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Last time we spoke about the invasion of iwo jima. General LeMay's B-29 bombers targeted Japan, inflicting heavy damage on Kobe and Ota's Nakajima factory, though at a cost of lost aircraft. Meanwhile, U.S. forces prepared for the Iwo Jima assault. On February 19, Marines landed amid intense bombardment, facing fierce Japanese resistance. Progress was slow, with heavy casualties. By February 21, they fought to capture Mount Suribachi. Amidst the chaos, kamikaze attacks struck American carriers, causing significant losses and foreshadowing the brutal battles ahead. In the midst of a relentless rain on February 22, Colonel Liversedge led the 28th Marines in a fierce assault on Mount Suribachi, facing determined Japanese resistance. Despite harsh conditions and significant casualties, the Marines pushed forward. On February 23, they reached the summit, raising the American flag to symbolize their hard-fought victory. The Secretary of the Navy, inspired by the moment, declared it would ensure the Marine Corps' legacy for centuries. As battles continued, the Marines faced heavy losses but remained resolute in their mission. This episode is the fall of Manila Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  As we last observed in Manila, General Griswold's forces had effectively confined the remnants of Admiral Iwabuchi's troops to Intramuros, the South Port Area, and the Philippine Commonwealth Government buildings located at the southeastern edge of the Walled City. Available information led to the conclusion that the Japanese defenses were strongest on the southern and eastern sides of the Walled City and that the Japanese expected attack from these, the most logical directions. Japanese garrisons in the Legislative, Finance, and Agriculture Buildings just across Padre Burgos Street southeast of Intramuros could cover these approaches. The 37th Division could, of course, take the government buildings before launching an assault on Intramuros, but it would be easier to attack the government buildings after Intramuros fell. Conversely, planners deemed it feasible to strike into Intramuros from the west, since Japanese defenses along the west wall, across Bonifacio Street from the Manila Hotel and the South Port Area, appeared weak. But in this case, American troops would first have to clear the South Port Area and then, advancing from the west, would have to attack toward much of their own supporting artillery. The artillery's best positions for close support were on the north and northeast, across the Pasig, and on the east, in the area south from the General Post Office to the City Hall, and much of the artillery ultimately did fire from these areas. About halfway from the northeast to the northwest corner of Intramuros the ancient wall ended, providing direct access into the Walled City at the Government Mint. The only other obstacle on the north was a low sea wall running along the south bank of the Pasig, and Japanese defenses along the north face appeared weak except at the northeast corner. Planners therefore decided that there would be an excellent chance to execute a successful amphibious assault from the north bank of the Pasig against the north-central side of the Walled City.  Given that the Japanese defenses were strongest on the southern and eastern sides of the Walled City, and that the ancient wall ended at the Government Mint between the northeast and northwest corners of Intramuros, it was decided to initiate an amphibious attack from the north bank of the Pasig River targeting the north-central section of the Walled City, executed by the 129th Regiment with close artillery support. However, aware that the Japanese had established a complex tunnel system for rapid troop movement within Intramuros, General Beightler deemed it essential to conduct a secondary assault on Quezon Gate near the northeastern entrance to keep the Japanese forces off balance and to split their attention. Since the Japanese had fortified this area with strong pillboxes just inside the walls, the division concluded that heavy artillery would be required to create an additional breach in the thick wall just south of Quezon Gate, where the 145th Regiment would launch its attack. Furthermore, as the Japanese could target the advancing troops with enfilade fire from the three government buildings to the south, Allied artillery would need to neutralize these buildings during the assault on Intramuros. Lastly, the 1st Cavalry Brigade positioned to the west and southwest of Intramuros would block any potential escape routes for Japanese forces from the Walled City. So far, General MacArthur had severely restricted the employment of air in the metropolitan area. In late January and early February Marine Corps SBDs had bombed or strafed a few pinpointed targets in the North and South Port Areas and had also hit some obvious Japanese gun positions in the open areas of Luneta Park and Burnham Green. One or two strikes may also have taken place against specific targets within Intramuros, but all in all it appears that planes of the Allied Air Forces flew no more than ten or twelve individual sorties against targets within the city after February 3. Before that time both carrier-based and land-based aircraft had presumably limited their strikes to targets within the port areas and to oil storage facilities in Pandacan and Paco Districts. Of course some bombs had gone astray during these strikes and had caused damage within Intramuros, while additional damage within the Walled City had resulted from both American and Japanese artillery fire the first two weeks of the battle for Manila. When approached with General Griswold's plan to carry out an intensive aerial bombardment against the Walled City, MacArthur once again objected: “The use of air on a part of a city occupied by a friendly and allied population is unthinkable. The inaccuracy of this type of bombardment would result beyond question in the death of thousands of innocent civilians. It is not believed moreover that this would appreciably lower our own casualty rate although it would unquestionably hasten the conclusion of the operations. For these reasons I do not approve the use of air bombardment on the Intramuros district.” However, General MacArthur had previously issued orders limiting air operations in the metropolitan area, leading him to reject this proposal. Not wanting to rely solely on infantry for the assault, Griswold and Beightler decided to organize a significant artillery preparation, as they were not explicitly prohibited from using artillery. After several unsuccessful attempts to persuade the Japanese in Intramuros to surrender or release the numerous Filipino civilians they were holding hostage, Griswold initiated the bombardment of Intramuros on February 17, creating several breaches in the east wall. On February 22, Allied artillery began targeting the north wall to breach it and eliminate a Japanese stronghold at the Government Mint, while additional guns took up positions for the final barrage before the infantry assault the following morning. Between 07:30 and 08:30 on February 23, the Americans executed the last preparatory bombardment, effectively damaging the walls of Intramuros and covering much of the interior. Once the supporting fire ceased, the infantry assault commenced, with the 3rd Battalion, 129th Regiment swiftly crossing the Pasig River without opposition and advancing through the Government Mint into Intramuros. Simultaneously, the 2nd Battalion, 145th Regiment climbed over the breach south of Quezon Gate and entered through the gate unopposed, quickly moving southwest toward Letran University. Ten minutes into the assault, Griswold's artillery resumed fire for the next half hour, deploying high explosives, smoke, and white phosphorus across a 100-yard-wide area between the east and west walls. This aimed to seal off the southern third of Intramuros, preventing the Japanese forces there from observing movements to the north or sending reinforcements. The total artillery and mortar fire supporting the assault amounted to 230 tons, equivalent to over 11,650 rounds. By 08:50, the 129th and 145th Regiments connected at Letran University, with the 129th advancing toward Beaterio Street and Fort Santiago against minimal resistance, while the 145th cleared Letran University and secured the first two blocks southwest of Quezon Gate. At 10:45, the 1st Battalion of the 145th Regiment moved through Parian Gate and headed south. As American troops pushed deeper into Intramuros, the Japanese began to recover from the artillery bombardment, offering sporadic resistance from isolated machine-gun and rifle positions. Nonetheless, the 129th successfully cleared the west wall north of Beaterio Street and captured Fort Santiago in the afternoon. However, the 145th had to halt its advance about four blocks southwest of Quezon Gate as the Japanese started releasing nearly 3,000 civilian hostages from San Augustin and Del Monico Churches. Once the civilian evacuation was complete, American tanks and self-propelled artillery targeted Japanese positions within those churches and other strongholds in the southwestern section of Intramuros. Despite the efforts, the troops were unable to reach the south or west walls before nightfall due to fierce resistance. Meanwhile, the 1st Squadron, 12th Cavalry, along with the 2nd Squadron, 5th Cavalry, began clearing the South Port Area, facing relatively light opposition except at one strongpoint. Meanwhile, the 1st Squadron, 5th Cavalry, and elements of the 148th Regiment contained the enemy at the government buildings. On February 24, while the 129th was finishing operations at Fort Santiago, the 145th continued its offensive, successfully cornering the last pockets of resistance in its area into the Aquarium, situated in a bastion at the southwest corner of Intramuros. Although the resistance was fierce in this location, a tunnel linking the bastion to the main wall was unexpectedly left unguarded, allowing Company C to break through into the Aquarium with ease. The final assault commenced in the afternoon, resulting in 115 Japanese casualties as the last organized resistance within Intramuros was overcome. In total, approximately 1,000 Japanese were killed, and 25 were captured during the assault on Intramuros, with the Americans suffering 25 killed and 265 wounded. Concurrently, the cavalrymen completed the clearing of the South Port Area and turned their attention to the government buildings, which would necessitate another intensive preparatory bombardment.  The imposing, columned façade of the Philippine Commonwealth's Legislative Building--the Philippine Capitol--fronted on Padre Burgos Street opposite the southeast corner of Intramuros and lay 150 yards south of the City Hall. About 100 yards south of the Legislative Building was the Bureau of Finance, and another 250 yards to the south-southeast, near the intersection of General Luna and San Luis Streets, lay the main building of the Bureau of Agriculture and Commerce. Architecturally similar to the old Senate and House Office Buildings in Washington DC, the three government structures were modern, earthquake-proof edifices constructed of heavily reinforced concrete. The oblong Legislative Building, with wings four stories high and a central portion rising another two and a half floors, was constructed around two open courtyards. The Finance and Agriculture Buildings, both five-story trapezoids, each featured a central courtyard. The buildings were strong not only by virtue of their construction but because all approaches to them led across wide open ground. Sandbag emplacements and barricades of other types blocked all readily accessible doors and windows, and window-emplaced machine guns covered all approaches. Despite the fact that the Japanese in the three buildings had advantages of position and elevation that permitted them to endanger American and Filipino movements over large areas of Manila, the 14th Corps and the 37th Division at first considered starving the Japanese garrison out. But the two headquarters soon decided this would take too long. Information from prisoners and Filipino hostages who had escaped from the buildings indicated that the Japanese garrisons in the three structures had sufficient strength, ammunition, food, and water to withstand a protracted siege. On February 26, after an hour of final artillery preparation, the 1st Battalion, 148th Regiment entered the ground floor of the Legislative Building from the rear, while the 5th Cavalry attacked the Agriculture Building; however, both units were successfully repelled by the determined defenders. The following day, after a failed attempt to smoke the Japanese out of the Legislative Building, heavy artillery was used to demolish the north and south wings, leaving only the damaged central section, which was subsequently cleared by the infantry. At the same time, the 5th Cavalry cleared out the apartment building and several nearby structures in preparation for another attack on the Agriculture Building, which commenced on February 28 following a three-hour artillery bombardment that caused significant portions of the building to collapse. Facing no initial resistance, the cavalrymen quickly accessed the remnants of the first floor but soon encountered strong opposition from pockets of resistance at the northwest and southeast corners. With support from tanks and armed with small arms, bazookas, and portable flamethrowers, the 5th Cavalry managed to clear the above-ground debris by nightfall, although a few Japanese soldiers remained hidden in basement areas. Ultimately, on March 1, after a failed appeal for surrender, demolitions along with burning gasoline and oil eliminated the last of the Japanese resistance. During this time, artillery, tanks, and tank destroyers relentlessly bombarded the Finance Building from various angles. Eventually, the 1st Battalion of the 148th Regiment would clear the remnants of this building during their final assaults on March 2 and 3. Late on March 3, Griswold joyfully informed Krueger that organized resistance in the Manila area had come to an end. The cost of reclaiming Manila was significant, with over 1,000 Americans killed and 5,500 wounded in the metropolitan area between February 3 and March 3. In contrast, the Japanese suffered approximately 16,000 fatalities in and around Manila. During periods of calm in the fighting, Japanese troops often vented their anger and frustration on the city's civilians, committing acts of violent mutilation, rape, and massacres in schools, hospitals, and convents. This led to the deaths of at least 100,000 Filipino civilians, both from deliberate actions by the Japanese during the Manila massacre and from artillery and aerial bombardments by American and Japanese forces. If you listened to the very first episode of this podcast series, I actually began it with what is known as the Manila massacre. During lulls in the battle for control of Manila, Japanese troops took their anger and frustration out on the civilians in the city. Violent mutilations, rapes, and massacres occurred in schools, hospitals and convents, including San Juan de Dios Hospital, Santa Rosa College, Santo Domingo Church, Manila Cathedral, Paco Church, St. Paul's Convent, and St. Vincent de Paul Church. The Bayview Hotel was used as a designated "rape center". General Yamashita was convicted as a war criminal for the Manila massacre, although Admiral Iwabuchi's marines had committed the atrocities and Yamashita had earlier ordered him to evacuate Manila.  By the end of the Battle of Manila, the public transportation system no longer existed; the water supply and sewage systems needed extensive repairs; the electric power facilities did not function; most of the streets needed repaving; and 39 out of 100 or more large and small bridges had been destroyed, including the 6 over the Pasig River. The University of the Philippines and the Philippine General Hospital were largely irreparable. Lower class residential districts north of the Pasig and upper class apartments south of the river had been destroyed; the Philippine Commonwealth's government's center had been wiped out; the 400-year-old landmark of Intramuros had been nearly razed; severe damage had been inflicted on the economically important installations in the North and South Port Areas; and the industrialized Paco and Pandacan Districts had been badly battered. Many buildings still standing would ultimately have to be torn down as unsafe for occupancy. Millions upon millions of dollars' worth of damage had been done and, as a final shocking note of tragedy, an estimated 100000 Filipino civilians had lost their lives during the battle. However, Manila was officially liberated, marking the end of nearly three years of Japanese military occupation in the Philippines. Following Manila's fall, Krueger aimed to eliminate the Shimbu and Shobu Groups to finalize the liberation of Luzon. Meanwhile, MacArthur deemed it crucial to establish a safe, direct shipping route through the central Philippines to support the creation of large air, naval, and logistical bases on Luzon. Consequently, he instructed the 6th Army to secure southern Luzon and the Bicol Peninsula while also ordering General Eichelberger's 8th Army to seize the islands in the Visayan Passages and the northern part of Samar. To facilitate the southern Philippines Campaign, MacArthur reassigned the 40th and 41st Divisions, the 19th and 34th Regiments of the 24th Division, and the 503rd Parachute Regiment back to the 8th Army. Additionally, he designated the 37th Division to garrison Manila. With the 43rd Division sent south to replace the 40th at Clark Field, Krueger assigned the recently arrived 33rd Division, led by Major-General Percy Clarkson, to take control of the Damortis-Rosario sector. Meanwhile, as the 188th Glider Regiment cleared Ternate Island, Krueger also decided to deploy the 11th Airborne Division and the 158th Regiment to secure the northern shores of the Visayan Passages and open Batangas and Balayan Bays. However, this left only the 1st Cavalry Division and the 112th Cavalry Regiment available for operations against the Shimbu Group, leading Krueger to reluctantly redeploy the 6th Division south to reinforce the 14th Corps, leaving just the 25th, 32nd, and 33rd Divisions under the 1st Corps for operations in northern Luzon. After making these adjustments, Krueger and Griswold began strategizing their offensive eastward against General Yokoyama's Shimbu Group, which had recently received the Noguchi Detachment from the Bicol Peninsula. To ensure the security and recovery of the Manila Bay area, General Patrick's 6th Division was tasked with first capturing Wawa Dam and its pipeline connections, followed by securing Ipo Dam and its related facilities, essential for meeting Manila's water needs. Meanwhile, General Hoffman's 2nd Cavalry Brigade was assigned to secure the Antipolo-Tagig region. Between February 20 and 22, even before the fierce fighting in Manila began to ease, the 7th Cavalry crossed the Marikina River to take control of Taytay and then ventured into the Sierra Madre foothills. The 8th Cavalry followed suit, crossing the river to secure Tagig. On February 23, the 2nd Cavalry Brigade advanced east toward Antipolo, but General Noguchi effectively utilized artillery and conducted small-scale nightly infiltration attacks, successfully harassing and delaying the cavalrymen, who could only measure their progress in feet. Noguchi's effective passive defense meant that by March 4, the 2nd Cavalry Brigade was still a mile and a half from Antipolo, having incurred heavy casualties during this frustrating advance. Among the wounded was General Mudge, who was temporarily replaced by Hoffman as commander of the 1st Cavalry Division. On February 22, the 6th Division also began crossing the Marikina River, with the 20th Regiment fording at Marikina town and the 63rd Regiment crossing at Montalban and San Mateo. Facing no resistance, the 20th Regiment advanced a mile into the steep, grassy hills northeast of Marikina, while the 63rd probed into the high ground east of San Mateo by the evening of February 23. The troops initiated an assault on General Kobayashi's primary defenses at Mounts Pacawagan and Mataba, but made minimal progress before the 1st Regiment arrived from Bataan on February 25. With this new reinforcement, Patrick launched a coordinated attack involving three regiments against Pacawagan and Mataba. However, by March 4, they had only secured a tenuous foothold on the northern crest of Pacawagan, as the efforts of the 1st and 20th Regiments were entirely unsuccessful.   Meanwhile, noticing an uptick in guerrilla activity in the Bontoc and Baguio areas, which indicated a potential major enemy offensive on Baguio, and considering the possibility of an airborne assault in the Cagayan Valley, General Yamashita began reorganizing his forces while preparing the defenses of the triangular redoubt in northern Luzon. He kept most of the 103rd Division stationed in the Aparri and Vigan sectors, assigned the 177th Independent Battalion to secure the naval air base at Tuguegarao, and started organizing eight provisional companies from the remnants of the 2nd Parachute Group at Echague. He tasked the 10th Division with defending the Salacsac-Balete Pass sector to the last man, gathered the remnants of the 2nd Tank Division at Dupax to reform as an understrength infantry division, and relocated the 105th Division to Bagabag, where it would be bolstered by the 10th Regiment. Additionally, he assigned these three divisions to Major-General Konuma Haruo's self-sufficient Bambang Branch, transferred the 19th Division to the Bontoc area to combat the enemy guerrillas, tasked the Hayashi Detachment with holding San Fernando, began moving the worn-out 58th Independent Mixed Brigade north to defend Route 9, and ordered the fatigued 23rd Division to continue containing the enemy in the Rosario-Baguio sector. General Swift's 1st Corps, which had recently lost two divisions, was focusing its main efforts against Baguio. Clarkson's 33rd Division was set to advance north along Route 11, while General Gill's 32nd Division would move northwest through the Ambayabang, Agno, and Arodogat valleys from the south and southeast. Meanwhile, General Mullins' 25th Division planned to launch a holding attack on the Bambang front. However, in mid-February, as Clarkson's forces continued to pressure Japanese troops entrenched along the Hill 600-Hill 1500 ridgeline, they learned that General Sato's withdrawal to the north was already in progress to bolster the San Fernando front. Additionally, the 130th and 136th Regiments successfully cleared the last Japanese forces from the north-central part of the ridgeline by February 22, although they were unable to capture the Hill 600 complex. At the same time, the 32nd and 25th Divisions conducted extensive patrols in their areas, discovering that the Japanese were guarding every approach to the north as various units made contact with Japanese outposts. During this period, the Americans also identified the Baguio-Aritao supply road. Severing this link in the Japanese defensive network would provide the 1st Corps with a significant tactical advantage. Given that the Baguio end of the supply road was more heavily defended and that breaking through to Aritao would threaten the critical Bambang and Bagabag positions, Krueger and Swift decided that the 25th and 32nd Divisions would concentrate their efforts on the Bambang front, while the Baguio front would be maintained in a holding capacity. Volckmann's missions as assigned by 6th Army, which assumed control of USAFIP(NL) on January 13, were to gather intelligence, ambush Japanese patrols, seize or destroy Japanese supplies, disrupt Japanese lines of communication, and block Japanese routes of withdrawal into and exit from the Cagayan Valley. It was not, apparently, initially intended that Volckmann's force would engage in sustained efforts against major Japanese units, and there seems to have been little hope that Volckmann's, or any other guerrilla unit, would ever become effective combat organizations. The most help General MacArthur and Krueger probably expected was in the form of harassing raids, sabotage, and intelligence. But Volckmann--and other guerrilla leaders on Luzon as well--interpreted his missions as broadly as his strength and armament permitted. By the end of February USAFIP(NL) had cleared much of the west coast of Luzon north of San Fernando and also controlled the north coast west of Aparri. Volckmann had rendered Route 11 between Baguio and Tuguegarao and Route 4 from Libtong to Bagabag virtually impassable to the Japanese. Indeed, one of the main reasons that Yamashita moved the 19th Division north had been to regain control over the two vital highways so that supplies could continue moving into the final redoubt. While USAFIP(NL) did not possess sufficient strength to attack major Japanese concentrations or to hold out against large-scale punitive expeditions, it had diverted and pinned down Japanese forces that could undoubtedly have been used to better advantage elsewhere. It would appear that by mid-February USAFIP(NL) had accomplished far more than MacArthur or Krueger had either expected or hoped. Meanwhile, the 121st Regiment secured the highway from Vigan south to Libtong, with Company L capturing Cervantes and pushing the 357th Independent Battalion into the Bessang Pass. Elements of the 121st then shifted their focus to San Fernando, which they attempted to attack unsuccessfully in late February and early March. Following Swift's new strategies, the 33rd Division began patrolling the approaches to Baguio in the last week of February, successfully overrunning the last Japanese positions on Hill 600 and in the Arodogat Valley. Along Route 11, the 71st Regiment executed a successful fighting withdrawal, while American patrols along the coast occupied Agoo and advanced to Pugo with minimal resistance, only to encounter the first sections of the Tuba Trail defended by elements of the 64th Regiment. On the main front, the 25th Division commenced its advance to Puncan on February 21, while the 32nd Division began its push up the Villa Verde Trail toward Santa Fe. The 127th Regiment broke through the trail's outpost line on February 24; the 35th Regiment advanced unopposed along Route 100, reaching Carranglan on February 26; the 161st Regiment targeted high ground overlooking Puncan from the west and successfully secured the trail junction on February 28, diverting the enemy's attention; and the 27th Regiment pushed north along Route 5, facing fierce resistance while clearing the Lumboy area on February 27. On Villa Verde, the 127th Regiment advanced to the Cabalisiaan River crossing by March 1, where they once again defeated the 10th Reconnaissance Regiment. After leaving one battalion to secure the crossing, the 127th continued their advance and encountered the weakened Japanese defenders on March 3. Recognizing the threat to the Salacsac Pass, Konuma promptly sent reinforcements to the 10th Reconnaissance Regiment and ordered General Iwanaka's recently reorganized 2nd Tank Division to prepare for deployment to the Salacsac Pass, taking command of all troops along the Villa Verde Trail. While these reinforcements were en route, the 127th Regiment continued to assault the remaining positions of the 10th Reconnaissance Regiment, ultimately reaching the western entrance of Salacsac Pass on March 5. Meanwhile, to the south, a battalion from the 35th Regiment descended a rugged trail into Puncan from the northeast and secured the heights overlooking the damaged town on March 1. The next day, as patrols entered the deserted Puncan, the rest of the regiment cautiously advanced west along Route 100 from Carranglan, occupying Digdig without resistance on March 3. Over the following two days, organized resistance began to crumble throughout the Lumboy-Puncan area, with Mullins' three regiments successfully connecting at Puncan and Digdig after the encirclement of a 1,250-man enemy force. Concerned about these developments, Konuma quickly decided to bolster the 10th Division with the Takachiho Unit and the majority of the 10th Regiment. Additionally, the 2nd Battalion of the 126th Regiment began its advance up the Ambayabang Valley on February 25, successfully reaching Lawican by March 5. In response to this new threat, Yamashita swiftly directed his reserve 16th Reconnaissance Regiment to secure the upper reaches of the Ambayabang. Finally, to the south, the Americal and 24th Divisions were tasked with initiating operations to secure the Visayan Passages. Consequently, on February 19, the 1st Battalion of the 182nd Regiment landed on Capul Island and launched an assault on Biri Island the next day. After discovering other unoccupied islets near Samar, the battalion established a base at the northwestern tip of Samar, ultimately defeating the last organized resistance in that region by March 1. Meanwhile, elements of the 19th Regiment landed on Verde Island on February 23, managing to secure the island by March 3. The 1st Battalion of the 21st Regiment made an unopposed landing on Lubang Island on February 28, and the 1st Battalion of the 132nd Regiment successfully captured Ticao and Burias Islands on March 3. Additionally, on the morning of February 23, a task force comprising the 1st Battalion of the 188th Glider Regiment, the 1st Battalion of the 511th Parachute Regiment, a Provisional Reconnaissance Platoon from the 11th Airborne Division, several guerrilla groups led by Lieutenant-Colonel Honorio Guerrero, along with supporting artillery, tank destroyers, and amphibious tractors, executed a carefully coordinated rescue of 2,147 internees from an internment camp near Los Baños on Laguna de Bay. The 1st Battalion of the 188th Glider Regiment, commanded by Lieutenant-Colonel Robert Soule, launched a diversionary ground attack from the west, while the majority of the 1st Battalion of the 511th Parachute Regiment crossed Laguna de Bay using amphibious tractors. Company B of the 511th Parachute Regiment parachuted directly into the camp, and the Reconnaissance Platoon along with the guerrillas, who had already infiltrated the area, created chaos throughout the camp. The task force eliminated the Japanese garrison of about 250 guards and managed to escape through enemy-held territory before the Fuji Force could mount a counterattack. The casualties were minimal: only 3 Americans and 2 Filipinos lost their lives, while 2 Americans and 4 Filipinos were injured. However, starting two nights after the raid, the 17th Regiment, along with Kempeitai police and Filipino Ganaps, began terror raids in the surrounding barrios, resulting in the deaths of up to 1,500 Filipino civilians over the next few nights. It was now time to leave the Philippines and return to New Guinea to support the ongoing Australian campaign in Aitape-Wewak. Previously, Brigadier Martin's 19th Brigade had fought its way to Malin and Abau, while Colonel Buttrose's 2/5th Battalion secured Perembil, Asiling, Samisai, and Maharingi. On January 12, Brigadier Moten directed the battalion to initiate a three-pronged offensive toward Luwaite, Bulamita, and Bombisima. The advance was rapid, as patrols encountered only small enemy groups, and all three objectives were successfully captured by the end of January. After the capture of Malin, the 2/8th Battalion and the 2/9th Commando Squadron patrolled the rugged terrain between Nimbum Creek and the upper Danmap for three weeks, facing some resistance on Long Ridge. Due to this pressure, General Aotsu's force received additional reinforcements in the latter half of January before withdrawing to join the defenses of the 20th Division, while General Mano's 41st Division retreated to Balif and Salata. Meanwhile, General Stevens had ordered Brigadier Roy King's 16th Brigade to relieve the 19th at the Danmap, but catastrophic floods hindered the completion of this relief in the south before the month ended. In the north, the 2/1st Battalion took over from the 2/11th Battalion on January 24 and began advancing patrols along Nambut Hill, where they faced significant resistance. Due to these patrols, the Australians launched a company attack on February 4, which the defenders easily repelled. Following a heavy air bombardment, the enemy stronghold was captured on February 7, and another company took McNeil's Creek four days later. Meanwhile, the 2/3rd Battalion initiated an assault on Long Ridge, inflicting considerable casualties on the enemy at Cory's Spur. At this juncture, Stevens decided to sequentially capture But, Dagua, and Wewak, as well as Maprik in the mountains, and to push eastward. The 16th Brigade was the first to advance to Wank Creek and then to the Anumb River. King promptly sent the 2/1st Battalion to secure Nambut Creek while the 2/3rd Battalion moved to the Wolhuk Creek-Una Creek line. By February 18, the 2/1st Battalion had fully secured Nambut Hill, with one company advancing along the coast and pushing the Japanese across the creek the next day. By February 22, the area up to Balam Creek was occupied, and barges had delivered supplies at Wank Creek for four days. The following day, they reached the Anumb River and began patrolling toward Sowom while a sloop bombarded enemy positions along the coast. Finally, on February 28, the 2/2nd Battalion relieved the weary 2/1st Battalion and started preparing for operations against But. Simultaneously, the 2/3rd Battalion successfully established the Wolhuk Creek-Una Creek line and sent patrols northward to connect with both the 2/1st and 2/2nd Battalions. In early February, the 2/5th Battalion launched an attack on Salata, Balif, and Balaga, sending three companies southward. Salata and Bombeta were captured on February 3, followed by Balif three days later, while Balaga remained successfully defended. The 2/6th Cavalry Commando Regiment was tasked with supporting Moten's advance toward Maprik, prompting the 2/10th Commando Squadron to move to Ami. After the Australians secured the Balaga-Numango area on February 13, Buttrose dispatched two companies to capture Barangabandangi and Malahun, which fell by February 17. At this time, the 2/10th Commando Squadron had also advanced northeast of Ami to Walahuta, Kualigem, and Amahaur, resulting in several Japanese casualties. Meanwhile, the 2/7th Commando Squadron conducted patrols deep into the Atob River and the headwaters of the Screw River. The 2/5th Battalion was preparing for relief by the 2/7th Battalion but first needed to fend off a strong counterattack at Malahun on February 23. During the 2/5th's advance, most of the 40th Division withdrew south into a densely populated garden area bordered by the Nanu and Amuk Rivers. This southern flank could not be overlooked as the Australians moved toward Maprik, so Moten sent a company from the 2/6th Battalion to advance through M'Bras, Asanakor, Yubanakuor, and then east to the heavily fortified Sinahau villages, pushing the enemy toward Maprik for destruction. Additionally, a rumor was spread among the locals that the commandos would advance on Maprik via Ami, which successfully prompted the Japanese to reposition most of their forces to the north and northeast. Meanwhile, by early March, the 2/7th Battalion had completed the relief of the 2/5th Battalion and successfully occupied Asanakor on March 7, followed by Inimbi on March 8, Yubanakuor on March 9, and Balangabadabil, Ilahop, and Armimin on March 10. To the north, the 2/2nd Battalion also finished its relief at the Anumb. Additionally, the 2/3rd Machine-Gun Battalion and the 2/9th Commando Squadron took over from the 2/3rd Battalion in the mountainous region. The latter began advancing towards Arohemi on March 4, where they encountered a strong Japanese force that resisted for three days. After a significant airstrike, the Australians managed to clear the area west of the Anumb River by March 9. Simultaneously, the 2/2nd Battalion pushed forward to Simbi Creek, successfully clearing the area and reaching the Ninahau River by March 12. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The battle for Manila is finally over. The capital of the Philippines came at a terrible cost for the Americans, Japanese and innocent Filipino civilians. It would be only a matter of time until the Americans moped up the Philippines and continued onwards to the Japanese home islands.

