip, if I remember right, and we didn't get a pure bypass of. Speaker A: The mic because that was going to raise the parts count and the cost in other ways. And it was such a, the switching, it was something where it was going to add cost to make a very small percentage of users. : It would not have made a difference to most users. Speaker C: But even based on that, I have to say that if you look at the new Neumann interface, how much is that thing? : Like one, $200, right? Speaker C: No, more than that. It will be like over 2000 us. : 18, from what I understand. : 18, yeah. I'm sorry. And it doesn't do as much as the. Speaker C: And also when you're talking about having, bypassing the internal preamp, it doesn't. : Oh, really? Speaker C: It doesn't. Like, nowhere on that new Neumann interface can you bypass a preamp. Speaker A: Fascinating. : I would wonder if that's a subject of pride. We give you the best preamp in the land. Why would you want to bypass that? Speaker B: I would suggest that would be the case, yeah. Speaker A: Well, the irony is that they sell a preamp like they sell a very expensive preamp. Outboard preamp. So you would think that they would have that. : Do you want to know what device that is? It's the reincarnation, it's the perennial. It's like a locust that comes out of the ground every eight years. And the last one that emerged out of the ground was the mini me. Speaker A: The mini me from Apigee. : The apigee mini me. Yeah. Badass preamp. Badass converter. Speaker A: Yeah. And soft clipping. : It had that limiter but really expensive interface that's just going to. I'm expensive. I'm going to be the best kind of thing is what it's trying to be, but it's not flexible. : Mini me is not a convincing name. Speaker A: If that movie hadn't come, I'm sure. : When that movie came true, but really, the mini me, it wants to be the original ad 1000, which I have several of those. And those are great. : Yeah. Speaker A: But they don't use Firewire or USB. Right. : The mini me, I believe, is USB. Speaker A: Are you sure? I don't think so. : I'm pretty sure it runs as USB and a separate pre, but I don't. Speaker A: Think it has any protocol. See, that's the thing. As soon as you add a protocol to the unit, like a USB protocol, a firewall protocol, you're now dating your product. It is now locked in time. It's now going to be obsolete at some point. Speaker C: Correct. Speaker A: Like this happened. Firewire. Actually, Firewire just became officially obsolete with, I think, Ventura, if you have a Firewire device. : So even if you have like a firewired, a thunderbolt adapter, it doesn't matter. Speaker A: They dropped off the protocol. It's gone. Poof. : Well, the lightning jack is about to go the way of the dodo. Speaker A: Yes, that's right. : Really? : Because of Europe. Speaker A: That's a whole other can of worms. Right, Michael? Because I know you spent a long time dealing with the lightning port and the. What is it called? Made for Apple MFA? : Mfi. Mfi. Made for iPhone. Speaker A: Right. Made for iPhone. And wasn't that like a major stumbling block to getting the first mixer face built and designed? : Correct. We started down that path in our hi fi devices because we wanted to make these headphone amplifiers that plugged into the phone because a lot of people started moving their music collection onto the phone and using the phone as the playback device. And then that kind of translated into recording products as well. So Apple decided to keep that walled garden ecosystem all to themselves. And then as a manufacturer, making a peripheral device, a product that would interface with the Apple iPhone, iPad, et cetera. You had to go through a lengthy bureaucratic process to establish yourself as a registered developer, essentially in the MFI ecosystem. And they policed that hard to the point. I mean, it got ridiculous. So the lightning jack actually is quite sophisticated. There's a chip inside and that chip has a serial number, a laser etched serial number inside. So every lightning jack in the world has a unique serial number. Believe it or not, this information is less relevant now. But it used to be relevant before. So what had happened is if there was a cable, a lightning cable, lightning to USB, that was not made per spec, any cable that you made as an MFI manufacturer had to be certified by an Apple approved lab and it had to do all the things that a lightning cable had to do. : It was very annoying when they started. : They enforced it all the time. And then what they ended up doing is there's been a plethora of chinese cables that were not approved. So Apple was able, because they actually had control over the chips inside of the lightning checks, they were able to remotely disable cables. Speaker A: Wow. : And then we still get these calls. It's like, man, I plug this lightning to USB cable into your product and it doesn't pass audio. It's your product. No, it's the cable. That cable just hasn't paid the fee. And by the way, you had to pay the fee to Apple. If you were MFI developer, the manufacturer of that cable either didn't pass the test or didn't pay the fee or whatever and their cable had been remotely disabled, which is bizarre. But that went on for a while and after a while we were know we're too small to be able to deal with this because there were like constant updates. : So then you just have to get your own interface adapter so you couldn't plug straight into the phone anymore. You had to have some stupid dongle so Apple could get their fee. : They got their fee one way or another. But now, thanks to Europe, it's just going to be USBC and the whole lightning adapter is no more. Speaker A: Oh, so let me ask you, this is the MFI certification, whatever you want to call it. Is that now dead because of USBC or is it still in there somewhere? : There is no special communication happening anymore because USBC is supposed to be generic. You had to announce yourself and you had to be in the database and that's how they tracked you essentially. But now there is no communication there. And then, so now it's just like a Windows machine. You plug a peripheral, a USB peripheral into a Windows machine. And if it's a generic peripheral, it pulls up a generic driver and knows what to do, knows how to work with it. With Mac, it's been like that forever. And they've written great drivers, a lot better than Windows. So that any audio interface, you plug it into a Mac, it works right away. Speaker A: Yeah, as long as it's core. What do they call it? Compliant or core audio compliant? : Core audio. Core. Audio compliant, right, exactly. : And then. So it's going to be exactly like that with the iPhone and iPads. Been like that with the iPad for about a year now. So just one less hurdle to jump over, which that's progress. Yes. And that's good, because we had this conversation the other day when you were coaching me on how to make the proper connections here, and I was pulling my hair out, trying to get things working, and I realized that it works in this environment, not in that environment and all that. Speaker A: Oh, my gosh. Honestly, when I was writing that, I went down the rabbit on the developer page of Apple. Right. To understand better how the system works. And there was like seven distinctly different and unique modes of operation. : Because it's trying to make all these decisions for you. It's like, can we interrupt this phone call? Can we interrupt this movie? Speaker A: Right, right. Oh, my gosh, it is so complicated. : It is pretty annoying. Speaker A: It's all complicated on the developer side so that you, the user, don't have to think about it, but they make those decisions for you. And that's what runs us into trouble as pros. I wish, again, because of iPhone 15 Pro and the new chipset, maybe this is going to change. But yeah, I wish we could really control our devices and say, I want to use this as the input. I want to use that as the output. I want to send this over here. : On the Windows side, there is this protocol that's been around for a while called ASIO. ASIO is the one that is direct to device. It was developed that way a long time ago. : It was made by Steinberg. : Yeah. And that would not be interrupted if you're playing a YouTube video or phone call comes in. Your session continues to be solid. Nowadays. : The problem with ASIO is that it can't share very well. : The whole point of it is that you shouldn't share. It should be like point to point, indestructible. You know what I mean? : On the macOS, it's got it with core audio where it shares it just fluidly yet. And the only thing that you have to make sure of which is the same with any situation is you just keep. If I'm sharing it, we have to agree on what sample rate we're going to be at. The device can't be at more than. Speaker A: One sample rate, but there's still weird stuff on the Apple side. Where is the volume up and down button on the keyboard going to change the output level of my device? : Exactly. Speaker A: I don't know. Is the gain, input gain setting on Mac OS going to be effective on the input level? : Or would that be if that device is set as the output in system preferences, then your knob becomes a control if that device is controllable. Not all devices are controllable. And you'll see that some of them, if you select them as the output, the slider becomes grayed out. Speaker A: But who decides that? The manufacturer of the device, the writer of the driver or the Mac audio. : Stack or whatever, that's the device. : In reality, it's everything. It's a little bit of both. So some decisions Apple has to make, some decision manufacturer tries to make, but then Apple could reverse those decisions at their own volition. Anytime you have a competition between a whole bunch of sound sources, like phone movie playing, another movie playing in this other window, and then your audio thing, the system has to decide what's the priority, which of these programs really has to be streamed and which other ones have to be muted, or do you want to just mix everything together? Which is kind of madness, right? Speaker A: Yeah. IPhone does some weird stuff like, I know we're going down a rabbit hole. : It's very useful. It's like the way a Nexus device works. They're like patch cables. And if you send two devices to go out the same patch cable, it just mixes everything together. The Wasopi Windows driver is a little bit more flexible and a little bit more core audio like than mixes. : It mixes everything, and they worked hard on doing that. Here's a problem, because it has to mix so many different streams, again, from these movies and radio stations and everything else that you could be listening to and watching at the same time in the same Windows computer. What they do is they have to align the sample rates from all these different sources. The process of aligning the sample rates results in a delay in latency. So that's completely inapplicable to music recording. Robbie would know about that. And then, so if you're watching a movie and the sound comes in 30 milliseconds later, you don't know it. It doesn't matter if you're recording music and sound comes back 30 milliseconds later, it ruins the take. : So I wonder if the latency in Wasapi is similar to the latency in core audio. Because anything that's native, every audio engineer knows it's more. : It's a lot more. In Wasapi, core audio is just very well tuned. : It's like Wasapi and fast. It's like Wasapi and ASIO combined in a way. : Wasapi generally introduces delay, and it introduces a lot of convenience at the price of the delay, whereas ASIO is as little delay as you can have. So essentially, the delay through the computer is about two milliseconds each way, and then the rest of it is the interface. But it's point to point. There are no decisions to make, so there's no pausing to think whether we should do it this way or that way. That's the beauty of ASIO, and core audio is very much like that. Speaker A: Since we're talking about Windows a little bit, is it too early for you to tell us, Michael, when you connect the passport Vo with its two USB buses or two USB interfaces to a pc, is the best choice for the user, in most cases going to be, what do they call it? Mme or Windows classic wave driver or direct sound. What's going to be the optimal setting? Do you think? : Wasapi usually is the best if you know what you're doing and you're not sending several different streams into your interface? Speaker A: Right, right. And you won't be, because with this design, each USB bus is basically a simple two in, two out. Exactly interface. Right. So the hardware, all that mixing that we try to do with software, and sometimes not very successfully, is being handled in the analog domain or internally inside the unit. : Right. Speaker A: So we don't have to even worry about that anymore. : That was a very smart idea or path. : That's the beauty of it. No drivers? No, yes. Nothing to. That's the goal. : Yeah. You could have two separate applications running at the same time. One could be sharing applications such as source connect. The other one can be a recording application such as DAW, local DAW. Speaker A: And then Adobe audition is a popular choice on Windows. : Those applications could actually meet inside of the device, inside of passport Vo, and not really conflict with each other as they would be if you were trying to mix inside the machine. : This is why we did it, because on Windows, this ability to have two applications use the same device at the same time can cause huge tech support issues. Huge. And one approach is to basically have someone like George help you out and figure it out. Going into drivers and turning them off of exclusive mode and things like that. And then crossing your fingers that it works. Speaker A: No, I have. Mike McConaughey will do that. I won't touch that stuff anymore on Windows. : Or just do it this way and dedicate one interface to one application, the other interface to the other, and then do all your cross patching and your blending and the analog domain with. : That's unique. Nobody else does that, right. Speaker A: And that internally. Michael, just to make that really clear, it's an analog signal path, that's all. It's staying completely analog? : Yes. It's an analog mixer which has two inputs which happen to be digital streams from the computer. Speaker A: But they've been converted from digital to. : Analog to analog and become analog. Mixing in analog introduces zero latency. It's that old technology. We're going back to the british invasion. And it's seamless, essentially. There are no conflicts when you're mixing an analog. Speaker A: Yeah, no sample rates to coordinate. : George? It's a bit like when you use the Bering interface to plug externally back. Speaker A: Into someone else's problem solver. : It's that, but it's all in the box with knobs and switches to control it. Instead of like, you could have your. Speaker A: Doll running at 24, 96, maybe 24 bit 96. And you can have your zoom or source connect running at whatever the heck the client wants, sample rate it needs to be. And they will not step on each other's toes at all. You don't have to worry about that. : Yeah, that's completely transparent in the analog domain. So I think that was a brilliant move. Speaker A: I can't wait. That's such a cool thing. : Hey, listen, I can't wait either. So a small development on that front. I know everybody wants to know status. As mentioned before, we have three separate paths here. And we're about to choose one with regards to the actual USB chip. So I've laid out all of the analog circuitry. It's already done. So all that mixing that we've just talked about, that's all already in the design. Speaker A: Cool. : It's designed and it's waiting to be prototyped. I am pausing and not sending this to prototyping because there's one additional block that needs to be finalized. And that block is the USB portion of the design. Actually, there's two USB portions of the design because, as we just said, there's two USB ports and there's two different computers that you could connect this thing to at the same time. And then it would then blend between the signals from those two computers. So for the USB chip that goes inside of there, the two USB chips, we learned recently, unfortunately, that the chip that we've been using for like twelve years or so is now out of production. And the manufacturer does have a newer version, but it's larger and more expensive. But larger part is more important here because, yes, we do have that small box and it just wouldn't fit. So we started a big search for another chip. We found a manufacturer in Taiwan, which is a smaller manufacturer, and it makes a chip that is smaller also. And that seems to fit the bill. But we wanted to make sure that we kind of wanted to vet them. Speaker A: Yeah, you don't just slap any random chip in there and hope for the. : You know, it's like a couple of guys in an office. Are you going to be around next year? So I have a friend in Taiwan who visited them yesterday and sent me a lengthy email. Anyway, so he visited them. He lives in neighboring cities. It's an hour drive for him, not that big a deal. So he popped over and he had a meeting and he said it was a very pleasant conversation. Taiwan is where they make all of the chips pretty much in the world these days. So they use a couple of foundries. Foundries. A plant that makes chips. And then, so they use two very reputable suppliers for that. And everything is well tested. I was like, do they test these things? How's the reliability? Do they have any large customers? Turns out this company is not well known in America, in the west yet, but they are known in China, and they're shipping significant volume into China. So I think there's the reason to believe that it's going to be a reliable supplier. And so my friend there in Taiwan who actually works for large contract manufacturers, like, yeah, you should go ahead and work with them. Not a problem. I don't see a problem. Speaker A: Milestone moment right here, folks. : Just happened to yesterday, as a matter of fact. So we're like, oh, okay, well, then, thank you. So we're not concerned about their longevity and all that. So there was also a third path, which was there's still a stock available of the old chip that's gone out of production and we can put that in there. But that would just kind of be a step backwards, putting something in the product that you know is not going to be made anymore. : Are there any features on the new chip? Like, it goes up to 384. : It does. : Does your taxes. : It does do your taxes. That would be important. But the 384, I think less so I'm joking, of course, because who needs 384 in real life? Audiophiles love their 384. Except there's no content to play. But you got to buy your DAC. : It's the album of mouse farts. : To each his own. Speaker C: Yeah. Speaker A: One other thing I want to touch on before we wrap it is I also know that you have invested in a rapid prototype, or what would you call it, a prototyping. : You can make your own boards now. : Right? It's a pick and place machine. That's the official name. Speaker A: Pick and place. Got you. : Yeah. Electronic components these days don't go through little holes in the side of the pc board. Instead, they're planar. Yeah. They're just put on the surface. And some of these components are smaller than 1 mm by 1 mm. They're really tiny. Speaker A: Yeah. : And then it used to be ten years ago that they're larger. Maybe three, four, 5 can actually use tweezers and just put them on the board yourself. It'd take forever, but you could do it right. And then you'd put this whole board with all these components that you just very carefully put on the board, and you would put it inside of an oven and heat it up for about ten minutes. There'd be a particular heat profile, and that would solidify all of the solder and then connect all the components together. And after you had a board for prototyping, that was a thing to do. Nowadays, components are so small that even if you have a magnifying glass, if you partied the night before, your hand is not as steady anymore. So therefore, assembling these things. And I'm not saying that people should not party, but it kind of puts a cramping your style anyway. So this automated pick and place machine that we have now does that for you. It's a robot, and it just kind of like, has a tiny little suction cup at the end of a needle. So it just moves over the hand, moves over to where you have your components on a reel. They're in a bobbin. This is reel. And it just picks one up by applying a little bit of suction, kind of sucks it out of the reel and then moves it to an appropriate place on the board and just kind of releases gently. And it can handle things that a human hand cannot handle. So from that standpoint, it's a huge benefit. And it actually does it fast, and it doesn't party the night before, from what I know, it doesn't ask for. : Raises and it doesn't. : Yeah. Speaker A: So I have so many questions. I mean, I'm dying to see one of these working in action. I'm sure I could probably find it on YouTube. But how long does it take to populate a board that would go inside the mixer face or pork? : About ten minutes at this point. Speaker A: Wow. : Whereas if you do it by hand, you're probably, like, at it for a couple of hours. Speaker A: Oh, my gosh. Yeah. : And you're developing cramps. : When does it get to the point where it's like, just by order? When does it get to the point where you can make your board, you can assemble your board, you've got a 3d printer. Because I really like the case for the english channel. A lot of manufacturing is like, okay, we're going to make a product, and then there you have 60,000 of some plastic thing, and then maybe they sell, maybe they don't, and you just have a lot of extra waste and they're done. Here's like making these things as needed, right? : 3D printing. Yeah, we make everything for order, and we've been sheepish about it for a while until we got to the point where we figured out how to make it look good and also make it reliable so it doesn't break. So these 3D printed parts at this point are completely usable. I mean, they're not toys anymore. They're functional pieces of mechanical design. And we love that because we can change colors. You can get the tray, the commander console, we call it, for the english channel. You can get it in lime, lemon, red, blue, white, black, whatever, gray. And this is so easy for us to do otherwise we would have to order thousands of each color and then store them somewhere. And now we just have these reels of filament, which is this just essentially plastic out of which everything's being made, and then we can make them to order. So that's really great. And then as far as how long does it take? Well, the box that we make everything in is still aluminum. So that box, fortunately for us, we make a lot of different products inside that same box. So we can order it by a boatload from the manufacturer because there is a minimum order quantity. But we figured that we will go through the entire order because we will put different products in that same box, and that way we can afford to buy a whole bunch at once. Speaker A: So one more board thing is amazing. So after you've dropped tiny, tiny little components over this little board, so is that the point where it goes into the oven? And how do you keep the little tiny, tiny, tiny pieces from moving around. : You squeeze paste, solder, solder paste, the official name. You squeeze a layer of this gooey. It's just like toothpaste, but it's dark gray. And it has the property that when you heat it up, it solidifies and it becomes metal. But basically you get a stencil, which is this thin metal plate. Steel plate, very thin, less than a millimeter. And then holes for the components are laser cut inside of that steel plate. And then you put that steel plate over the board, line it up correctly, and then you use a squeegee to essentially squeeze that paste over the stencil. And then where the stencil has the holes, the paste drops through the holes onto the pc board and then forms the tiny little squares in appropriate places. Then they're a little sticky, just like toothpaste. And then when a component drops onto these two squares, for example, if component has two pins, right, it kind of gets stuck in the paste and it doesn't move. And then you can handle the board. I mean, you don't want to throw the board because the components will fly off. But if you carefully handle it and carefully move it into the oven, then the components will not move. And then what actually happens in the oven is a beautiful thing due to surface tension. Essentially, the components, once they heat up, they line up because the tiny little solder bolts. So essentially you have liquid metal at that point. If you remember the movie terminator, there was this other terminator guy that was essentially made out of liquid metal, and he could reassemble himself at all points. Remember that? Speaker A: Oh, yeah. : T two. Yeah, that's liquid tension is like when liquid gets together, it just kind of just forms this one thing wants to make a ball. Wants to make a ball. And that is what allows these tiny little components to get soldered to the pads in a very even sort of glowing pattern where all the solder gets utilized and none of it is left around because it all kind of tenses up and kind of sucks into one bowl in each little pad. Speaker A: That's cool, man. Thanks for describing that. That's really neat. : Michael, I actually had one quick question with the faces. Can you cut your own faces right now? : When you say faces, what are you referring to? : Like, all your pieces are made out of the same metal, sort of two pieces of metal. : Oh, I understand. : And right now, they always have the same four outside screw holes to hold them together. But then on the top of it, there's different holes for different knobs. And what I'm asking is, do you need to make seven holes in this one, three slots for a different switch. And you're able to do that all at your place now. I mean, could you theoretically just. : No, we still do it at a supplier, but. Good question. Yes. So the official term for this is platform strategy, is when you can make a lot of different things out of one thing. Another official term, if you want to keep going with the MBA speak. Design for postponement is what we're using here, if you want to be official about it, which means that you can make the decision on what the heck it is that you're building at the very last step. Right. Which also allows 3d printing is the same thing. You postpone the differentiation of the product, and then you can actually choose what you're building the day when you ship that thing. Right. Toyota has pioneered that in the 80s where with the whole just in time strategy and all that, because they were able to reduce the amount of stuff that they held at their warehouses, which were huge anyway. So what happens with these products is, on top of the product is this plastic overlay. It's actually a sticky sticker. Yeah, it's a thick sticker made out of polycarbonate. It's a polycarbonate overlay with an adhesive backing that we very carefully lay in this existing hole. And then that sticker we print. And then, fortunately, we have a supplier who doesn't want us to print thousands of them. They can print 100 at a time. And then those stickers themselves are not that expensive. And therefore we can get 100 stickers of each product and then essentially put the sticker on the product. The day we assemble the product and the day we ship it to the customer, which allows us to be a lot more flexible than a traditional manufacturing plant. : So then if you have the ability to drill your own holes and slots at some point, whatever CNC machine that. : Is, we have that. Speaker B: There you go. Speaker C: You do. : I haven't let you into the warehouse yet. You should come back. : I'd love to. Speaker C: Yeah, he's on his way. Speaker B: He's leaving now. : And on that note, as Andrew would say, yes. Speaker A: Well, that was fun. : Is it over? Speaker C: The pro audio suite with thanks to Tribut and austrian audio recorded using source Connect, edited by Andrew Peters and mixed by Robo. Got your own audio issues? Just ask robo.com tech support from George Thetech Wittam. Don't forget to subscribe to the go and join in the conversation on our Facebook group. To leave a comment, suggest a topic, or just say, g'day. Drop us a note at our websiteprodiosuite.com.

