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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/ In this exclusive interview, Vince Menzione sits down with Darryl Peek, Vice President for Partner Sales (Public Sector) at Elastic, to decode how Elastic achieved the rare “triple crown”—winning Partner of the Year across Microsoft, Amazon, and Google Cloud simultaneously. Darryl breaks down the engineering-first approach that makes Elastic sticky with hyperscalers, reveals the rigorous metrics behind their partner health scorecard, and shares his personal “one-page strategy” for aligning mission, vision, and execution. From leveraging generative AI for cleaner sales hygiene to the timeless lesson of the “Acre of Diamonds,” this conversation offers a masterclass in building high-performance partner ecosystems in the public sector and beyond. https://youtu.be/__GE0r2fPuk Key Takeaways Elastic achieved “Pinnacle” status by aligning engineering roadmaps directly with hyperscaler innovations to become essential infrastructure. Successful public sector sales require a dual approach: leveraging resellers for contract access while driving domain-specific co-sell motions. Partner relationships outperform contracts; consistency in communication is more valuable than only showing up for renewals. Effective partner organizations track “influence” revenue just as rigorously as direct bookings to capture the full value of SI relationships. Generative AI can automate sales hygiene, turning scattered meeting notes into actionable CRM data and reducing friction for sales teams. The “Acre of Diamonds” philosophy reminds leaders that the greatest opportunities often lie within their current ecosystem, not in distant new markets. 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: Elastic, Darryl Peek, public sector sales, hyperscaler partnership, Microsoft Partner of the Year, AWS Partner of the Year, Google Cloud Partner, partner ecosystem strategy, co-sell motion, partner metrics, channel sales, government contracting, Carahsoft, generative AI in sales, sales hygiene, Russell Conwell, Acre of Diamonds, open source search, observability, security SIM, vector search, retrieval augmented generation, LLM agnostic, partner enablement, influence revenue, channel booking, SI relationships, strategic alliances. Transcript: Darryl Peek Audio Episode [00:00:00] Darryl Peek: I say, I tell my team from time to time, the difference between contacts and contracts is the R and that’s the relationship. So if you’re not building the relationship, then how do you expect that partner to want to lean in? Don’t just show up when you have a contract. Don’t just show up when you have a renewal. [00:00:13] Darryl Peek: Make sure that you are reaching out and letting them know what is happening. Don’t just talk to me when you need a renewal, right? When you’re at end of quarter and you want me to bring a deal forward, [00:00:23] Vince Menzione: welcome to the Ultimate Guide to Partnering. I’m Vince Menzi. Own your host, and my mission is to help leaders like you achieve your greatest results through successful partnering. [00:00:34] Vince Menzione: We just came off Ultimate Partner live at Caresoft Training Center in Reston, Virginia. Over two days, we gathered top leaders to tackle the real shifts shaping our industry. If you weren’t in the room, this episode brings you right to the edge of what’s next. Let’s dive in. So we have another privilege, an incredible partner, another like we call these, if you’ve heard our term, pinnacle. [00:01:00] Vince Menzione: I think it’s a term that’s not widely used, but we refer to Pinnacle as the partners that have achieved the top rung. They’ve become partners of the year. And our next presenter, our next interview is going to be with an organization. And a person that represents an organization that has been a pinnacle partner actually for all three Hyperscalers, which is really unusual. [00:01:24] Vince Menzione: Elastic has been partner of the Year award winner across Microsoft, Amazon, and Google Cloud, so very interesting. And Darrell Peak, who is the leader for the public sector organization, he’s here in the Washington DC area, was kind enough. Elastic is a sponsor event, and Darryl’s been kind enough to join me for a discussion about what it takes to be a Pinnacle partner. [00:01:47] Vince Menzione: So incredibly well. Excited to welcome you, Darryl. Thank you, sir. Good to have you. I love you. I love your smile, man. You got an incredible smile. Thank you. Thank you, Vince. Thank you. So Darryl, I probably didn’t do it any justice, but I was hoping you could take us through your role and responsibilities at Elastic, which is an incredible organization. [00:02:08] Vince Menzione: Alright. Yeah, [00:02:09] Darryl Peek: absolutely. So Darrell Peak vice President for partner sales for the US public sector at Elastic. I’ve been there about two and a half years. Responsible for our partner relationships across all partner types, whether that’s the system integrators, resellers, MSPs, OEMs, distribution Hyperscalers, and our Technology Alliance partners. [00:02:26] Darryl Peek: And those are partners that aren’t