Podcasts about aws

Aaron and Brian make some bold predictions for the 2026 Cloud and AI markets, as well as reviewing the biggest issues going into 2026.  SHOW: 989SHOW TRANSCRIPT: The Cloudcast #989 TranscriptSHOW VIDEO: https://youtube.com/@TheCloudcastNET CLOUD NEWS OF THE WEEK: http://bit.ly/cloudcast-cnotwCHECK OUT OUR NEW PODCAST: "CLOUDCAST BASICS"SHOW NOTES:CLOUD & AI NEWS OF THE MONTH - NOV 2025 (show)CLOUD & AI NEWS OF THE MONTH - OCT 2025 (show)CLOUD & AI NEWS OF THE MONTH - SEPT 2025 (show)CLOUD & AI NEWS OF THE MONTH - AUG 2025 (show)CLOUD & AI NEWS OF THE MONTH - JUL 2025 (show)CLOUD & AI NEWS OF THE MONTH - JUN 2025 (show)CLOUD & AI NEWS OF THE MONTH - MAY 2025 (show)CLOUD & AI NEWS OF THE MONTH - APR 2025 (show)CLOUD & AI NEWS OF THE MONTH - MAR 2025 (show)2026 CLOUD + AI PREDICTIONS (AND BIG ISSUES TO REVIEW)OpenAI Revenues and Focus AreasNVIDIA customer profitabilityCompanies moving to GOOG TPUsEnterprise success beyond CoPilot/GeminiEnterprise data+model trainabilityEnterprise price hikesBroadcom, AMD, Groq - alternative HW optionsData Center buildoutsDoes AI spending shiftWhat is Agentic AI?Long term spending + short term refocusesPREDICTIONS:At least one big AI IPO in 2026, and it won't go well. (Aaron says Anthropic)People will question whether Sam Altman is the right person to lead OpenAIAI will be a central issue in the 2026 US elections, either about job losses or electricity pricesOne major LPU/TPU/dedicated inference chip will break through in 2026Azure will be the Number One Cloud… (Aaron has to keep it going)We will start to see a shift in the Enterprise from big models in the sky (1+trillion parameters) to dedicated, purpose-built models of 500M or less in size for efficiency and securityGemini will dominate the consumer/prosumer space, OpenAI will go through the trough of disillusionmentThe industry will shift to a base/instruct and a reasoning split of modelsAWS and Azure will double down on being a solutions provider instead of a primitive supplier for AI and infrastructureFEEDBACK?Email: show at the cloudcast dot netTwitter/X: @cloudcastpodBlueSky: @cloudcastpod.bsky.socialInstagram: @cloudcastpodTikTok: @cloudcastpod

Send us a textThe year felt like it stretched on forever, and in that extra space the networking world reshaped itself. We traded weekly cadence for deeper focus, shipped an AWS Advanced Networking book that the community embraced, and then watched the landscape pivot as vendors consolidated, clouds connected to each other, and AI hype met the hard edges of security and reliability.We dig into the acquisition wave with clear eyes: Arista picking up VeloCloud from Broadcom and what that means for SD‑WAN customers; HPE's Juniper deal clearing regulatory review and the open questions around Mist and portfolio strategy; and why Broadcom–VMware didn't trigger instant mass migrations, even as budgets and CSP support shifted. Then we chart the most surprising turn—AWS and Google offering a cross‑cloud link that's not a one‑off database play, but a general connective fabric. If pricing trends toward pipe capacity rather than per‑GB egress, multi‑cloud networking stops being a niche product pitch and becomes an operator reality. We even explore the idea of a Cloud Exchange Point, where automation snaps providers together at scale.AI was everywhere and still uneven. We call out real wins—friendlier automation workflows and eBPF‑powered visibility via Cisco's Isovalent acquisition—while laying out the unsolved work: agentic AI with least privilege, auditable actions, and enforceable data boundaries. Until those controls are standard, enterprises will limit autonomy and keep AI close to expert hands. Against the constant layoff drumbeat, we offer direct advice: build skills across cloud interconnects, Kubernetes networking, and eBPF telemetry; document outcomes in the language of cost and risk; and lean into community for opportunities and perspective.If you want a no‑nonsense guide to what changed, what actually matters, and how to prepare for a faster 2026, this one's for you. Subscribe, share with a teammate who needs signal over noise, and drop your take: which shift will shape your architecture next year?Purchase Chris and Tim's book on AWS Cloud Networking: https://www.amazon.com/Certified-Advanced-Networking-Certification-certification/dp/1835080839/ Check out the Monthly Cloud Networking Newshttps://docs.google.com/document/d/1fkBWCGwXDUX9OfZ9_MvSVup8tJJzJeqrauaE6VPT2b0/Visit our website and subscribe: https://www.cables2clouds.com/Follow us on BlueSky: https://bsky.app/profile/cables2clouds.comFollow us on YouTube: https://www.youtube.com/@cables2clouds/Follow us on TikTok: https://www.tiktok.com/@cables2cloudsMerch Store: https://store.cables2clouds.com/Join the Discord Study group: https://artofneteng.com/iaatj

SentinelOne announced a series of new innovative designations and integrations with Amazon Web Services (AWS), designed to bring the full benefits of AI security to AWS customers today. From securing GenAI usage in the workplace, to protecting AI infrastructure to leveraging agentic AI and automation to speed investigations and incident response, SentinelOne is empowering organizations to confidently build, operate, and secure the future of AI on AWS. SentinelOne shares its vision for the future of AI-driven cybersecurity, defining two interlinked domains: Security for AI—protecting models, agents, and data pipelines—and AI for Security—using intelligent automation to strengthen enterprise defense. With its Human + AI approach, SentinelOne integrates generative and agentic AI into every layer of its platform. The team also unveils the next evolution of Purple AI, an agentic analyst delivering auto-investigations, hyperautomation, and instant rule creation—advancing toward truly autonomous security. Visit https://www.securityweekly.com/swn for all the latest episodes! Show Notes: https://securityweekly.com/swn-542

SentinelOne announced a series of new innovative designations and integrations with Amazon Web Services (AWS), designed to bring the full benefits of AI security to AWS customers today. From securing GenAI usage in the workplace, to protecting AI infrastructure to leveraging agentic AI and automation to speed investigations and incident response, SentinelOne is empowering organizations to confidently build, operate, and secure the future of AI on AWS. SentinelOne shares its vision for the future of AI-driven cybersecurity, defining two interlinked domains: Security for AI—protecting models, agents, and data pipelines—and AI for Security—using intelligent automation to strengthen enterprise defense. With its Human + AI approach, SentinelOne integrates generative and agentic AI into every layer of its platform. The team also unveils the next evolution of Purple AI, an agentic analyst delivering auto-investigations, hyperautomation, and instant rule creation—advancing toward truly autonomous security. Show Notes: https://securityweekly.com/swn-542

SentinelOne announced a series of new innovative designations and integrations with Amazon Web Services (AWS), designed to bring the full benefits of AI security to AWS customers today. From securing GenAI usage in the workplace, to protecting AI infrastructure to leveraging agentic AI and automation to speed investigations and incident response, SentinelOne is empowering organizations to confidently build, operate, and secure the future of AI on AWS. SentinelOne shares its vision for the future of AI-driven cybersecurity, defining two interlinked domains: Security for AI—protecting models, agents, and data pipelines—and AI for Security—using intelligent automation to strengthen enterprise defense. With its Human + AI approach, SentinelOne integrates generative and agentic AI into every layer of its platform. The team also unveils the next evolution of Purple AI, an agentic analyst delivering auto-investigations, hyperautomation, and instant rule creation—advancing toward truly autonomous security. Visit https://www.securityweekly.com/swn for all the latest episodes! Show Notes: https://securityweekly.com/swn-542

We're joined today by Joshua B. Lee, founder of StandOut Authority and co-creator of YOUmanize™, the movement redefining human-first branding. Known as the “Dopamine Dealer of LinkedIn,” Josh has helped launch the first social media ads on MySpace, managed nearly $1B in ad spend, and worked with brands like Google, Oracle, and AWS.

Anthropic's Tobias Harrison Noonan shares the enterprise AI playbook: why coding leads to broader AI adoption, practical tips for getting started, and why you shouldn't wait for perfection.Topics Include:Tobias from Anthropic's Applied AI team discusses enterprise AI adoption trends and insights.Anthropic founded four years ago balancing AI safety mission with world's most intelligent models.Remarkable velocity: Claude 3.7 and Claude Code both shipped just in 2025 alone.Three-layer partnership: foundation models, enterprise capabilities, and end-user platforms like Claude Code.Anthropic leads in agentic coding for eighteen months, now number one enterprise AI market share.Claude Opus 4.5 launched last week, again tops software engineering benchmark for complex tasks.Claude Code enables thirty-hour autonomous coding sessions, ships features five times faster than before.Next frontier expands beyond coding into data-heavy knowledge work like financial and legal analysis.AI adoption maturity curve: employee workflows, internal processes, core products, then AI-native products.Thomson Reuters started with Claude Code for development team doing code modernization and refactoring.They expanded to Claude.ai for sales, marketing, and finance teams after seeing tangible ROI.Built Claude into core products including co-counsel legal platform and fraud prevention systems strategically.Today Thomson Reuters has eight different product lines powered by Claude across their portfolio.AWS partnership offers safe, secure, scalable deployment from POC to production in existing environments.Don't wait for perfection: AI today is dumbest it'll ever be, start prototyping now.Participants:Tobias Harrison-Noonan: Member of Technical Staff, AnthropicSee how Amazon Web Services gives you the freedom to migrate, innovate, and scale your software company at https://aws.amazon.com/isv/

Amazon (AMZN) has underperformed the overall market and its mega cap peers in 2026. George Tsilis talks about the different business segments and how it puts Amazon in a unique position, with its retail segment and AWS making it different from all competitors.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

As electricity demand from data centers continues to surge, a persistent question has dogged the industry: Are residential ratepayers footing the bill for massive tech infrastructure? According to Amazon Web Services (AWS) and an independent study it commissioned, the answer is a definitive no. As a guest on The POWER Podcast, Mandy Ulrich, senior manager of energy and water for Americas East at AWS, outlined the company's energy strategy and discussed findings from a study by Energy and Environmental Economics Inc. (E3) that examined how Amazon data centers impact local power systems. Study Finds Data Centers Generate Surplus Revenue The E3 study evaluated Amazon data centers across a diverse set of utility territories, including large investor-owned utilities such as Pacific Gas and Electric (PG&E) and Dominion Energy, mid-size utilities like Entergy, and cooperatives such as Umatilla Electric Cooperative in the Pacific Northwest. “The simple answer is that Amazon data centers are not being subsidized by other utility customers,” Ulrich said. The study projects that Amazon's data centers will generate $33,500/MW of surplus value in 2025, increasing to $60,650/MW by 2030. For a typical 100-MW Amazon data center, that translates to $3.4 million in surplus revenues in 2025 and approximately $6.1 million by 2030. These surplus funds—revenues above the utility's regulated rate of return—can be used by utilities to modernize grid infrastructure, improving reliability for all customers. Grid Investment Benefits All Customers The study found that Amazon data centers are driving investments in grid infrastructure that support not just their own operations but also local residential and commercial growth. Ulrich pointed to Entergy Mississippi as a prime example, where the utility is using investments from Amazon and other large customers to fund a $300 million “Superpower Mississippi” grid reliability campaign—at no cost to residential customers—targeting a 50% reduction in outages within five years. Innovative Rate Structures Prevent Cost-Shifting While the E3 study validates that existing rate policies have been effective in preventing cross-subsidization, Ulrich emphasized that AWS continues to work with utilities on innovative approaches to ensure large industrial customers pay their fair share. She highlighted a Northern Indiana Public Service Co. (NIPSCO) project as a “groundbreaking model.” Under this first-of-its-kind agreement, Amazon is investing in 3 GW of electrical capacity, with 2.4 GW dedicated to data center operations and 600 MW reserved specifically to support grid reliability for all NIPSCO customers. The structure creates a separate generation company (GenCo) that operates under a “commercial contract term,” Ulrich explained. By operating as a separate entity, GenCo isolates the cost of new growth to data centers. “The data center companies that drive new demand for electricity will fund the generation and transmission infrastructure they require, ensuring that regular customers don't shoulder those costs, even if the customer leaves before contract completion,” NIPSCO said in a Nov. 24 press release. “NIPSCO's existing customers will have no financial responsibility for powering Amazon data centers,” Ulrich said. NIPSCO said, “This structure is expected to provide value to customers by generating approximately $1 billion in cost savings that will be returned to current NIPSCO customers as credits on monthly electric bills over the project's 15-year duration.”