Back to talking Data with Ed Anuff, CPO, DataStax.  With experience at Google, Apigee, Six Apart, Vignette, Epicentric, and Wired, Ed talks the future of databases with AI and GenAI.  05:04 The Crazy life of Ed Anuff08:12 DataStax defined10:06 Vector Database11:58 GenAI and RAG Pattern18:03 DataStax Differentiation21:39 NoSQL vs SQL24:27 Common AI Use Cases25:47 The Secret to ChatGPT31:10 DataStax 2min Pitch31:42 The Future35:47 Bring AI to the DataLinkedIn: linkedin.com/in/edanuffWebsite: https://www.datastax.com/Want to be featured as a guest on Making Data Simple?  Reach out to us at almartintalksdata@gmail.com and tell us why you should be next.  The Making Data Simple Podcast is hosted by Al Martin, WW VP Technical Sales, IBM, where we explore trending technologies, business innovation, and leadership ... while keeping it simple & fun. 

Back to talking Data with Ed Anuff, CPO, DataStax.  With experience at Google, Apigee, Six Apart, Vignette, Epicentric, and Wired, Ed talks the future of databases with AI and GenAI.  05:04 The Crazy life of Ed Anuff08:12 DataStax defined10:06 Vector Database11:58 GenAI and RAG Pattern18:03 DataStax Differentiation21:39 NoSQL vs SQL24:27 Common AI Use Cases25:47 The Secret to ChatGPT31:10 DataStax 2min Pitch31:42 The Future35:47 Bring AI to the DataLinkedIn: linkedin.com/in/edanuffWebsite: https://www.datastax.com/Want to be featured as a guest on Making Data Simple?  Reach out to us at almartintalksdata@gmail.com and tell us why you should be next.  The Making Data Simple Podcast is hosted by Al Martin, WW VP Technical Sales, IBM, where we explore trending technologies, business innovation, and leadership ... while keeping it simple & fun. 

Timed to coincide with the annual RSA cybersecurity conference, Google Cloud announced updates to Apigee, its API management and predictive analytics service, designed to help prevent business logic attacks. 

On The Cloud Pod this week, Amazon adds the ability to embed fine-grained visualizations directly onto web pages, Google offers pay-as-you-go pricing for Apigee customers, and Microsoft launches Arm-based Azure VMs that are powered by ampere chips. Thank you to our sponsor, Foghorn Consulting, which provides top notch cloud and DevOps engineers to the world's most innovative companies. Initiatives stalled because you're having trouble hiring? Foghorn can be burning down your DevOps and Cloud backlogs as soon as next week. Episode Highlights ⏰  Fine-grained visualizations can now be embedded directly into your webpages and applications ⏰  Google is now offering pay-as-you-go pricing for its Apigee API customers ⏰  Microsoft launches Arm-based Azure VMs powered by ampere chips Top Quote

While everyone was away, inFLUX decided to outreach during the summer to bring you a special episode with an even more special guest. Meet Catherine Aurelio, Sr Product Design Management in Central Privacy at Meta. Before she started at Meta, she worked in previous leadership roles in Coursera, Looker, and Apigee. Most notable for her TedTalk on Gamification, Catherine is a futurist visionary and innovator of design across numerous digital mediums. In this episode, we discuss the differences and similarities between product design and UX and their importance to integrate with each other. We also get into the topics of leadership on how crucial communication and diversity are to produce the best results as a team. Not to mention a sprinkle of Meta humor and all things VR and XR. Both stimulating and humourous, this episode is not worth missing. Interested in learning more about Catherine? Follow her links below! https://www.linkedin.com/in/catherineaurelio/ https://www.youtube.com/watch?v=5jSzwSJmzRY&ab_channel=TEDxTalks Make sure not to miss out on any new inFLUX updates, FLUX club events, and so much more on our Instagram and Discord. https://www.instagram.com/scadflux/?hl=en https://discord.gg/fcrEQ5Ff

On The Cloud Pod this week, the team discusses data sovereignty for future space-customers. Plus: There's a global cloud shortage, Google announces Apigee advanced API security, and GKE Autopilot gets new networking features. A big thanks to this week's sponsor, Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. This week's highlights

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Brian Pagano, Chief Catalyst and VP at Axwa joins me on Tech Talks Daily to offer tips, best practices, and expert analysis for organization leaders tackling privacy issues. Before Axway, Brian was a Global Platform Strategist at Google and was VP of Digital Success at Apigee. In addition, he has worked for years as a technology executive on Wall Street and was a CTO in Italy. Brian discusses why we should abandon the old faith in passwords. He argues that you can tell if an IT department is not evolving if you are required to frequently change your password (this practice has been shown to decrease security and has largely been abandoned). Keeping data private involves data-at-rest and data-in-motion, mostly ensuring that whoever is trying to access the info has the proper entitlements to that data. If privacy is a top concern, the organization should adopt a need-to-know check for any document. Prove you need this information. Then, keep logs and audit them randomly. We also discuss how there is no one solution for optimized data privacy and how the cloud has the same problems around data-in-motion. Finally, we talk about APIs and data privacy and how APIs are the critical front door to your business.

Guest: Etienne De Burgh, Senior Security and Compliance Specialist, Office of the CISO @ Google Cloud Topics: Why is API security hot now? What happened that made it a priority for many?  Is API security different from application security? Doesn't the first "A" in API  stand for application?  What are the real threats to exposed APIs? APIs are designed for automated use, so how do you tell automated use from automated abuse / attack? What are the biggest challenges that companies are having with API security? What are the components of API security? Is there a “secure by default API”? API threat detection? Just like cloud in general, API misconfigurations seem to be leading to security problems, are APIs hard to configure securely for most organizations? Resources: Google Cloud Security Summit  - come see us on May 17, 2022 “Securing web applications and APIs anywhere” (at our Security Summit) OWASP Top 10 for API Security “Best practices for securing your applications and APIs using Apigee”

Aashima Gupta was a rising star in the financial technology world at organizations including Fidelity Investments and JPMorgan Chase, but after her father passed away suddenly due to health reasons, she turned her technical talents towards improving healthcare. After five years in leading technical roles at Kaiser Permante and two years leading healthcare strategy at the API and analytics company Apigee, she became director of global healthcare solutions at Google Cloud through its acquisition of Apigee. While historically big tech has had little insight into what is happening on the ground within vertical markets – including healthcare – that paradigm is shifting. As part of this evolution, cloud infrastructure companies are tailoring solutions to meet specific needs and advance digital transformation within industries like healthcare. This is the crux of Aashima's role at Google Cloud where she focuses on applying Google Cloud technology, machine learning, artificial intelligence, mobile and APIs to help companies in the healthcare ecosystem identify new care models, improve patient experiences, generate new revenue streams and securely share data.In this episode of Healthcare is Hard, Aashima talks to Keith Figlioli about her journey from Fintech to Digital Health and shares insight into Google's strategy to transform healthcare. Topics they discuss include:The pace of innovation in digital health. Aashima recounts her transition to healthcare and the biggest differences with the pace of innovation. She had often dealt with mission critical systems in past roles at some of the world's largest financial services organizations, but recognized quickly after moving to Kaiser Permanente that she was now dealing with life critical systems. She talks about the shifts in culture and mindset that a career in healthcare technology requires.Google's most recent healthcare news. Google's core mission is to democratize access to information, and its recent announcements about integrating features for scheduling medical appointments directly into search results shows how that mission extends to healthcare. These new features aim to address one of the most significant barriers to getting care: the ability to find an appointment. Aashima discusses how these new developments fit into Google's larger vision for healthcare innovation and the company's ongoing efforts to expand partnerships with third parties.Democratizing AI in healthcare. As a platform that fills a critical infrastructure role for organizations across the healthcare ecosystem – from payers and providers, to life science companies, tech vendors and more – Google Cloud places an intense focus on empowering these companies through advanced technologies like AI. With years of experience building, deploying and maintaining machine learning for its own use and incorporating that institutional knowledge into its cloud platform, Google is helping to democratize AI and accelerate healthcare innovation. As an example, Aashima points to customers that can train AI models using 80% fewer lines of code than they would need otherwise.Responsible use of AI. Google recognizes the power of AI and the equally powerful questions it raises about using it responsibly – especially in healthcare. Aashima shares how Alphabet CEO, Sundar Pichai, has been directly involved with the company's principles for responsible AI innovation. She talks about how the company uses tools like “model cards,” which describe AI algorithms in a similar way to nutrition labels on food packaging, and how it's pushing for these to play a foundational role in the future of AI.To hear Aashima and Keith talk about these topics and more, listen to the full episode of Healthcare is Hard: A Podcast for Insiders.  

LinkedIn: Eric Cross   Eric has 20+ years experience leading and scaling high growth go to market organizations. He brings a diverse background with organizations sub $25M to $1.5B in direct and indirect revenue models spanning a diverse set of established and emerging technology categories. Recently, he was a member of the senior leadership team leading Apigee from mid stage start up through successful IPO and eventual acquisition by Google. Prior, he served in various senior leadership roles with Blue Coat Systems, Citrix Systems, and PeopleSoft amongst others. Eric is a graduate of the University of Georgia. *** Have any questions or comments? Email me at noahifergan@gmail.com.   If you enjoyed the podcast, please consider leaving a short review on Apple Podcasts. Follow the Podcast on Instagram, Twitter, Facebook for more exciting episodes!  

LinkedIn: Eric Cross    Eric Cross is Chief Revenue Officer at Appian. He has 20+ years experience leading and scaling high growth go to market organizations. He brings a diverse background with organizations sub $25M to $1.5B in direct and indirect revenue models spanning a diverse set of established and emerging technology categories. Recently, he was a member of the senior leadership team leading Apigee from mid stage start up through successful IPO and eventual acquisition by Google. Prior, he served in various senior leadership roles with Blue Coat Systems, Citrix Systems, and PeopleSoft amongst others. Eric is a graduate of the University of Georgia.***Have any questions or comments? Email me at noahifergan@gmail.com.   If you enjoyed the podcast, please consider leaving a short review on Apple Podcasts.Follow the Podcast on Instagram, Twitter, Facebook for more exciting episodes!  