built on the Elastic platform. In regards to how my partner team interacts with our team. Our ecosystem. We are essentially looking to further and lean in with our partners in order for them to, one, understand what Elastic does since we’re such a diverse tool, but also work with our field to understand what are their priorities and how do they identify the right partners for the right requirements. [00:02:50] Darryl Peek: In regards to what Elastic is and what it does elastic is a solution that is actually founded on search and we’re an open source company. And one of the things that I actually did when I left the government, so I worked for the government for a number of years. I left, went and worked for Salesforce, then worked for Google ran their federal partner team and then came over to Elastic because I wanted to. [00:03:11] Darryl Peek: Understand what it meant to be at an open source company. Being at an open source company is quite interesting ’cause you’re competing against yourself. [00:03:17] Vince Menzione: Yeah, that’s true. [00:03:18] Darryl Peek: So it’s pretty interesting. But elastic was founded in 2012 as a search company. So when you talk about search, we are the second most used platform behind Google. [00:03:28] Darryl Peek: So many of you have already used Elastic. Maybe on your way here, if you use Uber and Lyft, that is elastic. That is helping you get here. Oh, that is interesting. If you use Netflix, if you use wikipedia.com, booking.com, eBay, home Depot, all of those are search capabilities. That Elastic is happening to power in regards to what else we do. [00:03:47] Darryl Peek: We also do observability, which is really around application monitoring, logging, tracing, and metrics. So we are helping your operations team. Pepsi is a customer as well as Cisco. Wow. And then the last thing that we do is security when we’re a SIM solution. So when we talk about sim, we are really looking to protect networks. [00:04:03] Darryl Peek: So we all, we think that it’s a data problem. So with that data problem, what we’re trying to do is not only understand what is happening in the network, but also we are helping with threat intelligence, endpoint and cloud security. So all those elements together is what Elastic does. And we only do it two ways. [00:04:18] Darryl Peek: We’re one platform and we can be deployed OnPrem and in the cloud. So that’s a little bit about me and the company. Hopefully it was clear, [00:04:24] Vince Menzione: I’ve had elastic people on stage. You’ve done, that’s the best answer I’ve had. What does Elastic do? I used to hear all this hyperbole and what? [00:04:32] Vince Menzione: What? Now I really understand what you do is an organiz. And the name of the company was Elasticsearch. [00:04:36] Darryl Peek: It was [00:04:37] Vince Menzione: elastic at one time when I first. Worked with you. It was Elasticsearch. [00:04:40] Darryl Peek: Absolutely. Yeah. So many moons ago used to be called the Elk Stack and it stood for three things. E was the Elasticsearch which is a search capability. [00:04:48] Darryl Peek: L is Logstash, which is our logging capability. And Cabana is essentially our visualization capability. So it was called Elk. But since we’ve acquired so many companies and built so much capability into the platform, we can now call it the elastic. Platform. [00:05:00] Vince Menzione: So talk to me about your engagement with the hyperscalers. [00:05:02] Vince Menzione: You’ve been partner of the Year award winner with all three, right? I mentioned that, and you were, you worked for Google for a period of time. Yes. So tell us about, like, how does that work? What does that engagement look like? And why do you get chosen as partner of the year? What are the things that stand out when you’re working with these hyperscalers [00:05:19] Darryl Peek: and with that we are very fortunate to be recognized. [00:05:23] Darryl Peek: So many of the organizations that are out there are doing some of the same capabilities that we do, but they can’t claim that they won a part of the year for all three hyperscalers in the same year. We are able to do that because we believe in the power of partnership, not only from a technology perspective, but also from a sales perspective. [00:05:39] Darryl Peek: So we definitely lean in with our partnerships, so having our engineers talk, having our product teams talk, and making sure that we’re building capabilities that actually integrate within the cloud service providers. And also consistently building a roadmap that aligns with the innovation that the cloud service providers are also building towards. [00:05:56] Darryl Peek: And then making sure that we’re a topic of discussion. So elastic. From a search capability, we do semantic search, vector search, but also retrieval augmented generation, which actually is LLM Agnostic. So when you say LLM Agnostic, whether you want to use Gemini, Claude or even Chad, GBT, those things are something that Elastic can integrate in, but it actually helps reduce the likelihood of hallucination. [00:06:18] Darryl Peek: So when we’re building that kind of solution, the cloud service provider’s you’re making it easy for us, and