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

A lot changed in the world of Cloud and AI this year. And then it changed some more, and some more, and so more. The only constant was change. SHOW: 988SHOW TRANSCRIPT: The Cloudcast #988 TranscriptSHOW VIDEO: https://youtube.com/@TheCloudcastNET CLOUD NEWS OF THE WEEK: http://bit.ly/cloudcast-cnotwCHECK OUT OUR NEW PODCAST: "CLOUDCAST BASICS"SHOW NOTESIT WAS AN INTERESTING YEAR IN CLOUD AND AI TECHNOLOGYAI has become a mainstream technology, political and social talking pointAI went through 7yrs of news cycles in 1 yrDeepSeek - Maybe NVIDIA chips aren't needed?NVIDIA acquihired Grok and their technologyMaybe AWS' lead in the cloud is now in questionGoogle got their act together with GenAI, after inventing the technology in 2017Microsoft and OpenAI sort of broke up, or at least they are seeing other peopleOpenAI forecasts 100x their current revenue in future computing needsThe US Gov't either bailed out, or socialized IntelBitcoin - 94k, up to 125k, down to 84kFEEDBACK?Email: show at the cloudcast dot netTwitter/X: @cloudcastpodBlueSky: @cloudcastpod.bsky.socialInstagram: @cloudcastpodTikTok: @cloudcastpod

Das SHOCK2-Team wünscht allen VIPs, Lesern, Hörern & Partnern ein schönes Weihnachtsfest, einen guten Rutsch und alles Gute im neuen Jahr! Auch das Jahr 2025 lassen wir mit dem traditionellen Xmas/Silvester-Sonderpodcast ausklingen! Michael, Hanns Peter Glock & Christoph führen mit einem Überraschungsgast in diesem Jahr gemeinsam durch die Sendung rund um das Spiele-, Film-, Serien-, Gadget & Comic-Jahr 2025 in der legendären XXXL-Länge von epischen von knapp 31 Stunden! Natürlich werden auch Leserfragen beantwortet und als Gäste begrüßen wir Fabian Döhla (CD Projekt Red), Alexander Amon (Gameminds, Der Standard, Hi, Tech!), Florian Scherz (Spiele, die ich vermisse), Rene Findenig (Heute), Peter Zellinger (Der Standard, Mörderisches Österreich, Hi, Tech! ), Alexander Olma (iPhoneBlog, Bits & So), Richard Löwenstein (Journalist/Spieleentwickler), Mustafa K. Isik (Geek on Air, AWS), Daniel Dorner (SHOCK2 Redaktion), Clemens Stangl (SHOCK2 Redaktion), Jan Krumlin (Adeptus Stammtisch). Thomas Reisenegger (Future Friends Games), Moritz Mehlem (Comic & Rollenspiel Experte), Felicitas Furtenbach (SHOCK2 Kids), Fatih Olcaydu (Meister aller Klassen), Konstantinos Fotopoulos (Videogame Übersetzer), Tristan Stadler (Siren Games), Clemens Spitzer, Ben Zöchling & Nikolai Barislowitsch (SHOCK2 Redaktion), Christoph Kurl und seine beiden Söhne Paul & Felix (MGN Podcast), Andreas Zahrl (Kautzner Computer Museum), Anne-Sophie & Martin Seiler (Lausch & Plausch), Steffen Volkmer (Panini Comics, Comics & Bier), Dirk Ziegert (Mr. Retro bei SHOCK2), Martin Erasmus (Vienna Comix) sowie der Journalist und Übersetzer Roland Austinat. Neben dem großen Podcast in sechs Teilen erwarten euch in den nächsten Tagen auch ein paar exklusive SHOCKMAS-Gewinnspiele!

Das SHOCK2-Team wünscht allen VIPs, Lesern, Hörern & Partnern ein schönes Weihnachtsfest, einen guten Rutsch und alles Gute im neuen Jahr! Auch das Jahr 2025 lassen wir mit dem traditionellen Xmas/Silvester-Sonderpodcast ausklingen! Michael, Hanns Peter Glock & Christoph führen mit einem Überraschungsgast in diesem Jahr gemeinsam durch die Sendung rund um das Spiele-, Film-, Serien-, Gadget & Comic-Jahr 2025 in der legendären XXXL-Länge von epischen von knapp 31 Stunden! Natürlich werden auch Leserfragen beantwortet und als Gäste begrüßen wir Fabian Döhla (CD Projekt Red), Alexander Amon (Gameminds, Der Standard, Hi, Tech!), Florian Scherz (Spiele, die ich vermisse), Rene Findenig (Heute), Peter Zellinger (Der Standard, Mörderisches Österreich, Hi, Tech! ), Alexander Olma (iPhoneBlog, Bits & So), Richard Löwenstein (Journalist/Spieleentwickler), Mustafa K. Isik (Geek on Air, AWS), Daniel Dorner (SHOCK2 Redaktion), Clemens Stangl (SHOCK2 Redaktion), Jan Krumlin (Adeptus Stammtisch). Thomas Reisenegger (Future Friends Games), Moritz Mehlem (Comic & Rollenspiel Experte), Felicitas Furtenbach (SHOCK2 Kids), Fatih Olcaydu (Meister aller Klassen), Konstantinos Fotopoulos (Videogame Übersetzer), Tristan Stadler (Siren Games), Clemens Spitzer, Ben Zöchling & Nikolai Barislowitsch (SHOCK2 Redaktion), Christoph Kurl und seine beiden Söhne Paul & Felix (MGN Podcast), Andreas Zahrl (Kautzner Computer Museum), Anne-Sophie & Martin Seiler (Lausch & Plausch), Steffen Volkmer (Panini Comics, Comics & Bier), Dirk Ziegert (Mr. Retro bei SHOCK2), Martin Erasmus (Vienna Comix) sowie der Journalist und Übersetzer Roland Austinat. Neben dem großen Podcast in sechs Teilen erwarten euch in den nächsten Tagen auch ein paar exklusive SHOCKMAS-Gewinnspiele!

Das SHOCK2-Team wünscht allen VIPs, Lesern, Hörern & Partnern ein schönes Weihnachtsfest, einen guten Rutsch und alles Gute im neuen Jahr! Auch das Jahr 2025 lassen wir mit dem traditionellen Xmas/Silvester-Sonderpodcast ausklingen! Michael, Hanns Peter Glock & Christoph führen mit einem Überraschungsgast in diesem Jahr gemeinsam durch die Sendung rund um das Spiele-, Film-, Serien-, Gadget & Comic-Jahr 2025 in der legendären XXXL-Länge von epischen von knapp 31 Stunden! Natürlich werden auch Leserfragen beantwortet und als Gäste begrüßen wir Fabian Döhla (CD Projekt Red), Alexander Amon (Gameminds, Der Standard, Hi, Tech!), Florian Scherz (Spiele, die ich vermisse), Rene Findenig (Heute), Peter Zellinger (Der Standard, Mörderisches Österreich, Hi, Tech! ), Alexander Olma (iPhoneBlog, Bits & So), Richard Löwenstein (Journalist/Spieleentwickler), Mustafa K. Isik (Geek on Air, AWS), Daniel Dorner (SHOCK2 Redaktion), Clemens Stangl (SHOCK2 Redaktion), Jan Krumlin (Adeptus Stammtisch). Thomas Reisenegger (Future Friends Games), Moritz Mehlem (Comic & Rollenspiel Experte), Felicitas Furtenbach (SHOCK2 Kids), Fatih Olcaydu (Meister aller Klassen), Konstantinos Fotopoulos (Videogame Übersetzer), Tristan Stadler (Siren Games), Clemens Spitzer, Ben Zöchling & Nikolai Barislowitsch (SHOCK2 Redaktion), Christoph Kurl und seine beiden Söhne Paul & Felix (MGN Podcast), Andreas Zahrl (Kautzner Computer Museum), Anne-Sophie & Martin Seiler (Lausch & Plausch), Steffen Volkmer (Panini Comics, Comics & Bier), Dirk Ziegert (Mr. Retro bei SHOCK2), Martin Erasmus (Vienna Comix) sowie der Journalist und Übersetzer Roland Austinat. Neben dem großen Podcast in sechs Teilen erwarten euch in den nächsten Tagen auch ein paar exklusive SHOCKMAS-Gewinnspiele!