About SamA 25-year veteran of the Silicon Valley and Seattle technology scenes, Sam Ramji led Kubernetes and DevOps product management for Google Cloud, founded the Cloud Foundry foundation, has helped build two multi-billion dollar markets (API Management at Apigee and Enterprise Service Bus at BEA Systems) and redefined Microsoft's open source and Linux strategy from “extinguish” to “embrace”.He is nerdy about open source, platform economics, middleware, and cloud computing with emphasis on developer experience and enterprise software. He is an advisor to multiple companies including Dell Technologies, Accenture, Observable, Fletch, Orbit, OSS Capital, and the Linux Foundation.Sam received his B.S. in Cognitive Science from UC San Diego, the home of transdisciplinary innovation, in 1994 and is still excited about artificial intelligence, neuroscience, and cognitive psychology.Links: DataStax: https://www.datastax.com Sam Ramji Twitter: https://twitter.com/sramji Open||Source||Data: https://www.datastax.com/resources/podcast/open-source-data Screaming in the Cloud Episode 243 with Craig McLuckie: https://www.lastweekinaws.com/podcast/screaming-in-the-cloud/innovating-in-the-cloud-with-craig-mcluckie/ Screaming in the Cloud Episode 261 with Jason Warner: https://www.lastweekinaws.com/podcast/screaming-in-the-cloud/what-github-can-give-to-microsoft-with-jason-warner/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Redis, the company behind the incredibly popular open source database that is not the bind DNS server. If you're tired of managing open source Redis on your own, or you're using one of the vanilla cloud caching services, these folks have you covered with the go to manage Redis service for global caching and primary database capabilities; Redis Enterprise. Set up a meeting with a Redis expert during re:Invent, and you'll not only learn how you can become a Redis hero, but also have a chance to win some fun and exciting prizes. To learn more and deploy not only a cache but a single operational data platform for one Redis experience, visit redis.com/hero. Thats r-e-d-i-s.com/hero. And my thanks to my friends at Redis for sponsoring my ridiculous non-sense.  Corey: Are you building cloud applications with a distributed team? Check out Teleport, an open source identity-aware access proxy for cloud resources. Teleport provides secure access to anything running somewhere behind NAT: SSH servers, Kubernetes clusters, internal web apps and databases. Teleport gives engineers superpowers! Get access to everything via single sign-on with multi-factor. List and see all SSH servers, kubernetes clusters or databases available to you. Get instant access to them all using tools you already have. Teleport ensures best security practices like role-based access, preventing data exfiltration, providing visibility and ensuring compliance. And best of all, Teleport is open source and a pleasure to use.Download Teleport at https://goteleport.com. That's goteleport.com.Corey: Welcome to Screaming in the Cloud, I'm Cloud Economist Corey Quinn, and recurring effort that this show goes to is to showcase people in their best light. Today's guest has done an awful lot: he led Kubernetes and DevOps Product Management for Google Cloud; he founded the Cloud Foundry Foundation; he set open-source strategy for Microsoft in the naughts; he advises companies including Dell, Accenture, the Linux Foundation; and tying all of that together, it's hard to present a lot of that in a great light because given my own proclivities, that sounds an awful lot like a personal attack. Sam Ramji is the Chief Strategy Officer at DataStax. Sam, thank you for joining me, and it's weird when your resume starts to read like, “Oh, I hate all of these things.”Sam: [laugh]. It's weird, but it's true. And it's the only life I could have lived apparently because here I am. Corey, it's a thrill to meet you. I've been an admirer of your public speaking, and public tweeting, and your writing for a long time.Corey: Well, thank you. The hard part is getting over the voice saying don't do it because it turns out that there's no real other side of public shutting up, which is something that I was never good at anyway, so I figured I'd lean into it. And again, I mean, that the sense of where you have been historically in terms of your career not, “Look what you've done,” which is a subtext that I could be accused of throwing in sometimes.Sam: I used to hear that a lot from my parents, actually.Corey: Oh, yeah. That was my name growing up. But you've done a lot of things, and you've transitioned from notable company making significant impact on the industry, to the next one, to the next one. And you've been in high-flying roles, doing lots of really interesting stuff. What's the common thread between all those things?Sam: I'm an intensely curious person, and the thing that I'm most curious about is distributed cognition. And that might not be obvious from what you see is kind of the… Lego blocks of my career, but I studied cognitive science in college when that was not really something that was super well known. So, I graduated from UC San Diego in '94 doing neuroscience, artificial intelligence, and psychology. And because I just couldn't stop thinking about thinking; I was just fascinated with how it worked.So, then I wanted to build software systems that would help people learn. And then I wanted to build distributed software systems. And then I wanted to learn how to work with people who were thinking about building the distributed software systems. So, you end up kind of going up this curve of, like, complexity about how do we think? How do we think alone? How do we learn to think? How do we think together?And that's the directed path through my software engineering career, into management, into middleware at BEA, into open-source at Microsoft because that's an amazing demonstration of distributed cognition, how, you know, at the time in 2007, I think, Sourceforge had 100,000 open-source projects, which was, like, mind boggling. Some of them even worked together, but all of them represented these groups of people, flung around the world, collaborating on something that was just fundamentally useful, that they were curious about. Kind of did the same thing into APIs because APIs are an even better way to reuse for some cases than having the source code—at Apigee. And kept growing up through that into, how are we building larger-scale thinking systems like Cloud Foundry, which took me into Google and Kubernetes, and then some applications of that in Autodesk and now DataStax. So, I love building companies. I love helping people build companies because I think business is distributed cognition. So, those businesses that build distributed systems, for me, are the most fascinating.Corey: You were basically handed a heck of a challenge as far as, “Well, help set open-source strategy,” back at Microsoft, in the days where that was a punchline. And credit where due, I have to look at Microsoft of today, and it's not a joke, you can have your arguments about them, but again in those days, a lot of us built our entire personality on hating Microsoft. Some folks never quite evolved beyond that, but it's a new ballgame and it's very clear that the Microsoft of yesteryear and the Microsoft of today are not completely congruent. What was it like at that point understanding that as you're working with open-source communities, you're doing that from a place of employment with a company that was widely reviled in the space.Sam: It was not lost on me. The irony, of course, was that—Corey: Well, thank God because otherwise the question where you would have been, “What do you mean they didn't like us?”Sam: [laugh].Corey: Which, on some levels, like, yeah, that's about the level of awareness I would have expected in that era, but contrary to popular opinion, execs at these companies are not generally oblivious.Sam: Yeah, well, if I'd been clever as a creative humorist, I would have given you that answer instead of my serious answer, but for some reason, my role in life is always to be the straight guy. I used to have Slashdot as my homepage, right? I love when I'd see some conspiracy theory about, you know, Bill Gates dressed up as the Borg, taking over the world. My first startup, actually in '97, was crushed by Microsoft. They copied our product, copied the marketing, and bundled it into Office, so I had lots of reasons to dislike Microsoft.But in 2004, I was recruited into their venture capital team, which I couldn't believe. It was really a place that they were like, “Hey, we could do better at helping startups succeed, so we're going to evangelize their success—if they're building with Microsoft technologies—to VCs, to enterprises, we'll help you get your first big enterprise deal.” I was like, “Man, if I had this a few years ago, I might not be working.” So, let's go try to pay it forward.I ended up in open-source by accident. I started going to these conferences on Software as a Service. This is back in 2005 when people were just starting to light up, like, Silicon Valley Forum with, you know, the CEO of Demandware would talk, right? We'd hear all these different ways of building a new business, and they all kept talking about their tech stack was Linux, Apache, MySQL, and PHP. I went to one eight-hour conference, and Microsoft technologies were mentioned for about 12 seconds in two separate chunks. So, six seconds, he was like, “Oh, and also we really like Microsoft SQL Server for our data layer.”Corey: Oh, Microsoft SQL Server was fantastic. And I know that's a weird thing for people to hear me say, just because I've been renowned recently for using Route 53 as the primary data store for everything that I can. But there was nothing quite like that as far as having multiple write nodes, being able to handle sharding effectively. It was expensive, and you would take a bath on the price come audit time, but people were not rolling it out unaware of those things. This was a trade off that they were making.Oracle has a similar story with databases. It's yeah, people love to talk smack about Oracle and its business practices for a variety of excellent reasons, at least in the database space that hasn't quite made it to cloud yet—knock on wood—but people weren't deploying it because they thought Oracle was warm and cuddly as a vendor; they did it because they can tolerate the rest of it because their stuff works.Sam: That's so well said, and people don't give them the credit that's due. Like, when they built hypergrowth in their business, like… they had a great product; it really worked. They made it expensive, and they made a lot of money on it, and I think that was why you saw MySQL so successful and why, if you were looking for a spec that worked, that you could talk through through an open driver like ODBC or JDBC or whatever, you could swap to Microsoft SQL Server. But I walked out of that and came back to the VC team and said, “Microsoft has a huge problem. This is a massive market wave that's coming. We're not doing anything in it. They use a little bit of SQL Server, but there's nothing else in your tech stack that they want, or like, or can afford because they don't know if their businesses are going to succeed or not. And they're going to go out of business trying to figure out how much licensing costs they would pay to you in order to consider using your software. They can't even start there. They have to start with open-source. So, if you're going to deal with SaaS, you're going to have to have open-source, and get it right.”So, I worked with some folks in the industry, wrote a ten-page paper, sent it up to Bill Gates for Think Week. Didn't hear much back. Bought a new strategy to the head of developer platform evangelism, Sanjay Parthasarathy who suggested that the idea of discounting software to zero for startups, with the hope that they would end up doing really well with it in the future as a Software as a Service company; it was dead on arrival. Dumb idea; bring it back; that actually became BizSpark, the most popular program in Microsoft partner history.And then about three months later, I got a call from this guy, Bill Hilf. And he said, “Hey, this is Bill Hilf. I do open-source at Microsoft. I work with Bill Gates. He sent me your paper. I really like it. Would you consider coming up and having conversation with me because I want you to think about running open-source technology strategy for the company.” And at this time I'm, like, 33 or 34. And I'm like, “Who me? You've got to be joking.” And he goes, “Oh, and also, you'll be responsible for doing quarterly deep technical briefings with Bill… Gates.” I was like, “You must be kidding.” And so of course I had to check it out. One thing led to another and all of a sudden, with not a lot of history in the open-source community but coming in it with a strategist's eye and with a technologist's eye, saying, “This is a problem we got to solve. How do we get after this pragmatically?” And the rest is history, as they say.Corey: I have to say that you are the Chief Strategy Officer at DataStax, and I pull up your website quickly here and a lot of what I tell earlier stage companies is effectively more or less what you have already done. You haven't named yourself after the open-source project that underlies the bones of what you have built so you're not going to wind up in the same glorious challenges that, for example, Elastic or MongoDB have in some ways. You have a pricing page that speaks both to the reality of, “It's two in the morning. I'm trying to get something up and running and I want you the hell out of my way. Just give me something that I can work with a reasonable free tier and don't make me talk to a salesperson.” But also, your enterprise tier is, “Click here to talk to a human being,” which is speaking enterprise slash procurement slash, oh, there will be contract negotiation on these things.It's being able to serve different ends of your market depending upon who it is that encounters you without being off-putting to any of those. And it's deceptively challenging for companies to pull off or get right. So clearly, you've learned lessons by doing this. That was the big problem with Microsoft for the longest time. It's, if I want to use some Microsoft stuff, once you were able to download things from the internet, it changed slightly, but even then it was one of those, “What exactly am I committing to here as far as signing up for this? And am I giving them audit rights into my environment? Is the BSA about to come out of nowhere and hit me with a surprise audit and find out that various folks throughout the company have installed this somewhere and now I owe more than the company's worth?” That was always the haunting fear that companies had back then.These days, I like the approach that companies are taking with the SaaS offering: you pay for usage. On some level, I'd prefer it slightly differently in a pay-per-seat model because at least then you can predict the pricing, but no one is getting surprise submarined with this type of thing on an audit basis, and then they owe damages and payment in arrears and someone has them over a barrel. It's just, “Oh. The bill this month was higher than we expected.” I like that model I think the industry does, too.Sam: I think that's super well said. As I used to joke at BEA Systems, nothing says ‘I love you' to a customer like an audit, right? That's kind of a one-time use strategy. If you're going to go audit licenses to get your revenue in place, you might be inducing some churn there. It's a huge fix for the structural problem in pricing that I think package software had, right?When we looked at Microsoft software versus open-source software, and particularly Windows versus Linux, you would have a structure where sales reps were really compensated to sell as much as possible upfront so they could get the best possible commission on what might be used perpetually. But then if you think about it, like, the boxes in a curve, right, if you do that calculus approximation of a smooth curve, a perpetual software license is a huge box and there's an enormous amount of waste in there. And customers figured out so as soon as you can go to a pay-per-use or pay-as-you-go, you start to smooth that curve, and now what you get is what you deserve, right, as opposed to getting filled with way more cost than you expect. So, I think this model is really super well understood now. Kind of the long run the high point of open-source meets, cloud, meets Software as a Service, you look at what companies like MongoDB, and Confluent, and Elastic, and Databricks are doing. And they've really established a very good path through the jungle of how to succeed as a software company. So, it's still difficult to implement, but there are really world-class guides right now.Corey: Moving beyond where Microsoft was back in the naughts, you were then hired as a VP over at Google. And in that era, the fact that you were hired as a VP at Google is fascinating. They preferred to grow those internally, generally from engineering. So, first question, when you were being hired as a VP in the product org, did they make you solve algorithms on a whiteboard to get there?Sam: [laugh]. They did not. I did have somewhat of an advantage [because they 00:13:36] could see me working pretty closely as the CEO of the Cloud Foundry Foundation. I'd worked closely with Craig McLuckie who notably brought Kubernetes to the world along with Joe Beda, and with Eric Brewer, and a number of others.And he was my champion at Google. He was like, “Look, you know, we need him doing Kubernetes. Let's bring Sam in to do that.” So, that was helpful. I also wrote a [laugh] 2000-word strategy document, just to get some thoughts out of my head. And I said, “Hey, if you like this, great. If you don't throw it away.” So, the interviews were actually very much not solving problems in a whiteboard. There were super collaborative, really excellent conversations. It was slow—Corey: Let's be clear, Craig McLuckie's most notable achievement was being a guest on this podcast back in Episode 243. But I'll say that this is a close second.Sam: [laugh]. You're not wrong. And of course now with Heptio and their acquisition by VMware.Corey: Ehh, they're making money beyond the wildest dreams of avarice, that's all well and good, but an invite to this podcast, that's where it's at.Sam: Well, he should really come on again, he can double down and beat everybody. That can be his landmark achievement, a two-timer on Screaming in [the] Cloud.Corey: You were at Google; you were at Microsoft. These are the big titans of their era, in some respect—not to imply that there has beens; they're bigger than ever—but it's also a more crowded field in some ways. I guess completing the trifecta would be Amazon, but you've had the good judgment never to work there, directly of course. Now they're clearly in your market. You're at DataStax, which is among other things, built on Apache Cassandra, and they launched their own Cassandra service named Keyspaces because no one really knows why or how they name things.And of course, looking under the hood at the pricing model, it's pretty clear that it really is just DynamoDB wearing some Groucho Marx classes with a slight upcharge for API level compatibility. Great. So, I don't see it a lot in the real world and that's fine, but I'm curious as to your take on looking at all three of those companies at different eras. There was always the threat in the open-source world that they are going to come in and crush you. You said earlier that Microsoft crushed your first startup.Google is an interesting competitor in some respects; people don't really have that concern about them. And your job as a Chief Strategy Officer at Amazon is taken over by a Post-it Note that simply says ‘yes' on it because there's nothing they're not going to do, or try, and experiment with. So, from your perspective, if you look at the titans, who is it that you see as the largest competitive threat these days, if that's even a thing?Sam: If you think about Sun Tzu and the Art of War, right—a lot of strategy comes from what we've learned from military environments—fighting a symmetric war, right, using the same weapons and the same army against a symmetric opponent, but having 1/100th of the personnel and 1/100th of the money is not a good plan.Corey: “We're going to lose money, going to be outcompeted; we'll make it up in volume. Oh, by the way, we're also slower than they are.”Sam: [laugh]. So, you know, trying to come after AWS, or Microsoft, or Google as an independent software company, pound-for-pound, face-to-face, right, full-frontal assault is psychotic. What you have to do, I think, at this point is to understand that these are each companies that are much like we thought about Linux, and you know, Macintosh, and Windows as operating systems. They're now the operating systems of the planet. So, that creates some economies of scale, some efficiencies for them. And for us. Look at how cheap object storage is now, right? So, there's never been a better time in human history to create a database company because we can take the storage out of the database and hand it over to Amazon, or Google, or Microsoft to handle it with 13 nines of durability on a constantly falling cost basis.So, that's super interesting. So, you have to prosecute the structure of the world as it is, based on where the giants are and where they'll be in the future. Then you have to turn around and say, like, “What can they never sell?”So, Amazon can never sell something that is standalone, right? They're a parts factory and if you buy into the Amazon-first strategy of cloud computing—which we did at Autodesk when I was VP of cloud platform there—everything is a primitive that works inside Amazon, but they're not going to build things that don't work outside of the Amazon primitives. So, your company has to be built on the idea that there's a set of people who value something that is purpose-built for a particular use case that you can start to broaden out, it's really helpful if they would like it to be something that can help them escape a really valuable asset away from the center of gravity that is a cloud. And that's why data is super interesting. Nobody wakes up in the morning and says, “Boy, I had such a great conversation with Oracle over the last 20 years beating me up on licensing. Let me go find a cloud vendor and dump all of my data in that so they can beat me up for the next 20 years.” Nobody says that.Corey: It's the idea of data portability that drives decision-making, which makes people, of course, feel better about not actually moving in anywhere. But the fact that they're not locked in strategically, in a way that requires a full software re-architecture and data model rewrite is compelling. I'm a big believer in convincing people to make decisions that look a lot like that.Sam: Right. And so that's the key, right? So, when I was at Autodesk, we went from our 100 million dollar, you know, committed spend with 19% discount on the big three services to, like—we started realize when we're going to burn through that, we were spending $60 million or so a year on 20% annual growth as the cloud part of the business grew. Thought, “Okay, let's renegotiate. Let's go and do a $250 million deal. I'm sure they'll give us a much better discount than 19%.” Short story is they came back and said, “You know, we're going to take you from an already generous 19% to an outstanding 22%.” We thought, “Wait a minute, we already talked to Intuit. They're getting a 40% discount on a $400 million spend.”So, you know, math is hard, but, like, 40% minus 22% is 18% times $250 million is a lot of money. So, we thought, “What is going on here?” And we realized we just had no credible threat of leaving, and Intuit did because they had built a cross-cloud capable architecture. And we had not. So, now stepping back into the kind of the world that we're living in 2021, if you're an independent software company, especially if you have the unreasonable advantage of being an open-source software company, you have got to be doing your customers good by giving them cross-cloud capability. It could be simply like the Amdahl coffee cup that Amdahl reps used to put as landmines for the IBM reps, later—I can tell you that story if you want—even if it's only a way to save money for your customer by using your software, when it gets up to tens and hundreds of million dollars, that's a really big deal.But they also know that data is super important, so the option value of being able to move if they have to, that they have to be able to pull that stick, instead of saying, “Nice doggy,” we have to be on their side, right? So, there's almost a detente that we have to create now, as cloud vendors, working in a world that's invented and operated by the giants.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance accelerator for the Oracle MySQL Database Service. Although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLTP and OLAP, don't ask me to ever say those acronyms again, workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: When we look across the, I guess, the ecosystem as it's currently unfolding, a recurring challenge that I have to the existing incumbent cloud providers is they're great at offering the bricks that you can use to build things, but if I'm starting a company today, I'm not going to look at building it myself out of, “Ooh, I'm going to take a bunch of EC2 instances, or Lambda functions, or popsicles and string and turn it into this thing.” I'm going to want to tie together things that are way higher level. In my own case, now I wind up paying for Retool, which is, effectively, yeah, it runs on some containers somewhere, presumably, I think in Azure, but don't quote me on that. And that's great. Could I build my own thing like that?Absolutely not. I would rather pay someone to tie it together. Same story. Instead of building my own CRM by running some open-source software on an EC2 instance, I wind up paying for Salesforce or Pipedrive or something in that space. And so on, and so forth.And a lot of these companies that I'm doing business with aren't themselves running on top of AWS. But for web hosting, for example; if I look at the reference architecture for a WordPress site, AWS's diagram looks like a punchline. It is incredibly overcomplicated. And I say this as someone who ran large WordPress installations at Media Temple many years ago. Now, I have the good sense to pay WP Engine. And on a monthly basis, I give them money and they make the website work.Sure, under the hood, it's running on top of GCP or AWS somewhere. But I don't have to think about it; I don't have to build this stuff together and think about the backups and the failover strategy and the rest. The website just works. And that is increasingly the direction that business is going; things commoditize over time. And AWS in particular has done a terrible job, in my experience, of differentiating what it is they're doing in the language that their customers speak.They're great at selling things to existing infrastructure engineers, but folks who are building something from scratch aren't usually in that cohort. It's a longer story with time and, “Well, we're great at being able to sell EC2 instances by the gallon.” Great. Are you capable of going to a small doctor's office somewhere in the American Midwest and offering them an end-to-end solution for managing patient data? Of course not. You can offer them a bunch of things they can tie together to something that will suffice if they all happen to be software engineers, but that's not the opportunity.So instead, other companies are building those solutions on top of AWS, capturing the margin. And if there's one thing guaranteed to keep Amazon execs awake at night, it's the idea of someone who isn't them making money somehow somewhere, so I know that's got to rankle them, but they do not speak that language. At all. Longer-term, I only see that as a more and more significant crutch. A long enough timeframe here, we're talking about them becoming the Centurylinks of the world, the tier one backbone provider that everyone uses, but no one really thinks about because they're not a household name.Sam: That is a really thoughtful perspective. I think the diseconomies of scale that you're pointing to start to creep in, right? Because when you have to sell compute units by the gallon, right, you can't care if it's a gallon of milk, [laugh] or a gallon of oil, or you know, a gallon of poison. You just have to keep moving it through. So, the shift that I think they're going to end up having to make pragmatically, and you start to see some signs of it, like, you know, they hired but could not retain Matt [Acey 00:23:48]. He did an amazing job of bringing them to some pragmatic realization that they need to partner with open-source, but more broadly, when I think about Microsoft in the 2000s as they were starting to learn their open-source lessons, we were also being able to pull on Microsoft's deep competency and partners. So, most people didn't do the math on this. I was part of the field governance council so I understood exactly how the Microsoft business worked to the level that I was capable. When they had $65 billion in revenue, they produced $24 billion in profit through an ecosystem that generated $450 billion in revenue. So, for every dollar Microsoft made, it was $8 to partners. It was a fundamentally platform-shaped business, and that was how they're able to get into doctors offices in the Midwest, and kind of fit the curve that you're describing of all of those longtail opportunities that require so much care and that are complex to prosecute. These solved for their diseconomies of scale by having 1.2 million partner companies. So, will Amazon figure that out and will they hire, right, enough people who've done this before from Microsoft to become world-class in partnering, that's kind of an exercise left to the [laugh] reader, right? Where will that go over time? But I don't see another better mathematical model for dealing with the diseconomies of scale you have when you're one of the very largest providers on the planet.Corey: The hardest problem as I look at this is, at some point, you hit a point of scale where smaller things look a lot less interesting. I get that all the time when people say, “Oh, you fix AWS bills, aren't you missing out by not targeting Google bills and Azure bills as well?” And it's, yeah. I'm not VC-backed. It turns out that if I limit the customer base that I can effectively service to only AWS customers, yeah turns out, I'm not going to starve anytime soon. Who knew? I don't need to conquer the world and that feels increasingly antiquated, at least going by the stories everyone loves to tell.Sam: Yeah, it's interesting to see how cloud makes strange bedfellows, right? We started seeing this in, like, 2014, 2015, weird partnerships that you're like, “There's no way this would happen.” But the cloud economics which go back to utilization, rather than what it used to be, which was software lock-in, just changed who people were willing to hang out with. And now you see companies like Databricks going, you know, we do an amazing amount of business, effectively competing with Amazon, selling Spark services on top of predominantly Amazon infrastructure, and everybody seems happy with it. So, there's some hint of a new sensibility of what the future of partnering will be. We used to call it coopetition a long time ago, which is kind of a terrible word, but at least it shows that there's some nuance in you can't compete with everybody because it's just too hard.Corey: I wish there were better ways of articulating these things because it seems from the all the outside world, you have companies like Amazon and Microsoft and Google who go and build out partner networks because they need that external accessibility into various customer profiles that they can't speak to super well themselves, but they're also coming out with things that wind up competing directly or indirectly, with all of those partners at the same time. And I don't get it. I wish that there were smarter ways to do it.Sam: It is hard to even talk about it, right? One of the things that I think we've learned from philosophy is if we don't have a word for it, we can't be intelligent about it. So, there's a missing semantics here for being able to describe the complexity of where are you partnering? Where are you competing? Where are you differentiating? In an ecosystem, which is moving and changing.I tend to look at the tools of game theory for this, which is to look at things as either, you know, nonzero-sum games or zero-sum games. And if it's a nonzero-sum game, which I think are the most interesting ones, can you make it a positive sum game? And who can you play positive-sum games with? An organization as big as Amazon, or as big as Microsoft, or even as big as Google isn't ever completely coherent with itself. So, thinking about this as an independent software company, it doesn't matter if part of one of these hyperscalers has a part of their business that competes with your entire business because your business probably drives utilization of a completely different resource in their company that you can partner within them against them, effectively. Right?For example, Cassandra is an amazingly powerful but demanding workload on Kubernetes. So, there's a lot of Cassandra on EKS. You grow a lot of workload, and EKS business does super well. Does that prevent us from working with Amazon because they have Dynamo or because they have Keyspaces? Absolutely not, right?So, this is when those companies get so big that they are almost their own forest, right, of complexity, you can kind of get in, hang out, do well, and pretty much never see the competitive product, unless you're explicitly looking for it, which I think is a huge danger for us as independent software companies. And I would say this to anybody doing strategy for an organization like this, which is, don't obsess over the tiny part of their business that competes with yours, and do not pay attention to any of the marketing that they put out that looks competitive with what you have. Because if you can't figure out how to make a better product and sell it better to your customers as a single purpose corporation, you have bigger problems.Corey: I want to change gears slightly to something that's probably a fair bit more insulting, but that's okay. We're going to roll with it. That seems to be the theme of this episode. You have been, in effect, a CIO a number of times at different companies. And if we take a look at the typical CIO tenure, industry-wide, it's not long; it approaches the territory from an executive perspective of, “Be sure not to buy green bananas. You might not be here by the time they ripen.” And I'm wondering what it is that drives that and how you make a mark in a relatively short time frame when you're providing inputs and deciding on strategy, and those decisions may not bear fruit for years.Sam: CIO used to—we used say it stood for ‘Career Is Over' because the tenure is so short. I think there's a couple of reasons why it's so short. And I think there's a way I believe you can have impact in a short amount of time. I think the reason that it's been short is because people aren't sure what they want the CIO role to be.Do they want it to be a glorified finance person who's got a lot of data processing experience, but now really has got, you know, maybe even an MBA in finance, but is not focusing on value creation? Do they want it to be somebody who's all-singing, all-dancing Chief Data Officer with a CTO background who did something amazing and solved a really hard problem? The definition of success is difficult. Often CIOs now also have security under them, which is literally a job I would never ever want to have. Do security for a public corporation? Good Lord, that's a way to lose most of your life. You're the only executive other than the CEO that the board wants to hear from. Every sing—Corey: You don't sleep; you wait, in those scenarios. And oh, yeah, people joke about ablative CSOs in those scenarios. Yeah, after SolarWinds, you try and get an ablative intern instead, but those don't work as well. It's a matter of waiting for an inevitability. One of the things I think is misunderstood about management broadly, is that you are delegating work, but not the responsibility. The responsibility rests with you.So, when companies have these statements blaming some third-party contractor, it's no, no, no. I'm dealing with you. You were the one that gave my data to some sketchy randos. It is your responsibility that data has now been compromised. And people don't want to hear that, but it's true.Sam: I think that's absolutely right. So, you have this high risk, medium reward, very fungible job definition, right? If you ask all of the CIO's peers what their job is, they'll probably all tell you something different that represents their wish list. The thing that I learned at Autodesk, I was only there for 15 months, but we established a fundamental transformation of the work of how cloud platform is done at the company that's still in place a couple years later.You have to realize that you're a change agent, right? You're actually being hired to bring in the bulk of all the different biases and experiences you have to solve a problem that is not working, right? So, when I got to Autodesk, they didn't even know what their uptime was. It took three months to teach the team how to measure the uptime. Turned out the uptime was 97.7% for the cloud, for the world's largest engineering software company.That is 200 hours a year of unplanned downtime, right? That is not good. So, a complete overhaul [laugh] was needed. Understanding that as a change agent, your half-life is 12 to 18 months, you have to measure success not on tenure, but on your ability to take good care of the patient, right? It's going to be a lot of pain, you're going to work super hard, you're going to have to build trust with everyone, and then people are still going to hate you at the end. That is something you just have to kind of take on.As a friend of mine, Jason Warner joined Redpoint Ventures recently, he said this when he was the CTO of GitHub: “No one is a villain in their own story.” So, you realize, going into a big organization, people are going to make you a villain, but you still have to do incredibly thoughtful, careful work, that's going to take care of them for a long time to come. And those are the kinds of CIOs that I can relate to very well.Corey: Jason is great. You're name-dropping all the guests we've had. My God, keep going. It's a hard thing to rationalize and wrap heads around. It's one of those areas where you will not be measured during your tenure in the role, in some respects. And, of course, that leads to the cynical perspective as well, where well, someone's not going to be here long and if they say, “Yeah, we're just going to keep being stewards of the change that's already underway,” well, that doesn't look great, so quick, time to do a cloud migration, or a cloud repatriation, or time to roll something else out. A bit of a different story.Sam: One of the biggest challenges is how do you get the hearts and the minds of the people who are in the organization when they are no fools, and their expectation is like, “Hey, this company's been around for decades, and we go through cloud leaders or CIOs, like Wendy's goes through hamburgers.” They could just cloud-wash, right, or change-wash all their language. They could use the new language to describe the old thing because all they have to do is get through the performance review and outwait you. So, there's always going to be a level of defection because it's hard to change; it's hard to think about new things.So, the most important thing is how do you get into people's hearts and minds and enable them to believe that the best thing they could do for their career is to come along with the change? And I think that was what we ended up getting right in the Autodesk cloud transformation. And that requires endless optimism, and there's no room for cynicism because the cynicism is going to creep in around the edges. So, what I found on the job is, you just have to get up every morning and believe everything is possible and transmit that belief to everybody.So, if it seems naive or ingenuous, I think that doesn't matter as long as you can move people's hearts in each conversation towards, like, “Oh, this person cares about me. They care about a good outcome from me. I should listen a little bit more and maybe make a 1% change in what I'm doing.” Because 1% compounded daily for a year, you can actually get something done in the lifetime of a CIO.Corey: And I think that's probably a great place to leave it. If people want to learn more about what you're up to, how you think about these things, how you view the world, where can they find you?Sam: You can find me on Twitter, I'm @sramji, S-R-A-M-J-I, and I have a podcast that I host called Open||Source||Datawhere I invite innovators, data nerds, computational networking nerds to hang out and explain to me, a software programmer, what is the big world of open-source data all about, what's happening with machine learning, and what would it be like if you could put data in a container, just like you could put code in a container, and how might the world change? So, that's Open||Source||Data podcast.Corey: And we'll of course include links to that in the [show notes 00:35:58]. Thanks so much for your time. I appreciate it.Sam: Corey, it's been a privilege. Thank you so much for having me.Corey: Likewise. Sam Ramji, Chief Strategy Officer at DataStax. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a comment telling me exactly which item in Sam's background that I made fun of is the place that you work at.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Find out how to take a high-flying startup public from the woman who has successfully done it four times. Discover how Denise Persson – former marketing head at Genesys, ON24 and Apigee – and current CMO of Snowflake – builds teams of high performers, scales marketing teams fast, and effectively impacts pipeline.  Legends of Sales and Marketing is produced by People.ai.