when you make it easy, you become very attractive and therefore you’re. Likely gonna come. So it becomes [00:06:28] Vince Menzione: sticky in that regard. Very sticky. So it sounds like very much an engineer, a lot of emphasis on the engineering aspects of the business. [00:06:35] Vince Menzione: I know you’re an engineer by background too, right? So the engineering aspects of the business means that you’re having alignment with the engineering organizations of those companies at a very deep level. [00:06:44] Darryl Peek: Absolutely. So I’m [00:06:45] Vince Menzione: here. [00:06:45] Darryl Peek: Yeah. And being at Elastic has been pretty amazing. So coming from Google, we had so many different solutions, so many different SKUs, but Elastic releases every eight weeks. [00:06:54] Darryl Peek: So right before you start to understand the last release, the next release is coming out and we’re already at 9.2 and we just released 9.0 in May. So it’s really blazing fast on the capability that we’re really pushing the market, but it’s really hard to make sure that we get it in front of our partners. [00:07:10] Darryl Peek: So when we talk about our partner enablement strategy, we’re just trying to make sure that we get the right information in front of the right partners at the right time, so this way they can best service their customers. [00:07:19] Vince Menzione: So let’s talk about partner strategy. Alyssa Fitzpatrick was on stage with me at our last event, and she Alyssa’s fantastic. [00:07:25] Vince Menzione: She is incredible. Yes, she is. She was a former colleague at Microsoft Days. Yes. And then she, we had a really interesting conversation. About what it takes, like being in, in a company and then working with the partners in general. And you have, I’m sure you have a lot of the similarities in how you have to engage with these organizations. [00:07:42] Vince Menzione: You’re working across the hyperscalers, you’re also working with the ecosystem too. Yes. ’cause the delivery, you have delivery partners as well. Absolutely. So tell us more about that. [00:07:50] Darryl Peek: So we kinda look at it from a two, two ways from the pre-sales motion and then the post-sales. From the pre-sales side. [00:07:56] Darryl Peek: What we’re trying to do is really maximize our, not only working with partners, because within public sector, you need to get access to customers through contract vehicles. So if you want to get access to some, for instance, the VA or through GSA or others, you have to make sure you’re aligned with the right partners who have access to. [00:08:12] Darryl Peek: That particular agency, but also you want domain expertise. So as you’re working with those system integrators, you wanna make sure that they have capability that aligns. So whether it is a security requirement, you wanna work with someone who specializes in security, observability and search. So that’s the way that we really look at our partner ecosystem, but those who are interested in working with us. [00:08:30] Darryl Peek: Because everybody doesn’t necessarily have a emphasis on working with a new technology partner, [00:08:36] Vince Menzione: right? [00:08:36] Darryl Peek: So what we’re trying to do is saying how do we build programs, incentives and sales plays that really does align and strike the interest of that particular partner? So when we talk about it I tell my team, you have to, my grandfather to say, plan your work and work your plan. And if you fail a plan, you plan to fail. So being able to not only have a strong plan in place, but then execute against that plan, check against that plan as you go through the fiscal year, and then see how you come out at the end of the fiscal year to see are we making that progress? [00:09:01] Darryl Peek: But on the other side of it, and what I get stressed about with my sales team and saying what does partners bring to us? So where are those partner deal registrations? What is the partner source numbers? How are we creating more pipeline? And that is where we’re now saying, okay, how can we navigate and how can we make it easier? [00:09:17] Darryl Peek: And how can we reduce friction in order for the partner to say, okay, elastic’s easy to work with. I can see value in, oh, by the way, I can make some money with. [00:09:25] Vince Menzione: So take us through, have there been examples of areas where you’ve had to like, break through to this other side in terms of growing the partner ecosystem? [00:09:33] Vince Menzione: What’s worked, what hasn’t worked? Yes, I’d love to learn more about that. [00:09:36] Darryl Peek: I’ll say that and I tell my team one, you partner program is essential, right? If you don’t have an attractive partner program in regards to how they come on board, how they’re incentivized the right amount of margin, they won’t even look at you. [00:09:49] Darryl Peek: The second thing is really how do you engage? So a lot of things start with relationships. I think partnerships are really about relationships. I say I tell my team from time to time, the difference between contacts and contracts is the R and that’s the relationship. So if you’re not building the relationship, then how do you