Baltimore is a city full of neighborhoods with distinct personalities -- from quirky to conventional, from historic to … not so historic. Architecturally speaking, there are absolute gems … as well as diamonds in the rough. Doors Open Baltimore offers a daylong opportunity to explore a few of the city's most interesting buildings. Lauren Bostic Hill, Executive Director for The American Institute of Architects, Baltimore Chapter and Baltimore Architecture foundation and Nakita Reed, board president of the Baltimore Architecture Foundation, offer some highlights. Links: Doors Open Baltimore, Baltimore Heritage.Do you have a question or comment about a show or a story idea to pitch? Contact On the Record at: Senior Supervising Producer, Maureen Harvie she/her/hers mharvie@wypr.org 410-235-1903 Senior Producer, Melissa Gerr she/her/hers mgerr@wypr.org 410-235-1157 Producer Sam Bermas-Dawes he/him/his sbdawes@wypr.org 410-235-1472

rWotD Episode 2627: Penthouse apartment Welcome to Random Wiki of the Day, your journey through Wikipedia’s vast and varied content, one random article at a time.The random article for Saturday, 13 July 2024 is Penthouse apartment.A penthouse is an apartment or unit traditionally on the highest floor of an apartment building, condominium, hotel, or tower. Penthouses are typically differentiated from other apartments by luxury features. The term 'penthouse' originally referred, and sometimes still does refer, to a separate smaller 'house' that was constructed on the roof of an apartment building. Architecturally it refers specifically to a structure on the roof of a building that is set back from its outer walls. These structures do not have to occupy the entire roof deck. Recently, luxury high rise apartment buildings have begun to designate multiple units on the entire top residential floor or multiple higher residential floors including the top floor as penthouse apartments, and outfit them to include ultra-luxury fixtures, finishes, and designs which are different from all other residential floors of the building. These penthouse apartments are not typically set back from the building's outer walls, but are instead flush with the rest of the building and simply differ in size, luxury, and consequently price. High-rise buildings can also have structures known as mechanical penthouses that enclose machinery or equipment such as the drum mechanisms for an elevator.This recording reflects the Wikipedia text as of 00:09 UTC on Saturday, 13 July 2024.For the full current version of the article, see Penthouse apartment on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm standard Russell.

“My life story and career has had a lot of twists and turns. I think just starting super young,I knew I wanted to create something, to build something, to ultimately to start a business and be an entrepreneur. It just took me a long while to figure out what that was and what the thing was that I truly loved and was passionate about. All of the different aspects of my path have influenced and led to what's become Onera and a true passion for building very unique experiential and landscape hotels.” We're in great company with Ben Wolff, Co-Founder and Developer of Onera, a treehouse landscape hotel in the Texas Hill Country. Offering a secluded, luxe, nature escape with nearly a dozen architecturally stunning glamping accommodations, Onera evokes a sense of wonder everywhere you look.  Perfectly positioned just outside of the charming town of Fredericksburg, Ben and his team have curated an assortment of local recommendations and on property experiences, so guests can enjoy a sense of adventure or settle into a serene stay.  In this episode, Ben shares how a series of events sparked an idea in his innate entrepreneurial mind, and how that idea has become a movement that is redefining experiential hospitality through landscape resorts, boutique hotels, and luxury retreats, starting with Onera.  Top Takeaways [1:55] While Ben always had an entrepreneurial mindset, it took a career full of twists and turns, a global pandemic, a wedding day realization and a cross-country roadtrip to set his path towards creating Onera.  [9:00] How Ben found a white space in the nature seeking hospitality market and what led him to fill that gap starting in Texas Hill Country.  [15:20] A few words come to mind when Ben shares what he wants his guests to experience with Onera…Inspired. Enchanted. A Dream. An Oasis. [20:40] Staying at Onera comes with a dip in their signature cedar tubs, a view of deer, wild turkeys and the occasional armadillo, a communal gathering space amidst old oak trees, and curated experiences from dinner with a private chef to an in-room couple's massage. [24:00] Take your pick from this collection of architecturally stunning accommodations - ranging from glamping to a bungalow, a dome to a stilt house, a treehouse to tiny homes - each unique in their design and experience.  [31:15] There's so much to see, sip and savor in and around the charming town of Fredericksburg, from its Hill Country wineries to its German culture and cuisine, from endless fields of wildflowers to shops full of antique finds.  [33:50] A sneak peak into where Ben is taking Onera next, this time with even more focus on sustainability and sunset views. And if that's not keeping him busy enough, Oasi is concepting a tropical fruit tree boutique hotel, what sounds like a delicious stay!   Notable Mentions AirDNA Vacation Rental Data Analytics Amangiri, Utah The Adelphi Hotel, New York Fredericksburg Shops & Restaurants: Wildseed Farms Caliche Coffee  The Peach Basket General Store Frisch Juicerie Otto's German Bistro Hill & Vine  Texas Hill Country Activities: Willow City Loop  Enchanted Rock  Inwood Estates Vineyards Slate Theory Winery City of Wimberley Visit For Yourself Onera Website | Newsletter Instagram: @stayonera X: @uniquestaysguy LinkedIn: Ben-Wolff Stay In Good Company Website

Gareth Russell is a historian and broadcaster, educated at Oxford University and Queen's University, Belfast. He is the author of nine books. He is host of the podcast Single Malt History with Gareth Russell.  Russell divides his time between London and Belfast, Northern Ireland.  In THE PALACE, Russell presents 500 years of the British monarchy, from King Henry VIII to Queen Elizabeth II, through a unique lens--their connections to specific rooms at Hampton Court Palace. Architecturally breathtaking and rich in splendid art and décor, Hampton Court Palace has been the stage of some of the most important events in British history, such as the commissioning of King James's translation of the Bible, the staging of many of Shakespeare's plays, and Queen Elizabeth II's coronation ball.Learn more at: https://www.simonandschuster.com/authors/Gareth-Russell/500660891Follow Gareth at Instagram: @_garethrussell; Twitter: @garethrussell1.