Apigee is an API Management platform, so it's more than a gateway. It does support authentication, and Nother/South traffic, but it's an entire offering, which includes a gateway. DataPower, on the other hand, is really just a gateway. When used in conjunction with IBM Connect, DataPower supports the larger API Platform by acting as the front door.

Alexandrina Garcia-Verdin and Stephanie Wong host this week’s episode all about managing non-REST APIs. Guests Nandan Sridhar and Dave Feuer start the show introducing our listeners to Apigee, a full life cycle API management tool, and the three tenets of Apigee that streamline the relationship between producers of APIs and their users. APIs have come a long way as technologies have changed, and David explains the evolution of API development and how it relates to the newer non-REST APIs. The consumption of applications has significantly changed, but Nandan points out that developer strategies and experiences have also changed. These advances have led to the popularity of non-REST APIs. APIs are being used in new ways David tells us, and through examples, we hear how Apigee is helping these companies realize their cutting-edge API goals. Nandan helps our listeners understand the difference between REST and non-REST APIs and the advantages of the latter in today’s technological environments. Each of the four main types of non-REST APIs have their specialities, he explains, like GraphQL which is great for experiences, and gRPC, which has special communication features that increase efficiency. Our guests elaborate on the exciting features of these two protocols and how their uses will continue to innovate business and consumer interactions into the future. Our guests offer advice for companies and developers looking to take advantage of these non-REST APIs and help us understand the role Apigee plays in protecting the quality of all types of APIs. Dave Feuer Dave Feuer is Senior Product Manager at Apigee, a part of Google Cloud Platform. Previously, Dave ran the Platforms & Strategies practice at a boutique consulting firm, designing and implementing developer programs for Fortune 100 companies. Prior to that, Dave ran enterprise product development and software engineering at IDT and Net2Phone, a telecommunications and payments company. Dave started his career as an embedded software development engineer, and frequently questions how he ended up spending so much time in Google Slides. Nandan Sridhar Nandan Sridhar works in the Product Management team at Google Cloud, Apigee. Nandan's expertise includes API design standards, API security and microservices. Cool things of the week What's your org's reliability mindset? Insights from Google SREs blog Climate TRACE site Interview Apigee API Management site GraphQL site GraphQL Documentation docs Announcing Apigee's native support for managing lifecycle of GraphQL APIs blog Getting started with Apigee API management using Apigee videos gRPC site What’s something cool you’re working on? Alexandrina has been working on the Getting Started with Apigee API Management YouTube series. Next is coming up soon, too!