expect that partner to want to lean in? [00:10:07] Darryl Peek: Don’t just show up when you have a contract. Don’t just show up when you have a renewal. Make sure that you are reaching out and letting them know what is happening. I like the what Matt brought up in saying, okay, talk to me when you have a win. Talk to me when you have something to talk about. [00:10:22] Darryl Peek: Don’t just talk to me when you need a renewal. When you’re at end the quarter and you want me to bring a deal forward, that doesn’t help ab absolutely. [00:10:28] Vince Menzione: So engineering organizations, sales organizations, what are, what does a healthy partnership look like for you? [00:10:35] Darryl Peek: So I look at metrics a lot and we use a number of tools and I know folks are using tools out there. [00:10:41] Darryl Peek: I won’t name any tools for branding purposes, but in regards to how we look at tools. So some things that we measure closely. Of course it’s our partner source numbers, so partner source, bookings, and pipeline. We look at our partner attached numbers and pipeline as well as the amount or percentage of partner attached business that we have in regards to our overall a CV number. [00:11:00] Darryl Peek: We also look at co-sell numbers, so therefore we are looking at not only how. A partner is coming to us, but how is a partner helping us in closing the deal even though they didn’t bring us the deal? We’re also looking at our cloud numbers and saying what amount of deals and how much business are we doing with our cloud service providers? [00:11:15] Darryl Peek: Because of course we wanna see that number go up year over year. We wanna actually help with that consumption number because not only are we looking at it from a SaaS perspective, but also if the customer has to commit we can help burn that down as well. We also look at influence numbers. [00:11:27] Darryl Peek: Now, one of the harder things to do within a technology business is. Capturing all that si goodness. And saying how do I reflect the SI if they’re not bringing me the deal? And I can’t attribute that amount of deal to that particular partner, right? And the way that we do that is we just tag them to the influence. [00:11:44] Darryl Peek: So we’re able to now track influence. And also the M-S-P-O-E-M work that we are also tracking and also we’re tracking the royalties. And lastly is the professional service work that we do with those partners. So we’re looking to go up into the right where we start them out at our select level, we go to our premier level and then our elite level. [00:12:00] Darryl Peek: But left and to the right, I say you gotta go from zero to one, one to five, five to 10, and then 10 to 25. So if we can actually see that progression. That is where we’re really starting to see health in the partnership, but also the executive alignment is really important. So when our CEO is able to meet with the fellow CEO of the co partner company that is really showing how we are progressing, but also our VPs and others that are engaged. [00:12:20] Darryl Peek: So those are things that we really do measure. We do have a health score card and also, we track accreditations, we track certifications as well as training outcomes based on our sales place. [00:12:30] Vince Menzione: Wow. There’s a lot of metrics there. Yeah. So you didn’t bring, you didn’t bring any slides with that out? [00:12:35] Darryl Peek: Oh, no. I’m not looking at slides, by the way. [00:12:40] Vince Menzione: Let’s talk about marketplace. [00:12:42] Darryl Peek: All right? [00:12:42] Vince Menzione: Because we’ve had a lot of conversations about marketplace. We’ve got both vendors up here talking about marketplace and the importance of marketplace, right? You’ve been a Marketplace Award winner. We haven’t really talked about that, like that motion per se. [00:12:55] Vince Menzione: I’d love to s I’d love to hear from you like how you, a, what you had to overcome to get to marketplace, what the marketplace motion looks like for your organization, what a marketplace first motion looks like. ’cause a lot of your cut a. Are all your customers requiring a lot of direct selling effort or is it some of it through Marketplace? [00:13:14] Vince Menzione: Like how does it, how does that work for you? [00:13:15] Darryl Peek: So Elastic is a global organization. Yeah. So we’re, 40 different countries. So it depends on where we’re talking. So if we talk about our international business, which is our A PJ and EMEA business we are seeing a lot more marketplace and we’re seeing that those direct deals with customers. [00:13:28] Darryl Peek: Okay. And we’re talking about our mirror business. A significant amount goes through marketplace and where our customers are transacting with the marketplace and are listing. On the marketplace within public sector, it’s more of a resell motion. Okay. So we are working with our resellers. [00:13:39] Darryl Peek: So we work our primary distribution partner is Carahsoft. So you heard from Craig earlier. Yes. We have a strong relationship with Carahsoft and definitely a big fan of this organization. But in regards to how we do that and how we track it we are looking