Jonathan, or J. as he's known to friends, is a husband, a father, and the owner of Trailhead Technology Partners, a custom software consulting company with employees all around the world. He is also a Microsoft MVP in .NET and frequently speaks at software meetups and conferences. He doesn't mind too much because he loves sharing what he's learned, and it also gives him an excuse to visit any nearby National Parks, a passion of his, proven by the fact that he's currently made it to 56 of the 63 parks.   J. also has a passion for building community and has served on several non-profit boards over the years as a result. Currently, J. sits on the SoftwareGR board, a non-profit trade organization dedicated to building the software industry in West Michigan. He also runs Beer City Code, a software conference, and has served as president on that board for over a decade. J. loves hiking, reading, photography, and trying to see all the best picture nominees before the Oscars ceremony.   Topics of Discussion: [4:18] J starting his own consulting company, Trailhead. [4:55] The two categories that make up software architecture. [5:54] J's philosophy on when he would rewrite a legacy software system. [10:52] The pros and cons of making small improvements over time. [11:33] What is the strangler fig pattern, and how does that turn into a strategy for a software update? [16:02] Bringing older ASP.NET applications up to .NET7. [19:55] What is a reverse proxy? [22:21] We reference the book Working Effectively with Legacy Code. [25:08] In this process, do both of the applications just get access to everything, or do you have to do something specific? [31:28] Architecturally, does this approach work in modernizing from older or other platform web applications? [34:02] The concept of microfrontends.   Mentioned in this Episodes: Clear Measure Way Architect Forum Software Engineer Forum Programming with Palermo — New Video Podcast! Email us at programming@palermo.net. Clear Measure, Inc. (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! Jeffrey Palermo's Twitter — Follow to stay informed about future events! Architect Tips — Video podcast! J. Tower on Twitter J. Tower on LinkedIn YARP Basic YARP Sample Strangler Fig Application   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Nathaniel Schutta (or Nate) is a software architect focused on cloud computing and building usable applications. A proponent of polyglot programming, Nate has written multiple books and appeared in various videos. Nate is a seasoned speaker, regularly presenting at conferences worldwide, No Fluff Just Stuff symposia, meetups, universities, and user groups. In addition to his day job, Nate is an adjunct professor at the University of Minnesota where he teaches students to embrace (and evaluate) technical change. Driven to rid the world of bad presentations, Nate co-authored the book Presentation Patterns with Neal Ford and Matthew McCullough. Nate has published Thinking Architecturally and Responsible Microservices both available as free downloads from VMware.   Topics of Discussion: [5:12] How Nate decided he liked development and architecture, and who was Dr. Evil? [7:10] Nate worked at a software company for a brief period and spent a lot of his time building enterprise web apps. [10:13] Is it possible to think and talk about software the same, regardless of language? [14:17] Nate Defines circuit breaker. [15:56] The importance of having good observability and monitoring in place to see what is going on. [22:35] Nate gives some categories of architects and where he thinks it changes in responsibility and scope. [26:14] To quote Ralph Johnson, “Architecture is the important stuff, whatever that is.” While we may have different definitions of “IT,” Nate thinks that it has the decisions that are hard to change later, and the ones we hope we get right in the first place. The “IT” is also what matters to the application at hand. [36:14] Are we currently at another inflection point? [38:03] The current landscape and challenges of inventing things on the fly. [45:22] What can we expect from Nate's new book? [55:54] Engineers often overlook soft skills, and the Dale Carnegie books on leadership are a great place to start.   Mentioned in this Episodes: Clear Measure Way Architect Forum Software Engineer Forum Programming with Palermo — New Video Podcast! Email us programming@palermo.net Clear Measure, Inc. (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! Jeffrey Palermo's Twitter — Follow to stay informed about future events! Architect Tips — Video podcast! Azure DevOps Nate Schutta Twitter Nathaniel Schutta Website Thinking Architecturally Fundamentals of Software  Dale Carnegie    Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Professor James Stevens Curl is the author of the book "Making Dystopia: The Strange Rise and Survival of Architectural Barbarism". He dissects the modernist ideology as a historical phenomenon, which is not independent of the authoritarian social forces that surround it. On the contrary, Stevens Curl demonstrates that modernism became an authoritarian aesthetic ideology from early on, which eventually characterized the whole of Western culture. Where many academics in Western Europe have taken a nihilistic approach to the dystopian urban landscapes that have risen after the Second World War, James Stevens Curl chooses a firm position. As he sees it, modernism is a deeply immoral and a socially destructive project, which should be actively combated. Curl has also written extensively about Victorian architecture. Architecturally, the Victorian era was a rich era, with great building activity and saw the construction of many beautiful churches. In his newest book "English Victorian Churches", Curl explains how the European political currents of the time, British religious policy, and local engagement played a significant role in realizing this rich and beautiful architectural period."

Versailles – the palace, the people, history and legends. The extraordinary story of this mighty castle, built in a swamp on the outskirts of Paris stars a heavyweight cast of royals and played a key role in the destiny of France…As breath-taking today as it was some 400 years ago when King Louis XIV of France, AKA the Sun King (and not for his sunny nature), turned a humble hunting lodge into one of the wonders of the world. Architecturally glorious, gilded and grand, with gardens to match, the palace is full of secrets and its walls have witnessed events that have determined the course of history. We talk about the people who lived here, the history of the palace and the most fascinating facts about Versailles… Follow us: On Twitter On Instagram On Facebook On The Good Life France's website On Paris Chanson's Thanks for listening!

A version of this essay was published by firstpost.com at https://www.firstpost.com/opinion/shadow-warrior-paris-is-burning-why-12837712.htmlI had the disconcerting experience of being on the ground in Paris while the current riots raged. Oddly enough, on my previous visit, in April 2019, I arrived the night the Notre Dame cathedral caught fire, and then was in town during the Yellow Vest riots against fuel taxes. In both cases, my plans were affected: in the current case I stirred out of my hotel room near the Arc de Triomphe with trepidation, worried as I was by TV images of random violence and especially arson.I had been to Paris for several years in a row (until covid) for an annual conference on innovation, so I have a slight familiarity with the city, and it remains one of the most charming cities in the world. Architecturally appealing, with world-class museums (I did my usual homage to the Louvre, the impressionist Musee d'Orsay and the Musee Guimet of Asian art), lovely boulevards, the peerless Eiffel Tower, the unhurried meals in sidewalk cafes: the very picture of the good life.Then there is the dark side of things.The proximate cause of the troubles was the shooting death of a 17 year old youth of Algerian heritage, possibly the result of excessive force by the police. But this is just the spark. As in other countries with restless minority populations (e.g. the US with periodic riots after police shoot yet another black man, as in Los Angeles burning after the death of Rodney King), there are many other resentments that fan the fire. It would be easy to surmise that racism and the reaction thereto are the main factors in action.But I think there is another, possibly preponderant cause: demographic shift. France is getting less white, more black and Arab, and more Muslim. Coupled with an ever-restive leftist streak that has been evident for long (remember the student riots in May 1968 and the always volatile Left Bank?), today we have a left-migrant nexus of sorts that magnifies any issue and takes to the streets.There are large numbers of migrants, including those who came from the colonies and more recently refugees fleeing terror and chaos in Syria, Afghanistan etc. One would think that they would generally be grateful to Europe for taking them in, but radicalization is literally visible on the streets: the older generation is more secular, but their sons and especially their daughters-in-law are more observant, with beards, hijabs and other signs of religiosity. They are influenced by fiery preachers who call for jihad.It is now much easier to marshal ‘flashmobs' via social media. In fact, France has just had to turn off the Internet to prevent further provocation and nastiness. Let us note that this was not trumpeted by Deep State journalists as a sign of autocracy, although that is exactly what they say when India has to turn off the Internet in Kashmir.There were statements made by some of the rioters (I'm not sure if it is just bravado or whether they seriously mean it) that they intend to take over Europe through the power of their numbers, as they are noticeably more fertile than native whites. Eurabia is an inevitable reality, they believe. This, naturally, does not sit well with the locals. They will probably begin to curtail migration, as some Scandinavian countries have begun to do.Perhaps there is also a crisis in governance, which was the opinion of an old friend, whom I met for drinks at the landmark Publicis Drugstore on the Champs Elysees. She was unhappy about the mayor and other politicians whom she blamed for the poor state of general administration. (I just read that a suburban mayor's home was attacked, and his wife injured). Although my friend didn't talk about him, Emmanuel Macron is not universally popular either; even senior citizens appear to be upset with him.She also mentioned that the covid lockdowns had had a hugely disruptive, and lingering, effect, as many people lost their jobs, many moved out of Paris, and have had their prospects diminished. France's place in the world is also diminishing: it is now mostly a purveyor of luxury goods (fittingly, the head of LVMH is now the richest person in the world), and it was roundly humiliated by the US in the AUKUS affair, even though it is still a major arms supplier.Maybe there is a certain angst in the air. Maybe that is the root cause, or at least a root cause.I met a Pondicherry-origin man working in the transit hotel near the airport where I spent my last night in Paris, not wanting to risk riots, arson and barricades on the way from the city to Charles de Gaulle. He was generally negative, warning me about crime ranging from pickpocketing to muggings and especially the riots. He felt that his life as an immigrant (he has been there for many years) has become worse, and he felt he could be targeted by both Arabs and whites based on his Indian looks and the certainty that he was harmless and would not retaliate.I only personally witnessed a boisterous crowd shouting slogans that I couldn't understand, and no violence or arson (thankfully), but there was the constant wail of police sirens in the background, and what sounded like shots in the middle distance. Sadly, the largest library in France was set on fire. Thousands of vehicles were destroyed, and hundreds of houses looted and burned. In the end, I am told residents responded with vigilante squads fending off the unruly mobs.I also spoke to the proverbial taxi driver (a Moroccan-Frenchman), following in the footsteps of famous economists and journalists. He tried to be circumspect, and he didn't seem to be a religious person (there were no accoutrements in his car), but he told me about hard times. He was running an illegal taxi service, and he overcharged me 10 Euros since (he claimed) he didn't have enough change.He spoke about unemployment and discrimination, and how inflation was hurting his living standards. I have in the past found French Arabs not very hostile to Indians (as we don't threaten their livelihoods), and this man wasn't either.The same issue of economic problems was echoed by a Malayali manning a souvenir shop. He had arrived as a student, stayed on for a few years, and now was facing problems in bringing his family over from India. Incidentally, a lot of the souvenir stalls near Sacre Coeur, the Louvre and elsewhere are staffed or owned by Indian-origin people: I met one from Gujarat, another from Mauritius.The number of Indians I saw around Paris has gone up from prior visits: both tourists and residents. There still are far more East Asians (in my hotel there were Koreans and Singaporeans) around. I met a young woman from Kanyakumari who was leading a tour group on the Eiffel Tower. She was optimistic: she was doing her MBA, working part-time, and she has an import-export startup in India that she will be returning to.My chance encounters with these people illustrate the point about European decline. France has a nice little niche in luxury goods, but I suspect their buyers are increasingly from newly-affluent Asia. The departure area at CDG airport Terminal 1 is a veritable secular cathedral, with chandeliers and luxurious seats, surrounded by glitzy and expensive Dior, Chanel, Louis Vuitton, Hermes, Cartier, etc. shops tempting the departing traveler.But decline in the former colonial powers (most evident in Britain, which also shot itself in the foot with Brexit) is a fact. In a way it is poetic justice: Paris is full of evident loot from elsewhere (the Egyptian obelisk from Luxor, the Cambodian sculptures from the Bayon and Angkor Wat) and France clearly was enriched by exploitation of the colonies.But their core industrial strength has vanished (China continues to rape and pillage their IPR), along with their position in the global GDP standings. India has overtaken France and Britain, and will soon overtake Germany. Europe is now less of a factor in the world than it has been since the Middle Ages. Asia is rising again.It's a powerful cocktail: inevitable cyclical decline, memories of imperial grandeur, the determined Islamist assault, and general anti-government feelings going way back to the French Revolution. Surely, the crackdown by some 50,000 police and if necessary, the army, will control the riots, but one day the rioters may win. Predictably, all of Europe is now shifting right-wards: Italy, Finland, Greece, possibly Spain. Hard times beget hard men.1450 words, Jul 3, 2023 This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com

On this week's show, Adam Leventhal posed questions from Hacker News (mostly) to Oxide founders Bryan Cantrill and Steve Tuck. Stick around until the end to hear about the hardest parts of building Oxide--great, surprising answers from both Bryan and Steve.They were also joined by Steve Klabnik.Questions for Steve and Bryan:[@6:38] Q:Congrats to the team, but after hearing about Oxide for literal years since the beginning of the company and repeatedly reading different iterations of their landing page, I still don't know what their product actually is. It's a hypervisor host? Maybe? So I can host VMs on it? And a network switch? So I can....switch stuff? (*)A:Steve: A rack-scale computer; "A product that allows the rest of the market that runs on-premises IT access to cloud computing."Bryan: agrees[@8:46] Q:It's like an on prem AWS for devs. I don't understand the use case but the hardware is cool. (*)I didn't understand the business opportunity of Oxide at all. Didn't make sense to me.However if they're aiming at the companies parachuting out of the cloud back to data centers and on prem then it makes a lot of sense.It's possible that the price comparison is not with comparable computing devices, but simply with the 9 cents per gigabyte egress fee from major clouds. (*)A:Bryan: "Elastic infrastructure is great and shouldn't be cloistered to the public cloud"; Good reasons to run on-prem: compliance, security, risk management, latency, economics; "Once you get to a certain size, it really makes sense to own"Steve: As more things move onto the internet, need for on-prem is going to grow; you should have the freedom to own[@13:31] Q:Somebody help me understand the business value. All the tech is cool but I don't get the business model, it seems deeply impractical. You buy your own servers instead of renting, which is what most people are doing now. They argue there's a case for this, but it seems like a shrinking market. Everything has gone cloud. Even if there are lots of people who want to leave the cloud, all their data is there. That's how they get you -- it costs nothing to bring data in and a lot to transfer it out. So high cost to switch. AWS and others provide tons of other services in their clouds, which if you depend on you'll have to build out on top of Oxide. So even higher cost to switch. Even though you bought your own servers, you still have to run everything inside VMs, which introduce the sort of issues you would hope to avoid by buying your own servers! Why is this? Because they're building everything on Illumos (Solaris) which is for all practical purposes is dead outside Oxide and delivering questionable value here. Based on blogs/twitter/mastodon they have put a lot of effort into perfecting these weird EE side quests, but they're not making real new hardware (no new CPU, no new fabric, etc). I am skeptical any customers will notice or care and would have not noticed had they used off the shelf hardware/power setups. So you have to be this ultra-bizarre customer, somebody who wants their own servers, but doesn't mind VMs, doesn't need to migrate out of the cloud but wants this instead of whatever hardware they manage themselves now, who will buy a rack at a time, who doesn't need any custom hardware, and is willing to put up with whatever off-the-beaten path difficulties are going to occur because of the custom stuff they've done that's AFAICT is very low value for the customer. Who is this? Even the poster child for needing on prem, the CIA is on AWS now.I don't get it, it just seems like a bunch of geeks playing with VC money?(*)A:Bryan: "EE side quests" rant; you can't build robust, elastic infrastructure on commodity hardware at scale; "The minimum viable product is really, really big"; Example: monitoring fan power draw, tweaking reference desgins doesn't cut it Example: eliminating redundant AC power suppliesSteve: "Feels like I'm dealing with my divorced parents" post[@32:24] Q (Chat):It would be nice to see what this thing is like before having to write a big checkSteve: We are striving to have lab infrastructure available for test drives[@32:56] Q (Chat):I want to know about shipping insurance, logistics, who does the install, ...Bryan: "Next week we'll be joined by the operations team" we want to have an indepth conversation about those topics[@34:40] Q:Seems like Oxide is aiming to be the Apple of the enterprise hardware (which isn't too surprising given the background of the people involved - Sun used to be something like that as were other fully-integrated providers, though granted that Sun didn't write Unix from scratch). Almost like coming to a full circle from the days where the hardware and the software was all done in an integrated fashion before Linux turned-up and started to run on your toaster. (*)A:Bryan: We find things to emulate in both Apple and Sun, e.g., integrated hard- and software; AS/400Steve: "It's not hardware and software together for integration sake", it's required to deliver what the customer wants; "You can't control that experience when you only do half the equation"[@42:38] Q:I truly and honestly hope you succeed. I know for certain that the market for on-prem will remain large for certain sectors for the forseeable future. However. The kind of customer who spends this type of money can be conservative. They already have to go with on an unknown vendor, and rely on unknown hardware. Then they end up with a hypervisor virtually no one else in the same market segment uses.Would you say that KVM or ESXi would be an easier or harder sell here?Innovation budget can be a useful concept. And I'm afraid it's being stretched a lot. (*)A:Bryan: We can deliver more value with our own hypervisor; we've had a lot of experience in that domain from Joyent. There are a lot of reasons that VMware et al. are not popular with their own customers; Intel vs. AMDSteve: "We think it's super important that we're very transparent with what we're building"[@56:05] Q:what is the interface I get when I turn this $$$ computer on? What is the zero to first value when I buy this hardware? (*)A:Steve: "You roll the rack in, you have to give it power, and you have give it networking [...] and you are then off on starting the software experience"; Large pool of infrastructure reosources for customers/devs/SREs/... in a day or less; Similar experience to public cloud providers[@01:02:06] Q:One of my concerns when buying a complete solution like an iPhone (or an Oxide rack

The Big Themes:Delivering solutions that create agility for the business: Aviatrix handles the compiling of security enforcement into the fabric of the network. All a customer needs to do is tell Aviatrix the policy of what they want to do, and Avaiatrix puts it into the CI/CD pipeline.Distributed cloud firewalls are the way: In trying to "fix" network security, distributed cloud firewalls offer a great deal of promise. Competing vendors might disagree, but customers will love it, and many already do.Cost savings and better security: With Aviatrix, customers don't have to decide between cost savings or better security; they reap the benefits of both. Architecturally, distributed cloud firewalls are the way, hence customers flocking to Aviatrix. The Big Quote: "As the CEO, and the business, what do they care about? They care about agility. Why are we moving to the cloud, right? That's why we're moving to the cloud. It's not for cost savings, we all know that. Gonna be more expensive than it was on-prem. The reason we're going, is that, right? Speed to the business. How quickly can I deploy applications to my customers, because that's driving my business? This is a business-led transformation. What's great about what we're doing is it simplifies things, right...We decouple all that Bob. Our system is intelligent, we create simplicity, right? Not manage the complexity, such that you actually don't need to think about the network and how the network deploys that network security. Because we own it end-to-end, we figure out the best way to do that."