Por muito tempo, programadores imaginaram novas formas de otimizar o seu processo de desenvolvimento de aplicações. O ápice desse desejo é a existência de uma plataforma “no-code”, capaz de captar as ideias que você quer implementar e construir o software de forma autônoma. Esse pode parecer um conceito futurista, mas saiba que ele está cada vez mais próximo de se tornar realidade. No quinto episódio da segunda temporada do Google Cloud Cast, Daniel Leite, executivo de Vendas do Google Cloud, e Marcelo Gomes, especialista em Modernização de Infraestrutura do Google Cloud, recebem um convidado especial para falar sobre o assunto. O escolhido da vez é Carlos Cabral, Customer Engineer do Google Cloud. No bate-papo, Cabral revela o potencial do AppSheet, a plataforma de desenvolvimento no-code do Google, para impulsionar o trabalho das equipes de TI e auxiliar na jornada de inovação das empresas. O Google Cloud Cast é o podcast oficial do Google Cloud no Brasil, no qual discutimos quinzenalmente temas como transformação digital, inovação e a jornada para a nuvem com a participação de executivos, especialistas e convidados especiais. Confira os links deste episódio: Saiba mais sobre o AppSheet: https://cloud.google.com/appsheet Saiba mais sobre o Apigee: https://cloud.google.com/apigee Veja como a AppSheet impulsiona a inovação sem código: https://www.youtube.com/watch?v=DjAD81A9nYk Automação: No-Code, AppSheet e Google Cloud (em inglês): https://cloud.google.com/blog/products/no-code-development/automation-no-code-appsheet-and-google-cloud Saiba mais sobre as ​​soluções de IA e machine learning do Google Cloud: https://cloud.google.com/solutions/ai?hl=pt_br Saiba mais sobre as regras do Google Vulnerability Reward Program (VRP): Google Vulnerability Reward Program (VRP) Japão bate novo recorde de velocidade da Internet com 319 terabits por segundo: https://singularityhub.com/2021/07/18/japan-sets-new-record-for-internet-speed-at-319-terabits-per-second/ Média da velocidade de internet fixa no Brasil: https://canaltech.com.br/internet/velocidade-da-internet-fixa-no-brasil-cresceu-63-em-um-ano-aponta-pesquisa-161198/ Gostou do episódio ou tem alguma sugestão? Compartilha conosco por e-mail em googlecloudcast@google.com

Nesta série de episódios, nos aprofundaremos nos temas e descobertas do nosso estudo FlashBlack - descobertas da última Black Friday para a próxima temporada, realizado pela R/GA a pedido do Google Cloud. Neste terceiro episódio do Google Cloud Cast - Edição Varejo, Daniel Leite, executivo de Vendas do Google Cloud, e Marcelo Gomes, especialista em Modernização de Infraestrutura do Google Cloud, se unem a Thiago Catoto, Diretor de TI da Magazine Luiza, para entender como uma plataforma ágil e escalável durante o ano todo ajuda varejistas a fidelizar seus clientes. Google Cloud Cast é o podcast oficial do Google Cloud no Brasil, no qual discutimos quinzenalmente sobre transformação digital, inovação e a jornada para a nuvem com executivos e especialistas, junto com convidados especiais. Confira os links deste episódio: FlashBlack - descobertas da última Black Friday para a próxima temporada: http://bit.ly/FlashBlackGCC Saiba mais sobre o Magazine Luiza: https://www.magazineluiza.com.br/ Saiba mais sobre a parceria do Magazine Luiza com o Google Cloud: https://cloud.google.com/customers/magazine-luiza Saiba mais sobre o Apigee: https://cloud.google.com/apigee Saiba mais sobre Kubernetes: https://cloud.google.com/kubernetes-engine Magazine Luiza: Como transformamos nossa plataforma digital de varejo com Apigee, Firebase, e GCP (em inglês): https://cloud.google.com/blog/topics/customers/magazine-luiza-how-we-transformed-our-e-commerce-platform-with-apigee-firebase-and-gcp Soluções do Google Cloud específicas para varejo: https://cloud.google.com/solutions/retail Inovando no setor do varejo: https://cloudonair.withgoogle.com/events/reimagine-negocio-business-solution-2021?talk=inovando-varejo

Denise Persson is the Chief Marketing Officer at Snowflake, where she’s been for the last five years. Prior to joining Snowflake, Denise served as CMO for Apigee, an API platform company that went public in 2015 and was acquired by Google in 2016.  She also built and led a global marketing organization at Genesys through their expansion and successful IPO.In this episode I talk to Denise about the impact of marketing automation, the craft of sales, and her various expertise across marketing disciplines. She also shares job advice on saying yes to the opportunities that arise, and how not to over-engineer one’s career.I hope you enjoy the show.Full transcript available here. Get full access to Operators at delian.substack.com/subscribe

La transformación digital sucede de manera más fluida cuando las empresas trabajan juntas. Y la integración entre SAP y Google Cloud es un claro ejemplo de ello. Es posible aprovechar las mejores funcionalidades que ofrece la nube, sin pérdidas ni interrupciones, y brindar mayor resiliencia a tu empresa. A fin de cuentas, para que los clientes de SAP logren triunfar en la digitalización, la velocidad de la innovación en sus operaciones se torna crítica, y la migración hacia la nube es el camino más recomendado para la modernización de los sistemas. En un nuevo episodio de Voces de la Nube, Manuel Guadarrama, Customer Engineer de Google Cloud, analiza la integración entre SAP y Google Cloud para infraestructuras inteligentes, para que tu empresa pueda aumentar la velocidad de innovación, la eficiencia operativa y la optimización de costos, con solo modernizar tus sistemas. Voces de la nube es el podcast oficial de Google Cloud para América Latina, donde debatiremos sobre la transformación digital y la transición a la nube cada quince días, con ejecutivos y expertos de nuestro equipo e invitados especiales. Consulta los enlaces mencionados en este episodio: SAP en Google Cloud: https://cloud.google.com/solutions/sap Guía de planificación de alta disponibilidad de SAP HANA: https://cloud.google.com/solutions/sap/docs/sap-hana-ha-planning-guide Guía de operaciones de SAP HANA: https://cloud.google.com/solutions/sap/docs/sap-hana-operations-guide Visión general de SAP en Google Cloud: https://cloud.google.com/solutions/sap/docs/overview-of-sap-on-google-cloud ​​ Más información sobre la administración de API de Apigee: https://cloud.google.com/apigee Más información sobre BigQuery: ​​https://cloud.google.com/bigquery Exporta datos de sistemas SAP a Google BigQuery: https://cloud.google.com/solutions/sap/docs/bigquery-sap-export-using-sds?hl=es_419 ¿Tu empresa obtiene más valor cuando las aplicaciones de SAP se ejecutan en Google Cloud?: https://inthecloud.withgoogle.com/solving-for-innovation-21/sap_on_google_cloud_business_value_infographic_oct_twentytwenty_SPLA.pdf El impacto económico total del SAP: https://inthecloud.withgoogle.com/solving-for-innovation-21/SP_The_Total_Economic_Impact_Of_SAP_On_Google_Cloud.pdr Guía para CIO sobre la modernización de aplicaciones: https://inthecloud.withgoogle.com/solving-for-innovation-21/SPA_wp_cios_guide_to_application_migraton.pdf ¿Te gustó el episodio o tienes alguna sugerencia? Comunícate con nosotros por correo electrónico escribiendo a vocesdelanube@google.com

Chet Kapoor is the Chairman and CEO of DataStax. He is a proven leader and innovator in the tech industry with more than 20 years in leadership at innovative software and cloud companies, including Apigee, Google, IBM, BEA Systems, NeXT and others. As Chairman and CEO of Apigee, he led company-wide initiatives to build Apigee into a leading technology provider for digital business. Chet successfully took Apigee public before the company was acquired by Google in 2016. If you're an entrepreneur and technologist who wants to understand how a second time CEO is helping connect developers to the power and scale of open source software and cloud database-as-a-service, you don't want to miss this episode. 

Max Saltonstall and Carter Morgan co-host the podcast this week and talk APIs with our guests, Dave Feuer and Benjamin Schuler. Apigee, an API management platform that is a part of Google Cloud, focuses on all steps of the digital product life cycle to make API management easy for clients. The software company SAP provides data storage and other business support for different types of companies across the world. Together, Apigee and SAP allow data to be collected, stored, organized, and securely accessed and shared with other applications. The shift to e-commerce and the desire for tailored experiences has driven the need for more API usage and therefore better API management. SAP and Apigee, with their myriad features, allow businesses to keep up with these increasing demands efficiently. We hear examples of how companies are leveraging these tools and use cases where the power of SAP and Apigee benefit customers most. Our guests describe the developer experience as well. We talk about the process of creating a project with both SAP and Apigee and why both tools working together makes the developer’s job easier. Planning your project with an “API first” mindset means choosing APIs and SAP software early in the planning process to better align your project with your business goals. Apigee can help you manage these APIs securely, letting you choose the data that is shared. The use of both SAP and Apigee helps companies to realize long-term efficiency and streamlined operations as development becomes easier with each additional API. Benjamin Schuler Benjamin Schuler is a Solution Manager for SAP at Google Cloud with a focus on topics around application modernization. Prior to joining Google, he was working directly for SAP's consulting unit and helped companies move parts of their SAP landscape to the cloud. When he is not busy populating spreadsheets or adding yet another //TODO: to his demo apps, he likes to get out onto the water for some freeride kitesurfing. Dave Feuer Dave Feuer is Senior Product Manager at Apigee, a part of Google Cloud Platform. Previously, Dave ran the Platforms & Strategies practice at a boutique consulting firm, designing and implementing developer programs for Fortune 100 companies. Prior to that, Dave ran enterprise telecommunications product development and software engineering at IDT and Net2Phone, a telecommunications and payments company. Dave started his career as an embedded software development engineer, and frequently questions how he ended up spending so much time in Google Slides. Cool things of the week AI Simplified: Managing ML data sets with Vertex AI blog Create your own journaling app without writing code blog AppSheet Journal site Interview Apigee site Apigee Setup site SAP site Apigee: Your gateway to more manageable APIs for SAP blog Accelerate the time to value of your SAP data with Apigee video GCP Podcast Episode 54: API Lifecycle with Alan Ho podcast GCP Podcast Episode 219: Spotify with Josh Brown podcast Conrad Electronic: Powering next-gen retail with BigQuery and Apigee API management site Schlumberger chooses GCP to deliver new oil and gas technology platform blog Schlumberger Selects Google Cloud for its Enterprise-Wide SAP Migration and Modernization site What’s something cool you’re working on? Max is documenting how Google & Alphabet made the move to SAP. He’s also working on a Discord bot on Google Cloud and ITRP series launch. Carter is working on a SAP content video series and teaching in the Equity Through Technology program.

APIs, or Application Programming Interfaces, is a mechanism for making remote calls to external services. Every time you make a SOAP or REST call, you're executing an API. But if you do that often enough, you're going to need to solve systematic problems, including security, logging, caching, etc. Apigee is a platform managing that.

Cloud was supposed to make computing easier, but it’s now as complicated or more complicated than legacy data centers and apps. Is there any future in a simpler cloud?SHOW: 503SHOW SPONSORS:Zesty Homepage - Real Time Cloud SavingsFree cloud cost-savings evaluation from ZestyCBT Nuggets: Expert IT Training for individuals and teamsSign up for a CBT Nuggets Free Learner account and enter to win a 6-month Premium subscription.CLOUD NEWS OF THE WEEK - http://bit.ly/cloudcast-cnotwCHECK OUT OUR NEW PODCAST - "CLOUDCAST BASICS"SHOW NOTES:DigitalOcean has an IPOSIMPLIFYING CLOUDAPPLICATIONS - SaaS, RPA, Low-Code and PaaS v2Small Business as-a-ServiceMultinational Business-as-a-ServiceDemandGen-as-a-ServicePRICING - Cost Management has its own complex ecosystemThe cloud bill is always an unknownINTERCONNECTING SERVICES - Are the APIs easy enough to integrateMulesoft, Red Hat Integration, Apigee, etc. for the older stuffIs cross-SaaS integration easy enough? FEEDBACK?Email: show at thecloudcast dot netTwitter: @thecloudcastnet

Who is Sam Ramji? Sam's currently the Chief Strategy Officer for DataStax. In his 25 year Silicon Valley career he's been instrumental in creating two, billion dollar markets. The Enterprise Service Bus during his time at BA systems and API management when he was at Apigee. Notably, Sam laid the foundation for open source at Microsoft back in the aughts. When to do this was next to unthinkable. Now, of course Microsoft owns GitHub and is a titan thought leader in free software. Thanks in no small part to Sam's work. He's also done time at Google and Autodesk and is a prolific adviser to everyone from early stage startups to massive enterprises. He has a degree in Cognitive Science from UC San Diego and still plays around with machine learning and AI just for fun. We're so glad to share Sam's story with you all!

Okta sponsored this podcast. This episode of The New Stack Makers series with Okta on all topics related to development and security at scale features guest Anant Jhingran, CEO, StepZen. Jhingran's deep well of experience, including long stints at IBM, Apigee, Google, and, currently, CEO of StepZen certainly qualifies him as a leading expert on APIs and their role in today's DevOps environments. Co-hosted by Alex Williams, founder and publisher of The New Stack, and Randall Degges, head of developer advocacy at Okta, Jhingran offers his take on how APIs have evolved, their potential for the developer community and how their success accounts, in part, for their exposure to vulnerabilities.

APIs are the backbone of digital transformation, and drive organizations to navigate today’s challenging landscape. In this episode we reflect on the past 10 years of Apigee's growth and success helping enterprises transform, and we predict what the next 10 years will look like for API management. Happy Birthday Apigee, and welcome to the next generation of APIs.