at better ways to, track that orchestration and consumption numbers in order to see not only what customers we’re working with, but how can we really accelerate that motion and really get those leads and transactions going. [00:14:03] Vince Menzione: Very cool. Very cool. And I think part of the reason why in, in the government or public sector space it has a lot to do with the commitments are different. Absolutely. So it’s not government agencies aren’t able to make the same level of commitments that, private sector organizations were able to make, so they were able to the Mac or Microsoft parlance and also a AWS’s parlance. [00:14:23] Vince Menzione: Yeah, [00:14:24] Darryl Peek: definitely a different dynamic. Yeah. And especially within the public sector. ’cause we have Gov Cloud to work with, right? That’s right. So we’re working with Microsoft or we’re working with AWS, they have their Gov cloud and then we Google, they don’t have a Gov cloud, but we still have to work with them differently. [00:14:35] Darryl Peek: Yeah. Within that space. That’s [00:14:36] Vince Menzione: right. That’s right. So it makes the motion a little bit differently there. So I think we talked through some of this. I just wanna make sure we cover our points [00:14:43] Darryl Peek: here. One thing I’ll do an aside, you talked about the acre of diamonds. I’m a big fan of that story. [00:14:47] Vince Menzione: Yeah, let’s talk about Russ Con. Yeah, [00:14:49] Darryl Peek: let’s talk about it. Do you all know about the Acre Diamonds? Have you all heard that story before? No. You have some those in the audience. [00:14:55] Vince Menzione: I, you know what, let’s talk about it. All [00:14:56] Darryl Peek: See, I’m from Philadelphia. [00:14:57] Vince Menzione: I didn’t know you were a family. My daughter went to Temple University. [00:14:59] Vince Menzione: Ah, [00:15:00] Darryl Peek: okay. That’s all I know. So Russell Conwell. So he was, a gentleman out of the Philadelphia area and he went around town to raise money and he wanted to raise money because he believed that there was a promise within a specific area. And as he continued to raise this money, he would tell a story. [00:15:14] Darryl Peek: And basically it was a story about a farmer in Africa. And the farmer in Africa, to make it really short was essentially looking to be become very wealthy. And because he wanted to become very wealthy, he believed that selling his farm and going off to a long distant land was the primary way for him to find diamonds. [00:15:28] Darryl Peek: And this farmer didn’t sold us. Sold his place, then went off to to this foreign land, and he ended up dying. And people thought that was the end of the story, but there was another farmer who bought that land and one time this big, and they called him the ot, came to the door and said you mind if I have some tea with you? [00:15:43] Darryl Peek: He said, all right, come on in. Have a drink. And as he had the drink, he looked upon the mantle and his mouth dropped. And then the farmer said what’s wrong? What do you say? He says, do you know what that is? No. He said no. Do you know what that is? He says, no. He said, that’s the biggest diamond I’ve ever seen, and the farmer goes. [00:16:01] Darryl Peek: That’s weird because there’s a bunch right in the back where I go grab my fruits and crops every day. So the idea of the acre diamonds and sometimes that you don’t need to go off to a far off land. It is actually sometimes right under your feet, and that is a story that helped fund the starting of Temple University. [00:16:16] Vince Menzione: I’m gonna need to take you at every single event so you can tell this story again. That’s an awesome job. Oh, I love it. And yeah, they founded a Temple University. Yeah. Which has become an incredible university. My daughter, like I said, my daughter’s a graduate, so we’re Temple fan. That’s great story. [00:16:31] Vince Menzione: That is a very cool, I didn’t realize you were a Philadelphia guy too, so that is awesome. Go birds. Go birds. All right, good. So let’s talk, I think we talked a little bit about your ecosystem approach, but maybe just a little bit more on this, like you said, like a lot of data, a lot of metrics but also a lot of these organizations also have to under understand the engineering side of things. [00:16:53] Vince Menzione: Oh, yeah. There’s a tremendous amount to become. Not everybody could just show up one day and become an elastic partner [00:16:58] Darryl Peek: absolutely. Absolutely. So take us [00:16:59] Vince Menzione: through that process. [00:17:00] Darryl Peek: Yeah. So one of the things that we are trying to mature and we have matured is our partner go to market. [00:17:06] Darryl Peek: So in order to join our partner ecosystem, you have to sign ’em through our partner portal. You have to sign our indirect reseller agreement. ’cause we do sell primarily within the public sector through distribution. And we only go direct if it is by exception. So you have to get justification through myself as well as our VP for public sector. [00:17:21] Darryl Peek: But we really do try to make sure that we can aggregate this because one thing that we have to monitor