David is a performance excellence coach focused on teaching, consulting and executive coaching for small to medium sized businesses, including many restaurants. David spent six years as a business/excellence coach for Pal's Excellence Institute. Pal's – or Pal's Suddenly Service – is a drive-through only 31-location restaurant chain located in northeast Tennessee and southwestern Virginia. The restaurant is known for its speed, hospitality, cleanliness and people. Pal's relies heavily on word-of-mouth marketing. That word-of-mouth allows Pal's to spend roughly half as much on marketing as some of its similar competitors. According to David, COVID gave restaurants a second chance to make a first impression. Restaurants that were struggling before the pandemic were struggling after the pandemic, pointing to an internal flaw that contributes to that struggle. Some restaurants used the pandemic as a chance to reset and improve themselves to make a second first impression and win over new customers after the pandemic ended. Quotes “What we see now is a lot of sculptures and spokescharacters have been discontinued. Architecturally speaking, we're getting modern boxes that don't have much life.” (Joseph) “If you look at the new (restaurant) designs, they're all basically the same. You really want to stand out in a sea of sameness.” (David) “How often in life do you get a second chance to make a first impression? If customers are coming back (after the pandemic), we have a chance to win them over and leave all that past behind.” (David) “If people aren't buying it, it's because they don't want it.” (Joseph) “If you think about a restaurant and what it does, it's really a manufacturing operation. You're manufacturing food in real time for a specific order based on your menu.” (David) “Systems are one thing, but activating them tends to be where the rubber meets the road and where most people hit the road.” (Joseph) “Twenty percent of the effort is putting a system in place and 80% of the effort is sustaining it. You have to make it a habit. You have to change in a way that it's harder to go back than it is to go forward.” (David) Transcript 00:00.91 vigorbranding Everyone today I'm joined by my friend David Jones he's the president of a company called the excellence advisory which we'll get into in a little bit. Um, but before we do David why don't you say hello and give a little bit of backstory. 00:11.50 David M_ Jones Well hello joseph and thanks for having me on today I considered a personal and professional honor to be here with you speaking to your audience and I'm actually an engineer by training 25 years in corporate America and then I had the great blessing and ability to work with. Pals through their business excellence institute which I hope we get to talk about and did that for 7 years and ah and today I do teaching consulting and coaching executive coaching for small to medium sized businesses including a lot of restaurants. 00:49.83 vigorbranding That's awesome. Yeah, so pals is um, essentially what prompted our connection on Linkedin. Um, and honestly it's a concept I had never heard of they're they're not here in Georgia or in Central Pennsylvania so I just never come across them. But what really grabbed my attention and prompted our discussion was. Um, pal's sudden service is what it's called has these amazing huge sculptures on their buildings sculptures of their food like hamburgers and drinks and all kinds of things and this just struck me as such an amazing thing. Um. Before we get into why they're doing that can you give us just a little bit of a rundown about what pals is all about. 01:28.79 David M_ Jones Oh absolutely. Yeah, it's so it's a drive through only 31 unit chain in East Tennessee and Southwest Virginia they are known for their speed their hospitality, their service, their cleanliness, their value. And they're people. They're amazing

It took nearly two years, but the Airmount Grave Shelter north of Thomasville near the Wilcox County line has been completely restored. The National Register structure, owned by the Clarke County Historical Society, was crushed by falling trees during Hurricane Zeta in October, 2020. Built in 1853; one-of-a-kind in state The important historic building was built in 1853 and is believed to be the only one of its type in Alabama. Architecturally significant, the unusual, splayed eaves and vaulted or “compass” interior ceiling can be traced to Eastern Seaboard church yards in Delaware and Virginia. “I thought we had gotten...Article Link

Episode Description: On this exciting episode of Duchess, Emma meets the custodian of one of Britain's greatest stately homes: The Marchioness Townshend of Raynham Hall. In this episode, we learn about the fascinating story of how the city of Sydney was named after a Townshend. The Duchess hears how Lord ‘Turnip' Townshend ushered in an agricultural revolution at Raynham, and we are given the full story behind the world's best known ghost photograph! Top Quotes: “You can not dictate the future of a home. All you can do is love it and look after it now.” - Lady Townshend “Traditionally, these houses would have had recitals for every group of people that they had visiting. Music is in the DNA of grand homes.” - The Duchess of Rutland About the Guest and Stately Home: Raynham Hall is a country house located in the glorious countryside of Norfolk. For nearly 400 years it has been the seat of the Townshend family. Born Alison Combs, Lady Townshend is the current custodian of Raynham with her husband Charles Townshend, 8th Marquess Townshend. The couple share four children. Lady Townshend was the editor of The North Norfolk Informer which she co-founded. Work started on Raynham Hall in 1619 commissioned by Sir Roger Townshend and is considered "one of the outstanding country houses of the period.“ Architecturally, Raynham is a neo-classical house and features a particularly striking marble hall - where classical concerts are held. Raynham Hall is the site for perhaps the most famous ghost of all time, taken by photographers for Country Life - the photo of the famous ‘Brown Lady' descending the staircase. About the Host: Emma Rutland, The Duchess of Rutland, did not always stride the halls of stately homes. Born Emma Watkins, the Duchess grew up the daughter of a Quaker farmer, in the Welsh marsh countryside. She trained as an opera singer in the Guildhall School of Music, and worked as a successful interior designer before meeting her future husband David Manners, the 11th Duke of Rutland, at a dinner party. Their marriage in 1992 would transform Emma Watkins into the 11th Duchess of Rutland, thrusting her into the world of aristocracy, and handing her the responsibility of one of the nation's great treasures: Belvoir Castle. While simultaneously running the day to day operations of the castle, and raising five children, The Duchess became fascinated with the history and importance of the other stately homes of the UK. Join The Duchess as she embarks on a wonderful journey through time, to learn more about the incredible homes that have defined Great Britain and, most importantly, meet the other extraordinary women who work tirelessly behind their doors to preserve their history and magic for future generations. Resources: https://raynhamhall.com/ (https://raynhamhall.com/) https://www.belvoircastle.com/ (https://www.belvoircastle.com/) https://www.onefineplay.com/ (https://www.onefineplay.com/) https://www.emmaduchessrutland.com/ (https://www.emmaduchessrutland.com/) https://www.duchessthepodcast.com/ https://www.abercrombiekent.co.uk/about-us/partners/duchess