StepZen, a new startup from the crew who gave you Apigee (which was sold to Google in 2016 for $625 million) had a different vision for their latest company. They are building a single API that pulls data from disparate sources to help developers deliver more complex customer experiences online. Today, the startup emerged from […]

StepZen, a new startup from the crew who gave you Apigee (which was sold to Google in 2016 for $625 million) had a different vision for their latest company. They are building a single API that pulls data from disparate sources to help developers deliver more complex customer experiences online. Today, the startup emerged from […]

We are in strange and uncertain times. The technology industry has always managed to respond to strange and uncertain times with incredible innovations that lead to the next round of growth. Growth that often comes with much higher rewards and leaves the world in a state almost unimaginable in previous iterations. The last major inflection point for the Internet, and computing in general, was when the dot come bubble burst.  The companies that survived that time in the history of computing and stayed true to their course sparked the Web 2.0 revolution. And their shareholders were rewarded by going from exits and valuations in the millions in the dot com era, they went into the billions in the Web 2.0 era. None as iconic as Google. They finally solved how to make money at scale on the Internet and in the process validated that search was a place to do so. Today we can think of Google, or the resulting parent Alphabet, as a multi-headed hydra. The biggest of those heads includes Search, which includes AdWords and AdSense. But Google has long since stopped being a one-trick pony. They also include Google Apps, Google Cloud, Gmail, YouTube, Google Nest, Verily, self-driving cars, mobile operating systems, and one of the more ambitious, Google Fiber. But how did two kids going to Stanford manage to become the third US company to be valued at a trillion dollars? Let's go back to 1998. The Big Lebowski, Fear and Loathing in Las Vegas, There's Something About Mary, The Truman Show, and Saving Private Ryan were in the theaters. Puff Daddy hadn't transmogrified into P Diddy. And Usher had three songs in the Top 40. Boyz II Men, Backstreet Boys, Shania Twain, and Third Eye Blind couldn't be avoided on the airwaves. They're now pretty much relegated to 90s disco nights. But technology offered a bright spot. We got the first MP3 player, the Apple Newton, the Intel Celeron and Xeon, the Apple iMac, MySQL, v.90 Modems, StarCraft, and two Stanford students named Larry Page and Sergey Brin took a research project they started in 1996 with Scott Hassan, and started a company called Google (although Hassan would leave Google before it became a company).  There were search engines before Page and Brin. But most produced search results that just weren't that great. In fact, most were focused on becoming portals. They took their queue from AOL and other ISPs who had springboarded people onto the web from services that had been walled gardens. As they became interconnected into a truly open Internet, the amount of diverse content began to explode and people just getting online found it hard to actually find things they were interested in. Going from ISPs who had portals to getting on the Internet, many began using a starting page like Archie, LYCOS, Jughead, Veronica, Infoseek, and of course Yahoo! Yahoo! Had grown fast out of Stanford, having been founded by Jerry Yang and David Filo. By 1998, the Yahoo! Page was full of text. Stock tickers, links to shopping, and even horoscopes. It took a lot of the features from the community builders at AOL. The model to take money was banner ads and that meant keeping people on their pages. Because it wasn't yet monetized and in fact acted against the banner loading business model, searching for what you really wanted to find on the Internet didn't get a lot of love. The search engines or portals of the day had pretty crappy search engines compared to what Page and Brin were building.  They initially called the search engine BackRub back in 1996. As academics (and the children of academics) they knew that the more papers that sited another paper, the more valuable the paper was. Applying that same logic allowed them to rank websites based on how many other sites linked into it. This became the foundation of the original PageRank algorithm, which continues to evolve today. The name BackRub came from the concept of weighting based on back links. That concept had come from a tool called RankDex, which was developed by Robin Li who went on to found Baidu.  Keep in mind, it started as a research project. The transition from research project meant finding a good name. Being math nerds they landed on "Google" a play on "googol", or a 1 followed by a hundred zeros. And within a year they were still running off University of Stanford computers. As their crawlers searched the web they needed more and more computing time. So they went out looking for funding and in 1998 got $100,000 from Sun Microsystems cofounder Andy Bechtolsheim. Jeff Bezos from Amazon, David Cheriton, Ram Shriram and others kicked in some money as well and they got a million dollar round of angel investment. And their algorithm kept getting more and more mature as they were able to catalog more and more sites. By 1999 they went out and raised $25 million from Kleiner Perkins and Sequoia Capital, insisting the two invest equally, which hadn't been done.  They were frugal with their money, which allowed them to weather the coming storm when the dot com bubble burst. They build computers to process data using off the shelf hardware they got at Fry's and other computer stores, they brought in some of the best talent in the area as other companies were going bankrupt.  They also used that money to move into offices in Palo Alto and in 2000 started selling ads through a service they called AdWords. It was a simple site and ads were text instead of the banners popular at the time. It was an instant success and I remember being drawn to it after years of looking at that increasingly complicated Yahoo! Landing page. And they successfully inked a deal with Yahoo! to provide organic and paid search, betting the company that they could make lots of money. And they were right. The world was ready for simple interfaces that provided relevant results. And the results were relevant for advertisers who could move to a pay-per-click model and bid on how much they wanted to pay for each click. They could serve ads for nearly any company and with little human interaction because they spent the time and money to build great AI to power the system. You put in a credit card number and they got accurate projections on how successful an ad would be. In fact, ads that were relevant often charged less for clicks than those that weren't. And it quickly became apparent that they were just printing money on the back of the new ad system. They brought in Eric Schmidt to run the company, per the agreement they made when they raised the $25 million and by 2002 they were booking $400M in revenue. And they operated at a 60% margin. These are crazy numbers and enabled them to continue aggressively making investments. The dot com bubble may have burst, but Google was a clear beacon of light that the Internet wasn't done for. In 2003 Google moved into a space now referred to as the Googleplex, in Mountain View California. In a sign of the times, that was land formerly owned by Silicon Graphics. They saw how the ad model could improved beyond paid placement and banners and acquired  is when they launched AdSense. They could afford to with $1.5 billion in revenue.  Google went public in 2004, with revenues of $3.2 billion. Underwritten by Morgan Stanley and Credit Suisse, who took half the standard fees for leading the IPO, Google sold nearly 20 million shares. By then they were basically printing money. By then the company had a market cap of $23 billion, just below that of Yahoo. That's the year they acquired Where 2 Technologies to convert their mapping technology into Google Maps, which was launched in 2005. They also bought Keyhole in 2004, which the CIA had invested in, and that was released as Google Earth in 2005. That technology then became critical for turn by turn directions and the directions were enriched using another 2004 acquisition, ZipDash, to get real-time traffic information. At this point, Google wasn't just responding to queries about content on the web, but were able to respond to queries about the world at large. They also released Gmail and Google Books in 2004. By the end of 2005 they were up to $6.1 billion in revenue and they continued to invest money back into the company aggressively, looking not only to point users to pages but get into content. That's when they bought Android in 2005, allowing them to answer queries using their own mobile operating system rather than just on the web. On the back of $10.6 billion in revenue they bought YouTube in 2006 for $1.65 billion in Google stock. This is also when they brought Gmail into Google Apps for Your Domain, now simply known as G Suite - and when they acquired Upstartle to get what we now call Google Docs.  At $16.6 billion in revenues, they bought DoubleClick in 2007 for $3.1 billion to get the relationships DoubleClick had with the ad agencies.  They also acquired Tonic Systems in 2007, which would become Google Slides. Thus completing a suite of apps that could compete with Microsoft Office. By then they were at $16.6 billion in revenues. The first Android release came in 2008 on the back of $21.8 billion revenue. They also released Chrome that year, a project that came out of hiring a number of Mozilla Firefox developers, even after Eric Schmidt had stonewalled doing so for six years. The project had been managed by up and coming Sundar Pichai. That year they also released Google App Engine, to compete with Amazon's EC2.  They bought On2, reCAPTCHA, AdMob, VOIP company Gizmo5, Teracent, and AppJet in 2009 on $23.7 Billion in revenue and Aardvark, reMail, Picnic, DocVerse, Episodic, Plink, Agnilux, LabPixies, BumpTop, Global IP Solutions, Simplify Media, Ruba.com, Invite Media, Metaweb, Zetawire, Instantiations, Slide.com, Jambool, Like.com, Angstro, SocialDeck, QuickSee, Plannr, BlindType, Phonetic Arts, and Widevine Technologies in 2010 on 29.3 billion in revenue. In 2011, Google bought Motorola Mobility for $12.5 billion to get access to patents for mobile phones, along with another almost two dozen companies. This was on the back of nearly $38 billion in revenue.  The battle with Apple intensified when Apple removed Google Maps from iOS 6 in 2012. But on $50 billion in revenue, Google wasn't worried. They released the Chromebook in 2012 as well as announcing Google Fiber to be rolled out in Kansas City.  They launched Google Drive They bought Waze for just shy of a billion dollars in 2013 to get crowdsourced data that could help bolster what Google Maps was doing. That was on 55 and a half billion in revenue.  In 2014, at $65 billion in revenue, they bought Nest, getting thermostats and cameras in the portfolio.  Pichai, who had worked in product on Drive, Gmail, Maps, and Chromebook took over Android and by 2015 was named the next CEO of Google when Google restructured with Alphabet being created as the parent of the various companies that made up the portfolio. By then they were up to 74 and a half billion in revenue. And they needed a new structure, given the size and scale of what they were doing.  In 2016 they launched Google Home, which has now brought AI into 52 million homes. They also bought nearly 20 other companies that year, including Apigee, to get an API management platform. By then they were up to nearly $90 billion in revenue. 2017 saw revenues rise to $110 billion and 2018 saw them reach $136 billion.  In 2019, Pichai became the CEO of Alphabet, now presiding over a company with over $160 billion in revenues. One that has bought over 200 companies and employs over 123,000 humans. Google's mission is “to organize the world's information and make it universally accessible and useful” and it's easy to connect most of the acquisitions with that goal. I have a lot of friends in and out of IT that think Google is evil. Despite their desire not to do evil, any organization that grows at such a mind-boggling pace is bound to rub people wrong here and there. I've always gladly using their free services even knowing that when you aren't paying for a product, you are the product. We have a lot to be thankful of Google for on this birthday. As Netscape was the symbol of the dot com era, they were the symbol of Web 2.0. They took the mantle for free mail from Hotmail after Microsoft screwed the pooch with that.  They applied math to everything, revolutionizing marketing and helping people connect with information they were most interested in. They cobbled together a mapping solution and changed the way we navigate through cities. They made Google Apps and evolved the way we use documents, making us more collaborative and forcing the competition, namely Microsoft Office to adapt as well. They dominated the mobility market, capturing over 90% of devices. They innovated cloud stacks. And here's the crazy thing, from the beginning, they didn't make up a lot. They borrowed the foundational principals of that original algorithm from RankDex, Gmail was a new and innovative approach to Hotmail, Google Maps was a better Encarta, their cloud offerings were structured similar to those of Amazon. And the list of acquisitions that helped them get patents or talent or ideas to launch innovative services is just astounding.  Chances are that today you do something that touches on Google. Whether it's the original search, controlling the lights in your house with Nest, using a web service hosted in their cloud, sending or receiving email through Gmail or one of the other hundreds of services. The team at Google has left an impact on each of the types of services they enable. They have innovated business and reaped the rewards. And on their 22nd birthday, we all owe them a certain level of thanks for everything they've given us. So until next time, think about all the services you interact with. And think about how you can improve on them. And thank you, for tuning in to this episode of the history of computing podcast. 

A good product manager “meets customer needs and solves customer problems and fuels the business”. Jennifer Mazzon, Chief Product Officer at Thrive Global, joins Robbie to discuss her experience as a product expert. They cover finding the right team, how to build digital subscription products, and the importance of customer-centricity and knowing who your superusers are. Jennifer’s Bio: Jennifer Mazzon is a product management expert who specializes in subscription-based products. Throughout her career she has led product teams for organizations including Google Docs, Coursera for Business, Apigee, Colibri Group, Education.com, and Rocket Lawyer. Jen recently joined Thrive Global as Chief Product Officer, where she works with Arianna Huffington to unlock human potential. Jen received a Bachelor’s Degree from Yale University and an MBA from Stanford University Graduate School of Business. Highlights from this episode: 3:38 – Jennifer talks about the different product cultures of companies she’s seen 5:30 – Thrive Global’s mission 7:45 – Jennifer shares her experience of managing a product team under the unusual circumstances of COVID-19 and the changes that Thrive Global has made in light of the pandemic 10:49 – Why Thrive Global has made content more accessible during the COVID-19 pandemic, and the power of partnerships with companies such as Snapchat 11:58 – Robbie asks Jennifer about the most important metrics she uses to gauge success 15:25 – Jennifer explains the role of a product manager, and how Thrive Global attracts in-demand product managers 21:42 – The differences between what makes a product manager good in a subscription business and what makes a product manager good in a transaction business 23:50 – Jennifer explains her process of understanding and hearing customer needs 26:36 – How to convince traditionally non-subscription companies about the importance of customer membership 27:01 – Jennifer gives advice to entrepreneurs and executives who are stepping in to the position of being product team leaders 28:53 – Jennifer gives advice to senior team members who are working with product people 31:31 – Robbie puts Jennifer through a series of rapid-fire questions Links: Jen’s LinkedIn : https://www.linkedin.com/in/jenmazzon/ Thrive Global : https://thriveglobal.com/ Robbie’s Book THE FOREVER TRANSACTION : https://robbiekellmanbaxter.com/the-forever-transaction/ Get Robbie's free ebook on how to launch your own subscription business : https://pages.robbiekellmanbaxter.com/launch Podcast website and transcript: https://robbiekellmanbaxter.com/thrive-global-jennifer-mazzon/

#006 Promod Haque - Senior Managing Partner @ Norwest Venture Partners. Promod’s investments at NVP include Apigee (acquired by Google, Nasdaq: APIC); FireEye (Nasdaq: FEYE); Skybox Imaging (acquired by Google for $500 million); Cyan (acquired by Ciena); Cerent (acquired by Cisco for $7.2 billion); Extreme Networks (Nasdaq: EXTR); Shape Security (acquired by F5 Networks) and Health Catalyst (Nasdaq: HCAT). Promod Haque has invested in more than 70 companies during his career as managing partner at Norwest Venture Partners. To date, his investments are worth more than $40 billion in aggregate exit value. Twenty-five of his portfolio companies have gone public and 37 have been acquired (or have gone public and then been acquired). He has appeared on the Forbes Midas List 13 times. He was ranked #1 on the list in 2004 for his performance over the previous decade. In 2014 and 2016, Forbes recognized Promod as a “Hall of Fame” investor. He has been honored with several industry awards, including the 2006 NASSCOM Global Leadership Award, the 2011 Silicon Valley Forum Visionary Award and the 2016 Lifetime Achievement Award from Venture Capital Journal. https://www.SmartVenturePod.com IG/Twitter/FB @GraceGongGG LinkedIn:@GraceGong Join the SVP fam with your host Grace Gong. In each episode, we are going to have conversations with some of the top investors, super star founders, as well as well known tech executives in the silicon valley. We will have a coffee chat with them to learn their ways of thinking and actionable tips on how to build or invest in a successful company.

Denise Persson is the Chief Marketing Officer and leads the corporate marketing strategy for Snowflake, the leading cloud data platform. Denise has over 20 years of technology executive marketing experience at high-growth companies, helping lead through growth and IPO including Apigee, ON24, and Genesys where she has built, led, and managed marketing teams globally. Kelly and Denise discuss Denise’s perspectives on how marketing has evolved, the impact of social media, thoughts on leadership, and of course all things Snowflake. Show Notes: Snowflake.com On tap for today’s episode: Cappuccino with oat milk & Ruta Maya Coffee Contact Us: https://www.hashmapinc.com/reach-out

Rajiv Puranik, VP platform engineering and cloud operations at Vocera Communications & Sivaguru from PM Power Consulting are in conversation as Rajiv shares His professional experience with Twillio, Apigee, Yahoo before Vocera covering corporate, engineering roles as well as startups What developers should know, when building products, the ‘-ities’, beyond the algorithms A personal devops horror story  How developers can have empathy of what happens after code is written Devops is the first line of defence, and engineers are the second line About differences in the safetynet, depending on company size or areas of operation His tips for techies taking on leadership / managerial roles to be effective His mantra for scaling as a leader What the forced work from home implies for individuals and leaders in their approaches to work How one should move to a nurturing style, even if starting with a directive approach, to develop others Why quality is a business metric What is acceptable quality Making decisions when there is ambiguity The impact of AI in decision making and leadership responsibilities What he enjoys most about his career When it comes to career decisions, the one question everyone should ask themselves Rajiv can be reached at https://www.linkedin.com/in/rajivpuranik/

Remember when we all got together and ran in person events? Recorded live at The Steelyard, Episode 74 features the highlights from our event with Google Cloud, including what their plans are for insurance and they type of companies they want to work with. InsTech London’s Robin Merttens and Matthew Grant talked to Damion Thompson, Head of Insurance UK, Google Cloud along with some of the partners they are already working with.  Take a trip with us down memory lane to hear more from Cytora, Quantiphi, Quantexa, Aviva and Apigee. A written summary of Episode 74, plus a gallery of photos for you to view, download and share, is available on the InsTech London website. Continuing Professional Development - Learning Objectives InsTech London is accredited by The Chartered Insurance Institute (CII). By listening to an InsTech London podcast, or reading the accompanying transcript, you can claim up to 0.5 CPD hours towards the CII member CPD scheme. After listening to Episode 74 you will learn: Why Google Cloud is interested in working with the insurance industry How its technology can help insurers What sort of partners they are looking to work with Complete the InsTech London Podcast Feedback Survey to claim your CPD time. 