is terms and conditions. ’cause of course, working with the government, there’s a lot of terms and conditions. So we try to alleviate that by having it go through caresoft, they’re able to absorb some, so this way we can actually transact with the government. [00:17:36] Darryl Peek: In regards to the team though we try to really work closely with our solution architecture team. So this way we can develop clear enablement strategies with our partners so this way they know what it is we do, but also how to properly bring us up in a conversation. Also handle objections and also what are we doing to implement our solutions within other markets. [00:17:55] Darryl Peek: So those are things that we are doing as well as partner marketing. Top of funnel activity is really important, so we’re trying to differentiate what we’re doing with the field and field marketing. So you’re doing the leads and m qls and things of that nature also with partner marketing. So our partner marketing actually is driven by leads, but also we’re trying to transact. [00:18:10] Darryl Peek: And get Ps of which our partner deal registration. So that is how we align our partner go to market. And that is actually translating into our partner source outcomes. [00:18:18] Vince Menzione: And I think we have a slide that talks a little bit about your public sector partner strategy. [00:18:23] Darryl Peek: Oh yeah. Oh, I share that. So I thought maybe we could spin it. [00:18:25] Darryl Peek: Absolutely. [00:18:25] Vince Menzione: I know you we can’t see it, but they can. Oh, they can. Okay. Great. [00:18:29] Darryl Peek: There it’s there. [00:18:30] Vince Menzione: It’s career. [00:18:31] Darryl Peek: One thing, I think this was Einstein has said, if you can’t explain it simply, you don’t understand it well enough. So that was the one thing. So I always was a big fan of creating a one page strategy. [00:18:39] Darryl Peek: And based on this one page strategy one of the things when I worked at Salesforce it was really about a couple things and the saying, okay, what are your bookings? And if you don’t have bookings, what does your pipeline look like? If you don’t have pipeline, what does your prospecting look like? [00:18:51] Darryl Peek: Yeah. If you don’t have prospecting what does your account plan look like? And if you don’t have an account plan, why are you here? Why are you here? Exactly. So those are the things that I really talk to my team about is just really a, it’s about bookings. It’s about pipeline. It’s about planning, enablement and execution. [00:19:05] Darryl Peek: It’s about marketing, branding and evangelism, and also about operational excellence and how to execute. Very cool. So being able to do that and also I, since I came from Salesforce, I talk to my team a lot about Salesforce hygiene. So we really talk about that a lot. So make, making sure we’re making proper use of chatter, but also as we talk about utilizing ai, we just try to. [00:19:21] Darryl Peek: How do we simplify that, right? So if we’re using Zoom or we’re using Google, how do we make sure that we’re capturing those meeting minutes, translating that, putting that into the system, so therefore we have a record of that engagement with that partner. So this is a continuous threat. So this way I don’t have to call my partner manager the entire time. [00:19:36] Darryl Peek: I can look back, see what actions, see what was discussed, and say, okay, how can we keep this conversation going? Because we shouldn’t have to have those conversations every time. I shouldn’t have to text you to say, give me the download on every partner. Every time. How do we automate that? And that’s really where you’re creating this context window with your Genive ai. [00:19:53] Darryl Peek: I think they said what 75% of organizations are using one AI tool. And I think 1% are mature in that. But also a number of organizations, it’s 90% of organizations are using generative AI tools to some degree. So we are using gen to bi. We do use a number of them. We have elastic GPT. Nice little brand there. [00:20:11] Darryl Peek: But yeah, we use that for not only understanding what’s in our our repositories and data lakes and data warehouses, but also what are some answers that we can have in regards to proposal responses, RP responses, RFI, responses and the like. [00:20:23] Vince Menzione: And you’re reaching out to the other LLMs through your tool? [00:20:26] Darryl Peek: We can actually interact with any LLM. So we are a LLM Agnostic. [00:20:29] Vince Menzione: Got it. Yep. That’s fantastic. And this slide is we’ll make this available if you don’t have a, yeah, have a chance. We’ll share it. I [00:20:36] Darryl Peek: am happy to share, yeah. And obviously happy to talk, reach out about it. Of, of course. I simplified it in order to account for you, but one of the things that I talk about is mission, vision of values. [00:20:45] Darryl Peek: And as we start with that is what is your mission now? How is anybody from Pittsburgh, anybody steal a fan? Oh wow. No, there’s a steel fan over [00:20:54] Vince Menzione: here. There’s one here. There’s a couple of ’em are out here. So I feel bad. [00:20:57] Darryl Peek: The