BONUS: The Operating System for Software-Native Organizations - The Five Core Principles In this BONUS episode, the final installment of our Special Xmas 2025 reflection on Software-native businesses, we explore the five fundamental principles that form the operating system for software-native organizations. Building on the previous four episodes, this conversation provides the blueprint for building organizations that can adapt at the speed of modern business demands, where the average company lifespan on the S&P 500 has dropped from 33 years in the 1960s to a projected 12 years by 2027. The Challenge of Adaptation "What we're observing in Ukraine is adaptation happening at a speed that would have been unthinkable in traditional military contexts - new drone capabilities emerge, countermeasures appear within days, and those get countered within weeks." The opening draws a powerful parallel between the rapid adaptation we're witnessing in drone warfare and the existential threats facing modern businesses. While our businesses aren't facing literal warfare, they are confronting dramatic disruption. Clayton Christensen documented this in "The Innovator's Dilemma," but what he observed in the 1970s and 80s is happening exponentially faster now, with software as the accelerant. If we can improve businesses' chances of survival even by 10-15%, we're talking about thousands of companies that could thrive instead of fail, millions of jobs preserved, and enormous value created. The central question becomes: how do you build an organization that can adapt at this speed? Principle 1: Constant Experimentation with Tight Feedback Loops "Everything becomes an experiment. Not in the sense of being reckless or uncommitted, but in being clear about what we're testing and what we expect to learn. I call this: work like a scientist: learning is the goal." Software developers have practiced this for decades through Test-Driven Development, but now this TDD mindset is becoming the ruling metaphor for managing products and entire businesses. The practice involves framing every initiative with three clear elements: the goal (what are we trying to achieve?), the action (what specific thing will we do?), and the learning (what will we measure to know if it worked?). When a client says "we need to improve our retrospectives," software-native organizations don't just implement a new format. Instead, they connect it to business value - improving the NPS score for users of a specific feature by running focused retrospectives that explicitly target user pain points and tracking both the improvements implemented and the actual NPS impact. After two weeks, you know whether it worked. The experiment mindset means you're always learning, never stuck. This is TDD applied to organizational change, and it's powerful because every process change connects directly to customer outcomes. Principle 2: Clear Connection to Business Value "Software-native organizations don't measure success by tasks completed, story points delivered, or features shipped. Or even cycle time or throughput. They measure success by business outcomes achieved." While this seems obvious, most organizations still optimize for output, not outcomes. The practice uses Impact Mapping or similar outcome-focused frameworks where every initiative answers three questions: What business behavior are we trying to change? How will we measure that change? What's the minimum software needed to create that change? A financial services client wanted to "modernize their reporting system" - a 12-month initiative with dozens of features in project terms. Reframed through a business value lens, the goal became reducing time analysts spend preparing monthly reports from 80 hours to 20 hours, measured by tracking actual analyst time, starting with automating just the three most time-consuming report components. The first delivery reduced time to 50 hours - not perfect, but 30 hours saved, with clear learning about which parts of reporting actually mattered. The organization wasn't trying to fulfill requirements; they were laser focused on the business value that actually mattered. When you're connected to business value, you can adapt. When you're committed to a feature list, you're stuck. Principle 3: Software as Value Amplifier "Software isn't just 'something we do' or a support function. Software is an amplifier of your business model. If your business model generates $X of value per customer through manual processes, software should help you generate $10X or more." Before investing in software, ask whether this can amplify your business model by 10x or more - not 10% improvement, but 10x. That's the threshold where software's unique properties (zero marginal cost, infinite scale, instant distribution) actually matter, and where the cost/value curve starts to invert. Remember: software is still the slowest and most expensive way to check if a feature would deliver value, so you better have a 10x or more expectation of return. Stripe exemplifies this principle perfectly. Before Stripe, accepting payments online required a merchant account (weeks to set up), integration with payment gateways (months of development), and PCI compliance (expensive and complex). Stripe reduced that to adding seven lines of code - not 10% easier, but 100x easier. This enabled an entire generation of internet businesses that couldn't have existed otherwise: subscription services, marketplaces, on-demand platforms. That's software as amplifier. It didn't optimize the old model; it made new models possible. If your software initiatives are about 5-10% improvements, ask yourself: is software the right medium for this problem, or should you focus where software can create genuine amplification? Principle 4: Software as Strategic Advantage "Software-native organizations use software for strategic advantage and competitive differentiation, not just optimization, automation, or cost reduction. This means treating software development as part of your very strategy, not a way to implement a strategy that is separate from the software." This concept, discussed with Tom Gilb and Simon Holzapfel on the podcast as "continuous strategy," means that instead of creating a strategy every few years and deploying it like a project, strategy and execution are continuously intertwined when it comes to software delivery. The practice involves organizing around competitive capabilities that software uniquely enables by asking: How can software 10x the value we generate right now? What can we do with software that competitors can't easily replicate? Where does software create a defensible advantage? How does our software create compounding value over time? Amazon Web Services didn't start as a product strategy but emerged from Amazon building internal capabilities to run their e-commerce platform at scale. They realized they'd built infrastructure that was extremely hard to replicate and asked: "What if we offered it to others?" AWS became Amazon's most profitable business - not because they optimized their existing retail business, but because they turned an internal capability into a strategic platform. The software wasn't supporting the strategy - the software became the strategy. Compare this to companies that use software just for cost reduction or process optimization - they're playing defense. Software-native companies use software to play offense, creating capabilities that change the competitive landscape. Continuous strategy means your software capabilities and your business strategy evolve together, in real-time, not in annual planning cycles. Principle 5: Real-Time Observability and Adaptive Systems "Software-native organizations use telemetry and real-time analytics not just to understand their software, but to understand their entire business and adapt dynamically. Observability practices from DevOps are actually ways of managing software delivery itself. We're bootstrapping our own operating system for software businesses." This principle connects back to Principle 1 but takes it to the organizational level. The practice involves building systems that constantly sense what's happening and can adapt in real-time: deploy with feature flags so you can turn capabilities on/off instantly, use A/B testing not just for UI tweaks but for business model experiments, instrument everything so you know how users actually behave, and build feedback loops that let the system respond automatically. Social media companies and algorithmic trading firms already operate this way. Instagram doesn't deploy a new feed algorithm and wait six months to see if it works - they're constantly testing variations, measuring engagement in real-time, adapting the algorithm continuously. The system is sensing and responding every second. High-frequency trading firms make thousands of micro-adjustments per day based on market signals. Imagine applying this to all businesses: a retail company that adjusts pricing, inventory, and promotions in real-time based on demand signals; a healthcare system that dynamically reallocates resources based on patient flow patterns; a logistics company whose routing algorithms adapt to traffic, weather, and delivery success rates continuously. This is the future of software-native organizations - not just fast decision-making, but systems that sense and adapt at software speed, with humans setting goals and constraints but software executing continuous optimization. We're moving from "make a decision, deploy it, wait to see results" to "deploy multiple variants, measure continuously, let the system learn." This closes the loop back to Principle 1 - everything is an experiment, but now the experiments run automatically at scale with near real-time signal collection and decision making. It's Experiments All The Way Down "We established that software has become societal infrastructure. That software is different - it's not a construction project with a fixed endpoint; it's a living capability that evolves with the business." This five-episode series has built a complete picture: Episode 1 established that software is societal infrastructure and fundamentally different from traditional construction. Episode 2 diagnosed the problem - project management thinking treats software like building a bridge, creating cascade failures throughout organizations. Episode 3 showed that solutions already exist, with organizations like Spotify, Amazon, and Etsy practicing software-native development successfully. Episode 4 exposed the organizational immune system - the four barriers preventing transformation: the project mindset, funding models, business/IT separation, and risk management theater. Today's episode provides the blueprint - the five principles forming the operating system for software-native organizations. This isn't theory. This is how software-native organizations already operate. The question isn't whether this works - we know it does. The question is: how do you get started? The Next Step In Building A Software-Native Organization "This is how transformation starts - not with grand pronouncements or massive reorganizations, but with conversations and small experiments that compound over time. Software is too important to society to keep managing it wrong." Start this week by doing two things.  First, start a conversation: pick one of these five principles - whichever resonates most with your current challenges - and share it with your team or leadership. Don't present it as "here's what we should do" but as "here's an interesting idea - what would this mean for us?" That conversation will reveal where you are, what's blocking you, and what might be possible.  Second, run one small experiment: take something you're currently doing and frame it as an experiment with a clear goal, action, and learning measure. Make it small, make it fast - one week maximum, 24 hours if you can - then stop and learn. You now have the blueprint. You understand the barriers. You've seen the alternatives. The transformation is possible, and it starts with you. Recommended Further Reading Tom Gilb and Simon Holzapfel episodes on continuous strategy  The book by Christensen, Clayton: "The Innovator's Dilemma"  The book by Gojko Adzic: Impact Mapping  Ukraine drone warfare Company lifespan statistics: Innosight research on S&P 500 turnover  Stripe's impact on internet businesses Amazon AWS origin story DevOps observability practices About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.

Das SHOCK2-Team wünscht allen VIPs, Lesern, Hörern & Partnern ein schönes Weihnachtsfest, einen guten Rutsch und alles Gute im neuen Jahr! Auch das Jahr 2025 lassen wir mit dem traditionellen Xmas/Silvester-Sonderpodcast ausklingen! Michael, Hanns Peter Glock & Christoph führen mit einem Überraschungsgast in diesem Jahr gemeinsam durch die Sendung rund um das Spiele-, Film-, Serien-, Gadget & Comic-Jahr 2025 in der legendären XXXL-Länge von epischen von knapp 31 Stunden! Natürlich werden auch Leserfragen beantwortet und als Gäste begrüßen wir Fabian Döhla (CD Projekt Red), Alexander Amon (Gameminds, Der Standard, Hi, Tech!), Florian Scherz (Spiele, die ich vermisse), Rene Findenig (Heute), Peter Zellinger (Der Standard, Mörderisches Österreich, Hi, Tech! ), Alexander Olma (iPhoneBlog, Bits & So), Richard Löwenstein (Journalist/Spieleentwickler), Mustafa K. Isik (Geek on Air, AWS), Daniel Dorner (SHOCK2 Redaktion), Clemens Stangl (SHOCK2 Redaktion), Jan Krumlin (Adeptus Stammtisch). Thomas Reisenegger (Future Friends Games), Moritz Mehlem (Comic & Rollenspiel Experte), Felicitas Furtenbach (SHOCK2 Kids), Fatih Olcaydu (Meister aller Klassen), Konstantinos Fotopoulos (Videogame Übersetzer), Tristan Stadler (Siren Games), Clemens Spitzer, Ben Zöchling & Nikolai Barislowitsch (SHOCK2 Redaktion), Christoph Kurl und seine beiden Söhne Paul & Felix (MGN Podcast), Andreas Zahrl (Kautzner Computer Museum), Anne-Sophie & Martin Seiler (Lausch & Plausch), Steffen Volkmer (Panini Comics, Comics & Bier), Dirk Ziegert (Mr. Retro bei SHOCK2), Martin Erasmus (Vienna Comix) sowie der Journalist und Übersetzer Roland Austinat. Neben dem großen Podcast in sechs Teilen erwarten euch in den nächsten Tagen auch ein paar exklusive SHOCKMAS-Gewinnspiele! Teil 4: Ab 27.12. Teil 5: Ab 28.12. Teil 6: Ab 30.12.

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Visa has just published its annual “Retail Spend Monitor” report on holiday shopping data. To share the positive news, we're joined by Visa's Principal U.S. Economist, Michael BrownContinuing the legacy of the late, great Jane Goodall, I sit down with the Jane Goodall Institute's Chief Scientist, Dr Lilian Pintea, on all the ways technology is sed in Jane's 6 decades of work – and going forward. This interview was recorded at AWS re:Invent in Las Vegas.Are you always running out of storage on your iPhone or Android? You're not alone. Christina Garza, Director of Consumer Product Marketing at SANDISK, talks about its affordable new Phone Drive USB-CThank you to Visa, Norton, and SANDISK for your incredible support. Get a huge discount on Norton anti-malware at norton.com/techitout

From all of us at Cloud Realities, MERRY CHRISTMAS!!!! Back in our December 2022 Christmas special, we explored the far reaches of reality, asking whether we live in a simulation and if that even matters. Now, we return to that question with fresh perspectives and new challenges…In this last Cloud Realities podcast of 2025, Dave, Esmee and Rob return to the simulation with Anders Indset, philosopher, author, and long-time friend of the show, revisiting a question that's been quietly running underneath everything we've discussed since 2022: If reality itself is information and what does that mean for being human? TLDR:00:58 – It's Christmas!08:32 – Major announcement and reflections on the Cloud Realities podcast journey15:32 – Celebrating three big wins: B2B Marketing Awards (Best Content, Best Customer Retention) and The Drum (Best Creative Audio)22:55 – Is there a next thing?23:30 – Welcoming Anders Indset, who shares his vision for practical philosophy and the future of human/AI co-evolution32:02 – Exploring the Quantum Economy and the Singularity Paradox58:10 – Deep dive into the Simulation Hypothesis, revisiting the 2022 discussion and Rob is again confused...01:27:45 – Anders enjoying Christmas in the Norwegian wilderness01:29:40 – Edit pointGuestAnders Indset: https://www.linkedin.com/in/andersindset/ or andersindset.comAdditional information: thequantumeconomy.com and tomorrowmensch.comHostsDave Chapmanger: https://www.linkedin.com/in/chapmandr/Esmee van de Gluhwein: https://www.linkedin.com/in/esmeevandegiessen/Rob Snowmananahan: https://www.linkedin.com/in/rob-kernahan/ProductionDr Mike van Der Buabbles: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapmanger: https://www.linkedin.com/in/chapmandr/ SoundBen Jingle: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Snow:  https://www.linkedin.com/in/louis-corbett-087250264/ 'Cloud Realities' is an original podcast from Capgemini

Das SHOCK2-Team wünscht allen VIPs, Lesern, Hörern & Partnern ein schönes Weihnachtsfest, einen guten Rutsch und alles Gute im neuen Jahr! Auch das Jahr 2025 lassen wir mit dem traditionellen Xmas/Silvester-Sonderpodcast ausklingen! Michael, Hanns Peter Glock & Christoph führen mit einem Überraschungsgast in diesem Jahr gemeinsam durch die Sendung rund um das Spiele-, Film-, Serien-, Gadget & Comic-Jahr 2025 in der legendären XXXL-Länge von epischen von knapp 31 Stunden! Natürlich werden auch Leserfragen beantwortet und als Gäste begrüßen wir Fabian Döhla (CD Projekt Red), Alexander Amon (Gameminds, Der Standard, Hi, Tech!), Florian Scherz (Spiele, die ich vermisse), Rene Findenig (Heute), Peter Zellinger (Der Standard, Mörderisches Österreich, Hi, Tech! ), Alexander Olma (iPhoneBlog, Bits & So), Richard Löwenstein (Journalist/Spieleentwickler), Mustafa K. Isik (Geek on Air, AWS), Daniel Dorner (SHOCK2 Redaktion), Clemens Stangl (SHOCK2 Redaktion), Jan Krumlin (Adeptus Stammtisch). Thomas Reisenegger (Future Friends Games), Moritz Mehlem (Comic & Rollenspiel Experte), Felicitas Furtenbach (SHOCK2 Kids), Fatih Olcaydu (Meister aller Klassen), Konstantinos Fotopoulos (Videogame Übersetzer), Tristan Stadler (Siren Games), Clemens Spitzer, Ben Zöchling & Nikolai Barislowitsch (SHOCK2 Redaktion), Christoph Kurl und seine beiden Söhne Paul & Felix (MGN Podcast), Andreas Zahrl (Kautzner Computer Museum), Anne-Sophie & Martin Seiler (Lausch & Plausch), Steffen Volkmer (Panini Comics, Comics & Bier), Dirk Ziegert (Mr. Retro bei SHOCK2), Martin Erasmus (Vienna Comix) sowie der Journalist und Übersetzer Roland Austinat. Neben dem großen Podcast in sechs Teilen erwarten euch in den nächsten Tagen auch ein paar exklusive SHOCKMAS-Gewinnspiele!