stdout.fm 27번째 로그에서는 @subicura 님을 모시고 샌프란시스코 여행과 구글 클라우드 넥스트 참관기에 대해서 이야기를 나눴습니다. 참가자: @seapy, @nacyo_t, @raccoonyy 게스트: @subicura RubyKaigi 2020 나고야 공항 - 마쓰모토 역까지 경로 - 구글 맵 무안국제공항 - 위키백과, 우리 모두의 백과사전 Seocho.rb 첫 번째 모임: 서버리스 루비 | Festa! Subicura’s Blog 초보를 위한 도커 안내서 - 도커란 무엇인가? Google Cloud Next ’19 | April 9-11 | San Francisco Moscone Center - Google 지도 아르고넛호텔 - 어 노블 하우스 호텔 특가 호텔예약, 2019 (샌프란시스코, 미국) 호텔추천 | 호텔스닷컴 stdout_003.log: GitHub Universe, HashiConf w/ @Outsideris | 개발자 팟캐스트 stdout.fm Apple Park Visitor Center - Apple iPad mini 구입하기 - Apple (KR) Samsung Galaxy Fold Non-Review: We Are Not Your Beta Testers - WSJ 구글플렉스 - Google 지도 Android lawn statues - Wikipedia MPK 12, facebook hq building - Google 지도 알라딘: 카오스 멍키 - 혼돈의 시대, 어떻게 기회를 낚아챌 것인가 Trust, but Verify: What Facebook’s Electronics Vending Machines Say About the Company - The Atlantic Chrome 원격 데스크톱 - 확장 프로그램 (일본어) Drecon은 올 해 RubyKaigi 2019에서 야타이 스폰스로 참여합니다! - Tech Inside Drecom #rubykaraoke - Twitter Search / Twitter Jeff Bezos and Robert Downey Jr. will headline re:MARS fest in Vegas – GeekWire Google I/O Viewing Party 2019 | Festa! Google - Site Reliability Engineering Home | OCI Micronaut | OCI Micronaut Framework on Twitter: “Love it when we run into fellow #micronautfw enthusiasts at events! @subicura … LogRocket | Logging and Session Replay for JavaScript Apps stdout_016.log: 정부의 SNI 기반 인터넷 접속 차단 w/ han | 개발자 팟캐스트 stdout.fm Many popular iPhone apps secretly record your screen without asking | TechCrunch Continuous Integration and Delivery - CircleCI HashiCorp: Multi-Cloud Management, Security, Automation Anthos  |  Anthos  |  Google Cloud Canalys Newsroom- Cloud market share Q4 2018 and full year 2018 Announcing the AWS China (Beijing) Region Google Cloud announces new regions in Seoul and Salt Lake City | Google Cloud Blog Apple’s HomePod delayed until next year - The Verge Apple cancels AirPower wireless charger - The Verge BigQuery - 분석 데이터 웨어하우스  |  BigQuery  |  Google Cloud Amazon Athena – 서버리스 대화식 쿼리 서비스 – AWS AWS CloudTrail – Amazon Web Services 데이터 파티셔닝 - Amazon Athena Bringing the best of open source to Google Cloud customers | Google Cloud Blog Memorystore  |  Google Cloud Cloud Code  |  Google Cloud AWS Toolkit for Visual Studio Code Atom Cloud Run  |  Google Cloud Cloud Functions - 이벤트 기반 서버리스 컴퓨팅  |  Cloud Functions  |  Google Cloud AWS Fargate – 서버 또는 클러스터를 관리할 필요 없이 컨테이너를 실행 Pricing  |  Cloud Run  |  Google Cloud API 관리  |  Apigee  |  Google Cloud Outsider on Twitter: “뉴스레터에 올릴 글을 모을 때 한국어로 된 글이 많지 않다는 것에 … Outsider’s Dev Story - Newsletter itcle - 페이지 읽기 오류 BigQuery - 분석 데이터 웨어하우스  |  BigQuery  |  Google Cloud Google announces new AI, smart analytics tools | ZDNet

Google Cloud Summit is where all the new products are presented and where Google's top talent are available to chat to. So what happened at the Carriageworks this year in Sydney and how are Google helping businesses build what's next? Richard Greene and Adam Mullett discuss what they saw at the conference. In this episode: 0:50 What were the most interesting parts of the Google Cloud Summit? 2:00 How Domain and The Iconic are using GCP to change their businesses 5:45 Apigee blows the socks off by making APIs from anything 7:03 BigQuery is adding geospatial capability 7:38 Is GCP ready to be included in the enterprise stack along with Azure and AWS? 9:54 Google seem to be making a lovely ecosystem that all work together as a walled garden (or comfort blanket?) - what are the impacts of this approach?  12:27 TPUs are changing how we run machine learning loads 14:03 Where you can learn more (see links)   Links: Watch the Cloud Summit keynote https://cloudplatformonline.com/2018-Sydney-Summit-Home.html Apigee https://cloud.google.com/apigee-api-management/Apigee https://cloud.google.com/apigee-api-management/ Big Query https://cloud.google.com/bigquery/ Tensor Flow https://www.tensorflow.org/ Machine Learning with TensorFlow on Google Cloud Platform https://www.coursera.org/specializations/machine-learning-tensorflow-gcp AutoML (Beta) https://cloud.google.com/automl/

Sure, there’s something wrong with all those chips, but what exactly is it? More importantly, how would you exploit it and protect yourself from it. This week, we talk about All The Great Chip Problems. And we also discuss some recent IT spending and forecasts, including survey results going over public versus private cloud deployments. There’s also some home automation (IoT!) talk, namely, Coté needs to find the problem this great solution solves. Pre-roll SDT news & hype Canceled: Jan 16th, first Live Recording (https://www.meetup.com/CloudAustin/events/mzfzwnyxcbvb/) in Austin Texas - guest co-host Tasty Meats Paul. Keep up with the weekly newsletter (https://us1.campaign-archive.com/home/?u=ce6149b4008d62a08093a4fa6&id=5877922e21). For example, a few issues back (https://us1.campaign-archive.com/?u=ce6149b4008d62a08093a4fa6&id=29bf1e3560) Coté went over some book recommendations based on what he read in 2017. Join us in Slack (http://www.softwaredefinedtalk.com/slack), subscribe the newsletter (https://softwaredefinedtalk.us1.list-manage.com/subscribe?u=ce6149b4008d62a08093a4fa6&id=5877922e21), and pay-up for our members only podcast (https://www.patreon.com/sdt). Buy some t-shirts (https://fsgprints.myshopify.com/collections/software-defined-talk)! Stickers - write us in the contact (http://www.softwaredefinedtalk.com/contact) form or email us, send name and address mailing address. Wemo IoT All the devices (http://amzn.to/2mG64ip) - plugs (http://amzn.to/2DfJt3n), dimmers (http://amzn.to/2EPW5yA), HomeKit bridge (http://amzn.to/2FMQ4nv) (HomeKit is kinda garbage). There’s plenty of IFTTT applets that do Wemo things (https://ifttt.com/search/query/wemo), but…are they useful? Those chip problems - what would you use them for? What’s this mean? Another Y2K? The world didn’t seem to end, so are we good? The Register (https://www.theregister.co.uk/2018/01/02/intel_cpu_design_flaw/) coverage (https://www.theregister.co.uk/2018/01/02/intel_cpu_design_flaw/), lots of gobbly-gook. TPM estimates (https://www.nextplatform.com/2018/01/08/cost-spectre-meltdown-server-taxes/) cost to IT departments to deal with it. Suspicious stock sale (http://money.cnn.com/2018/01/04/technology/business/brian-krzanich-intel-shares/index.html?__s=zr4eixsppawhzbionuu9), or maybe he just needed a new winter home. What are people doing with exploits? More IT spending in 2018, public cloud use growing 451 and IDC have some cloud forecast numbers out. Ent. software growth. Trad’l IT shrinking, but not too fast 451 days private cloud still the winner, but barely. 451 tracks by survey (https://blogs.the451group.com/techdeals/infrastructure-software/complexity-bolsters-valuations-for-infrastructure-software/) with plans to put workloads across the different types of infrastructure: https://d2mxuefqeaa7sj.cloudfront.net/s_EF670144310531D7873957CB4E18505EF5DF967F587843FC89C0EE55E5BFF033_1516203990094_image.png PaaS in not included (see a recent round-up of PaaS market-sizings (https://diginomica.com/2018/01/17/paas-business-case-higher-level-cloud-services-delivers-roi-competitive-advantage/), tho), but for 2019: public cloud totals ~37% (or 46.3% if you included hosted), private cloud 53.6% IDC’s tracks hardware spend (https://www.idc.com/getdoc.jsp?containerId=prUS43508918): https://d2mxuefqeaa7sj.cloudfront.net/s_EF670144310531D7873957CB4E18505EF5DF967F587843FC89C0EE55E5BFF033_1516204083806_image.png Meanwhile, an analyst says Azure had a gain on AWS in Q4 (https://www.cnbc.com/2018/01/12/amazon-lost-cloud-market-share-to-microsoft-in-the-fourth-quarter-keybanc.html): “Amazon Web Services had 62 percent market share in the quarter, down from 68 percent a year earlier, KeyBanc's Brent Bracelin and other analysts wrote in a note on Thursday. Microsoft Azure jumped from 16 percent to 20 percent, and Google's share increased from 10 percent to 12 percent, they said.” Also, more spending forecasts from Gartner (https://www.gartner.com/newsroom/id/3845563): https://d2mxuefqeaa7sj.cloudfront.net/s_EF670144310531D7873957CB4E18505EF5DF967F587843FC89C0EE55E5BFF033_1516204339433_image.png The move to SaaS continuing: “Organizations are expected to increase spending on enterprise application software in 2018, with more of the budget shifting to software as a service (SaaS). The growing availability of SaaS-based solutions is encouraging new adoption and spending across many subcategories, such as financial management systems (FMS), human capital management (HCM) and analytic applications (https://www.gartner.com/smarterwithgartner/analyst-answers-the-biggest-challenges-for-data-analytics-leaders-today/).” Really, doesn’t that make the most sense for where to spend most of your priority? Clears out the under-brush. Perhaps there should be a split between “innovation” (customer IT) and “keep the lights on.” I often think bi-modal got lost in that distinction. Hey, that sounds like Big Data! ‘"Looking at some of the key areas driving spending over the next few years, Gartner forecasts $2.9 trillion in new business value opportunities (https://www.gartner.com/newsroom/id/3837763) attributable to AI by 2021, as well as the ability to recover 6.2 billion hours of worker productivity," said Mr. Lovelock. "That business value is attributable to using AI to, for example, drive efficiency gains, create insights that personalize the customer experience, entice engagement and commerce, and aid in expanding revenue-generating opportunities as part of new business models driven by the insights from data."’ 451’s surveys show more IT spending too (https://blogs.the451group.com/techdeals/investment-banking/every-reason-to-shop-yet-tech-companies-still-empty-handed/): “fully 50% of the 872 respondents said their company is giving a ‘green light’ for IT spending. That was the highest reading since 2007, and 13 basis points higher than the average survey response for the month of November for the previous five years” The exciting world of monitoringobservability With Loggly, SolarWinds scoops up another log service (https://451research.com/report-short?entityId=94096): “With the acquisition of Loggly, SolarWinds obtains an asset that was slow in getting started but has hit a patch of growth recently. As of September, we believe the company was on track to finish 2017 with roughly $10m in billings, up from mid-single digits in 2016. Founded in 2009 with a mission of offering a SaaS-based, easy-to-use logging product with helpful visualizations built using advanced analytics, Loggly had raised $47m in venture capital, including a $11.5m series D round in June 2016.” They estimate ~3,000 paying customers. Microsoft gets serious about monitoring (https://451research.com/report-short?entityid=94076&type=mis&alertid=975&contactid=0033200001wgkckaa2), pulling together it’s different things Nancy at 451 reports: “Microsoft's vision is to deliver tools that can offer a holistic view of services to application architects looking to optimize their software; performance information and debugging capabilities for DevOps and ops pros; insight into KPIs for executives; and information about customer usage to product owners. Microsoft doesn't yet have a cohesive offering for all of the above, but it has the pieces to enable it and has begun delivering on some integrations across products.” You may recall that Datadog acquired Logmatic.io back in the Fall (https://www.datadoghq.com/blog/datadog-acquires-logmatic-io/). Relevant to your interests Annual Letter from Planet Earth (https://www.l2inc.com/daily-insights/no-mercy-no-malice/annual-letter-from-planet-earth), Scott Galloway: a pretty good moral tent-pole for tech. Feel like a little kid in the container world? Welcome to the club (https://www.theregister.co.uk/2018/01/08/container_shock_not_everybody_is_doing_it/): “industry adoption more accurately reflected in 451 Research's survey data that pegs adoption at 27 per cent. Of those 27 per cent of enterprises that have container religion, just 52 per cent are running containers in production, according to the same survey. In other words, a mere 13.5 per cent (or so) of enterprises are running containers in production.” Finally, an explanation of that Cisco/Google partnership (https://451research.com/report-short?alertid=975&contactid=0033200001wgkckaa2&entityid=94056&type=mis): “CloudCenter is key to the hybrid cloud partnership that Cisco and Google recently announced, where CloudCenter will be used to integrate Google Cloud Platform services with on-premises datacenters. The integrated offering includes Cisco's Hyperflex hyperconverged infrastructure and Nexus 9k networking. Cisco is also leveraging its networking (CSR) and security (Stealthwatch Cloud) portfolio to ensure a consistent environment across the hybrid cloud. Google's Kubernetes container runtime uses Apigee to consume and manage APIs, as well as Google's range of cloud services, including machine learning and visual recognition. The open source Istio service management platform is key to the offering, supported in CloudCenter, providing traffic management, observability, policy enforcement and service identity and security for microservices. There will also be integrations to AppDynamics. Solution engineering efforts are underway, and Cisco and Google are working on predefined statements of work that can be executed by both companies' direct sales teams and by the partner channels. The joint offering will be fully supported by the Cisco Technical Assistance Center. The Cisco-Google partnership on hybrid cloud is non-exclusive, but Google is working closely with Cisco on the joint engineering work around open hybrid cloud.” Taking Stock of Cloud Application Platforms (http://rishidot.com/krishnan/platforms/taking-stock-of-application-platforms/): basically, he expects it to all go kubernetes. See also this developer-oriented comparison of Pivotal Cloud Foundry and kubernetes (https://medium.com/@odedia/comparing-kubernetes-to-pivotal-cloud-foundry-a-developers-perspective-6d40a911f257). IBM combining GBS and GTS (https://siliconangle.com/blog/2018/01/15/report-ibm-combine-gbs-gts-units-single-business-called-ibm-services/). This means consulting/outsourcing and hosting, right? Lots of staff shifting and lay-offs, as The Register (http://www.theregister.co.uk/2018/01/15/ibm_rebrands_services_businesses_as_ibm_services/) reported (http://www.theregister.co.uk/2018/01/15/ibm_rebrands_services_businesses_as_ibm_services/). Dropbox to IPO (https://thehustle.co/dropbox-IPO/) - “doing over $1B in annualized sales and are cash flow positive,” well with some added nuance (https://www.bloomberg.com/news/articles/2018-01-11/dropbox-is-said-to-file-confidentially-for-initial-offering): “[i]t’s also been profitable, excluding interest, taxes, depreciation and amortization. “ $10bn valuation, they say. Speaking of: 20 years of big-ass VC exits (http://brucesterling.tumblr.com/post/167623403778/whatsapp-decided-early-on-to-work-only-with-a). Watch out for the Weka (https://www.grownups.co.nz/interests/book-reviews/lyn-potter-reviews-new-zealand-bird-books-kids/), by Ned Barraud, kid's book. Conferences, et. al. Coté talking at DevOpsDays Charlotte (https://www.devopsdays.org/events/2018-charlotte/), Feb 22nd to 23rd. May 15th to 18th, 2018 - Coté talking EA at Continuous Lifecycle London (https://continuouslifecycle.london/sessions/the-death-of-enterprise-architecture-defeating-the-devops-microservices-and-cloud-native-assassins/). Recommendations Matt: I Contain Multitudes (https://www.amazon.com/Contain-Multitudes-Microbes-Within-Grander/dp/0062368605/). Goruck Echo Backpack (https://www.goruck.com/echo/). Brandon: Wind River (https://www.rottentomatoes.com/m/wind_river_2017/). Coté: OluKai Moloa Slipper (http://amzn.to/2FM0VhK) - it says “slipper,” but I feel like it could be an everyday, even EBC shoe. Bit bulbous like those 90s Cadillac boats (https://auto.howstuffworks.com/1990-1999-cadillac.htm).

Docker has a huge amount of momentum in the community, and you can feel their enthusiasm and energy, both virtually and at live events like DockerCon, which is where we recorded this podcast with them! The Docker Captains Program is about a year old, and is a calculated way of helping the most active people in their community feel connected to the company and help them grow. We appreciate the way they are both organically and strategically approaching their program, and growing globally. Docker Community has been a large engine to their growth as a company, and they see community as a way to help all sectors of Docker — technical, marketing, etc. They are building a program as a way for passionate community members to bring their value to Docker. They are constantly taking feedback and making changes. At the end of our podcast, Jenny and Victor’s smiles said it all: when a program like Docker’s works so well, magic and synergy happen, to elevate all of those involved. They are proud of the way the program enables members, provides education, and creates a network effect across the globe, and how much is done for community, with little resources. About our guests, Jenny Burcio and Victor Coisne Jenny and Victor with John during our recording session at DockerCon Jenny Burcio runs the Docker Captains program, where she helps awesome Docker community members inspire and educate others. Prior to Docker, Jenny worked at Apigee helping to build their community programs and partner ecosystem. Jenny is a recovering attorney, mom, and wannabe plant whisperer. Victor Coisne is the Head of Community Marketing at Docker. He likes fine wines, chess and soccer in no particular order. Mentioned In This Episode John’s Twitter: @jtroyer Kathleen’s Twitter: @dailykat To join the IMC or for more information: info@influencemarketingcouncil.com DockerCon Jenny Burcio Twitter — @TheBurce Victor Coisne Twitter — @VCoisne Docker GitHub The Influence Marketing Podcast, a podcast brought to you by the Influence Marketing Council, an industry council for B2B brands who innovate in influencer, advocacy, and community marketing. Your hosts, John Mark Troyer and Kathleen Nelson Troyer, are co-founders of the IMC. The Influence Marketing Podcast is part of the research program of the IMC. For more information, go to influencemarketingcouncil.com.