reason why I put immaculate in there is for the immaculate reception, actually. [00:21:00] Darryl Peek: Yes. And basically saying that if you ever seen that play, it was not pretty at all. It was a very discombobulated play. Yeah. And I usually say that’s the way that you work with partners too, because when that deal doesn’t come in, when you gotta make a call, when you’re texting somebody at 11 o’clock at night, when you’re trying to get that at, right before quarter end. [00:21:17] Darryl Peek: Yeah. Before the end of it. It really is difficult, but it’s really creating that immaculate experience. You want that partner to come back. I know it’s challenging, but I appreciate how you leaned in with us. Yes, absolutely. I appreciate how you work with us. I appreciate how you held our hand through the process, and that’s what I tell my team, that we have to create that partner experience. [00:21:32] Darryl Peek: And maybe that’s a carryover from Salesforce, Dave. I don’t know. But also when we talk about enhancing or accelerating our partner. Our public sector outcomes that is really working with the customer, right? So customer experience has to be part of it. Like all of us have to be focused on that North star, and that is really how do we service the customer, and that’s what we choose to do. [00:21:48] Darryl Peek: But also the internal part. So I used to survey my team many moves ago, and I said, if we don’t get 80% satisfaction rate from our employees how do we get 60% satisfaction rate from our customers? Yeah. So really focus on that employee success and employee satisfaction. It’s so important, is very important. [00:22:03] Darryl Peek: So being able to understand what are the needs of your employees? Are you really addressing their concerns and are you really driving them forward? Are you challenging them? Are you creating pathways for progression? So those are things that I definitely try to do with my team. As well as just really encouraging, inspiring, yeah. [00:22:19] Darryl Peek: And just making sure that they’re having fun at the same time. [00:22:21] Vince Menzione: It shows up in such, I, there’s an airline I don’t fly any longer, and it was a million mile member of and I know it’s because of the way they treat their employees. [00:22:29] Vince Menzione: Because it cascades Right? [00:22:30] Darryl Peek: It does. Culture is important. [00:22:32] Vince Menzione: Yeah. Absolutely. [00:22:32] Darryl Peek: What is it? What Anderson Howard they say what col. Mark Andresen culture eat strategy for [00:22:37] Vince Menzione: breakfast. He strategy for breakfast? Yes. Very much this has been insightful. I really enjoyed having you here today. Really a great, you’re a lot of fun. You’re a lot of fun. [00:22:43] Vince Menzione: Darry, isn’t you? Amazing. So thank you for joining us. Thank you all. Thank And you’re gonna be, you’re gonna be sticking around for a little while today. I’m sticking around for a little while. I’ll be back in little later. I think people are gonna just en enjoy having a conversation with you, a little sidebar. [00:22:55] Darryl Peek: Absolutely. I’m looking forward to it. Thank you all for having me. Glad to be here. And thank you for giving the time today. [00:23:01] Vince Menzione: Thank you Darryl, so much. So appreciate it. And you’re gonna have to come join me on this Story Diamond tool. Yeah, absolutely. Thanks for tuning into this episode of Ultimate Guide to Partnering. [00:23:12] Vince Menzione: We’re bringing these episodes to you to help you level up your strategy. If you haven’t yet, now’s the time to take action and think about joining our community. We created a unique place, UPX or Ultimate partner experience. It’s more than a community. It’s your competitive edge with insider insights, real-time education, and direct access to people who are driving the ecosystem forward. [00:23:38] Vince Menzione: UPX helps you get results, and we’re just getting started as we’re taking this studio. And we’ll be hosting live stream and digital events here, including our January live stream, the Boca Winter Retreat, and more to come. So visit our website, the ultimate partner.com to learn more and join us. Now’s the time to take your partnerships to the next level.

This is episode 755. Read the complete trancription on the Sales Game Changers Podcast website. The Sales Game Changers Podcast was recognized by YesWare as the top sales podcast. Read the announcement here. FeedSpot named the Sales Game Changers Podcast at a top 20 Sales Podcast and top 8 Sales Leadership Podcast! Subscribe to the Sales Game Changers Podcast now on Apple Podcasts! Read more about the Institute for Excellence in Sales Premier Women in Sales Employer (PWISE) designation and program here. Purchase Fred Diamond's best-sellers Love, Hope, Lyme: What Family Members, Partners, and Friends Who Love a Chronic Lyme Survivor Need to Know and Insights for Sales Game Changers now! Today's show featured an interview with Amy Belcher, Director, WW ISV Sales & Go To Market Strategy, AWS. Find Amy on LinkedIn.  AMY'S TIP: ""Own it. Don't wait for someone to invite you to grow—raise your hand, build your skills, and lead your career."