In deze aflevering duiken we in React2Shell, de kwetsbaarheid die recent flink wat chaos veroorzaakte op het internet. China zet vol in op uitbuiting, en Cloudflare gooide per ongeluk een deel van het internet plat in hun poging de boel te mitigeren. Daarna bespreken we een rapport van Amazon Threat Intelligence over Sandworm, de beruchte Russische hackersgroep. We leggen uit wie ze zijn, wat ze doen, en hoe ze kritieke infrastructuur op AWS aanvielen met methodieken die afwijken van waar ze normaal om bekendstaan. We sluiten af met Nederlands nieuws: TIB en CTIVD gaan samensmelten tot één organisatie. Wat betekent deze fusie voor onze cybersecurity en inlichtingendiensten? We verkennen het samen met gast Jan Jaap Oerlemans. Gerefereerde bronnen: - Cloudflare's Blog: https://blog.cloudflare.com/ - Amazon Threat Intelligence over Sandworm: https://aws.amazon.com/blogs/security/amazon-threat-intelligence-identifies-russian-cyber-threat-group-targeting-western-critical-infrastructure/ - Rechtspraak.nl: https://rechtspraak.nl/ - Fusie TIB & CTIVD: https://aivdwatch.nl/toezichthouders-aivd-en-mivd-worden-samengevoegd/ - AIVD Kerstpuzzel: https://www.aivd.nl/onderwerpen/aivd-kerstpuzzel

Kathleen Fisher and Byron Cook dive into automated reasoning and formal verification as tools for building truly secure software systems. PSA for AI builders: Interested in alignment, governance, or AI safety? Learn more about the MATS Summer 2026 Fellowship and submit your name to be notified when applications open: https://matsprogram.org/s26-tcr. They explain how formal methods can harden critical infrastructure against AI-enabled cyberattacks, and how assumptions, specifications, and proofs combine to deliver real security guarantees. The conversation explores using these techniques to train coding models, enable a “great software rewrite,” and power AWS's new automated reasoning checks for AI agents and policy compliance. Sponsors: MATS: MATS is a fully funded 12-week research program pairing rising talent with top mentors in AI alignment, interpretability, security, and governance. Apply for the next cohort at https://matsprogram.org/s26-tcr Tasklet: Tasklet is an AI agent that automates your work 24/7; just describe what you want in plain English and it gets the job done. Try it for free and use code COGREV for 50% off your first month at https://tasklet.ai Agents of Scale: Agents of Scale is a podcast from Zapier CEO Wade Foster, featuring conversations with C-suite leaders who are leading AI transformation. Subscribe to the show wherever you get your podcasts Shopify: Shopify powers millions of businesses worldwide, handling 10% of U.S. e-commerce. With hundreds of templates, AI tools for product descriptions, and seamless marketing campaign creation, it's like having a design studio and marketing team in one. Start your $1/month trial today at https://shopify.com/cognitive CHAPTERS: (00:00) About the Episode (04:52) AI Reshapes Cybersecurity (10:16) Formal Methods Foundations (17:46) Security Properties Assumptions (Part 1) (21:27) Sponsors: MATS | Tasklet (24:27) Security Properties Assumptions (Part 2) (28:31) Helicopter Formal Verification (38:15) Proof Confidence And AWS (Part 1) (41:52) Sponsors: Agents of Scale | Shopify (44:40) Proof Confidence And AWS (Part 2) (50:33) Automated Reasoning For Policies (01:04:39) Generative AI Meets Verification (01:19:42) Securing Future AI Systems (01:31:19) Agentic Guardrails And Governance (01:40:44) Outro PRODUCED BY: https://aipodcast.ing SOCIAL LINKS: Website: https://www.cognitiverevolution.ai Twitter (Podcast): https://x.com/cogrev_podcast Twitter (Nathan): https://x.com/labenz LinkedIn: https://linkedin.com/in/nathanlabenz/ Youtube: https://youtube.com/@CognitiveRevolutionPodcast Apple: https://podcasts.apple.com/de/podcast/the-cognitive-revolution-ai-builders-researchers-and/id1669813431 Spotify: https://open.spotify.com/show/6yHyok3M3BjqzR0VB5MSyk

In this episode of 2B Bolder, I sit down with Sandy Carter, Chief Business Officer at Unstoppable Domains, former AWS and IBM executive, Forbes contributor, and author of AI First, Human Always.We talk about what it really means to take smart risks, build influence through visibility, and lead in fast-moving spaces like AI and Web3, even when you don't feel 100 percent “ready.”Sandy shares pivotal career moments, including a $5 billion bet that didn't seem obvious at the time, and the lessons she learned about arriving early, staying late, and taking ownership before permission is granted. We reframe visibility, not as self-promotion, but as credibility, narrative control, and leadership when the stakes are high.We also dig deep into what an AI-first, human-always mindset actually looks like in practice. Sandy explains why AI should start with business outcomes, not tools, and how leaders can redesign workflows, decisions, and customer experiences with AI as the lever, while keeping human judgment firmly in control. From pressure-testing arguments to accelerating research, we talk about where AI adds leverage and where humans must always own voice, values, and accountability.This conversation gets refreshingly real. Sandy shares stories about AI agents quietly changing their own limits, robots learning the wrong behaviors by watching humans, and why simple guardrails, human-in-the-loop oversight, logging, and escalation paths matter more than flashy demos. We also explore why building your own agents, not just relying on ChatGPT, is becoming essential for leaders who want real control and resilience.Finally, Sandy walks through the origin of Unstoppable Women of Web3 and AI and the powerful three-part formula behind it: education, tribe, and recognition, a model that has trained tens of thousands of women and dismantled the tired excuse of “we can't find qualified women.”If you're a senior leader navigating responsible innovation, or a rising builder wondering if now is the moment to step forward, this episode offers a clear message: lead while you learn, act before consensus, and put guardrails in place so innovation compounds instead of derails.If this conversation resonated, share it with someone who needs a nudge to be bolder, and leave a review telling me the bold move you're committing to this week.Resources: Sandy's Profile linkedin.com/in/sandyacarterBooksBySandy.comsocialmediasandy.wordpress.com/ 

Mojtaba Sarooghi, a Distinguished Product Architect at Queue-it, speaks with host Jeremy Jung about virtual waiting rooms for high-traffic events such as concerts and limited-quantity product releases. They explore using a virtual queue to prevent overloading systems, how most traffic is from bots, using edge workers to reduce requests to the customer's origin servers, and strategies for detecting bots in cooperation with vendors. Mojtaba discusses using AWS services like Elastic Load Balancing, DynamoDB, and Simple Notification Service, and explains why DynamoDB's eventual consistency is a good fit for their domain. To explain the approach, he walks us through how his team resolved an incident in which a traffic spike overloaded their services. Brought to you by IEEE Computer Society and IEEE Software magazine.