Peter Linneman is an author of the Linneman Letter, the former Professor of Real Estate, Finance, and Public Policy at the Wharton School of Business. Previously listed as one of the top 25 most influential people in commercial Real Estate. In this episode we talked about: Real Estate Finance and Investments Book Valuation of Real Estate assets Inflation in Real Estate Relationship between corporates and interest rates Peter's thoughts on Real Estate Asset Classes Overview of Retail Real Estate Office Market Future of Commercial Real Estate Industry Advice to Real Estate Newcomers Resources and Lessons Learned Useful links: https://www.linnemanassociates.com Books: Factfulness : Ten Reasons We're Wrong About The World - And Why Things Are Better Than You Think by Hans Rosling Rational Optimist by Matt Ridley Youtube: https://www.youtube.com/watch?v=jbkSRLYSojo&t=3s Transcriptions: Jesse (0s): Welcome to the working capital real estate podcast. My name is Jesper galley. And on this show, we discuss all things real estate with investors and experts in a variety of industries that impact real estate. Whether you're looking at your first investment or raising your first fund, join me and let's build that portfolio one square foot at a time. Ladies and gentlemen, my name's Jessica gal, and you're listening to working capital the real estate podcast, a special, special guests today. We just chatted about this. If you don't know him by now, I don't know if you want to know him.   And that is Dr. Peter Lindemann. He's the author of the Lindemann letter, the former professor real estate and finance and public policy at the Wharton school of business. And he was previously listed as one of the top 25, most influential people in commercial real estate. Peter, how you doing?   Peter (49s): I'm doing great. I just got back from Egypt. So my background is a long lasting quality piece of real estate. The Luxor, temple, and luck soar. So good reminder that great real estate lasts like four or 5,000 years.   Jesse (1m 6s): There's a book I'm reading right now and it's on the evolution of skyscrapers and it goes back to the pyramids. It goes back to the, the renderings and the Bible of places that may be existed. Architecturally looks sound, but that is a, it's fantastic to see how we've come from there to where we're at today. And, and, and the drive for humans to build up. Hasn't seemed to wane in any way   Peter (1m 28s): When you see this stuff from three, four or 5,000 years ago. Yo okay. They got it.   Jesse (1m 35s): Yeah. Well, thanks so much for coming on. I, I think this is a real treat for listeners, for anybody watching the video. I'm holding up my real estate and finance and investment book written by the doctor, Peter Lindemann. And I mean, if you're in the real estate industry in any capacity, you will have to have come across this book. I think this, for me, it was second year of the MBA in Toronto and it was just chock full of amazing things. This thing. How long has it been now? When, when was this first published?   Peter (2m 5s): Oh, gee probably 16 years ago or 17 years ago was the first edition it's come to be referred to as the blue Bible. I don't know if that's a good description. It came about very oddly. And then I was teaching my real estate finance investment course for a number of years and I never had a book that I could find that I really liked. So I was teaching my own stuff, but I assigned a book to students because they needed something. So we finally recorded my lectures and after a lot of work and a lot of down additions, that's what came out of it.   Jesse (2m 40s): Yeah. Well, it's great. It's funny. I'd like, you know, you go through a time period where you're like, okay, I got to get rid of these books. Usually the textbooks are the first to go, but I've hung on to this one for a long time, just because I've actually kind of gone back to it. And now that we're at the stage in the career where we're hiring younger individuals, you know, this is something where, you know, they're probably reading in school, but it's definitely something that they can use as a resource.   Peter (3m 4s): Well, and one of the other things nice, is this a nice color? So while it's on your bookshelf, it looks good.   Jesse (3m 10s): Yeah. Yeah. It's not a, it's not that old school. Just topes. Well, you know what? There was a, so we chatted a little bit earlier. You were on a podcast that I recommend a hunter Thompson cashflow connections podcast. And there was something that I was driving in the car, listening to this podcast. And I had to write down because I was just like, you know what? This is it, it was something you said, and it was just an insight. And maybe we could use it kind of as a springboard for this conversation because that conversation did talk a lot about the economics of real estate and where we find ourselves today.   And what you said was demand as loosely described as real GDP growth is up 3% and goods as loosely described by industrial output are down by 1% and services as loosely proxied by employment is 1% short. Demand is up. Supply is down prices. Go up. Can you break that down for us? What we're talking about here?   Peter (4m 7s): Yeah. I mean, I think you broke it down really well. I think this there's very real inflation. The very real inflation started to occur. Let's just do a quick review. 20, 22 years ago, things are shut down. Like a third of the economy is shut. Not just slow shut. And then another third is really slow, but not shut. And then another third is working well, when you shut things, there are ramifications of that.   So for example, two years ago, the price of oil is like five, $10 a barrel. So what do you do with the tar sands? Shut them down. What do you do with the fracking? Shut them down because they aren't even close to break. Even. I'm just taking those as dramatic examples. Then what happens is fortunately the economy I'm talking about the us, but I think the Canadian pretty similar by very late 20 and then through 21 starts growing and it grew faster in its comeback.   Then supply came back. Now that's not surprising when you think about it because things are really awful. Do you expect supply to lead demand? No. Common sense says I wait to see if things are really there before I expand and bring on capacity. So what you've got is real GDP, kind of a crude metric of us demand up 3.2% versus pre COVID not annually.   The two years since COVID began and goods, output is down 1%, as you're saying, and employment is down 1%. And as you said, you don't have to be a genius to figure out supply down 1% from where it was in 2019, demand up three and a half percent prices are up. Now, you're going to have a long discussion of which prices and how much, some more than others. It's that simple.   When will price inflation, moderate, pretty simple. When supply catches up now there's this notion that we have to cool demand. And I asked people, would we be better off if we had no inflation right now? And GDP was also down 1% over those two years, by the way, if real GDP was down 1% and industrial output was down 1% and employment was down 1%. You think we'd have much inflation right now?   No. Would we be better off? Absolutely not. We'd be four and a half percent worse off. So you go, okay. It's a good thing. In fact, no is a good thing. It's a staggeringly amazing thing that after the last two years where we shut down huge plus in the economy, political division, COVID killing millions of people, many more, getting sick absenteeism at work, social unrest, a war now, I mean, name all this stuff that's happening.   And we're three and a half percent or 3.2% larger as an economy than before. That's amazing but left to its own devices. It would have been up about five and a half percent. So demands, not overheated. If, if real GDP was up 10%, then I'd say that's overheated. We can't do that. But we can do five to five and a half percent over a two year period. We've only done three. And at 3.2% under heated, we still need demand to keep driving forward.   We don't want to slow down demand. We want to encourage supply. So if we were going to do policies, the kind of policies we need are, and I'm just giving as an example, I'm not proposing them. Gee, you drill an oil well this year, or you start pumping from a well that isn't pumping. You could write it off in a year, right? You think you get more expiration with that as an incentive, or if you hire somebody net, net, you net, net expand your employment, you get a $4,000 tax credit.   Or if you come back to work after not having work for six, six months, I'm all of these. I'm just making up. As examples, you get a $2,000 tax credit is an individual. You think we'd bring back more late. Do you think we bring back more capacity? And as we did, what would happen to prices they go down. So I don't think this is about demand. It is in some tautological sense. It's about supply has made an amazing recovery from a shutdown, but still legs.   And I don't know how a lot of Terry policy gets us to bring back capacity faster and that's a real activity, so to screen. So that's how I see it. And it has some ramifications for real estate. Your, your construction costs are really going up, right? I mean, that's not an imagination, but on the other hand, so are your rents, so are your property values and you have to take the whole menu.   It's like when you played cards and you got three ACEs and a two and a three, Hey, that's a pretty good hand. You got three ACEs, be happy. Don't don't gripe about gee. I should have forays. Right? All things considered pretty good here.   Jesse (9m 48s): So when it comes to real estate, from the point of view of a couple of variables, there's, there's inflation in the general economy that people just seem to be continuing to worry about time and time. Again, this time it's different as Howard marks will, would, you know, titles each one of his chapters in his latest book. But what I'm curious about is from a real estate perspective, we have the valuation of the real estate asset, and we have those prices in our markets and a lot of other major markets in north America going up. And the concern is that these cap rates get compressed and compressed.   How much lower can these cap rates get compressed? What I'm curious about is it the going to be the valuation that gets out of control or will it be the affordability from a rent perspective that you see as the governing the governor? So to speak on in that dynamic,   Peter (10m 36s): Ultimately it's the fundamentals. And that would go to the mortar. The rent side price is just an outcome, right? Price is a comp bow. You know, the value of a property is the combination of the supply and demand for space, right? Namely income and occupant or retina occupancy and the supply and demand for money to buy income streams, right? And they don't necessarily always align. We're in a period where list supplying demand for space.   Retina occupancy is in quite good shape unless you were in senior housing, unless you're in hospitality, still lagging, unless you're in bad retail, unless you're in office where you don't know if people are coming back to the office. But if you're in apartments and warehouse and good retail, quite good Retin-A occupancy side. Now on the capital side, what's happened is QE one, QE two QE three.   After the financial crisis put unprecedented amounts of money into the system. And you saw coming out in 2014, 15, 16, 17, 18, 19, and that money searching for a home pushed down cap rates. And everybody kept saying, oh, cap rates are going to go up cap rates. But I kept saying, no, the weight of money is going to push it down. Now we've even put in a lot more money. In addition into this system, what do you think happens when that money comes out?   When that money comes out, it's got to find a home. So for example, we have record personal cash holdings. We have record corporate cash holdings. We have record dry private equity capitals. We have direct record, dry uncommitted, money, sovereign wealth and pensions vis-a-vis real estate. And we have record unused bank reserves. What do you think happens when they may still be at record levels, but a little lower record levels?   And the answer is that money's going to find a home and it's going to find it buying cash streams. Some of that is on the stock market. Some of it is real estate. Some of it is gold. And I think cap rates go down now, do they go down every day? No. And people say, well, how much lower they can? Can they go? Things can always go 2% lower. This is one of the things that you remember when you learned about penny stocks. And somebody said, how can you lose? They only cost a penny and you'd go, well, they could go to a half a penny, right?   They could go to a quarter of a penny. So how can the cap rate go lower than 3.7? Well, it can go to 3.6. It can go to 3.5. And the reason is the weight of money. So what do I mean by the weight of money? The example I use scope, the thought experiment. We've done a lot of statistical work on this that I won't go into saying, let them in, let her it's other stuff we've written, but here's the thought experiment. Very simple. Suppose I told you a year from now $4 trillion.   I don't care if it's Canadian or us $4 trillion. In addition to the amount already invested is trying to invest in apartment buildings. Okay. Well, you think will happen to cap rates. They'll go down. By the way, you didn't ask what's the economy like you didn't ask. What are interest rates get in, say, as the yield curve inverted, you simply said, well, that kind of money. It's got to find it. It's going to bid up the values bed down, cap rates.   Now flip that thought experiment. Suppose I told you that a year from now a trillion dollars is exiting apartment buildings. By the way, you could apply this to any property category. And you'd say, wow, that's going to be a problem. A trillion dollars trying to get out is going to crush values. And you go, you didn't know what interest rates were when you made that insight. You didn't know what the economy was. The point is the weight of money and we have put unprecedented amounts of money and it hasn't really come out yet to speak of.   And it will, and it will be asset price inflation, not con goes to the services.   Jesse (15m 5s): So question on that, we've had a economist on the show before of maybe on the one side, closer to the Austrian school, the other side, the modern monetary theory MMT. And for listeners, I would just look up both of those to learn a little bit more. But this idea that when the great financial crisis was happening, there was a number of economists that were saying, you're putting money into the economy, like your example, 4 trillion, 5 trillion that is going to cause inflation, no matter what, however, what was happening was it was sitting on balance sheets of banks. It wasn't getting into the economy.   And I always think about Milton Friedman's. I think it was his Nobel part of it was this velocity of money. You can't just go into the Connie. It actually has to move to create some form of inflation. So, so in this example, could you talk a little bit about when you say the 4 trillion in the market, does that mean on bank's balance sheets? Does that mean it's it's circulating, are those necessary conditions?   Peter (15m 60s): Yeah. At this moment, the same thing happened that I happened after , which is the amount of money going into the banks skyrocketed and the velocity with which they used it. So that in the beginning, there was no notable effect on the economy. It just kept the ship steady, if you will. And then the money started coming out slowly. Well actually slowly, just a little more rapidly than it did before.   And remember the modern banking system is not set up to lend you money to buy a Milky way is set up to have a, an investment firm by the company that makes Milky way, right. It's set up for that. And that's why as 2014 through 19 occurred the money chase assets rather than goods and services. Right? And so I think that's, what's going to happen again by enlarge the money, went into the system to keep it afloat in the way you described it, to make sure there was liquidity.   I think it did it well. And now what will happen over the next few years is it will come out. Will all of it come out? No, the velocity dropped, but as some of it starts coming in, when if I put a ton in beyond whatever you have, even if only a thousand pounds of it come out. So a lot of weight, right? A lot of weight, if I put a hundred tons in even of only a thousand pounds come out, it's still a lot of weight.   It's not much compared to what went into your point about velocity, but it's more than would have otherwise been there. And I think it will chase primarily assets now would include single family homes in that as an asset, right? It's a real ass.   Jesse (17m 55s): Now when it comes to the economy itself, well, you know what, let's back up for a second. I did have somebody from my office. They said, you know, you have to ask, I told them I was having you on. And he said, ask him about the relationship between cap rates and interest rates. Cause we talk a lot about that spread in our industry quite a bit basically. Is it a significant piece of what you guys look at over, over the longterm? How is it tracked? You know, and you mentioned earlier that Lindemann letter, we'll put a link up to that as well, but I'm just curious in the work that you do, how important that relationship is.   If at all,   Peter (18m 29s): If there's a relationship, it would be important. However, having studied it, we can't find a relationship other than that. So I'll give you, for example, in, I think it's the, I can't remember if it's 40 years of 45 years, basically the 10 year treasury yield has fallen by 600 basis points. And the cap rate fell by 300. That's hardly one to one. Then if you look at the micro history of that movement, it's all over the place.   That is to say the spread movements in the spread, basically swamp, the general downward decline, right? That'd be the spreads are all over the place over history. Then go one step further and I'll give another example. We looked at it very sophisticated. Statistically, can't find it. Can't find the correlation. Now, by the way, if you said the interest rate 10 year treasury went from 2.3% today to 14% tomorrow, that would probably have an impact, but that's not likely to happen.   If you said it went from 2.3 to 2.9 or 3.2 or back down to 1.6, by the way we saw it go from 1.6 to 2.3, what happened to cap rates? They went down. If anything, why? Because of the way the money, not the caused the interest rates went up and there was this not interest rates going up causing price, cap rates go down. It's just no relationship. I'll give you the other that captures it. If you look at 2007, cap rates were essentially identical to 2019, okay.   2007, 2019 and 2007, the long and the short rate were above 5%. And in 2019, the short rate, what I'm doing from memory was 2.5 or 2.6. And the long rate was 3.2. How can that be? If it's interest rates that are causing them, that interest rates are 200 basis points higher and you still have the same cap rate that should tell you something, right? And in fact, we've seen periods where there's a flight to quality.   When there's a flight to quality interest rates go down and cap rates go up well so much for the step relationship. It just doesn't exist. At least in the relevant parameters, at least that we can find, or that I've seen. One other thing I'd add about interest rates that I kind of tell friends and clients to call them down. Let's assume let's just assume that a year from now, we're sitting here and the long rates at 3.2% and the short rates at 2.5%.   Okay. A lot of interest rate movement upward. Okay. Is that a disaster? No, that's 2019. That's 2019. Those interest rates I just described we 2019, if we'd have had this conversation in 2019, you would have said, how much longer can these low interest rates last, right? You wouldn't be referring to them as high. I'm sure you had that conversation with people.   Right? So to understand that even a big interest rate movement back is simply to 2019, which by the way, most real estate people said, thank you very much. This is pretty cheap money because it is, we then had a fire sale where the government gave money away. If you were willing to borrow. And the biggest borrower of course, was the U S government biggest borrow in the world during that was the us government. They subsidized you as government and they subsidized borrowers.   Well, if they stopped subsidizing borrowers, that hurts far worse. It helps lenders. It helps savers and it hurts debtors, but it's not like one's more noble than the other, a dollar gain by one or lost by the other washes primarily. So I don't get hung up on that balance. Sheets are pretty sane. And so he just had to have a bit of context. And by the way, telling the us government that their money isn't free is not the worst thing we could do because they're like little children.   If Candy's free, the little children are given candy for free. Right. And he said, whoa, you got to slow down. You got to buy, you got to buy that. Right. Slows them down. That's Congress, if you give them or the system, if you give it free money, guess what they use it like it's free. Yeah.   Jesse (23m 27s): So when it comes to, when it comes to like speaking of washes, when it comes to the other asset classes that we deal with in commercial real estate, retail, industrial multi Rez office space, what we had in our office, which was not dissimilar. I think now we're at 85 locations, 85 major markets. And what we had in our headquarters was during COVID. We almost were revenue was down top-line was down, but it was close. And what happened was we had industrial and multi Raz really were the darlings of the industry.   And they, they kind of made up for retailer, like you said, not, you know, grocery store anchored or really good retail. And on the other side, the office, so office and retail was the drag. Those other two asset classes came up and, you know, picked up the slack. Do you see this trend? Continuing? What are your thoughts on, on the various asset class classes moving forward?   Peter (24m 24s): Okay. Real quick multifamily. In December, 2020, I wrote a piece we're entering the golden era of multifamily investing. And it was because spreads were big capital was available to borrow debt was being given away a because of the subsidy rent unoccupancy are good and going to get a lot better. Well, pro that happened in the last 15 months, it's still has legs, but some of the gold is already been harvested.   All right. So it's not like we're in a bad period for multifamily, but we're in a golden period, but a lot of the gold has already been harvested. Retinol, occupancy look good going forward, demographics. So good fundamental under supply of housing, multi, especially single. And so it has good fundamentals. It can be overbuilt, but then you go to industrial and industrial took me a while to figure out, I think I finally figured it out. Normally you would think if GDP I'm using it as a crude measure of demand, if it grew by two and a half percent, we'd need about two and a half percent more warehouse because two and a half percent of more GDP, two and a half percent more boxes, right.   Just kind of crudely. And that had kind of been a good rule of thumb. We always did more precisely, but as a rule of thumb. And then what happened is we'd see two and a half percent of growth of GDP and 4% growth in warehouse and demand. Didn't say, well, that's odd. Can't last. And then the next year you'd see the same thing, 2016, then the next thing in 70 next thing in 1819, you kept seeing, I finally figured out that if you buy that shirt in a store, it takes one third of the warehouse space that if you buy it online, because an online facility has wider aisles, more staging areas, small box handling, rather than big box handling, lot more loading in and out needed a lot more moving around than let's move a box here or there let's move a pallet.   So online sales use about three times the amount of space. Well that me and this two and a half generates four is about the right math. And given the growth of online, that's going to continue for a number of years. So when does the rent and occupancy balance, when we start building for four and a half percent and demand grows it for four and a half percent, well, that's not going to happen for another couple of years. So the rent unoccupancy fundamentals there look pretty good.   Even as we build more and more the real risks, there are two, one, a lot of online sales don't make money. And a lot of retailers realize that during the pandemic. So are they still going to be so aggressive selling online? And if not, it gets closer to the two and a half generates two and a half. And the other is everyone. Somebody wakes up whole bunch of people wake up at Amazon saying, how do we get it from three times, the amount of footage needed for an online sale to two times.   And if they do that, it changes the math. You then go to retail. I've never wanted to own bad retail. I've always wanted to own good retail. If you own good retail, you're constantly having to reinvent it through its entire history. But if it's a great location and you have a core of good retailers, it's a dynamic business. It's a hard grinded out business. I love the dynamics of great retail. And in fact, online sales have been flat for the last year high, but flat while brick retail is getting record sales and as online gets back to trend, then the trend will continue.   And, but I like good retail. Why would I like bad retail? I mean, it just, and I remember Al Talman long time, kind of one of the gods of the industry, certainly one of the gods of retail, I don't know, 30 years ago, 35 years ago said you can't buy bad retail, cheaply enough to make it work. And that's because even if you get it for almost nothing, your rent cannot be cut low enough to change the price of Cheerios.   And if you can't change the price of Cheerios people, aren't going to shop there. And if they're not going to shop there, you don't have good retail. Right. So good retail. I like the outlook for hotels making a comeback. Weakest part is if you're highly dependent on Chinese tourists, kind of a, what a two-star three-star Chinese tourists. They're not coming back for another couple of years. And if that was your sweet zone was playing to them, that that's going to still be, that's going to be the slowest recovery, but it looks like this summer pending another surge, absent another surge, going to be a great summer and into the fall.   Jesse (29m 47s): So before we get to office, I just, I just had a question, a question on retail. You know, whether it's north America in general, whether it's American or, or a Canadian, I think it's 32, 33 square foot of retail per capita. I think something like that, we're not much better in Canada than the U S obviously the European countries have not built as much. Do you see that there's this conversation or has been over the last two years that, you know, a lot of these potentially multi-family or retail, you know, lower tier areas are going to be re developed repurpose whether it's industrial or whether, you know, whether it's multi rise.   Is that something you do see, you know, developers actually looking at that   Peter (30m 28s): It's the pandemic probably sped it up because it pushed so many retailers that we're going to go out of business, out of business. The thing that kept them from shutting, I mean, we looked at doing some of those deals. The problem is you have one tenant paying $2 a foot. So even though they're only selling $114, they actually make profit in the store at, at $2 a foot rent. And that's because the lease was signed 30 years ago with auctions, right.   I'm being extreme, but you get the point and nobody else wants to be there, but I can't buy it, shut it down and build apartments. Or I can't do anything with it. That happens over time. That will happen over time. So, absolutely. And this notion that we have too much retail reminds me, remember, you're old enough. You remember how you would drive by the old industrial areas of America. And you just see these empty warehouses, these empty 1920s, 1910s, 1940s buildings that works counted as empty industrial, but they weren't empty industrial.   They were just empty space. And if you wanted to call them industrial column industrial, but it's not real. If you got rid of the space in retail, that's irrelevant. It was once retail, but it's irrelevant. Just like that old factory that shut in 1972 was irrelevant as industrial space. The amount of footage we has have goes way down. Now, that's not to say it gets to the right amount, but it goes way down in the same way the old industrial did.   That's what we ought to have. We ought to have. If people are really carefully, they've created a new class obsolete, real estate of any type, right? And then you'd see the retail stock go down. You'd see the industrial stock go down. Although the industrial has kind of run its course, those old old buildings have been dealt with over the last 20 years.   Jesse (32m 38s): So the wild card office space we've seen, we track all the, the major markets we have seen pretty much every U S market has come back from a cell phone data that we have into the major cities. We are a little bit slower just because our government policies have been, they are what they are. We'll not get into a political thing here. But what we have seen is a lot of these markets, a huge increase in the percentage of the office market being subleased space.   Now we're starting to see that trend go the other way, starting to come back down and what I, what we've seen in the markets that we are in here is that really good positioned office space in major cities continue. And it looks like the outcome look as positive, potentially not the same for the suburban area. What are your thoughts on, on the office? Just philosophically first and then maybe some of the data that you're seeing.   Peter (33m 33s): Oh, I totally agree with your view. I think people have a fall. People fell in love with this fantasy that I don't have to be work. I don't have to be at work. I don't have to be answerable. I'm self-motivated to work at home. If you're really honest, you have to be pretty highly, self-motivated pretty disciplined. Have a good work environment and be able to control your schedule pretty effectively. Well, there are people like that. Those are the people who are already working at home. Those are the people who are working from the airport.   Those were the people who were working while they were on the road, et cetera. I've well having said that, I'm always amazed that when I fly back from Europe, which I do quite a bit and I'm in business class. So these are quote, a lot of worker types. And when you're flying from Europe to the United States, it's a Workday, right? It's not night. It's not like when you go the other direction and it's night look around and see what people, these business people, these hard working disciplined people are doing as they fly from Europe to the United States about a third sleep and, and, and all of it, about 10% of the others.   Do nothing, read a book or watch a movie. Well, this is a work day for God's sake. So I'm sitting there working away, working away where Kiawah and I realized most people don't have that discipline. I'm not saying I'm great. I'm just saying they don't have that discipline. The other variant of that, that I like to point out to people is I think Ricky is a brilliant writer comedian. And he created the office in many things. We created the office, both the British and us version. And it was built around the notion that it's really hard to get people to work while they're at the office.   If you think it's really hard working while you got them at the office, what do you think Ricky do? Surveys is show working from home would look like, I mean, let's be honest, right? And people would go back now and give you the last reason. I think people go back and it's self preservation. There's tipping points here. And if nobody's at the office, what's the point of week going to the office, right? I mean, if all I'm going to do is go to the office and sit alone and not interact and be around people.   There's no advantage then is a whole lot of people get there and there's advantages. And then as more than the majority are there, I got to be there because otherwise, I don't know what they're saying about me. And I don't know who's getting the plum assignments so it can flip from if nobody's there. There's absolutely no reason to go there. But basically everybody, when I say everybody, I mean, everybody all at 2019, basically everybody's there like it or not.   I got to be there to protect myself. And self-defense is an amazing instinct of our species. And that's what ultimately is going to bring us back.   Jesse (36m 43s): I had a number of people early in the pandemic. They, you know, they knew, I worked in commercial real estate. We specialize for the most part in an office. And they were like, you know, what are your thoughts on the, on, you know, the pandemic. It turns out, you know, the zoom calls all this, you know, we, you can work from home. And my response was always, if you're in my industry and you don't know that this was a secular trend that was happening happening long before, COVID this idea of agile offices, you know, working for, and we needed kind of a kick in the butt to get the technology where we needed.   I don't think you've been kind of paying attention to the market. I think my outlook is that it's, it's a general positive thing, but you know, I'm a, I'm the perfect candidate as a commercial broker that I sh I should be able to work at home all day. No problem. And I can, but like you said, as motivated as I am being around my team, being accountable to them, physically seeing them being in the space, having just a different idea of my TVs over here, you know, versus my couches over here versus I'm in the office. And I'm in a different mode that it seemed like a insignificant thing at the beginning of COVID I've come to realize it's a, it's a crucial part of how I work.   Peter (37m 49s): So one of the things I say to people I'm old, I'm 71. One of the things I say to people is I'm not sure that this zoom wouldn't be better if you couldn't see me, because I'm not that good looking okay. And that's called a conference call now. Yes, it wasn't encrypted. And yes. So I'm not trying to say technology. Hasn't made it better, easier for you to get a lot of viewers all in, at once and so forth and so on versus a conference call.   But we were doing from 2011 to 2019, we were doing quarterly economic updates for our subscribers. That would have like 500 people on old old-fashioned phone hookup. We didn't have big problems. And I didn't get a lot of people saying, oh, I'm going to commit suicide because I didn't see your lovely face. And let's be honest. You're a good looking guy. I'm not, there are a few people we're looking at, but most of us, it doesn't add to the conversation.   Jesse (38m 57s): Yeah. I'll be happy if I look like that at 71, Peter. So don't sell yourself short. We've got about 10 minutes left here. I want to be a little mindful of your time. But before, before we wrap up, maybe you could kind of provide a little bit of insights, crystal ball for us. You know, what you think the future holds for the commercial real estate industry. And maybe you could kind of couch that with this idea of, you know, people talking about the potential next recession, interest rates going up political unrest.   W what are your thoughts?   Peter (39m 29s): Okay. If we don't have a huge re occurrence of some very bad version of COVID, right? 'cause that's, that's, we shut down to varying degrees. Okay. If we don't have NATO somehow dragged into the Ukrainian situation, which could be very violent and, and really escalate. And we don't have a political reaction like we did in 1971, when Nixon introduced wage and price controls, the U S economy is going to do terrific for the next four or 5, 6, 7 years.   Most of the excesses that existed, not saying all most got white washed out of the system in 20 20, 20, 21, it was kind of a reset, kind of a reboot. We got a new base zero, and I think we get 5, 6, 7 years of runway, unless we do something. We, as a species, do something that really is harmful and COVID would fit that the, the NATO being dragged in militarily and wage and price control.   I saw wage and price controls. When I was just out of college, destroy an economy, I mean, overnight destroy an economy, and it would do it. It could, it would do it again. That's the biggest risk I see to the economy, because I think that's more possible than the COVID being huge or the, or the NATO, but they're all possible short of that. The economy is going to do just fine. And I'll give you my reaction. And I've only started saying this.   I don't know if I set it on hunters, which is a true story, by the way, I'll tell you when I'm lying. True story is I had lunch with a friend about three, four weeks ago. And he said, you know, Peter, I follow you and smart and all this stuff. Great, wonderful. But interest rates going to go up and inflation and the divided Congress and Ukraine. And by the way, he went on to name like six sings.   Each of them, very real. It's not like these out of touch. Each of them is a very real chance that our education system is, is, you know, shambles, you know, and so forth. And he said, therefore, I don't see the U S economy has a future. I don't see how we come back from this one. I just don't see how we grow from it. And I said, Bob was named Bob. I said, Bob, anytime in my life, any intelligent person could have laid out six to seven big challenges that existed at that moment.   And the next word shouldn't be there for it should be. And yet we grew and I'll come back to what we just went through. Imagine in 2019, we had this conversation and we were completely Pressy. And you would have said, Peter, we're going to have COVID, we're going to have a shutdown of a third of the economy. We're going to have riots in our cities. We're going to have Congress, can't get along.   We're going to have a highly contentious election. They're going to be in the Capitol building. What have I missed? Right. Inflation oil prices at a hundred and whatever, a barrel, excuse me. And you would've said therefore, in 2019, if you were completely prescient, you just said, therefore, we can't grow. I'd come back to you and say, Jesse grew three and a half percent. In spite of imagine what we do when we only have a short list of those things.   So I think if I had one message, that's it. And therefore, if you're in the real estate business, you're in the business of satisfying that growth, right? That's what our business is when you come down to it, you're in the business. And so, you know, could there be a bad period, then there's been bad periods. The amazing thing is how short they are and how shallow they are. They don't seem short while they're going on. It's like when you have the flu or COVID, it doesn't seem like short when you got, but when you look back, it's a blip and it doesn't seem that minor.   But when it's done, I had two hip replacements and it was not fun as you're doing it. But, you know, in the big scheme of life, there was nothing particularly same with the economy and its downs.   Jesse (44m 22s): I like that in spite of not therefore. And the reason I was laughing is because I remember two, two and a half years ago being in an office and we were talking, it was right at the pinnacle of coworking and we work. And we just said to the other brokers were like, I don't understand how they can continue to do this. And we said, well, barring, any geopolitical event or global pandemic. I swear to God, somebody said this in the meeting, you know, then, you know, we'll see what happens. And then what happens a year later? And it turns out that, you know, we worked a little bit of a different story, but the office market looks like it's coming back.   Coworking looks like it's going through a shift. But I really liked that in spite of that is a glass half full.   Peter (45m 2s): That would be, if I had one message, I'd hope everybody would take one message. It's not, therefore it's in spite of. And by the way, think about your, I was alive when wage and price controls are going on. Nixon resigned in disgrace. This is the person who had been the speaker of the house a couple of years prior to that is suddenly the president. And by the way, you know, we had just finished Vietnam and, and, and inflation is high and taxes are high.   And we grew over, you know, when you kind of, holy cow, this is a powerful machine. It's an insight of machine. Not as therefore machine. Now, obviously if you get a, therefore, if you get a Venezuela, right. That's, that's when it becomes a, therefore we aren't a Venezuela.   Jesse (45m 55s): Yeah. Well, hopefully we're not, we're not tracking the Boulevard here in Canada or the U S but Peter, in terms of, so I want to wrap up, I want to give listeners a way to reach out. Or if, if anybody wants to connect online before we do, we typically ask our guests a couple of questions, I'm going to make these brief. So if you're okay, I'll send these off to you. They're pretty, they're pretty straight forward.   Peter (46m 18s): Okay, great.   Jesse (46m 19s): For younger individuals getting into our industry, what advice would you give to them?   Peter (46m 24s): Reed, Reed, and then whatever you do read more and then whatever you do read. And the only thing I footnote read to include real podcasts like yours, all right. Real thought podcasts, not just, not just political rant podcast, right? Real podcasts. I try to start every morning while I'm doing a little exercise, listening to a podcast outside of my expertise. And so I would include serious podcast in the read category.   You just want to attain knowledge. You want to attain judgment through others. You want to hear what people who are, they may not be smarter than you, but they've got a different set of experiences. They've got a different set of expertise. They're not necessarily right. Get as much of that as you can, and start building your own tapestry of knowledge and insight, which is all these little stuff. I mean, I really need all of these little threads coming together.   Jesse (47m 26s): So the second ties into the first what's a book. I mean, you, you are the author in our industry. What's a book you would recommend for anybody in our industry or outside in general.   Peter (47m 35s): Well, I mean, it's, self-serving that to a young person, it is self-serving, but I would say my book, real estate, finance and investments, if you were to say, this is also self-serving, but I also believe it in they're going to be dramatic changes in how long people live. So Albert Ratner and Mike Rosen, and I have a book coming out in September called degrade age reboot, and it's going to change. It's going to change. I love to come back as it comes out and talk to you with Dr.   Mike. But when it comes out, it will give you insights on what's going on in modern medicine and what it means for our society. And I give you just a snippet, right? A very tiny little snippet. Imagine genetic engineering could eliminate fat, excess fat. Okay. First of all, medical expenditures would go way down healthcare expenditures. We'd have some number like two to $3 trillion more to spend on other stuff.   What do you want to spend it on? Not to mention that. And I'm just being simple on that one. And there's hundreds of you on that one. Gee, I'd want to short WeightWatchers and go long. And Haagen-Dazs because of anything I eat doesn't cause fat because of the genetic engineering, then bring it on Haagen dies. Right? So, I mean, there's so that now, if you said to me a great book that any there's two books that I would recommend that anybody thoughtful and intelligent, I think should be aware of.   One is called fat fullness, F a C T F U L N ESS, by Hans roster. He's now deceased. That's about three years old. And it's an amazing book that talks about how our images of the world are locked in and not reflective of reality. And the reality is generally much better than we think. And the other along the similar lines, but very different is the rational optimist by Matthew Ridley.   And that's probably about eight, nine years old. But the theme of it is the typical person watching this lives massively better than the king of France, you know, in the 14 hundreds. And you go, wow. You know, I live better than the person who resided in Versailles and he gives much more coaching examples. The other thing I would do, I was a big Hans Rosling fan.   There's an amazing YouTube about four minutes long. And if you put in Han's Rosslyn, F R O S L I N G the world growth explained in four minutes or something like that, it's a four minute video that will leave you feeling good at the end.   Jesse (50m 36s): Yeah. We'll put a link up to that. I think I've seen this one before,   Peter (50m 41s): So, but those would be the two books I would kind of think everybody could read.   Jesse (50m 46s): That's great. Okay. Peter, we're at the end here. Our last quick question, I ask every guest, it's usually more interesting with the, the older guests first car make and model.   Peter (50m 55s): Well, wait, first of all, you asking me, I'm not an old guy. Car was a 19 staff and the American motors corporation, green grim.   Jesse (51m 9s): There's a cottage industry. Now of guys collecting those cars, the gremlins.   Peter (51m 13s): Yeah. Mine fell apart. At some point I got, but I got a good, I don't know, eight years out of it, or seven years out of it, something like that seven years, I guess I got out. So it works.   Jesse (51m 24s): Peter. I really will have to have you back on. I really appreciate the, the conversation today for, for any listeners, aside from the website and the Lindemann letter. Is there any other place that you would kind of point them to online?   Peter (51m 37s): That would be the main place go to Lindemann and associates. You've got links to all the stuff we do there, including our charity, our education charity in Kenya, which is a big part of my wife's denies life. And I take a look at that. It's pretty amazing what these kids do. It's hard. It lifts your spirits and keeps you positive. But yeah, that was just going to lend them and associates you'll you'll find us and feel free to get in touch. Thank you.   Jesse (52m 6s): My guest today has been Peter Lindemann, Peter, thanks for being part of working capital.   Peter (52m 9s): My pleasure.   Jesse (52m 18s): Thank you so much for listening to working capital the real estate podcast. I'm your host, Jesse for galley. If you liked the episode, head on to iTunes and leave us a five star review and share on social media, it really helps us out. If you have any questions, feel free to reach out to me on Instagram, Jesse for galley, F R a G a L E, have a good one. Take care.   ...      