The offer has been signed. The candidate is committed. Now what? Ever had a person sign your offer then not start? Most likely you failed to keep them engaged in active participation while awaiting their start date. Or maybe, you had a person start, and they didn't come back to work the next day, it’s not their fault; it’s yours. This week, Elizabeth Pate-Morton joined us on Hire Power Radio Show to discuss the crucial steps your company should take after an offer is signed to keep employees engaged and invested during the onboarding process, and how doing so contributes to organizational effectiveness. Elizabeth Pate-Morton has extensive experience creating a solid Human Resource foundation for companies looking to grow rapidly into their next phase. With 30 years of progressive Human Resource Management experience, 20 in Silicon Valley and International tech companies, Elizabeth brings a unique and refreshing style of HR to the table. With the strong belief in “HR as a Service,” she has been very successful creating amazing cultures that encourage employees to be creative, work on hard problems together and have fun doing it. She has been a part of eight Mergers and Acquisitions and an IPO. She has most recently been a key member of the HR leadership teams at Apigee (now Google), Lockheed Martin, and Savi Technology. Elizabeth is currently the Human Resource Leader at Snowflake Computing.To learn more about Elizabeth Pate-Morton and her work with Snowflake Computing, visit www.snowflake.net.  

A recent study by researchers at Boston University and MIT found that companies that invest in, develop and leverage application programming interfaces, or APIs, enjoy significant growth in revenue and profit as a result. APIs enable companies to both extract additional value from legacy systems and expose their services to more users. But as APIs become central to a company's business model, managing and securing them likewise take on added importance. In this episode of Pivotal Insights, co-hosts Jeff Kelly and Dormain Drewitz speak with Prithpal Bhogill, a product manager for API platform provider Apigee, now a part of Google’s cloud platform group. The three discuss the evolution of what is often called the API Economy, how APIs are reshaping the way large, traditional enterprises do business and create value for their customers, and some of the challenges developers face developing, managing and securing APIs in cloud-native environments.

A recent study by researchers at Boston University and MIT found that companies that invest in, develop and leverage application programming interfaces, or APIs, enjoy significant growth in revenue and profit as a result. APIs enable companies to both extract additional value from legacy systems and expose their services to more users. But as APIs become central to a company's business model, managing and securing them likewise take on added importance. In this episode of Pivotal Insights, co-hosts Jeff Kelly and Dormain Drewitz speak with Prithpal Bhogill, a product manager for API platform provider Apigee, now a part of Google’s cloud platform group. The three discuss the evolution of what is often called the API Economy, how APIs are reshaping the way large, traditional enterprises do business and create value for their customers, and some of the challenges developers face developing, managing and securing APIs in cloud-native environments.

Anant Jhingran has been in the tech industry for 27 years and has a Ph.D. in Database Systems from Berkeley.  He’s been at IBM, CTO of Apigee, and then after Apigee was acquired, at Google.Apigee manages an API & data layer for various large enterprises.  They look at the data exhaust of those systems and understand patterns so people can improve what they’re doing through the APIs.  Apigee was recently acquired by Google, and Anant is working on integrating its technologies into Google’s infrastructure.

Lunar Eclipse / Supermoon

This week Alan Ho from Apigee joins your cohosts Francesc and Mark to talk about the lifecycle of an API. About Alan Ho Alan is an engineer and entrepreneur, and leads developer advocacy for Apigee - an API Management provider newly acquired by Google Cloud. In addition to helping out customers build better APIs, he organizes API conferences and technical talks on all things APIs. Prior to Apigee, he had started a mobile application performance monitoring company (acquired by Apigee), and had built large scale web services at Amazon. Cool thing of the week Kompose: a tool to go from Docker-compose to Kubernetes blog Interview Crafting Interfaces that Developers Love ebook Open API Initiative site Swagger API Framework site Uber's APIs: Giving Developers the Keys to Innovation blog Question of the week When using Ruby, developing with Cloud Services, such as storage, how can I write my code such that it's portable between Cloud Providers? Fog site Google Cloud Provider for Fog github Create a VM with Fog & Ruby: Cloud Minute YouTube Upload to Google Cloud Storage with Fog: Cloud Minute YouTube

Too old https://giphy.com/gifs/3b1JW7LxfsAKs It's all fundings, divestitures, and acquisitions this week. Hashicorp gets some cash, HPE sells off it's software group to Micro Focus, and Google buys Apigee...plus Twitter acquisition rumors. Plus sentient carpets. Listen above, subscribe to the feed (http://feeds.feedburner.com/SoftwareDefinedTalk) (or iTunes (https://itunes.apple.com/us/podcast/software-defined-talk-podcast/id893738521?mt=2)), or download the MP3 directly (https://aphid.fireside.fm/d/1437767933/9b74150b-3553-49dc-8332-f89bbbba9f92/7b7bb7d7-4596-4d97-8d14-b1d09feada3d.mp3). With Brandon Whichard (https://twitter.com/bwhichard), Matt Ray (https://twitter.com/mattray), and Coté (https://twitter.com/cote). Show Notes Twitter going to sell: The rumors (https://www.thestreet.com/story/13692580/1/twitter-is-finally-starting-to-wake-up-to-reality-and-consider-selling-itself.html) “I still think Alphabet makes for the most logical acquirer of Twitter” Dark Horse: Apple. Really Dark Horse: IBM. This Week in Tech PE: HPE Spins off Software They got divested (https://techcrunch.com/2016/09/07/hewlett-packard-enterprise-to-spin-off-software-assets-in-8-8b-transaction/) “HPE will be retaining tools that support the company’s cloud and infrastructure businesses but will be spinning off tools for application delivery management, big data, enterprise security, information management, governance and IT operations management.” From what I know of HPE, this seems to be overlapping. I’d love a list of “stays vs. goes” Q3 2017, and you thought Dell/EMC was slow Where does this leave HP? Will they acquire more SW or stay a “systems” company. It makes you realize how “small” their SW group was. Coté’s notebook on this topic (https://cote.io/2016/09/07/hpe-software-sold-for-88bn-to-micro-focus/). Also, Thoma Bravo says it gets, like, 20-45% returns on assets it takes private (https://cote.io/2016/09/12/thoma-bravo-getting-20-45-returns-on-taking-tech-companies-private/). Mid-roll Check out cote.io/promos (https://cote.io/promos/) for more - free books, free cloud time, etc. Lead-gen free webinar (https://cote.io/pivotal/) with an actual, real customer talking about cloud and Pivotal Cloud Foundry. An analyst and Coté too. Check out my Sep. column over on The Register, about ROI and shit for DevOps (http://www.theregister.co.uk/2016/09/13/return_on_investment_for_devops/). I’m really desperate to answer this “question.” Put on some high-waders and check out the comments, leave some to go spice it up in that asylum. For more DevOps awesomeness, join the Chef Community Summit, October 26th and 27th in Seattle, WA. This Open Space event provides a great opportunity to connect with the DevOps Community and Chef Engineers over two days of engaging sessions and hallway discussions. Bring your ideas, passion and excitement for Chef and DevOps to this highly interactive event. Go to summit.chef.io (https://summit.chef.io/) to register for this awesome event and use the code PODCAST to get 10% off your ticket! Google buying Apigee. The whole API Economy thing. They got bought! (http://apigee.com/about/apigee-join-google) More (http://www.recode.net/2016/9/8/12851164/google-diane-greene-enterprise-apigee-acquisition) Hear us talk about it on Pivotal Conversations: the gigantic strangler pattern (https://soundcloud.com/pivotalconversations/033-gigantic-strangler-and-crazy-infrastructure-working-on-legacy-code-with-rohit-kelapure)! MASHUPS FTW! Hashicorp Gets $24 million B-round Vault Enterprise, Nomad Enterprise, Terraform Enterprise, Consul Enterprise (http://finance.yahoo.com/news/devops-leader-hashicorp-announces-24-163500016.html) Coté: what’s the deal with these folks? Are they a competitor to all us? Blogging is dead Coté gets better views/reads in Medium (https://twitter.com/cote/status/775857081479856128) than on his broke-dick blog (https://twitter.com/cote/status/775857543591530497). (Maybe about 80-100 RSS subscribers.) This makes him sad and confused about what he should do. BONUS LINKS! Not covered in show A16Z Not Best of the Best? Clickbait (http://www.inc.com/zoe-henry/marc-andreessen-vc-firm-may-trail-behind-competitors.html) “Thought(sp?) it may fall short of some rivals, the company outperforms the average fund: Overall, its three funds have almost doubled their investment capital since inception.” What’s Cisco Up To? Our favorite Halo Effect company (http://venturebeat.com/2016/09/01/ciscos-buy-up-of-containerx-reveals-a-larger-game-plan/) What’s up with “software defined networking”? I was talking with someone recently and they posited that it’s “dead-as-in-over-cause-all-the-big-cos-won.” Plus NSX does a lot (1,700 customers (https://cote.io/2016/09/12/vmwares-portfolio-mix/)), right? Short History of Open Source Forks Lots of examples of successful open source forks (http://thenewstack.io/may-fork-short-history-open-source-forks/) “Oracle doesn’t seem to have a very good reputation with open source communities.” OS X

No matter how fresh and new your company is, you're going to have some "legacy" applications to work with when you're mounting your cloud native efforts. The nature of those legacy apps and services are varied: mainframes, ESBs, batch job, and plain old J2EE and .Net apps. If you find yourself unable to make changes quickly enough without the fear of it all blowing up in your face, you're probably dealing with legacy. Pivotal's Rohit Kelapure talks with us in this episode about the type of analysis and, then, types patterns he and his team use to "break up the monolith." Before all that we discuss some recent news: HPE selling off its software group, Google buying Apigee, Richard and Abby's recent commentary on the container market, and fresh coiffure advice for listeners. Visit https://blog.pivotal.io/pivotal-conversations/ for show notes and other episodes.

No matter how fresh and new your company is, you're going to have some "legacy" applications to work with when you're mounting your cloud native efforts. The nature of those legacy apps and services are varied: mainframes, ESBs, batch job, and plain old J2EE and .Net apps. If you find yourself unable to make changes quickly enough without the fear of it all blowing up in your face, you're probably dealing with legacy. Pivotal's Rohit Kelapure talks with us in this episode about the type of analysis and, then, types patterns he and his team use to "break up the monolith." Before all that we discuss some recent news: HPE selling off its software group, Google buying Apigee, Richard and Abby's recent commentary on the container market, and fresh coiffure advice for listeners. Visit https://blog.pivotal.io/pivotal-conversations/ for show notes and other episodes.

No matter how fresh and new your company is, you're going to have some "legacy" applications to work with when you're mounting your cloud native efforts. The nature of those legacy apps and services are varied: mainframes, ESBs, batch job, and plain old J2EE and .Net apps. If you find yourself unable to make changes quickly enough without the fear of it all blowing up in your face, you're probably dealing with legacy. Pivotal's Rohit Kelapure talks with us in this episode about the type of analysis and, then, types patterns he and his team use to "break up the monolith." Before all that we discuss some recent news: HPE selling off its software group, Google buying Apigee, Richard and Abby's recent commentary on the container market, and fresh coiffure advice for listeners. Visit https://blog.pivotal.io/pivotal-conversations/ for show notes and other episodes.

No matter how fresh and new your company is, you're going to have some "legacy" applications to work with when you're mounting your cloud native efforts. The nature of those legacy apps and services are varied: mainframes, ESBs, batch job, and plain old J2EE and .Net apps. If you find yourself unable to make changes quickly enough without the fear of it all blowing up in your face, you're probably dealing with legacy. Pivotal's Rohit Kelapure talks with us in this episode about the type of analysis and, then, types patterns he and his team use to "break up the monolith." Before all that we discuss some recent news: HPE selling off its software group, Google buying Apigee, Richard and Abby's recent commentary on the container market, and fresh coiffure advice for listeners. Visit https://blog.pivotal.io/pivotal-conversations/ for show notes and other episodes.

No matter how fresh and new your company is, you're going to have some "legacy" applications to work with when you're mounting your cloud native efforts. The nature of those legacy apps and services are varied: mainframes, ESBs, batch job, and plain old J2EE and .Net apps. If you find yourself unable to make changes quickly enough without the fear of it all blowing up in your face, you're probably dealing with legacy. Pivotal's Rohit Kelapure talks with us in this episode about the type of analysis and, then, types patterns he and his team use to "break up the monolith." Before all that we discuss some recent news: HPE selling off its software group, Google buying Apigee, Richard and Abby's recent commentary on the container market, and fresh coiffure advice for listeners. Visit https://blog.pivotal.io/pivotal-conversations/ for show notes and other episodes.

Join us as Helen Whelan, Editor-in-Chief at Apigee discusses how Apigee used a thought leadership content approach to help propel the company’s explosive growth to an eventual IPO this year.  Helen will share what her role does and how having an Editor-in-Chief role has helped Apigee create competitive advantage.

In this episode, we inflict ourselves on Marsh Gardiner to talk about Apigee, Swagger, and how Swagger is like regional cuisine 0:00-3:36 Welcome and Rules 3:37-13:58 Swagger and Apigee, how Swagger got its name, and a bit of praise for WADL (also some references to regional cuisine) 13:59-19:26 What's happening with Apigee and the world of API Management 19:27-28:00 A-127, Swagger tools, and Apigee's involvement with open source 28:01-50:30 Topic of the Day! Swagger governance 50:31-1:06:00 Our favorite news stories(Dropbox, autonomous cars, sdks.io) References: http://sdks.io https://blogs.dropbox.com/developers/2015/04/a-preview-of-the-new-dropbox-api-v2/ http://techcrunch.com/2015/01/18/autonomous-cars-are-closer-than-you-think/ https://github.com/apigee-127/a127-documentation/wiki http://swagger.io http://apigee.com

It seems fitting that we look at some shopping numbers as we enter the "shopping season" in North America. Chuck takes us through the new Apigee study around customer expectations in retail done in conjunction with Standford University's Mobile Innovation Group. We summarize the impact that mobile is having on the shopping experience, the app vs non-app spending habits, the amount of spend from mobile users and what the true benefit of a retailer app is. 

SAP wants to make its APIs as easy to consume for developers as Twitter or Facebook do for their communities. In this interview with SAP's Joav Bally and Apigee's Ed Anuff, we discuss a new partnership between SAP and Apigee and why marketing and all aspects of a business really have to transform if it wants to play in the API economy. Watch on YouTube: https://www.youtube.com/watch?v=TlMWgexbmG8 Learn more at: https://thenewstack.io/the-new-stack-analysts-show-10-what-is-sap-in-the-context-of-an-api/

API ubiquity is, without a doubt, coming. We've rehashed the factors driving this phenomenon any number of times. It's the devices that use APIs and the data we create and deliver through APIs. Everything will need an API, or at least require some way to communicate with other programs and devices. In show 6 of The New Stack Analysts, TNS Founder Alex Williams sat down with Apigee's Sam Ramji and New Relic's Frederic Paul and talked about the way platforms and ecosystems are now being used. We discussed what defines a technology or business platform and how each compares to a brand developing an experience through its API management and partner ecosystem. Learn more at: https://thenewstack.io/the-new-stack-analysts-what-comes-with-api-ubiquity/

With all the hoopla these days around mobile payments it would make sense if there was actual demand from consumers. The reality is, based on two substantial global studies, that consumers aren't yet interested in paying from their mobile phones. The highlights from the Apigee and Bain & Company studies aren't shocking but they demonstrate the gulf between what is being built and what is being used in the mobile payments arms race.

Brian sits down with Christian Reilly (@reillyusa) and Sam Ramji (@sramji), VP of Strategy at Apigee, to talk about the evolving App-Economy and how APIs are unlocking tremendous new opportunities for businesses in all industry. A great discussion about the adoption of mobile devices and open access to data is unlocking tremendous new business value.