Imagine your work day starting off like any other only to find you've been laid off. What would you do next? Dave Stevens lived this reality a couple of years ago and joins us this week in episode 354 to share the lessons from that experience. We'll take you through how Dave processed the news of being laid off, the warning signs he missed, when he knew it was time to begin searching for a new role, how he thought about what to do next, and the critical importance of his personal and professional network throughout this process. Regardless of your age or the size of your professional network, Dave shares actionable suggestions for building professional connections that we all may be overlooking. Original Recording Date: 10-28-2025 Topics – Background and the Impact of a Layoff Event, Initial Forward Progress and Reliance on a Professional Network, Skills Gaps and Unexpected Positives, Elements of the Personal and Professional Network, Reaching Closure and Reflecting Back on the Lessons 2:27 – Background and the Impact of a Layoff Event Dave Stevens is a Field Solutions Architect at Pure Storage. In this role, Dave is a technical overlay for pre-sales technical personnel at Pure across North America. This is the role Dave took after he was impacted by a layoff. What was Dave's role before he was impacted by a layoff event? For context, the layoff event we discuss in this episode took place around 2.5 years before this recording. Dave was classified as a systems engineer or pre-sales technical resource at his employer supporting multiple account reps. It was more of a solutions architect type of role, and Dave highlights his entry into this organization and role was via acquisition. Was there an element of technical marketing to the role? Nick mentions that Dave often had to attend trade shows in this role. Dave had a virtualization background and went to a lot of events to discuss how his company's products integrated with those different technology ecosystems. The day Dave was laid off started as a normal day at his home office. His boss was based in Europe, so most 1-1 calls were usually late in the day his boss's time (early afternoon for Dave). A meeting popped up that was earlier than usual, but Dave didn't think anything of it. Right after Dave joined the remote session for the meeting, someone from HR joined followed by Dave's boss. Dave wasn't quite sure what to expect and didn't know what was happening. He didn't know if it was a layoff coming or some other kind of situation happening at his company. When Dave was laid off, they told him it was not for performance reasons, but there weren't really any other details provided on why he was being laid off. “So, at that point it was just like, ‘what do I do?'” – Dave Stevens, on receiving layoff news After receiving the news, Dave's access to company systems like e-mail was quickly cut off. He went downstairs and spent the rest of his day relaxing. Dave did not want to talk about what happened any further that first day. Did Dave struggle with separating his identity from his employer or the job he held at all when this happened? Dave says he did, at least a little bit. Dave wanted to be successful in whatever role he found himself, and the reason he was in the systems engineering role at the time of the layoff event is a result of his drive to be successful in the years leading up to that role. “I also wanted to make sure that…the people that I worked with that I enjoyed working with. If I didn't enjoy working with them, then there was no reason to continue staying there. So that's part of my identity on how I interact with work.” – Dave Stevens In the early days of Twitter (now X), Dave defined an identity there. He also created a personal blog. Dave says his identity was often tied to where he worked. “Once this all happened, I just kind of cut that off. And I needed some time to really digest what I just went through that day.” – Dave Stevens Is there something Dave wishes people had done for him when this first happened? Dave says he wishes he would have listened to his wife. Before experiencing the layoff event, a number of colleagues who had entered the company through acquisition like Dave were either leaving or had been laid off (including his boss being laid off). At the time, Dave didn't think much about these events. Dave's wife had encouraged him to look for other jobs before the layoff happened, and he feels he should have listened. “It's much easier finding a job when you have a job. There's not as much pressure on you. You can take your time and really find the job that you want. That's the one thing that kind of took me by surprise….” – Dave Stevens Did Dave's wife also point him in a direction or provide feedback on the type of work he should pursue? We've spoken to previous guests who had spouses that provided insight into the type of work that made them happy. Dave feels like there has been an element of this in place since he and his wife got married. When Dave got a job opportunity to relocate to the New Hampshire area, his wife had some interesting feedback. “It's great that you're going to make more than you're making at the job you are currently, but I don't want you to take a job just because of money. I want you to take a job because it's something you're interested in doing and you're going to be happy at. So, I've always kept that in the back of my mind every time I go and look for a job….” – Dave Stevens, quoting his wife's advice Dave considered this same advice when pursuing his current role at Pure. Because he enjoyed meeting and speaking with people during the interview process, the decision to accept the role was easy. Liking the people he would be working with was more important than a pay increase. 10:53 – Initial Forward Progress and Reliance on a Professional Network How long did Dave need to process before taking the first actions toward a new role? For the first 3 weeks or so, Dave relaxed a little bit. There were a number of projects at home that he needed to do and some that he wanted to do. Working on the projects helped take his mind off what had happened. Dave mentions he was given a severance for about 3 months and wanted to find a new role within that time period if possible. But if he could not find something in that time period, it would not be the end of the world. Dave tells us it was easier to find work when he was laid off than it is currently. Close to the time of this recording, AWS announced job cuts for up to 30,000 people. He made the conscious decision after those first few weeks to spend the first part of the day searching for new jobs and then continued working on different projects in the afternoons. How did Dave know who to reach out to first? Nick argues that most of us likely don't have a list of who we would call if something like this happened. When Dave came to the New England area, he started working for Dell in tech marketing. Through his work, Dave built a tight bond with many of his co-workers. Dave remembers sending a text message to many of his former co-workers (none of which were still at Dell) asking if they knew of any open opportunities. Dave wanted to understand what former colleagues were working on now and what the culture of their company was like. He started by seeking out people he already enjoyed working with and analyzed whether it made sense to go and work with them again. Was Dave open to different types of roles in his job search, or did that not matter? It had to be interesting work and involve people he wanted to work with or enjoyed working with. Dave says as long as it was something in the tech field, it didn't matter too much. Dave began his career in systems administration and tech support and had experience in the storage industry, with backups, and with Active Directory to name a few areas. He had also done technical marketing and was open to returning to it. Dave also looked at pre-sales systems engineering or solution architect roles. What about taking roles that moved him deeper into a business unit like product management? Dave says product management is interesting work, but depending on the company, the work may not always have the technical aspects he likes. Many of the product managers at Pure are quite technical, but most of the product management roles he observed at other companies were not as technical as he would like. “It just didn't interest me. It wasn't technical enough in nature for me.” – Dave Stevens, on moving into product management It sounds like Dave had done a good job of keeping in touch with people in his professional network over time. “I have always made sure to have a small group of folks that I can just reach out to at any time and…chat about anything…. I've always made sure to have that…. I didn't talk to them all the time, but we all interacted in some way, shape, or form whether it was an e-mail or text messaging…even some stuff on LinkedIn. We all kind of kept in touch…. I had people that I could fall back on and reach out to and get advice from if I needed to. This is the time where I really needed some advice on where to go to next.” – Dave Stevens Dave says he was lucky enough to find a new job before the end of his 3 months of severance pay. Dave's wife commented that she wasn't too worried about him. She knew he had a strong professional network. Did anyone in Dave's professional network ask him what he wanted to do next, or did they just start making recommendations based on what they knew about him? Dave says it was a little bit of both. Some people pointed Dave to specific open roles in the same group where they worked (still in tech, of course), while others directed him to the company job site and offered to act as a referral for him. Dave tells us he's very willing to give others a referral. “I want to make sure that people that I know and I like to work with come to work with me.” – Dave Stevens Dave says he also turned on the Open to Work banner on LinkedIn. While this did result in many recruiters reaching out to Dave, many of the opportunities they contacted him about were not interesting. Dave is hearing from many in our industry that bots are reaching out to people and trying to take advantage of them. His advice is that we need to be guarded in our interactions on LinkedIn as a result to avoid scams. 19:10 – Skills Gaps and Unexpected Positives What kinds of skills gaps did Dave see when seeking new opportunities? For context, this was roughly 2.5 years ago. Dave says at that time, AI wasn't as helpful as it is today and was not something that was interesting to him. Dave tells us he uses AI heavily today compared to back then. Dave felt confident in the knowledge and skillset he had built through years of industry experience. Ideally, he would land a new role that overlapped those areas, but if a new role required coming up to speed quickly, he would do what was needed. Dave started looking at public cloud and certifications related to Azure and AWS. “Although it was interesting, it wasn't really what I wanted to do.” – Dave Stevens, on public cloud technologies compared to the technologies with which he was familiar What were some of the unexpected positive outcomes of getting laid off even though it was difficult in the beginning? One positive, according to Dave, is the amount of people in his network he was able to reach out to on LinkedIn. So many people were open to helping. The only negative Dave thinks is maybe not acting quickly enough in starting his job search. “It's really about building not only your personal network but your professional network. And my professional network really came to my rescue and helped me understand that…it's not the end of the world. You're going to make it. You're going to do fine. But let me know if there's any way that I can help you in that journey that you're on right now.” – Dave Stevens Were there any things Dave and his wife had done (conscious or unconscious) to prepare for the layoff event based on market trends? Dave says his wife is very good at managing their home budget, and since they got married, they intentionally build a financial nest egg they could lean on in the event Dave was out of a job. 22:27 – Elements of the Personal and Professional Network What are some of the things Dave is even more intentional about now with his professional network than he was in the past? Dave received some great advice from a co-worker to reach out to one person in his professional network each week. Many times, Dave will do this on LinkedIn or even via text if he has the person's number. “Keep that personal connection going. As much as AI is taking over, as much as we do a lot of things on Zoom, I've learned over my years of working in the industry that there's nothing better than the face-to-face interaction…. It's so much more fun and relaxing to just get out of the office or home office…and just sit down with people and keep that personal connection going.” – Dave Stevens Dave mentions he likes to get together with co-workers in the area every now and then, even if they have the same conversation in person that they would have had on Zoom. It's different and more relaxing. How can younger listeners who may be trying to break into the industry build a professional network when they might not have a deep contact list or large network like someone in the industry for a long time? Nick and Dave talked about this before hitting record and thought it could be helpful to share during our discussion. Dave has a newfound perspective on this from being around his nephews and nieces. The job market is very different today than when Dave first began his career. “Nowadays, resumes just go into a black hole, and you don't necessarily know if you're still in the mix for a current job.” – Dave Stevens Dave has encouraged his nephews and nieces to leverage their personal network to build a professional network. He may know someone who knows someone in the field they want to pursue, for example. “There's no shame or harm in utilizing all your resources…. Utilize your personal network because you don't have the professional network built up yet to help you get that foot in the door.” – Dave Stevens Young people could even use their parents as a way to broaden their own network. It's an opportunity to get introduced to others. Dave uses the example of a chance meeting at a concert that could result in a new connection for someone. Nick would encourage younger listeners to get out to in-person meetup groups on any interesting topic. Go ask people what they are learning, why they work where they work, how they got there, and see if they have advice for you. Dave agrees and has leveraged both local professional groups and meetup groups in the New Hampshire area to meet new people. This is expanding your local professional network as Dave calls it (not to be confused with your global professional network) and is a great thing to do when you move to a new place. You never know when a conversation at a local meetup might help you get a warm lead on a job that will be posted soon. Did the layoff come up in interviews at all? How did Dave handle that? Dave says some people brought it up. In other cases, he brought it up in conversation, wanting people to know he was not let go for doing something wrong. 28:22 – Reaching Closure and Reflecting Back on the Lessons How did Dave know he had reached closure on the layoff situation? Dave thinks he was motivated to take action toward finding a job due to a fear of boredom. He had been working on various projects but knew he would run out of them at some point. Dave had enough time to adjust to not having a job, and he was ready to begin doing some kind of work again. “I didn't want to get bored. I hate being bored. I hate being bored at work. I hate being bored in general. That's really what the impetus was for me to go out and start looking…that fear of relaxing for too long and being bored.” – Dave Stevens At this point Dave reached further into his professional network beyond that first group of friends and former colleagues he mentioned earlier. Does taking action in a direction mean we're ready to move on from what happened? Is it when we have to discuss what happened in an interview, or is it something else? How do we measure this? Dave says it was easier to accept and felt mostly behind him when he was actively looking for a new position. He knew only he could take the actions to move forward. The feeling of what happened before went completely away when Dave accepted a new job at Pure. Dave feels he was very lucky to find a role. Lining up multiple interviews gave Dave momentum and a feeling of positivity. “I feel that people understand that I have the skills for these jobs. Otherwise, I wouldn't have gotten 5 job interviews as quickly after I really started taking action to look for a job. So, I got lucky.” – Dave Stevens If Dave had to do it all again, what would he do differently? Dave feels he has about 10 more years left working in the tech industry. For now, Dave enjoys the job he has, wants to excel doing it, and wants to continue growing. Dave currently works for the best boss he's had to date. “He not only pushes me, but he pushes our entire team to just get better….” – Dave Stevens, on his current manager Dave tells us he does not want to be a people manager or a product manager. “I want to continue to excel and expand my depth of knowledge across the virtualization industry and the storage industry.” – Dave Stevens The work at Pure is very interesting to Dave, which is also motivating him to continue learning and excelling. Part of this is using more AI-focused tooling as it becomes available to use. What does Dave think the role of AI tools is in helping with one's job search? There are a number of tools out there we can leverage to analyze our resume. Dave suggests keeping track of which tool we've used to analyze our resume because that could be used to train a model. In addition to this, use AI to research companies. Use them to help you understand what companies are like and what their culture is like. Many people in a sales role within Pure, for example, use an AI tool of some kind to learn more about their customers. Nick reiterates the nuances of acquisitions. Dave worked for a company that was acquired by another company. Over time there was a pattern of people from the company which was acquired being laid off. Perhaps this is a sign we should watch for and prepare. Dave says we need to be looking at and listening for the signs coming toward us. He listens to his wife more intently when she makes a suggestion. Dave continues to check in with people in his professional network and offers advice when they need it. Dave would encourage all of us to use our personal and professional network if we end up in the situation he was in (experiencing a layoff). “Not everybody is going to be able to help you or is willing to reach out and help you, but when someone does…don't just brush it aside as they want something out of this. They probably genuinely want to help you. So, take advantage….” – Dave Stevens If you want to follow up with Dave on this conversation, Connect with Dave on LinkedIn Check out Dave's blog site Mentioned in the Outro The three week period Dave took to work on projects may have been what gave him the clarity on the type of work he did and did not want to do once he began his search. Dave mentions getting some great advice from his wife and her emphasis on him pursuing roles that would make him happy and be enjoyable work. This echoes something similar to what Brad Christian shared in Episode 264 – Back to Basics: Technology Bets and Industry Relationships with Brad Christian (2/2) when it came to choosing what to do next after a layoff. If you enjoyed this format and want to hear other stories of people recounting their layoff experience, check out these episodes featuring Jason Gass. He talks about the lost art of supporting others in episode 343, which aligns very well with Dave's advice on building our personal and professional network. Episode 342 – Planting Seeds: Networking and Maneuvering Unexpected Job Loss with Jason Gass (1/2) Episode 343 – The Lost Art: Marketplace Heartbeat and Finding Closure after a Layoff with Jason Gass (2/2) Contact the Hosts The hosts of Nerd Journey are John White and Nick Korte. E-mail: nerdjourneypodcast@gmail.com DM us on Twitter/X @NerdJourney Connect with John on LinkedIn or DM him on Twitter/X @vJourneyman Connect with Nick on LinkedIn or DM him on Twitter/X @NetworkNerd_ Leave a Comment on Your Favorite Episode on YouTube If you've been impacted by a layoff or need advice, check out our Layoff Resources Page. If uncertainty is getting to you, check out or Career Uncertainty Action Guide with a checklist of actions to take control during uncertain periods and AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed.

This year's AWS re:Inforce conference was larger and fueled by greater agentic capabilities. Part of the 451 Research team that was at the conference, Henry Baltazar, Scott Crawford, William Fellows and Melanie Posey, join host Eric Hanselman to explore the announcements and progress that's been made in expanding agentic capabilities and much more. As an incumbent infrastructure provider, AWS is looking to the top of the infrastructure stack to secure their advantage. A suite of developer tools, including the Kiro IDE, are looking to make the creation and operation of agents simpler. There was progress in FinOps, with greater cost transparency and support for partner opportunities in helping customers manage their cloud spend.   There was also a more enthusiastic embrace of multicloud environments, with the introduction of AWS Interconnect, a service that provides easy and scalable interconnection with other cloud providers, with Google being the first and Microsoft Azure said to be in the works. 451 Research's Voice of the Enterprise (VotE) data shows dramatic increases in data migration volumes, making interconnection performance more critical. With the holidays in full swing, how many Mariah Carey song title references can you spot in this episode?   More S&P Global Content: Next in Tech episode 236: Data Migration Next in Tech episode 222:  FinOps AI for security: Agentic AI will be a focus for security operations in 2025   For S&P Global subscribers: 2026 Trends in Applied Infrastructure & DevOps Data Insight: SKU removals run out of steam — hyperscale SKU changes for November 2025 AWS' agentic strategy comes into focus with AgentCore platform and pre-built agents Cloud spending expansion on tap for 2026 despite bleak macroeconomic outlook – Highlights from VotE…   Credits: Host/Author: Eric Hanselman  Guests: Henry Baltazar, Scott Crawford, William Fellows, Melanie Posey Producer/Editor: Feranmi Adeoshun Published With Assistance From: Sophie Carr, Kyra Smith

Join us for the final episode of 2025 as Mark Tinderholt (Principal Software Engineer at Microsoft Azure, HashiCorp Ambassador, and author of "Mastering Terraform") teaches us Infrastructure as Code through Minecraft! If you've ever wanted to learn Terraform in a fun, visual way, this is the episode for you. Mark demonstrates how to use the Minecraft Terraform provider to build infrastructure in-game, making complex IaC concepts tangible and engaging. You'll see live demos of provisioning Minecraft resources, managing dependencies, handling state, and even importing existing structures into Terraform. This unique approach transforms abstract infrastructure concepts into something you can literally see and interact with—perfect for visual learners, educators, or anyone looking to make IaC training more engaging. Whether you're teaching your team Terraform or just want a creative way to understand infrastructure patterns, this episode shows you how gaming and cloud engineering can come together. Subscribe to vBrownBag for weekly tech education! ⸻ Timestamps 0:00 Welcome & Technical Difficulties 1:27 Last Episode of 2025! 4:41 Planning for 2026 5:37 Mark Tinderholt Joins 6:14 Introduction to Minecraft + Terraform 8:52 Why Use Minecraft for Teaching IaC? 12:35 Getting Started: Requirements & Setup 16:47 The Minecraft Terraform Provider 20:18 First Demo: Provisioning Basic Blocks 28:32 Managing State in Minecraft 35:41 Working with Dependencies 42:16 Advanced Patterns: For_each & Count 48:55 Importing Existing Structures 55:23 Real-World Applications & Teaching 1:00:17 Q&A: Provider Limitations & Features 1:05:24 Minecraft Level Building Tools Discussion 1:09:05 Final Giveaway & Wrap-Up How to find Mark: https://www.linkedin.com/in/marktinderholt/ Links from the show: Marks repos: https://github.com/markti?tab=repositories Marks book: https://amzn.to/3N1rnuJ Mark's Ignite talk: https://ignite.microsoft.com/en-US/sessions/7fa5095f-9f65-46e3-9f82-9af6603ea903