Since 2011, when Bobby Bryant watched IBM Watson play and win against the two winningest players in Jeopardy history, he's been obsessed and intrigued by the possibilities when it comes to voice activated intelligent assistants. That same year(2011), APPLE introduced the world to Siri. It was at that moment he envisioned a multi-model and mobile-first experience for consumers on the go for all of their real estate needs. The ability to list, search, and service any home in the country at the edge of your fingertips and/or voice.   Company Overview: Bobby Bryant is the Co-Founder and CEO of Doss.  A Google-backed startup, DOSS is a voice-activated intelligent assistant designed exclusively for the real estate industry. Their objective is to empower people to speak, text, or type any question about any property in the country to get accurate, easy, and instant answers. Architecturally built on an Intelligent User Interface(IUI), DOSS leverages everything that Artificial Intelligence(AI) has to offer to better centralize, democratize, and humanize BIG DATA in a more intuitive and meaningful way   Timestamps: 2:12  Houston – a budding tech hub 3:44  The early days | Military kid, elite athlete 5:10  From school teacher to real estate millionaire 8:30  How losing it all in the real estate collapse led to tech entrepreneurship 11:30  Working with IBM to build an intelligent assistant 13:53  Bobby's approach to building tech as a non-technical founder 16:48  Building the initial team + selling the vision and creating proper incentives 22:49  What is DOSS?  How does it impact the real estate industry? 29.20  Test out DOSS for free at www.askdoss.com 30:44  Bobby's approach to building out an effective marketplace product and business model 36:39  DOSS traction to date + managing server costs and user growth 44:20  What's up next for Doss? + fundraising goals

Mariano Croce is an Argentine entrepreneur who relocated into Queenstown with his young family just before the first COVID lockdown in 2020. He has a background in prefabrication, having co-founded a modular building company in Argentina when he was 24. More than 15 years on, Mariano has created Modulo.nz to provide architecturally designed, high-performance, modular homes built in New Zealand.

This week, Jeffrey Palermo is joined by return guest, Jeremy Likness! Jeremy is an internationally selling author, keynote speaker, and professional coder with a personal mission to empower developers to be their best! He has worked on commercial enterprise software for 25 years and specializes in web technology. Currently, he is also a Sr. Cloud Developer Advocate for Microsoft, but previously held roles at iVision, Wintellect, and AirWatch.   Last year when Jeremy was on the podcast last, they discussed DevOps automation. In this episode, they focus the discussion on working with data on .NET. Jeremy shares about the work that he had been doing on the .NET Data team for the last year, Entity Framework Core, Microsoft Dataverse, GraphQL, and more!   Topics of Discussion: [:38] Be sure to visit AzureDevOps.Show for past episodes and show notes. [:51] About The Azure DevOps Podcast, Clear Measure, the new podcast Architect Tips, and Jeffrey’s offer to speak at virtual user groups. [1:28] About today’s episode with Jeremy Likness. [1:53] Jeffrey welcomes Jeremy back to the podcast! [2:15] Jeremy gives an overview of his role as the Senior Program Manager working on .NET Data and the work that his team does. [5:37] About Microsoft Dataverse and Jeremy and his team have been working with the Azure Storage and Dataverse teams. [8:28] Of the different methods of working with data in C#, what’s the general distribution? Which methods have greater adoption? [11:17] Jeremy and Jeffrey discuss different .NET project types and whether Entity Framework 5.0 the latest stable release. [11:55] Jeremy shares what is most exciting to him with this upcoming .NET release. [13:25] What’s the go-to store on the client-side? [16:04] The new inheritance strategies in EFCore: are they fully implemented and ready? [19:21] Jeremy talks about the focus on speed for EFCore 6. [21:37] A word from Azure DevOps Podcast’s sponsor: Clear Measure. [22:08] Why developers are “forced” to learn object-oriented programming through EFCore’s features. [24:32] How Jeremy goes about testing code that uses Entity Framework. [27:30] Jeremy highlights where to access invaluable EFCore resources. [28:54] Jeremy touches on how the EF code team uses ReSharper. [29:15] What GraphQL is and why it might be useful if you have a .NET application. [32:40] Jeremy highlights another good QL platform: Hot Chocolate by ChilliCream. [34:06] The architecture of GraphQL and whether it is a database engine or a library. [35:33] If you have a .NET app running in App Service and you’ve already got Azure SQL, and you want to get some of your data and use Graph QL, is this a new Azure resource? Architecturally, what would you do to adopt this? [39:18] Jeffrey thanks for Jeremy for joining the podcast!   Mentioned in this Episode: Architect Tips — New video podcast! Azure DevOps Clear Measure (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! bit.ly/dotnetdevopsebook — Click here to download the .NET DevOps for Azure ebook! Jeffrey Palermo’s Youtube Jeffrey Palermo’s Twitter — Follow to stay informed about future events! The Azure DevOps Podcast’s Twitter: @AzureDevOpsShow Azure DevOps Podcast Ep. 76: “Jeremy Likness on DevOps Automation” Jeremy Likness’ Blog Jeremy Likness’ Twitter Jeremy Likness’ LinkedIn Jeremy Likness’ GitHub Jeremy’s Email: Jeremy.Likness@Microsoft.com  GraphQL Microsoft Dataverse Microsoft Azure Storage Blazor OData Entity Framework Core .NET MAUI Uno Platform Docs.Microsoft.com/EF Azure Cosmos DB GitHub.com/DOTNET/EFCOREReSharper Hot Chocolate by ChilliCream   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Cinco de Mayo (https://en.wikipedia.org/wiki/Cinco_de_Mayo) Things that bring us joy this week: Nomadland (https://letterboxd.com/film/nomadland/) Wooden Boats: In Pursuit of the Perfect Craft at an American Boatyard (https://www.goodreads.com/book/show/164432.Wooden_Boats?from_search=true&from_srp=true&qid=vYPmsRaQDa&rank=1) by Michael Ruhlman Intro/Outro Music: Notice of Eviction by Legally Blind (https://freemusicarchive.org/music/Legally_Blind) Production assistance by Enzo Dreon

Coffee Sessions #34 with Geoff Sims of Atlassian, Machine Learning at Atlassian. //Abstract As one of the world's most visible software companies, Atlassian's vast data and deep product suite pose an interesting MLOps challenge, and we're grateful to Geoff for taking us behind the curtain. //Bio Geoff is a Principal Data Scientist at Atlassian, the software company behind Jira, Confluence & Trello. He works with the product teams and focuses on delivering smarter in-product experiences and recommendations to our millions of active users by using machine learning at scale. Prior to this, he was in the Customer Support & Success division, leveraging a range of NLP techniques to automate and scale the support function. Prior to Atlassian, Geoff has applied data science methodologies across the retail, banking, media, and renewable energy industries. He began his foray into data science as a research astrophysicist, where he studied astronomy from the coldest & driest location on Earth: Antarctica. --------------- ✌️Connect With Us ✌️ ------------- Join our slack community: https://go.mlops.community/slack Follow us on Twitter: @mlopscommunity Sign up for the next meetup: https://go.mlops.community/register Connect with Demetrios on LinkedIn: https://www.linkedin.com/in/dpbrinkm/ Connect with Vishnu on LinkedIn: https://www.linkedin.com/in/vrachakonda/ Connect with Geoff on https://www.linkedin.com/in/geoff-sims-0a37999b/ Timestamps: [00:00] Introduction to Geoff Sims [01:20] Geoff's background [04:00] Evolution of ML Ecosystem in Atlassian [06:50] Figure out by necessity [08:47] Machine Learning not priority number one and disconnected to MLOps [11:53] Atlassian being behind or advanced? [16:38] Serious switch of Atlassian around machine learning [17:47] What data org did it come from? [20:00] Consolidation of the stack [21:21] Tooling - blessing and curse [24:37] Tackling play out [29:38] Staying on the same page [30:48] Priority of needs [31:55] How did it evolve? [35:12] Where is Atlassian now? [40:21] "Architecturally, Tecton is very very similar (to ours), it was just way more mature." [41:17] What unleashed you to do now? [41:36] "The biggest thing is independence from a data science perspective. Less reliance and less dependence on an army of engineers to help deploy features and models." [44:25] Have you bought other tools? [45:43] "At any given time, there's something that's a bottleneck. Look where the bottleneck is, then fix it and move on to the next thing." [48:20] Atlassian bringing a model into production [50:01] "When we undertake whatever the project is, its days or weeks to go to a prototype rather than months or quarters." [53:10] "Conceptually, you're struggling walking towards that place because that's the place you want to be. If that's your problem, that's good. That's the promised land." [54:45] "Using our own tools is paramount because we are customers as well. So we see and feel the pain which helps us identify the problems and understand them."

BCANCC 08 - Lifestyle Commercial Photographer, Creator of Director and Podcaster w/ Jodianne BeckfordJodianne Beckford (goes by Jo) is a Lifestyle Commercial Photographer, Creator of Director Noire Girls Plant who currently resides in Toronto, ON. She gravitates to the contrasting beauty of black and white but also loves incorporating rich colours and tones like gold, mustard yellows, nude tones, and soft mature palettes. Architecturally she loves simple, linear structures and types that clearly, yet beautifully convey meaning. When architecture is muddled with complexity, timeless design is comprised.She is also the creator and podcast host of the famous The E Project Podcast. The “E” Project is a platform that showcases current & aspiring entrepreneurs. She began this project back in 2015 while living in Ottawa. Jodianne soon realized how many amazing creatives were in the Capital and wanted to share their stories in hopes to encourage fellow creatives. She was curious to know who was doing what, how they did it, and why they did it. Today the project has grown to be so much more than she would have imagined. Just a human with a podcast, sharing human stories to inspire the world.Follow Jodianne Beckford on:Instagram - https://www.instagram.com/jodianne.beckford/LinkedIn - https://www.linkedin.com/in/jodianne-beckford-88200554/The E Project - https://podcasts.apple.com/podcast/the-epiphany-project/id1234030062Visit http://jodiannebeckford.com/ or https://www.noiregirlsplant.com Catch the show on:Spreaker - https://www.spreaker.com/show/bcanccWebsite - https://chonillanetwork.com/series/bcancc/And all major podcast directories. Let's connect on:Instagram - https://www.instagram.com/blackcanadiancc/Twitter - https://twitter.com/blackcanadianccTo interact with Jodianne and fellow creatives, join the community by visiting http://bit.ly/BlackCanadianCC. Peace and keep creating, eh!

Show Notes:Jake BrutonAarow BuildingUnbuildit PodcastThe Build Show NetworkJake Bruton is a builder and remodeler in Columbia Missouri. As the owner of Aarow Building for more than a decade Jake brings his education in art to energy efficient, durable, and architecturally significant homes. Growing up in a remodeling and repair business positioned him for success when building because of the vast amount of time fixing, repairing, and replacing the mistakes of previous methods of construction. All of this repair work has driven Jake to educate himself on building science and learn to apply those ideas to his high performance projects. Jake regularly writes for Fine Homebuilding, Journal of Light Construction, Pro Remodeler, and Pro Tradecraft. He is a weekly contributor to Buildshownetwork.com. As a speaker he has presented at JLC Live, Fine Homebuilding Summit, JLC Deck and Remodeling, and EEBA. Jake is currently raising a family of three children with his wife in Columbia Missouri.

This week we finish our conversation about CONSPIRACY THEORIES

Missouri Botanical Garden horticulturist Susie Ratliff has worked at the center's Climatron since 1997. She'll share tidbits about the geodesic dome's iconic history and all the care that goes into its living collection.

There’s a 20-year age gap between the average Realtor and millennial. Even though millennials now make up the majority of real estate transactions, there’s still a huge disconnect between expectation and reality with the agents on the ground.   Millennials think, function and make decisions differently, and Realtors are conflicted by this new dynamic. Instead of paying attention to the habits of these consumers and adapting what we do, many agents make the process of buying and selling increasingly frustrating.    If we want our real estate businesses to have a long-term value proposition, adapting to millennial clients is non-negotiable. What are the key things millennials are looking for in the process of buying and selling a home? Where are Realtors falling short and what can we do about it?    In this episode, I’m joined by Bobby Bryant, CEO and founder of Proptech company DOSS. He shares how his company is meeting the needs of millennials, and what it takes to be relevant as an agent in today’s world.   Three Things You’ll Learn In This Episode    - Why many Realtors can’t crack the millennial marketThe average Realtor is in their 50s, while the average home buyer and seller today is in their early-30s. There’s a huge disconnect between the two and it’s not just in age. Many Realtors don’t have empathy for millennials, which makes it hard to connect with them or provide a service that addresses their concerns.   - The one thing Realtors keep getting wrongOne of the biggest mistakes Realtors make is thinking the real estate interaction and transaction is all about them. It’s important that we stop trying to shift millennials to do real estate the way we want, and start to shift what we do to suit their expectations. This is the only way we remain relevant.    - How to adapt our listings to the expectations of millennialsFind a way to make your listings evergreen and available for viewings 24/7. This doesn’t mean they have to see the home in person. We can leverage tech tools like virtual tours so buyers can take a look at the home whenever they want to.   Guest Bio-    Bobby Bryant is the CEO and founder of DOSS, a Proptech company that's democratizing the real estate industry via a Digital Real Estate Brokerage that's developing a Voice-Activated Intelligent Assistant built into a proprietary real estate search and transactional platform to empower BUYERS, RENTERS, and SELLERS to ask any question about any property in the world to get accurate, easy, and instant answers 24/7.    Architecturally built on an Intelligent-Interface, consumers are able to access everything there is to know about a particular property by speaking, texting, or typing their questions into any Desktop, Smart-Speaker, and Smartphone to search, schedule property tours, digitally submit offers, negotiate price, and much more.  For more information visit https://www.linkedin.com/in/bobby-bryant-53249610 or email bobby@askdoss.com. You can also follow @realbobbybryant on Twitter.  

We sit down with Kelly Swan, one of the finest architects in our market.  If you've ever considered building a dream home or are planning an addition, I know you'll find this interview interesting and informative.  You can find Kelly online at www.architectks.com, email him at getstarted@architectks.com and his mobile 385-265-2663.  

The crew gets feedback on door bevels and heat pump water heaters before taking questions on matching moldings to a house style, converting a seasonal cabin to year round use, and what to do about Sawzall-wielding plumbers.

Matt Mitchell is the lead engineer of the .NET Core Engineering Services Team at Microsoft. Matt joined Microsoft in 2006 after two years as an intern from 2004-05. Right out of the gate he did all C++ Compiler work for about 8 years. Eventually, his work morphed into working on the opensource infrastructure for .NET Core — which is what he’s doing now!   In today’s episode, Jeffrey and Matt are taking a look into DevOps on the .NET Core Engineering Services Team! Matt dissects what Engineering Services is and what they’re responsible for, some of the different system types within .NET Core, an overview of the .NET Core infrastructure and how they go about building and testing, and much more! Tune in to hear all of Matt’s key insights around .NET Core and the Engineering Services Team.   Topics of Discussion: [:39] Be sure to visit AzureDevOps.Show for past episodes and show notes! [:48] Jeffrey gives a few quick announcements. [1:00] About today’s guest, Matt Mitchell! [1:20] Jeffrey welcomes Matt on to the show! [1:26] Matt speaks about his career journey and how he landed his current position at Microsoft. [3:02] Matt dissects what Engineering Services is, how it differs from .NET Framework Engineering Services Team and other teams, and what exactly they’re responsible for. [6:16] How many Git repositories overall make up .NET Core? And how do they organize that? [13:58] Matt explains some of the different system types within .NET Core. [17:11] With having 20 repositories now, does Matt foresee an event where they might have to introduce a 21st repository? And does his team provide guidance on how that would need to be set up if that was needed? [20:05] A word from Azure DevOps Podcast’s sponsor: Clear Measure. [20:30] Jeffrey makes some announcements about upcoming events! [21:09] Matt provides an overview of the .NET Core infrastructure and how they go about building and testing. [26:00] Architecturally, the MS build tasks are the way that individual teams are provided with the tools to call so they don’t have to duplicate that logic in their build scripts. So, for YAML files, is it just template guidance but that logic is duplicated in each repository? [32:20] Matt explains why choosing the right number of repositories is one of the biggest ways to absolve some difficulties. [35:16] Matt provides some examples of content-based systems. [38:19] Matt recommends some resources to check out after listening to this week’s podcast!   Mentioned in this Episode: Azure DevOps Clear Measure (Sponsor) .NET DevOps Bootcamp 2020 — January 16th & 17th in Austin, T.X. .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Pre-order on Amazon here! bit.ly/dotnetdevopsebook — Click here to download the .NET DevOps for Azure ebook! bit.ly/dotnetdevopsbookforcommunity — Visit to get your hands on two free books to give away at conferences or events! Jeffrey Palermo’s Youtube Jeffrey Palermo’s Twitter — Follow to stay informed about future events! “The Evolving Infrastructure of .NET Core,” by Matt Mitchell (on the Microsoft .NET Blog) Announcement of .NET Core Repository Consolidation Timeline for Runtime Repository Microsoft Phoenix Midori Roslyn CompilerBuildXL GitHub Repository   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Jodianne Beckford (goes by Jo) is a lifestyle commercial photographer who currently resides in Toronto, ON. She gravitates to the contrasting beauty of black and white, but also loves incorporating rich colours and tones like gold, mustard yellows, nude tones, and soft mature palettes. Architecturally she loves simple, linear structures and types that clearly, yet beautifully conveys meaning. When architecture is muddled with complexity, timeless design is comprised. Not only is she all of these amazing things, but she is my friend and little sister. I love and respect her voice in this culture. She represents both internal strength and the realities of being a misunderstood creative. I hope that her story changes you, challenges your perspectives, and gives you the motivation to share your story. #TheDigitalStoryteller #TorontoFilmLife #StoryOverEverything Subscribe below. Thanks! Follow me on... Instagram: https://www.instagram.com/tristanbarr... Facebook: https://www.facebook.com/TristanBarrocks Twitter: https://twitter.com/tristanbarrocks Send me a message with your questions to me at Hello@TristanBarrocks.ca Website: TristanBarrocks.com

EP30 brings us Masters  Paolo Benedetti and Rick Chafey discussing Architecturally Integrated Water Elements and Complex Swimming Pool Construction.  This episode has been brought to…

Before he became King of England in 1603 James I had never set foot in an English royal palace. What he found when he did was a mixed blessing: he may have liked the grandeur and riches, but he hated the stuffy formality. His answer was to create an entirely new sort of country residence devoted to hunting, reading and relaxation with his male favourites. Architecturally incoherent these places may have been, but James's remarkable forgotten country houses tell us a huge amount about the man and the dawn of the Stuart age.A lecture by Simon Thurley CBE, Visiting Professor of the Built Environment 18 September 2019The transcript and downloadable versions of the lecture are available from the Gresham College website: https://www.gresham.ac.uk/lectures-and-events/the-court-at-playGresham College has been giving free public lectures since 1597. This tradition continues today with all of our five or so public lectures a week being made available for free download from our website. There are currently over 2,000 lectures free to access or download from the website.Website: http://www.gresham.ac.uk Twitter: http://twitter.com/GreshamCollege Facebook: https://www.facebook.com/greshamcollege Instagram: http://www.instagram.com/greshamcollege

For over 47 years, HH Architects has provided Architectural, Interior Design, Strategic Positioning and Master Planning services to clients ranging from churches to municipal entities to schools to corporate buildings. They approach projects from the client’s perspective and by building upon your image and identity, HH Architects strives for creative solutions that meet the Project’s scope, schedule, and budget. Bruce Woody President/CEO, HH Architects, Dallas TX

Dan Head (CRO) and Robbie Matthews (Director of Integrations and Onboarding) join me in foggy Londontown to chat about the evolution of marketing, from old world email and DMPs to flexible architecture that is channel agnostic. Learn the nitty gritty of why new school tech is leaving legacy clouds in the dust. Dan also hints at a future of talking toothbrushes and Robbie shares his data dreams.        TRANSCRIPT: [0:00:17] PJ Bruno: Hello again. Welcome back to Braze For Impact, your weekly tech industry discussed digest. This week, we're here in London, in our London office and I'm thrilled to have with me two close friends, Dan Head, Chief Revenue Officer at Braze. Hey Dan.   [0:00:33] Dan Head: Hey PJ. It's good to see you.   [0:00:35] PJ Bruno: And also, Robbie Matthews, Director of Integrations and Onboarding. Robbie, how you doing?   [0:00:40] Robbie Matthews: Good, how are you?   [0:00:41] PJ Bruno: I'm quite well. And I know it's a bit of a canned response, but I got to say, the weather's unbelievable here. I've been getting all this bad intel about bad weather and this is unreal.   [0:00:51] Robbie Matthews: You got a British tan?   [0:00:52] PJ Bruno: Yeah, exactly. I don't know how. I literally got sunburnt yesterday. It's ridiculous.   [0:00:57] Robbie Matthews: It's all lies. Fake news.   [0:00:59] PJ Bruno: Well, you know, coming into Easter weekend, how you guys feeling? Happy Easter, by the way. I don't know if you guys celebrate. Plans for the weekend? Any...   [0:01:08] Robbie Matthews: We tend to celebrate confectionary throughout the year, anyway. So, we can eat chocolate eggs this weekend, too.   [0:01:13] PJ Bruno: I notice in the lobby, there. You guys are loaded up. What we're going to talk about today, really, it's kind of like the evolution of marketing technology and more than that, we want to demystify a lot of the things. Because you hear a lot of snap terminology, a lot of jargon, but let's actually break it down and understand what we're talking about, using the facts. And, before we jump in, I love... you know, Robbie, I know you eat, sleep, and breathe data, or so says your girlfriend.   [0:01:42] Robbie Matthews: I thought you may bring this up.   [0:01:45] PJ Bruno: Yeah, can you just give us that anecdote really quick?   [0:01:49] Robbie Matthews: So, Dan's already smiling at me.   [0:01:53] Dan Head: I'm not familiar with this one.   [0:01:54] Robbie Matthews: So, I was sleeping the other day and I woke up and my girlfriend was just staring at me, like a puzzled face. I was like, "Why are you looking at me whilst I'm sleeping? Firstly, that's a bit weird." And she was like, "Do you realize what you've been talking about for last two minutes?" And I was like, "What you talking about?" She said, "Oh, you've just been sleep talking about, like, piping data into various places and where you should send data to, and this is how you send data." And I was like, "I need to get some better dreams."   [0:02:23] Dan Head: Need to cash in that brace therapy reimbursement.   [0:02:25] Robbie Matthews: Or she needs to find a new boyfriend, is what she needs to do.   [0:02:29] PJ Bruno: Well, that's her journey and that's for her to decide. But, anyway, I'm glad you were able to share that with us, thanks bud.   [0:02:35] Robbie Matthews: Thanks, PJ.   [0:02:36] PJ Bruno: Yeah. So, let's jump right into it. Best place to start, where we came from as far as marketing tech. You know, Dan, you're old. Why don't you tell us...   [0:02:48] Robbie Matthews: Everybody says that.   [0:02:51] PJ Bruno: But you still look so good. We were saying, "Tell me your moisturizer, because I need to get some of that."   [0:02:55] Robbie Matthews: What's a face care regime?   [0:02:56] Dan Head: I'm embalmed.   [0:02:57] PJ Bruno: Yeah. I just let snails crawl over my face every night. It's a beautiful thing. So, how do we move from email to the concept of a stack, or an ecosystem. Do you think you can talk about this a little bit, Dan?   [0:03:10] Dan Head: Yeah. I think it goes back to the perspective that businesses have had on just these technologies from the ground up. Historically, I think companies have looked at providing communications on channels like email as being a utility. You know, you set up a business, I need seats and chairs and desks. I need water coming out the taps and electricity. And I need a way of sending email. And, when the marketers have wanted to have these tools to communicate to their customers, they've asked the IT teams to provide this technology, and the IT teams have gone out and procured that technology. So, over time, a stack of tech debt has built up, if you like. By acquiring these utilities, acquiring technologies for these channels and finding ways to stitch all of that together. Which is, if you like, a ground up, let's just go get the bricks and build the house, sort of thing. But, unfortunately, the world's different now, because every year, CES throws millions of new channels at us, you know? It's connected wind screens, it's connected forks and toothbrushes and all sorts of other crazy stuff. And, businesses just can't keep acquiring channel specific tech anymore. It needs to be data centric, it needs to be customer centric. Because, all of us as individuals have got our preferences about how we want to communicate with brands. And so, now we're moving away from a utility plumbing based approach, to a customer centric data oriented approach. And, that is how, I guess, the modern concept of a vertically integrated stack has been born.   [0:04:55] PJ Bruno: Yeah. And, obviously there's these advances in technology, we're going way more mobile, right? But, there has to be those that are lifting up the torch and kind of pushing us forward. And putting that pressure on legacy, right? You called them the role models, yesterday.   [0:05:12] Dan Head: That's right. Because there are businesses that have been born into this new environment. When you order your on demand taxi, or you order your on demand pizza take-away, whatever, when you're looking for a date, these are technologies and services that haven't existed previously. They've been born into the device. And, you look inside those companies, and the teams and the people and their KPI's and the technology, it's completely different from a legacy enterprise business. And, if those companies don't get customer orientation and data driven communication correct, it's an existential problem for them. They haven't got another business model to fall back on. And so they become, and this is why I see them as role models, they become role models for more classic enterprises. And, that would be my advice to any long standing enterprise, is to go look at those companies and see how they do it. It's a good place to start.   [0:06:10] PJ Bruno: Do you think they're actually, these bigger legacy companies, do you think they're actually interested in completely reworking their tech? Or does it feel like stitch up solutions to stay relevant?   [0:06:23] Dan Head: I think in big companies, big enterprises, I think there are a bunch of political reasons why it makes sense and it's safe to stay with the status quo, you know? If the CEO or CIO says we're going to do this one particular way and we've got our IT standards. And, I work in the CRM team and I know the tech doesn't work, well, I'm only going to have so much appetite to stand up against those folks because at the end of the day, I want to get paid.   [0:06:48] PJ Bruno: Right, right.   [0:06:48] Dan Head: Right? But, I think at some point, and I appreciate the political importance of standards and doing what the bosses say. But at some point, the political importance of customer experience and the political importance of driving outcomes with those customers, I think, is more important than the politics of IT standards, and so on. And businesses eventually figure that out. It's just part of their evolution. And one of the factors that we see, which I think is a good indicator is, where businesses have taken the CMO role and the CTO role and then they've sort of adapted it. And now you see this emergence of the CCO, or the chief customer officer role, where the customer officer has got a greater stake and influence on tech decisions. Because it is literally customer oriented. That tends to be a good indication of that evolution is fairly well progressed.   [0:07:39] PJ Bruno: Yeah. You mentioned customer experience. It's funny that now it all kind of just comes back to that. It's like there's this strength in tech, but really it's ideating towards the customer. And so, my question, I guess, to you is, what is customer experience actually mean now?   [0:07:57] Dan Head: Yeah, just use some examples. We all use these role models, these new technologies, and so on. But, I'm reminded of a quote from Keith Weed, the current, or perhaps former, because he's leaving, CMO of Unilever, he had this expression, "You know, our job as a brand is to get to the future first, and welcome our customers as they arrive." And most enterprises-   [0:08:23] PJ Bruno: That's a great quote.   [0:08:23] Dan Head: Yeah.   [0:08:24] PJ Bruno: That's a strong one.   [0:08:25] Dan Head: I dig that one up a lot. Yeah, I like that one. Most enterprises, I think, are just trying to catch up with the current world. Let alone the future world, so just as an example: If I'm driving down the highway and maybe I would fancy a coffee. And let's say, the folks at Costa Coffee, this business acquired by Coca Cola, they want to send me a notification to say, "You're coming up on a service area and there's a Costa and you can get a deal on a cup of coffee there." Well, I'm driving, there's no point in them sending that to me on my phone. But, as we saw at CES, there are technologies like connected windscreens and there's more connected computing in cars now, anyway. So, there are opportunities for Costa to send that message to me on these new devices. Which would be a more appropriate way to deliver it. But, brands just aren't ready for that. Because brands are channel centric, they're not data centric, they're not customer centric. They're not able to make the most of these technologies as and when they emerge. And, as a result, therefore, they can't be customer oriented.   [0:09:31] PJ Bruno: Right. And since it's all about the customer experience, right, you want to make sure that you're not abusing that use of data, right? So, we live in now, this world, it's a wash of data, right? It's all over the place. It can be collected. So, why is effective and responsible use of data important to what you do?   [0:09:51] Dan Head: Yeah, I mean, of course we've had laws like GDPR and then there's going to be the California Data privacy laws coming in. And the world is realizing that this is... Brand connection with customers is about trust. And that comes through the responsible use of data. So, it's not that there are just new legislative frameworks, which make it law that we have to be responsible. But it's just the basis of good marketing, anyway. And so, the technologies that need to be adopted here, need to enable the marketer to use data effectively, at the right place, at the right time, to seek permission. And to act on that permission and behavior that is being granted and communicated by the customer. It's like a conversation. There have been studies, like the one Forrester released on the brand humanity index about the effect of, and the positive effect of talking to your customers in a human way. And what talking in a human way actually consists of. So, it's not just law and legislation that makes us a necessity, these are the ingredients of delivering positive outcomes.   [0:11:03] PJ Bruno: Right. A human touch is super important. And, now also, more than ever, the stack and the technology is really important. And I remember, you said yesterday, the term you used is, "Architecturally enabling", right? And so, Robbie, you're a little more on the technical side. So, from your perspective, from these role models perspective, even, what are the fundamental engineering building blocks that are architecturally enabling versus those that are somewhat prohimitive.   [0:11:38] Robbie Matthews: Yeah. If we start at looking at these traditional enterprise businesses, and typically they're built on relational databases as a foundation. And then we take an example of what Dan's mentioned of these role models, which are using document based storage as a foundation. We can look at what those are and then how they actually enable what you need to send to customers. So, firstly, just what is a relational database? It's essentially a storage of data that's organized into tables. And each of those tables has a very rigid, defined schema. And what you need to do with that, is be able index it, to be able to say, "Okay, I've got this data in one table, how do I join it to another data in another table." And Dan mentioned tech debt, earlier. And that's a big issue. So, if we take a client like Deliveroo, you can say, "Okay, what sort of data have they got?" They've got their user data, they've got all their purchase data. Maybe have reviews that they've left about you. Favorite restaurants. And that all exists in different tables. And as the landscape becomes more complex, you're going to only increase the amount of data you want about users and the environment they're operating in. And that's going to create tech debt. So, what does that actually mean for a brand, when you come to wanting to send messages and target and talk to your users in a human way? And, really, the first thing is agility. If you've got an ever increasing amount of data that you need to join together when you want to create a segment to target those users. That becomes a much, much harder piece to actually stitch those data tables together, access the data in a quick way and define the messages and the audience that you want to send to your users. So, what do brands actually want to do? They want to use that data. They want to define customer audiences. They want to send individualized messages based on any kind of behavior around a customer, like demographics, location data, contextual data. And as soon as you need to index all those tables, or predict what a customer is going to want to do with your platform, which is the tough thing. We can't predict what customers want to do, that changes every day, as new technologies get introduced. As breaking news happens, you're going to want a segment or an audience that we just can't predict. And as soon as you need to rely on the indexing and the schema to access that data, we lose the ability and the agility to do that, in such a rigid manner, which is what the databases in these relational databases require. So, how, I guess a MongoDB or document based storage actually solves that, is, firstly, it's a schema less database. So, we can define exactly how we want to structure data to support these customer requirements. Using documents, as opposed to a relational schema let's us model very complex objects. And then, due to the structuring of that data, we don't need to make those joins and stitch all the data together in this increasingly complex landscape. So it means customers can make a heap of customized segments, off the cuff, and really give them the agility to create these audiences, send out campaigns as they wish.   [0:14:57] PJ Bruno: And that's all around like free flow of data, right? Because, relational is a lot more stringent. It needs to be set up in a way... I mean, that's kind of what I'm hearing, is...   [0:15:10] Robbie Matthews: I guess there's two parts to that question. There's one is speed in the context of a database. And then, I think when you're talking about free flow of data, that's probably where we want to look at more around ETL processes and Kafka. So, maybe let's touch on the speed in relation to relational and document based storage and then we can come onto Kafka and ETL processes.   [0:15:31] PJ Bruno: Okay.   [0:15:31] Robbie Matthews: So, in speed... As you say, customers just demand customer engagement platforms to run fast. Customers demand it. If you need to send out a break in push, ABC wants you do that as fast a possible. And, really, that's about read and write throughput on your database. So, let's take an example where you have to, like in a relational database, where you need to make a number of individual queries, join different tables, and that could take days to produce the results. Whereas, a no seek with MongoDB style database allows you to run queries in parallel, break up your dataset, run higher number of queries, and get that data back almost instantly. So you get those audiences that you want to target much, much quicker. Yeah, so that's the speed element on the relational database versus MongoDB. The second part of your question about ETL versus Kafka and the streaming is, again, like, "How do I actually access that data, or upload my, data into my data warehouse?" Think previously, Dan mentioned utility. Like they way that brands store data has just changed. Various data from different DB's could be loaded into a master data warehouse, once or twice a day. And that's fine. However, let's take the example of Deliveroo. I don't care to admit how many Deliveroo's I order a day. But, they need to know if I've made two this morning, or one this afternoon. And they don't want that upload of data to happen 24 hours later. And to get told that I actually made three orders in the last day. They want to know about that as soon as it happens, be sent to them as that event takes place.   [0:17:19] PJ Bruno: Right, but you don't want to know that you've ordered three times in one day?   [0:17:21] Robbie Matthews: My waistline doesn't want to know that I've eaten three times in a day, but that's a different story.   [0:17:27] PJ Bruno: It's for another podcast.   [0:17:30] Robbie Matthews: So, ETL versus parallel stream processes. And, what that parallel stream processing does, is essentially sets up a queue of events as and when they happen. Then you can listen to those events, publish those events and then essentially subscribe and act upon those events as and when they happen. So, let's take an example of a train booking company, a UK train ticketing company. Where, if I make a purchase for a journey later today, in the ETL world, that upload may happen tomorrow. In which case, I've already missed my train. I've missed all of the communications around it. It doesn't help. In the Kafka world, as soon as that event purchase takes place, you, as a business can act on that purchase immediately, send information about when the train is, any delays about that train. And make sure that user has a good experience with your brand. But, like I said, in the ETL world, I've probably already missed my train because it left the station 30 minutes late. And then the data was only sent to you as a business, to act on the next day.   [0:18:34] PJ Bruno: Yeah.   [0:18:38] Dan Head: This term, real time, I think is sort of used and abused and misunderstood. Like the examples that Robbie just used about travel, timing, of course it has to be real time. It has to be in the moment, otherwise, you're going to miss your train. You're going to miss your taxi, whatever. And, those examples apply to all other businesses, as well, right? Because again, this interaction between a brand and a customer, in order for that to be human, it has to be current. It has to be up to date, based on information that is relevant right now. So, as an example, let's say, I'm on the train and I'm on the way to work and I'm browsing for some sneakers on my mobile web, on my phone. And I add some things to my cart, but I don't transact and then I get to work. And I nip out for lunch and I actually go an buy those sneakers in store. But, maybe there was an abandoned cart email scheduled for 2:00 PM. And that abandoned cart email is still going to come out at 2:00 PM, it's not going to be cognizant of the fact that I went into the store and I bought those sneakers at lunchtime. So, that is a bad customer experience.   [0:19:52] PJ Bruno: Right.   [0:19:53] Dan Head: Or, just to continue that example, if I'm one of those companies that does sneaker drops, and there's a limited amount of inventory at a particular location. The communications can and should be based on that inventory dropping, you know? Create that exclusivity and that need and that excitement, which is what the sneaker drop is all about. And, I guess what Robbie's talking about is, unless you've got a database structure that can make and broadcast, or make available data in real time elsewhere in your technology ecosystem. Unless that data's being distributed in real time, you can't enable those use cases and you can't satisfy that need for a good, premium customer experience.   [0:20:38] PJ Bruno: And the value of that is just less and less as time goes on, right?   [0:20:42] Dan Head: Yeah, exactly. So, I don't really want to know tomorrow that the sneaker drop inventory has run out, you know?   [0:20:50] PJ Bruno: Just creating the opposite of good experiences?   [0:20:52] Dan Head: Right.   [0:20:53] PJ Bruno: It's just frustration. I'd rather just get nothing, right?   [0:20:55] Dan Head: Right.   [0:20:55] PJ Bruno: I'd rather not even see it. All right, cool. Why don't we do something fun and round up with, I mean, you were talking a little bit, Dan, about toothbrushes that talk to you. I want my toothbrush to talk to me so badly. I have to just talk to myself at the time. But, what's the future hold? What kind of last words do we want to put out about, maybe predictions we might have, or a word to the wise about a good strategy, or just some advice to keep in mind moving forward.   [0:21:29] Dan Head: I think there's two angles, to look at it from a customer's perspective. Speaking about myself, I mean, there are always new devices and new technologies and some of us are going to be quicker on the adoption than others. But, as a population now, we are more tech savvy than ever before. More willing to try technologies more than ever before. We have an expectation of being delighted more than ever before. We're willing to kind of experiment and try stuff. And, from a brand's perspective, how on earth are you going to deal with that? So, brands just need to future proof themselves, they just need to be data centric. They just need to have the engineering horse power. They just need to have the developed muscle groups, the ways of working, the team structures based around what's possible with real time data. And then, whether it's that toothbrush talking to you, or the fork telling me that I'm eating too quickly, you know? Whatever it is, the brand can deal with that. And, I think ultimately, where brands are trying to get to, is there should be this ability to be creative and playful with technology. We shouldn't just be worried about the plumbing, "Oh no, I've gotta send a message on this channel now, rather than that channel because of this new device's come out." If we can use any channels, anywhere at anytime, based on current data, then we can really use that as a creative canvas for just amazing, delightful, surprising marketing. And, that's the kind of thing that we, as a population, kind of enjoy. We don't enjoy stuff that's irrelevant, we don't enjoy stuff that we haven't opted in to. But we are willing to be surprised and we are willing to be engaged if we think the brand is making an effort to do so.   [0:23:22] PJ Bruno: I love it. Robbie, you got anything?   [0:23:25] Robbie Matthews: I think that, I'll bring it back to the architecture, to Dan's point around what brands want to do. You want you customer engagement platform at the point you're ready to use sort of surprise and delight strategies that Dan's talking about in reaching customers. You want your engagement platform to be ready to allow you to do that. And not still be developing itself. And, the way its architected, and the way it's able to meet the marketplace's changes is going to be crucial. So, I mean, WWDC happens, Google IO happens, there's a heap of changes to how you can send messages to users. And your engagement platform has to keep up to date with that. So, how they're architected, how they're able to be flexible to meet the new abilities of these OS's, is crucial. And when you look at, again, going back to the sort of, if you want to make joins, create new tables, that's tough to do. And then you have to look back at your current architecture and work out how you stitch that onto the end. Whereas, we take this example of something like a push carousel, where you send a push and you can swipe through a number of images to that. That came out last year. And just the way we were architecting meant you're able to immediately respond to what is new in the market, and give the brands the ability to go out and use that, as and when they're ready.   [0:24:48] Dan Head: Yeah, and we've talked about food quite a bit here. Maybe it's because it's coming up to lunchtime and it's all on our minds, right? But, an example that just brings all this together for me, I think some of us have seen it, which was recently Burger King ran a campaign where they hijacked McDonald's branches and if you got within 600 yards of McDonald's, you would get a message on your Burger King app saying, "You can now redeem a Whopper for one cent." And it would direct you to the Burger King. And it was this cheeky, creative, just technology embracing campaign that got so much attention, they got to the top of the App Store. I mean, how crazy is that? That a burger app can be higher than Instagram and YouTube on the App Store. It's just-   [0:25:37] PJ Bruno: Well, burgers are future proof, Dan.   [0:25:39] Dan Head: They are. And, particular popular where you're from, huh, PJ? But what a great example of creativity with technology. That campaign wouldn't have been possible unless you had the technology in place that Robbie was talking about. And then, once you've created that surprise and delight, now you've got so many more people that are engaging with your brand, that have downloaded the app. And now you can really start to go and have fun with them.   [0:26:04] PJ Bruno: Totally. Well, Robbie, Dan, thank you guys so much for being here. And thank you all for joining us. Just remember Shift is happening. And Legacy Clouds, in the words of Dan and Robbie, don't miss the train. [0:26:17]