Das SHOCK2-Team wünscht allen VIPs, Lesern, Hörern & Partnern ein schönes Weihnachtsfest, einen guten Rutsch und alles Gute im neuen Jahr! Auch das Jahr 2025 lassen wir mit dem traditionellen Xmas/Silvester-Sonderpodcast ausklingen! Michael, Hanns Peter Glock & Christoph führen mit einem Überraschungsgast in diesem Jahr gemeinsam durch die Sendung rund um das Spiele-, Film-, Serien-, Gadget & Comic-Jahr 2025 in der legendären XXXL-Länge von epischen von knapp 31 Stunden! Natürlich werden auch Leserfragen beantwortet und als Gäste begrüßen wir Fabian Döhla (CD Projekt Red), Alexander Amon (Gameminds, Der Standard, Hi, Tech!), Florian Scherz (Spiele, die ich vermisse), Rene Findenig (Heute), Peter Zellinger (Der Standard, Mörderisches Österreich, Hi, Tech! ), Alexander Olma (iPhoneBlog, Bits & So), Richard Löwenstein (Journalist/Spieleentwickler), Mustafa K. Isik (Geek on Air, AWS), Daniel Dorner (SHOCK2 Redaktion), Clemens Stangl (SHOCK2 Redaktion), Jan Krumlin (Adeptus Stammtisch). Thomas Reisenegger (Future Friends Games), Moritz Mehlem (Comic & Rollenspiel Experte), Felicitas Furtenbach (SHOCK2 Kids), Fatih Olcaydu (Meister aller Klassen), Konstantinos Fotopoulos (Videogame Übersetzer), Tristan Stadler (Siren Games), Clemens Spitzer, Ben Zöchling & Nikolai Barislowitsch (SHOCK2 Redaktion), Christoph Kurl und seine beiden Söhne Paul & Felix (MGN Podcast), Andreas Zahrl (Kautzner Computer Museum), Anne-Sophie & Martin Seiler (Lausch & Plausch), Steffen Volkmer (Panini Comics, Comics & Bier), Dirk Ziegert (Mr. Retro bei SHOCK2), Martin Erasmus (Vienna Comix) sowie der Journalist und Übersetzer Roland Austinat. Neben dem großen Podcast in sechs Teilen erwarten euch in den nächsten Tagen auch ein paar exklusive SHOCKMAS-Gewinnspiele! Teil 2: Ab 25.12. Teil 3: Ab 26.12. Teil 4: Ab 27.12. Teil 5: Ab 28.12. Teil 6: Ab 30.12.

Et si votre navigateur web devenait, lui aussi, un labo d'IA générative ?Dans cet épisode enregistré en marge de la conférence API Days Paris, Yassine Benabbas (Worldline) explique à Sébastien comment faire tourner de la vision par ordinateur, du chat multilingue ou encore Gemini Nano directement côté client, avec OpenCV, Transformers.js ou les nouvelles API Web AI.Un échange qui donnera peut‑être envie de tester l'inférence IA… dans un simple onglet de navigateur.Une rencontre signée Sébastien Stormacq que vous retrouverez également dans le podcast AWS en français.

What does it really mean to keep humans at the center of AI when agentic systems are accelerating faster than most organizations can govern them? At AWS re:Invent, I sat down with Michael Bachman from Boomi for a wide-ranging conversation that cut through the hype and focused on the harder questions many leaders are quietly asking. Michael leads technical and market research at Boomi, spending his time looking five to ten years ahead and translating future signals into decisions companies need to make today. That long view shaped a thoughtful discussion on human-centric AI, trust versus autonomy, and why governance can no longer be treated as an afterthought. As businesses rush toward agentic AI, swarms of autonomous systems, and large-scale automation, Michael shared why this moment makes him both optimistic and cautious. He explained why security, legal, and governance teams must be involved early, not retrofitted later, and why observability and sovereignty will become non-negotiable as agents move from experimentation into production. With tens of thousands of agents already deployed through Boomi, the stakes are rising quickly, and organizations that ignore guardrails today may struggle to regain control tomorrow. We also explored one of the biggest paradoxes of the AI era. The more capable these systems become, the more important human judgment and critical thinking are. Michael unpacked what it means to stay in the loop or on the loop, how trust in agentic systems should scale gradually, and why replacing human workers outright is often a short-term mindset that creates long-term risk. Instead, he argued that the real opportunity lies in amplifying human capability, enabling smaller teams to achieve outcomes that were previously out of reach. Looking further ahead, the conversation turned to the limits of large language models, the likelihood of an AI research reset, and why future breakthroughs may come from hybrid approaches that combine probabilistic models, symbolic reasoning, and new hardware architectures. Michael also reflected on how AI is changing how we search, learn, and think, and why fact-checking, creativity, and cognitive discipline matter more than ever as AI assistants become embedded in daily life. This episode offers a grounded, future-facing perspective on where AI is heading, why integration platforms are becoming connective tissue for modern systems, and how leaders can approach the next few years with both ambition and responsibility.  Useful Links Learn More About Boomi Connect with Michael Bachman Algorithms to Live By: The Computer Science of Human Decisions Tech Talks Daily is sponsored by Denodo

Xmas Special: Software Industry Transformation - Why Software Development Must Mature Welcome to the 2025 Xmas special - a five-episode deep dive into how software as an industry needs to transform. In this opening episode, we explore the fundamental disconnect between how we manage software and what software actually is. From small businesses to global infrastructure, software has become the backbone of modern society, yet we continue to manage it with tools designed for building ships in the 1800s. This episode sets the stage for understanding why software development must evolve into a mature discipline. Software Runs Everything Now "Without any single piece, I couldn't operate - and I'm tiny. Scale this reality up: software isn't just in tech companies anymore." Even the smallest businesses today run entirely on software infrastructure. A small consulting and media business depends on WordPress for websites, Kajabi for courses, Stripe for payments, Quaderno for accounting, plus email, calendar, CRM systems, and AI assistants for content creation. The challenge? We're managing this critical infrastructure with tools designed for building physical structures with fixed requirements - an approach that fundamentally misunderstands what software is and how it evolves. This disconnect has to change. The Oscillation Between Technology and Process "AI amplifies our ability to create software, but doesn't solve the fundamental process problems of maintaining, evolving, and enhancing that software over its lifetime." Software improvement follows a predictable pattern: technology leaps forward, then processes must adapt to manage the new complexity. In the 1960s-70s, we moved from machine code to COBOL and Fortran, which was revolutionary but led to the "software crisis" when we couldn't manage the resulting complexity. This eventually drove us toward structured programming and object-oriented programming as process responses, which, in turn, resulted in technology changes! Today, AI tools like GitHub Copilot, ChatGPT, and Claude make writing code absurdly easy - but writing code was never the hard part. Robert Glass documents in "Facts and Fallacies of Software Engineering" that maintenance typically consumes between 40 and 80 percent of software costs, making "maintenance" probably the most important life cycle phase. We're overdue for a process evolution that addresses the real challenge: maintaining, evolving, and enhancing software over its lifetime. Software Creates An Expanding Possibility Space "If they'd treated it like a construction project ('ship v1.0 and we're done'), it would never have reached that value." Traditional project management assumes fixed scope, known solutions, and a definable "done" state. The Sydney Opera House exemplifies this: designed in 1957, completed in 1973, ten times over budget, with the architect resigning - but once built, it stands with "minimal" (compared to initial cost) maintenance. Software operates fundamentally differently. Slack started as an internal tool for a failed gaming company called Glitch in 2013. When the game failed, they noticed their communication tool was special and pivoted entirely. After launching in 2014, Slack continuously evolved based on user feedback: adding threads in 2017, calls in 2016, workflow builder in 2019, and Canvas in 2023. Each addition changed what was possible in organizational communication. In 2021, Salesforce acquired Slack for $27.7 billion precisely because it kept evolving with user needs. The key difference is that software creates possibility space that didn't exist before, and that space keeps expanding through continuous evolution. Software Is Societal Infrastructure "This wasn't a cyber attack - it was a software update gone wrong." Software has become essential societal infrastructure, not optional and not just for tech companies. In July 2024, a faulty software update from cybersecurity firm CrowdStrike crashed 8.5 million Windows computers globally. Airlines grounded flights, hospitals canceled surgeries, banks couldn't process transactions, and 911 services went down. The global cost exceeded $10 billion. This wasn't an attack - it was a routine update that failed catastrophically. AWS outages in 2021 and 2023 took down major portions of the internet, stopping Netflix, Disney+, Robinhood, and Ring doorbells from working. CloudFlare outages similarly cascaded across daily-use services. When software fails, society fails. We cannot keep managing something this critical with tools designed for building physical things with fixed requirements. Project management was brilliant for its era, but that era isn't this one. The Path Ahead: Four Critical Challenges "The software industry doesn't just need better tools - it needs to become a mature discipline." This five-episode series will address how we mature as an industry by facing four critical challenges: Episode 2: The Project Management Trap - Why we think in terms of projects, dates, scope, and "done" when software is never done, and how this mindset prevents us from treating software as a living capability Episode 3: What's Already Working - The better approaches we've already discovered, including iterative delivery, feedback loops, and continuous improvement, with real examples of companies doing this well Episode 4: The Organizational Immune System - Why better approaches aren't universal, how organizations unconsciously resist what would help them, and the hidden forces preventing adoption Episode 5: Software-Native Organizations - What it means to truly be a software-native organization, transforming how the business thinks, not just using agile on teams Software is too important to our society to keep getting it wrong. We have much of the knowledge we need - the challenge is adoption and evolution. Over the next four episodes, we'll build this case together, starting with understanding why we keep falling into the same trap. References For Further Reading Glass, Robert L. "Facts and Fallacies of Software Engineering" - Fact 41, page 115  CrowdStrike incident: https://en.wikipedia.org/wiki/2024_CrowdStrike_incident  AWS outages: 2021 (Dec 7), 2023 (June 13),  and November 2025 incidents  CloudFlare outages: 2022 (June 21), and November 2025 major incident  Slack history and Salesforce acquisition: https://en.wikipedia.org/wiki/Slack_(software)  Sydney Opera House: https://en.wikipedia.org/wiki/Sydney_Opera_House About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.

AWS Morning Brief for the week of December 22, 2025, with Corey Quinn. Links:Automate java performance troubleshooting with AI-Powered thread dump analysis on Amazon ECS and EKSAmazon Threat Intelligence identifies Russian cyber threat group targeting Western critical infrastructureOptimize WordPress performance on Amazon EKS with Amazon FSx for OpenZFSAWS reduces publishing time for Carbon Footprint Data to 21 days or LessAWS Payment Cryptography reduces API pricing by up to 63% and introduces tiered key pricingKey Commitment Issues in S3 Encryption ClientsCoursera and AWS survey reveals how technology leaders navigate cloud and AI transformationAutomated extraction of compressed files on Amazon S3 using AWS Batch and Amazon ECSCryptomining campaign targeting Amazon EC2 and Amazon ECS

What does responsible AI really look like when it moves beyond policy papers and starts shaping who gets to build, create, and lead in the next phase of the digital economy? In this conversation recorded during AWS re:Invent, I'm joined by Diya Wynn, Principal for Responsible AI and Global AI Public Policy at Amazon Web Services. With more than 25 years of experience spanning the internet, e-commerce, mobile, cloud, and artificial intelligence, Diya brings a grounded and deeply human perspective to a topic that is often reduced to technical debates or regulatory headlines. Our discussion centers on trust as the real foundation for AI adoption. Diya explains why responsible AI is not about slowing innovation, but about making sure innovation reaches more people in meaningful ways. We talk about how standards and legislation can shape better outcomes when they are informed by real-world capabilities, and why education and skills development will matter just as much as model performance in the years ahead. We also explore how generative AI is changing access for underrepresented founders and creators. Drawing on examples from AWS programs, including work with accelerators, community organizations, and educational partners, Diya shares how tools like Amazon Bedrock and Amazon Q are lowering technical barriers so ideas can move faster from concept to execution. The conversation touches on why access without trust falls short, and why transparency, fairness, and diverse perspectives have to be part of how AI systems are designed and deployed. There's an honest look at the tension many leaders feel right now. AI promises efficiency and scale, but it also raises valid concerns around bias, accountability, and long-term impact. Diya doesn't shy away from those concerns. Instead, she explains how responsible AI practices inside AWS aim to address them through testing, documentation, and people-centered design, while still giving organizations the confidence to move forward. This episode is as much about the future of work and opportunity as it is about technology. It asks who gets to participate, who gets to benefit, and how today's decisions will shape tomorrow's innovation economy. As generative AI becomes part of everyday business life, how do we make sure responsibility, access, and trust grow alongside it, and what role do we each play in shaping that future? Useful Links Connect With Diya Wynn AWS Responsible AI Tech Talks Daily is sponsored by Denodo

If an AGI falls in the woods and nobody can define it, did it actually fall? This week we make an exact prediction of when AGI will happen, and the 10 ways it will immediately change the world. SHOW: 986SHOW TRANSCRIPT: The Cloudcast #986 TranscriptSHOW VIDEO: https://youtube.com/@TheCloudcastNET CLOUD NEWS OF THE WEEK: http://bit.ly/cloudcast-cnotwCHECK OUT OUR NEW PODCAST: "CLOUDCAST BASICS"SHOW NOTESPlanning for AGI and Beyond (OpenAI) Machines of Loving Grace (Anthropic)Microsoft and Google has different visions/opinions on AGIAmazon reorganizes around new AGI team reporting to Andy JassyMistral CEO says that AGI is a marketing move AGI is defined by an independent committee in new Microsoft and OpenAI agreementWhy does being first to AGI matter?Bret Taylor on the current status of AGI (Acquired/AC2 podcast, 2025)WHAT DOES REACHING AGI PROVIDE FOR HUMANITY (or ANYTHING)?Y2K bug, 2038 Bug (techies are good at dates when things need to be patched)The % of people with Internet accessThe % of people with a smartphoneThe % of people with a certain level of education (basic or advanced)How much smarter is humanity than 10yrs ago? 20yrs ago? How much smarter could existing humanity be at any given time? Nobody has a consistent or measurable definition of AGIWhat are the Top 10 problems of humanity that need to be solved? (direct or indirect)Does reaching AGI enable certain government or corporate actions to start happening that couldn't happen now? FEEDBACK?Email: show at the cloudcast dot netTwitter/X: @cloudcastpodBlueSky: @cloudcastpod.bsky.socialInstagram: @cloudcastpodTikTok: @cloudcastpod

Straight from re:Invent 2025, technology leaders from C3 AI, nCino, New Relic and Vercel reveal learnings, best practices and predictions for the future of Agentic AI.Topics Include:Four technology executives introduce their companies' AI innovations in fintech, cloud, enterprise software, and observability.Vercel built agents for code reviews, infrastructure optimization, and across finance, sales, and support functions.C3.ai deploys enterprise AI applications from scratch to production in six months for Fortune 500s.New Relic provides observability for AI systems and built agents that resolve infrastructure issues in real-time.Vercel's agents improve code quality by incorporating security and framework best practices into AI-generated output.C3.ai partnered with Department of Defense to autonomously produce mission-critical intelligence assessment reports from data.Industry shifted from copilots everywhere to agents that actually own outcomes and land the plane.New Relic moved beyond natural language translation to agents that execute actions and resolve issues autonomously.Panel debates whether Model Context Protocol or broader ecosystem approaches better enable agent interoperability and communication.Autonomy requires accountability: agent decisions must be explainable with traceable steps and replay capabilities built-in.Governance and security should be prerequisites for acceleration, not impediments—a critical mental model shift needed.Many enterprises struggle with process bottlenecks preventing them from harnessing high-quality agents despite having technology.Financial services must carefully balance where human discretion remains essential versus where agent autonomy justified.Will Jung envisions deeply continuous context enabling banks to deliver truly personalized insights without appearing creepy.Suraj Krishnan predicts agents will own outcomes by 2026, coordinating tools and other agents to achieve goals.Participants:Panelist: Merel Witteveen, SVP of Operations, C3.aiPanelist: Will Jung, Chief Technology Officer, nCinoPanelist: Suraj Krishnan, GVP of Engineering, New RelicPanelist: Aparna Sinha, Senior Vice President, Product, VercelModerator: Olawale Oladehin, Managing Director, NAMER Technology Segments (Enterprise, ISV, DNB, and Model Providers), Amazon Web ServicesSee how Amazon Web Services gives you the freedom to migrate, innovate, and scale your software company at https://aws.amazon.com/isv/

Dan Belkie, Founder of EverythingCloud, a company that helps organizations gain visibility and control over their AWS and Azure costs through automated FinOps insights, AI-driven … Read more The post From Chaos to Clarity: The Power of Visibility in Cutting AWS and Azure Costs by Up to 60% appeared first on Top Entrepreneurs Podcast | Enterprise Podcast Network.

What are the advantages of spec-driven development compared to vibe coding with an LLM? Are these recent trends a move toward declarative programming? This week on the show, Marc Brooker, VP and Distinguished Engineer at AWS, joins us to discuss specification-driven development and Kiro.

Andrew and Ben begin with reactions to ChatGPT's new image capabilities, a reminder of OpenAI's strategic advantages vs. Google, Disney's deal with Sora, and Gemini 3 Flash. From there: Netflix and its competition for attention, Netflix continues its foray into podcasting, and a question about movie theaters highlights costs that Netflix will have to internalize going forward. Then: Extended thoughts on SpaceX and the possibility of data centers in space, while a listener does some field reporting on AWS usage. At the end: Strategies for a successful remote work life, Tesla and Rivian's aversion to CarPlay, the new United app and developer trade-offs, oenophile preferences, Taco Bell, Christmas traditions, and an attack on Andrew for hypocrisy.

In "Beyond FBA: Unlocking Amazon's Fulfillment for Retailers", Joe Lynch and Wainwright Yu, the General Manager and Director for Amazon's externalized fulfillment services, including Buy with Prime and Multichannel Fulfillment, discuss how retailers can scale their brands by leveraging Amazon's global logistics and the Prime badge to drive multi-channel growth. About Wainwright Yu Wainwright Yu is a technology executive and leadership coach who currently serves as the General Manager and Director for Amazon's externalized fulfillment services, including Buy with Prime and Multichannel Fulfillment. Over a distinguished thirteen-year tenure at Amazon, he has launched transformative products for Kindle and Amazon Logistics while training emerging leaders through executive development programs. As a scholar-practitioner and father to four multi-exceptional children, he brings a unique, personal perspective to cognitive diversity in the workplace. Through his diverse work in global business operations and private coaching, Wainwright remains dedicated to his mission of establishing mindful, compassionate leadership as the standard for the modern professional world. About Amazon Amazon is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Amazon strives to be Earth's Most Customer-Centric Company, Earth's Best Employer, and Earth's Safest Place to Work. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Career Choice, Fire tablets, Fire TV, Amazon Echo, Alexa, Just Walk Out technology, Amazon Studios, and The Climate Pledge are some of the things pioneered by Amazon. For more information, visit amazon.com/about and follow @AmazonNews. Key Takeaways: Beyond FBA: Unlocking Amazon's Fulfillment for Retailers In "Beyond FBA: Unlocking Amazon's Fulfillment for Retailers", Joe Lynch and Wainwright Yu, the General Manager and Director for Amazon's externalized fulfillment services, including Buy with Prime and Multichannel Fulfillment, discuss how retailers can scale their brands by leveraging Amazon's global logistics and the Prime badge to drive multi-channel growth. Leveling the Playing Field with MCF: Wainwright explains how Multi-Channel Fulfillment allows any retailer—whether they sell on Amazon or not—to tap into Amazon's global network of 200+ fulfillment centers. This turns Amazon into a high-performance 3PL that handles picking, packing, and shipping for orders from your own website, Shopify, or even social media stores. The "Halo Effect" of Buy with Prime: A major focus is how Buy with Prime allows D2C (Direct-to-Consumer) sites to offer the familiar Prime logo and checkout experience. By providing the same fast, free delivery promise shoppers trust on Amazon, retailers have seen an average 25% lift in conversion rates on their independent sites. Unified Inventory Management: Wainwright discusses the strategic advantage of a single pool of inventory. Instead of splitting stock between various warehouses, retailers can keep all their products in Amazon's centers to fulfill both Amazon.com orders (via FBA) and off-Amazon orders (via MCF), drastically reducing out-of-stock risks. Frictionless Checkout via Amazon Pay: With Buy with Prime, the checkout process is streamlined using the customer's existing Amazon account details. This reduces "cart abandonment" because shoppers don't have to enter credit card or shipping info, making the purchase as simple as a few clicks. Unbranded Packaging Options: A common concern for retailers is brand identity. Wainwright highlights that MCF orders can be shipped in unbranded, "blank box" packaging, allowing the retailer's brand to remain front and center rather than being overshadowed by Amazon's smile logo. Trust-Building through Reviews: Through Buy with Prime, retailers can now display their Amazon.com star ratings and reviews directly on their own websites. This social proof helps "new-to-brand" shoppers feel confident enough to buy from a site they may be visiting for the first time. Predictable, All-In Pricing: Wainwright clarifies that both services offer a simple, transparent fee structure that includes storage, picking, packing, and shipping. For many brands, this eliminates the hidden costs of managing private warehouses and allows for more accurate margin forecasting. Learn More About Beyond FBA: Unlocking Amazon's Fulfillment for Retailers Wainwright Yu | Linkedin Amazon | Linkedin Relentless.com Amazon MCF Amazon MCF Case Study: JLab Recent News The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Ned Bellavance and Kyler Middleton are joined by Rachel Stephens, Research Director at RedMonk, to discuss the state of DevOps and the impact of AI. They explore the distinction between developer productivity and development productivity, underlined by a DORA report finding that while AI dramatically boosts individual developer productivity, it often fails to improve overall... Read more »

In this special episode, host Cindi Howson pulls together the most useful, and hard-won, lessons from a year of conversations with Data Chiefs leading the GenAI charge. With generative and agentic AI no longer a side experiment, this episode spotlights five practices early adopters can rely on to move from pilots to profit. Expect straight talk on what to prioritize, how to bring people with you, and how to scale AI with the trust, literacy, and guardrails that make impact stick.Key Moments:Tying AI to Real Dollars with Anand Iyer, Ecolab (02:10): Anand cuts through the GenAI FOMO and brings everything back to a simple survival test: if you can't draw a straight line from an AI initiative to top-line growth or bottom-line savings, it won't last. His lesson is a sharp reminder that “cool” doesn't scale, value does. Leading Through Ambiguity with Karen Stroup, WEX (06:01): Karen names what everyone's feeling: ambiguity is paralyzing. She explains how leaders earn trust by shrinking the unknown into learnable, bite-sized experiments and creating the psychological safety people need to engage instead of resist.Building Practical AI Literacy at Scale with Josh Cunningham, Lloyds Banking Group (12:42):  Josh shares how Lloyds Banking Group makes literacy impactful by meeting people where they are. Rather than one-size-fits-all training, they pair broad fundamentals with role-specific learning so every business unit can build confidence in ways that match their actual work. Scaling Responsible Agentic AI with Noelle Russell, AI Leadership Institute (25:09): Noelle steps in with a practical framework for building agentic systems that don't go rogue. She walks through the POET framework and stresses that responsible AI isn't a final checkpoint. It's something you embed from the first idea to production, with guardrails that protect people and outcomes.Embedding AI Where Work Happens with Ilan Twig, Navan (32:35): Ilan tells a classic early-adopter story: start with a business problem, move fast, and be ruthless about what needs building versus buying. His lesson is that AI wins when it's inside the workflow, supporting decisions at the point of impact rather than living in a separate tool. Don't Let Perfection Stall Progress with Ketan Karkhanis, ThoughtSpot (40:59): Ketan shares a culture gut-check: waiting for perfect metrics, perfect KPIs, or perfect clarity is how progress dies. He argues for visible, trust-building iteration, because in AI, speed to learning beats speed to certainty. Key Quotes:“One thing that people sometimes forget is that at the end of the day, it's all about are we either saving money or making money? And are you able to show that in the bottom line or the top line in a measurable way?” - Anand Iyer“I don't think there's any chief anything officer that should not be considering AI today. I think if you're not considering AI, you are at the risk of being disrupted because you're not going to be learning at the pace with the rest of the industry, and there's someone out there looking for a better way.” - Karen Stroup“It's trying your best to meet people where they are… Finding a way to anchor the [AI] learning to something that's relevant to their day-to-day role is always going to make it land better.” - Josh Cunningham“ When people lose 70% of their trust in you, they just don't buy from you, they don't work for you, they don't talk about you… and your business starts to die. I think that trust component is a human component… and it is underpinning all the other philosophies that I have.” - Noelle Russell“When you asked me about how to educate yourself on AI, I think that companies must make a decision, and quickly, this or that.” - Ilan Twig“ Don't let perfection be the enemy of progress.” - Ketan KarkhanisGuest Bios Anand IyerAnand Iyer is the SVP, Chief Data Officer at Ecolab, where he leads the company's global data and analytics strategy. Based in Mechanicsburg, Pennsylvania, he oversees enterprise data governance, business intelligence, engineering, and advanced analytics to accelerate Ecolab's digital transformation. Since joining in 2018, Anand has held several senior roles, including VP of Enterprise Architecture and VP of Architecture for Commercial Digital Solutions, helping to scale IoT and data-driven platforms across the organization.Karen StroupKaren joined WEX in 2022 as Chief Digital Officer, a newly created role. She brings more than 15 years of experience leading product management, digital, and innovation organizations focused on software as a service offerings, primarily in financial services.Josh CunninghamJosh Cunningham is the Group Head of Data and AI Culture at Lloyds Banking Group, where he leads the Data Culture Pillar—one of five strategic pillars in the Group's data strategy. He is focused on embedding data-driven mindsets across the organization and empowering teams to unlock the full value of data.Noelle RussellNoelle Russell is a multi-award-winning speaker, author, and AI Executive who specializes in transforming businesses through strategic AI adoption. She is a revenue growth + cost optimization expert, 4x Microsoft Responsible AI MVP, and named the #1 Agentic AI Leader in 2025. She has led teams at NPR, Microsoft, IBM, AWS and Amazon Alexa, and is a consistent champion for Data and AI literacy and is the founder of the "I ❤️ AI" Community teaching responsible AI for everyone.Ilan TwigIlan Twig is the co-founder and Chief Technology Officer (CTO) of Navan, the leading modern travel and expense management platform, globally. As CTO, Ilan drives Navan's product development and engineering efforts, leveraging cutting-edge technologies — including AI — to enhance user experience and operational efficiency. Ketan KarkhanisKetan Karkhanis is the CEO of ThoughtSpot, the Agentic Analytics Platform company. Prior to joining the company in September 2024, Ketan was the Executive Vice President and General Manager of Sales Cloud at Salesforce. He returned to Salesforce in March 2022 after his time as the COO of Turvo, an emerging supply-chain collaboration platform.  Hear more from Cindi Howson here. Sponsored by ThoughtSpot.