Phil Haack joins the podcast to discuss DevOps at GitHub!   Phil has an interesting and extensive career background. He started out as a Manager of Software Engineering back in 1997. Since then, he’s done a lot — but some of his recent highlights include: being the main Program Manager at Microsoft from 2007-2011 (responsible for ASP.NET MVC and NuGet), and leading the Client Apps team as Director of Engineering at GitHub. Now, most recently, he has founded his own company, Haacked, which he started to mentor software organizations to be the best version of themselves.   In today’s episode, your host, Jeffrey Palermo, and Phil Haack, dive deep into discussing DevOps at GitHub. They talk about his role as Director of Engineering; how GitHub, as a company, grew while Phil worked there; the inner workings of how the GitHub website ran; and details about how various protocols, continuous integration, automated testing, and deployment worked at GitHub.   Topics of Discussion: [:48] About today’s episode with Phil Haack. [1:10] Phil talks about how he became the Program Manager at Microsoft in charge of ASP.NET MVC and NuGet, and what the role entailed. [4:00] The transformation Phil helped lead that continues to affect .NET developers today! [5:35] Phil shares the high points of his career at GitHub. [7:56] How Phil’s role at GitHub developed, and how (and why) GitHub went from “no managers and no meetings” to hiring on managers and starting meetings. [12:10] When did GitHub start to distribute regionally? [13:43] How many leased offices did GitHub crop up while Phil worked there? [15:25] What Phil is currently working on since leaving GitHub! [17:27] About the new book Phil is writing about GitHub. [20:07] Major strategic decisions and key aspects that gave GitHub the ability to put out features at a really fast clip for a really long time (with an incredible quality track record to boot!) [24:18] A word from The Azure DevOps Podcast’s sponsor: Clear Measure. [24:44] Architecturally, is GitHub.com one website or essentially two hundred different web applications that make up all the URLs of the website? [26:50] Was there a standard pipeline structure that GitHub maintained (or a common set of steps), or was it moreso a ship-it-however-you-can protocol per service? [27:50] If Phil had multiple services in the client application, did he have a separate Git repository for each one of those, OR, one Git repository for his team with multiple, independent services? [29:52] Did every continuous integration build have its own Git repository? [32:30] What types and quantity of automated testing did Phil pack into the continuous integration (CI) build? [33:48] Phil highlights some significant things that happened in the CI build step. [34:31] Did Phil find any good frameworks that worked out in the UI space? [35:02] What an automated test can’t tell you and why it’s so crucial to have a really good tester! [36:15] When they did have automated deployment between environments, what tools and methods did Phil use for those deployments? [38:04] For the services they were going to deploy to GitHub servers, how many environments did Phil set up in the deployment pipeline ahead of production? [41:07] The major tools on the deployment side when Phil was working at GitHub. [43:44] What Phil recommends listeners to follow-up on to continue their research!   Mentioned in this Episode: Azure DevOps Clear Measure (Sponsor) Phil Haack (LinkedIn) Haacked MVC Framework GitHub for Dummies, by Sarah Guthals and Phil Haack Hubot Ruby on Rails Scientist.NET Electron ChatOps   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Phil Irish makes paintings that are both fierce and beautiful. He is known for cutting paintings into fragments, and installing those pieces to make architecturally scaled collages that engage your senses and your mind. Ontario artist, Phil Irish, has taken some dramatic turns in his creative practice.  Very much a painter, he began to scale up his work to an immersive scale. Creating painterly collages that interact with architecture has opened up new opportunities and collaborations.  These shifts have also involved rethinking business aspects of his work, from venues to funding.  With the ecological and spiritual themes that underlie his work, artist residencies have also been a critical research opportunities - including the Banff Centre and on an arctic icebreaker. Phil Irish holds degrees from York (MFA) and Guelph (BA). His work has been shown at public museums, artist-run-centres, and commercial galleries across Canada, and in touring group exhibitions in the USA.

A nouveau-cream wave of ice cream debuts at Coachella, and everyone freaks out.  Side Hustle School features a new story EVERY DAY of someone who started a hustle without quitting their job. You’ll learn how they got the idea, how they overcame challenges along the way, and what the results are.  Share: #SideHustleSchoolShow notes: SideHustleSchool.comTwitter: @chrisguillebeau Learn more about your ad choices. Visit megaphone.fm/adchoices

Ambrosus is a decentralized IoT network for next-generation supply-chains. The company is building a universally verifiable, community-driven ecosystem to assure the quality, safety, and origins of products using blockchain technology. Ambrosus’ primary focus is on improving supply chains for life-essential products, specifically food and medicine, although the protocol can be applied to almost any complex supply chain. "Architecturally, our eco-system will allow businesses to seamlessly connect with one another, in order to improve supply chain efficiency, transparency, and security."   Founded in 2017 by Angel Versetti and Dr Stefan Meyer, Ambrosus seeks to set the global standard for decentralized supply chain management and provide quality assurance in enterprise IoT ecosystems. With offices in Switzerland, Ireland, and Estonia, Ambrosus boasts partnerships with significant global bodies and associations including the United Nations 10YFP, the Crypto Valley Association, Swiss Food Research, Enterprise Ethereum Alliance and Swiss Coffee Alliance. I chat with Angel Versetti, CEO, and Co-Founder of Ambrosus about his vision and bringing efficiency, transparency, and security to global supply chains.

Show: 23 Show Overview: Brian and Tyler talk with Christian Posta (@christianposta, Chief Architect, Cloud Application Development at Red Hat) about the evolution of SOA and Microservices, Envoy Proxy and Istio Service Mesh, emerging application patterns, and how Kubernetes and Istio are the future of microservices. Show Notes:Istio HomepageEnvoy ProxyIntroduction to Modern Load-Balancing and ProxyingMicroservices: From NetFlix OSS to IstioMicroservic’ing Like a UnicornChristian’s Blog (lots of Microservices stuff)Topic 1 - Welcome to the show. Give us a little bit of your background as a developer and history of working with various development frameworks/languages/concepts.Topic 2 - Let’s start with some basics - as a development paradigm, why are we now seeing technologies like Istio and Envoy? The premise of service mesh “reliably connecting services across the network” sounds eerily similar to what we heard about ESB technology. Can you say some words about why this service mesh concept idea is different? Or is it?Topic 3 - So we’re seeing a need to decouple the application code from the routing-level logic and control. Walk us through the types of things that Istio and Envoy are providing for applications? What are the performance implications of the service mesh? How is this related to API management? Topic 4 - Architecturally, where are you seeing some of the advantages of Istio / Envoy vs. either previous approaches, or some other service-mesh like projects in the market? (e.g. linkerd, Netflix OSS projects) Topic 5 - What are some specific problem examples that people run into that should make them think “maybe I need Istio”?Topic 6 - Where is Istio in its maturity to run in production? Feedback?Email: PodCTL at gmail dot comTwitter: @PodCTL Web: http://podctl.com

Architecturally planned EDD car communities are underway, apparently! Or so, that seems to be the case for Simon in LA, who is racing to buy a fun car for his 3rd garage space before his wife fills it up with stuff. The guys talk about vintage choices for Mark and his golden retriever, and wrap up the hour talking about design for bland cars, eating in cars and does Todd still love his Elise? Thanks to you for listening and watching! Rate & review the podcast, and write to us at everydaydrivertv@gmail.com or www.everydaydriver.com

The second lap of MRelay was Play. What can be learnt from seeing Melbourne as a playground? Recent decades have seen a rise in playful practices in the public spaces, ranging from street art to skateboarding to parkour. From flash mobs to urban gardening. From performative interventions to location-based digital games. In social frameworks how can play be used as a tool to promote inclusion, and improve and increase life opportunities and boost community morale? Architecturally, how can the concept of play trigger us to rethink traditional urban infrastructure and address important social issues and challenges by creating new experience and new situations? How does being playful capture imagination and trigger creativity in public spaces? These were some of the talking points our speakers set out to to explore—namely the intersection between social engagement, interpersonal relations and the environments we inhabit. 'Play' was hosted by Christian Thompson, Australian-born London-based artist. Speakers include Mary Featherston, famed Australian designer; Natalie Thomas, Melbourne-based interdisciplinary artist; Amani Naseem, internationally acclaimed artist, researcher and games culturalist; Linda Sproul, manager of education and community programs for Museum Victoria; Rob McGauran, urban designer and architect; Bruce Gladwin, Australian artist, performance maker and theatre director; and Scott Price, ensemble member of Back to Back theatre.

Aaron and Brian talk to Chip Childers (@chipchilders, VP of Technology @CloudFoundryOrg) about the current status of Cloud Foundry projects, how Microsoft .NET will be integrated, IaaS vs. PaaS, and the CF.org thinking about overall interoperability Interested in the O'Reilly OSCON? Want to register for OSCON now? Use promo code 20CLOUD for 20% off Details to win an OSCON pass coming soon! Check out the OSCON Schedule Free eBook from O'Reilly Media for Cloudcast Listeners! Check out an excerpt from the upcoming Docker Cookbook Topic 1 - From an overall project perspective, what grades would you give Cloud Foundry in terms of stability, core functionality, security, operations, etc? Topic 2 - You were previously involved (directly/indirectly)with CloudStack. As you talk to people in the marketplace, how is it different discussing IaaS vs. PaaS. Topic 3 - How much ability will you have to drive prioritization within sub-projects or new projects? (eg. Security vs. new Languages vs. Interop, etc.) Topic 4 - What’s the CF.org way of thinking about interoperability? Topic 5 - What guidance are you giving the teams in terms of expandability of Cloud Foundry? Architecturally, are there certain places you recommend over other places? Topic 6 - Is there a place for integrating SaaS applications (monitoring, logging, etc.) into Cloud Foundry? Music Credit: Nine Inch Nails (nin.com)

New kid on the block Tarik joins a few regulars this week to thank you for your support at the end of year show! We also talk about bringing in architects and economists to work on games and the latest Kickstarter craze Ouya as well as Oh My Game, Batman and Peter's secret desire to be a dictator.Remember to subscribe in iTunes and please leave a comment or e-mail us letting us know what you think.Download the MP3 directly.Add the Podcast feed to your RSS reader.Subscribe using iTunes.Hosts: Sam Barker, Dominic Aldridge, Peter Holley, Tarik BensariaMusic: http://www.purple-planet.com/

MODERATOR: Michael Wang PANELISTS: Diana Balmori, William O'Brien Jr, David Ruy, Allan Wexler, and Alisha Wormsley. In celebration of the closing of our collaborative exhibition, Architecturally.../works on architecture and space, we invited this distinguished group of architects, designers, professors and artists to discuss the works on view. artist: Ella Ben-Aharon, Edo Ceder, Molly Dilworth, Merav Ezer, Interboro: Tobias Armborst + Daniel D’Oca + Georgeen Theodore, Bess Krietemeyer, Alois Kronschlaeger, Matthias Neumann, Graham Parker, Adi Shniderman, Eirini + Dimitra Tsachrelia in collaboration with Yoichiro Mizuno and Jason Varone Architecturally... is a project by James Hendershot organized and conceived by Matthias Neumann and Alois Kronschlaeger presented by Hendershot Gallery.

Great Global Pagoda (video) www.globalpagoda.org This 16-minute film offers a stunning look at the Global Pagoda being built on the outskirts of Mumbai, India's most populous city. It is a modern wonder of engineering and vision. Architecturally, this building will be by far the largest single-span stone dome in the world, twice as big as the Basilica of St. Peter at the Vatican. Computer-guided stone saws are at work beside craftsmen using timeless chisel and hammer techniques. Download Video (89 MB) Runtime: 19 minutes The Global Pagoda pays tribute to Myanmar for safeguarding the Dhamma by reflecting the outer form of its famous Shwedagon Pagoda. However this pagoda is being built as a hollow structure that will seat 9,000 for meditation, and feature a gallery with educational panels and displays to inform visitors about the matchless contribution of the Buddha to human history. Thus it is intended to serve as a beacon of practice and education for multitudes, for centuries to come. The placement of the keystone by which the dome shall be closed (in which the relics of the Buddha shall be placed) will occur on October 29, 2006. For this function the respected Sangha of various Buddhist countries has been invited. Publisher: Karuna Films Publication Date: July, 2005 There is more information about Vipassana meditation at Dhamma.org, and books and audio resources available for purchase in the Pariyatti bookstore. May all beings be happy!