Ned Bellavance and Kyler Middleton are joined by Rachel Stephens, Research Director at RedMonk, to discuss the state of DevOps and the impact of AI. They explore the distinction between developer productivity and development productivity, underlined by a DORA report finding that while AI dramatically boosts individual developer productivity, it often fails to improve overall... Read more »

In this 5 Insightful Minutes episode, David Dorf, Head of Retail Industry Solutions at AWS, joins Omni Talk to cut through the AI hype and reveal what's actually coming for retail in 2026. From LLM limitations to agentic commerce reality checks, David breaks down why domain-specific models are replacing frontier model fantasies, how answer engines will reshape search, and why shopping agents will start with your grocery delivery. If you've ever wondered what AI predictions are worth believing, this episode delivers the clarity you need.

In this week's Omni Talk Retail Fast Five, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Infios, and Quorso, Chris and Anne discussed: Amazon's planned “rush” pickup service for one-hour order collection (Source) Instacart's AI-enabled pricing experiments that may be inflating grocery bills (Source) November's record-breaking $12.3 billion in online grocery sales (Source) Target's new SoHo store concept featuring curated beauty and apparel (Source) Ashley's partnership with Perplexity and PayPal for agentic commerce (Source) And special guest David Dorf of AWS, one of our favorite recurring guests, dropped by to share his insightful predictions on AI for 2026. There's all that, plus Ryan Reynolds at NRF, the world's largest golden retriever gathering, and whether Chris would smuggle Calvin Klein underwear from a store tour. Music by hooksounds.com #RetailNews #AmazonRush #InstacartPricing #OnlineGrocery #AgenticCommerce #RetailPodcast #OmniTalk #TargetSoHo #AshleyFurniture #PerplexityAI #RetailInnovation

Aaron and Brian review the Year in Cloud, hand out Cloud awards, and discuss the biggest cloud trends from 2025. Maybe a few predictions will be made as well. SHOW: 985SHOW TRANSCRIPT: The Cloudcast #985 TranscriptSHOW VIDEO: https://youtube.com/@TheCloudcastNET CLOUD NEWS OF THE WEEK: http://bit.ly/cloudcast-cnotwCHECK OUT OUR NEW PODCAST: "CLOUDCAST BASICS"SHOW SPONSORS:SHOW NOTESCLOUD & AI NEWS OF THE MONTH - NOV 2025 (show)CLOUD & AI NEWS OF THE MONTH - OCT 2025 (show)CLOUD & AI NEWS OF THE MONTH - SEPT 2025 (show)CLOUD & AI NEWS OF THE MONTH - AUG 2025 (show)CLOUD & AI NEWS OF THE MONTH - JUL 2025 (show)CLOUD & AI NEWS OF THE MONTH - JUN 2025 (show)CLOUD & AI NEWS OF THE MONTH - MAY 2025 (show)CLOUD & AI NEWS OF THE MONTH - APR 2025 (show)CLOUD & AI NEWS OF THE MONTH - MAR 2025 (show)CLOUD & AI NEWS OF THE MONTH - FEB 2025 (show)CLOUD & AI NEWS OF THE MONTH - JAN 2025 (show)2025 CLOUD YEAR IN REVIEWCloud of the year Cloud concept of the year (non-AI)Cloud memory of the yearCloud revenues in 2025Are NeoClouds in the hyperscaler discussion? Was Cloud (circa 2007) the actual downfall of Intel? (Cloud vs Mobile choice)Rank the clouds, end of 2025 (cloud draft 2025)Do outages matter if they are only once a year? Where does AWS go next?FEEDBACK?Email: show at the cloudcast dot netTwitter/X: @cloudcastpodBlueSky: @cloudcastpod.bsky.socialInstagram: @cloudcastpodTikTok: @cloudcastpod

As organizations race to adopt AI, many discover an uncomfortable truth: ambition often outpaces readiness. In this episode of the ITSPmagazine Brand Story Podcast, host Sean Martin speaks with Julian Hamood, Founder and Chief Visionary Officer at TrustedTech, about what it really takes to operationalize AI without amplifying risk, chaos, or misinformation.Julian shares that most organizations are eager to activate tools like AI agents and copilots, yet few have addressed the underlying condition of their environments. Unstructured data sprawl, fragmented cloud architectures, and legacy systems create blind spots that AI does not fix. Instead, AI accelerates whatever already exists, good or bad.A central theme of the conversation is readiness. Julian explains that AI success depends on disciplined data classification, permission hygiene, and governance before automation begins. Without that groundwork, organizations risk exposing sensitive financial, HR, or executive data to unintended audiences simply because an AI system can surface it.The discussion also explores the operational reality beneath the surface. Most environments are a patchwork of Azure, AWS, on-prem infrastructure, SaaS platforms, and custom applications, often shaped by multiple IT leaders over time. When AI is layered onto this complexity without architectural clarity, inaccurate outputs and flawed business decisions quickly follow.Sean and Julian also examine how AI initiatives often emerge from unexpected places. Legal teams, business units, and individual contributors now build their own AI workflows using low-code and no-code tools, frequently outside formal IT oversight. At the same time, founders and CFOs push for rapid AI adoption while resisting the investment required to clean and secure the foundation.The episode highlights why AI programs are never one-and-done projects. Ongoing maintenance, data validation, and security oversight are essential as inputs change and systems evolve. Julian emphasizes that organizations must treat AI as a permanent capability on the roadmap, not a short-term experiment.Ultimately, the conversation frames AI not as a shortcut, but as a force multiplier. When paired with disciplined architecture and trusted guidance, AI enables scale, speed, and confidence. Without that discipline, it simply magnifies existing problems.Note: This story contains promotional content. Learn more.GUESTJulian Hamood, Founder and Chief Visionary Officer at TrustedTech | On LinkedIn: https://www.linkedin.com/in/julian-hamood/Are you interested in telling your story?▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full▶︎ Spotlight Brand Story: https://www.studioc60.com/content-creation#spotlight▶︎ Highlight Brand Story: https://www.studioc60.com/content-creation#highlightKeywords: sean martin, julian hamood, trusted tech, ai readiness, data governance, ai security, enterprise ai, brand story, brand marketing, marketing podcast, brand story podcast, brand spotlight Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Discipline isn't about hustle or perfection—it's a form of self-care. It's believing in where you're going, even when no one else sees it.In this episode, I'm pulling back the curtain on a business moment that broke my heart—one of my most anticipated classes flopped due to a major tech fail (thank you, AWS

Why has Acquired — seemingly against all odds — “worked”? It's a puzzling question: episodes are four hours long, they come out infrequently, and they usually don't have guests or video. Hardly the standard-issue playbook for podcasting success! And yet well over a million smart, curious and exceedingly busy humans share their (your!) valuable time with us every month. Why? This is the exact paradox that has been rolling around in the head of Michael Lewis (yes, that Michael Lewis) since he found the show earlier this year.So we asked Michael to be our guest "interlocutor" and share what he thinks is going on here, while we share ten lessons we've stolen (graciously) from companies we've studied and brought into Acquired itself. He takes us through the entire Acquired journey: how we started, why we've never hired anyone or raised money, how we pick episodes, what our business model actually is, why we focus on quality and enjoyment over maximizing enterprise value, and ultimately why we're all — you, him, us — kindred spirits together. Oh, and just for fun, we recorded this episode where another special journey began — the garage where Google was founded.Thank you for an incredible decade together… here's to the next one!Thank-yous:First, to Google for loaning us the garage. The sawhorse table desk, PC and CRT monitor on display in the background were all Google originals courtesy of the Google Founders Collection at the Computer History Museum. So cool!Second, to our friends at Shep Films for helping us seriously up our game on production quality this episode!Sponsors:Many thanks to our fantastic Fall ‘25 Season partners:J.P. Morgan Payments (you can watch our full show with them at AWS re:Invent here!)WorkOSSentryShopifyOur Favorite Michael Lewis Books:Home GameMoneyballLiar's PokerThe Blind SideThe Undoing Project (as referenced by Michael in the beginning, about Daniel Kahneman and Amos Tversky)Carve Outs:Books: The Name of the Wind by Patrick RothfussScience, the Endless Frontier by Vannevar BushLast Man Standing: The Ascent of Jamie Dimon and JPMorgan Chase by Duff McDonaldThe Art of Spending Money by Morgan HouselEmperors of Chocolate by Joel Glenn BrennerMorris Chang's AutobiographyPodcasts: Against the RulesRevisionist HistorySmartLessThe DailyThe Bill Simmons PodcastGraham Duncan on Invest Like the BestGlue GuysVideo: Jay KellyThe RehearsalDoug DeMuroTiresF1 The MovieAndorFalloutSeveranceSiloVideo Games: Sea of StarsKirby and the Forgotten LandProducts: ARTEZA Rollerball Pen 0.7mm FineRotring 800 Mechanical PencilFujifilm X100VIUniqlo Socks!On Running ShoesRimowa LuggageParenting: Guided Access on iPadToy StorySlumberPodBluey Experience in NYCMore Acquired:Get email updates and vote on future episodes!Join the SlackSubscribe to ACQ2Check out the latest swag in the ACQ Merch Store!‍Note: Acquired hosts and guests may hold assets discussed in this episode. This podcast is not investment advice, and is intended for informational and entertainment purposes only. You should do your own research and make your own independent decisions when considering any financial transactions.

What happens when your brand has a million different voices speaking to a million different customers? Is that the pinnacle of personalization, or is it just brand chaos? Agility requires both the speed to personalize content for every individual as well as the control to ensure every one of those interactions faithfully represents the core brand. Today, we're going to talk about resolving one of the biggest paradoxes in modern marketing: achieving hyper-personalization at massive scale, without sacrificing brand governance and consistency. We'll explore how generative AI is moving from a creative novelty to a core operational engine for enterprise marketing, enabling brands to craft unique stories for every customer, while ensuring they all sing from the same hymn sheet. To help me discuss this topic, I'd like to welcome, Jason Ing, CMO at Typeface. About Jason Ing Jason Ing is the Chief Marketing Officer at Typeface, where he leads global marketing and drives the shift toward AI-powered content creation. Over the past two decades, he has built high-performing marketing teams and launched enduring, customer-obsessed campaigns at brands including Procter & Gamble, Xbox, Amazon Prime Video, AWS, and Gusto. Known for systematically scaling teams, programs, and go-to-market motions, Jason has a track record of delivering marketing strategies that not only drive impact in the moment but continue to perform years later. At Typeface, he helps modern marketers rewire how their teams work—so they can move faster, scale smarter, and unlock AI's full potential. Jason Ing on LinkedIn: https://www.linkedin.com/in/ingjason/ Resources Typeface: https://www.typeface.ai The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow Catch the future of e-commerce at eTail Palm Springs, Feb 23-26 in Palm Springs, CA. Go here for more details: https://etailwest.wbresearch.com/ Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.showCheck out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company