Celebrating the some of the best in ☁️ Hosts Daniel Newman and Patrick Moorhead sat down with Julia Chen, Vice President, AWS Partner Core, Specialists & Partners, and the winners of the AWS Partner Awards at AWS re:Invent! The impressive lineup of guests includes:  JB McGinnis, US Lead Alliance Partner, Amazon/AWS, Deloitte Chris Wegmann, Senior Managing Director, Accenture James Beasley, Vice President, Cloud Engagement, Palo Alto Networks Tom Henderson, Global Channel & Alliances Lead, Wiz  Bill Hustad, Senior Vice President, Global Partners & Alliances, Okta Tune in for their thoughts on: - The pivotal role of #AWS partnerships in the evolving cloud landscape - Key insights into the criteria and significance of the AWS Partner Awards - The journey and successes of top AWS partners and their vision for the future  

A Google NotebookLM AI discussion based on this Matterport media release: --- Matterport Achieves AWS Manufacturing and Industrial Competency and Energy Competency Certifications underscore Matterport's dedication to delivering innovative solutions that harness the power of AWS technologies SUNNYVALE, California, Monday, December 2, 2024 (GLOBE NEWSWIRE) -- Matterport, Inc. (Nasdaq: MTTR), a pioneer in digital twin technology and spatial data capture, announced today it has achieved Amazon Web Services (AWS) Manufacturing and Industrial Competency and AWS Energy Competency status within the Health, Safety, Environment category. These two honors recognize Matterport's proven expertise in helping customers leverage AWS cloud technology and providing them with a breadth of software and service offerings that support their unique needs. “These recognitions from AWS are a testament to the revolutionary impact of our solutions in modernizing industrial operations and promoting sustainability in the built world,” said RJ Pittman, Chairman and CEO of Matterport. “By working closely with AWS technologies, we not only enhance operational capabilities but also support sustainable and safety-focused practices across industries.” Manufacturing and Industrial Competency The Manufacturing and Industrial Competency designation recognizes Matterport for its expertise in providing customers professional services and/or software solutions for an end-to-end Industrial Manufacturing Software toolchain. As manufacturing customers move to the cloud, they are looking for cloud experts with manufacturing experience to help them transform and use data in new ways, knowing they need to move faster than ever. AWS Manufacturing and Industrial Competency Partners provide customers with solutions across their digital transformation journey while being assured that they have support from a validated AWS Partner to meet their needs. These solutions follow AWS best practices for building secure, high-performing, resilient, and efficient cloud infrastructure for industry applications. Achieving the AWS Manufacturing and Industrial Competency differentiates Matterport as an AWS Partner Network (APN) member with demonstrated technical proficiency and proven customer success in running cloud solutions on AWS for the manufacturing and industrial sector. This program showcases manufacturing consulting and software partners who have domain knowledge and are providing cloud services. To receive the AWS Manufacturing and Industrial Competency designation, AWS Partners must undergo a rigorous technical validation and provide vetted customer references. Matterport's comprehensive suite aligns seamlessly with multiple categories within the AWS Manufacturing and Industrial Competency Program. The solutions provided cover extensive ground, including: --- Continues in the We Get Around Network Forum: https://www.wegetaroundnetwork.com/topic/20510/page/1/matterport-gets-aws-manufacturingindustrial-competencyenergy-competency/

Vor vielen Jahren waren Matthias Zwittag und Jochen Landvoigt die jüngsten Gründer Oberösterreichs. Heute sind die beiden erfolgreiche Unternehmer und CEOs der SIWA Online GmbH. Mit ihrem Unternehmen bauen sie nicht nur erfolgreich Online-Shops, sondern helfen ganzen Branchen bei der Digitalisierung ihres Unternehmens. Wie wird man AWS-Partner? Worauf muss man bei der Digitalisierung von Prozessen aufpassen und Wie findet man als KMU noch die richtigen Mitarbeiter:Innen? Die Antworten darauf und was ein Lamacorn ist, gibt es in dieser #glaubandich Podcast Folge Über SIWA Startseite - SIWA Online GmbH

This is episode 692. Read the complete transcript on the Sales Game Changers Podcast website. Register for the September 13 Women in Sales Leadership Elevation Conference here. Register for the IES Women in Sales Leadership Development programs here. Today's show featured an interview with Sales Leader John Reilly, Sr. Manager Global ISV Sales at Amazon Web Services (AWS). JOHN'S ADVICE:  "Execution starts with relationship and trust. You only have one thing in this world, and that's your word. Once you break it, you're done. Business is built on trust with your customers and with your team. It's the most foundational element of all business. You have to earn the trust. It's an active thing, not a passive thing. You're not just granted trust, you have to actually go out and earn it."

In this episode, we discuss 5 different ways to extend CloudFormation capabilities beyond what it natively supports. We started with a quick recap of what CloudFormation is and why we might need to extend it. We then covered using custom scripts and templating engines, which can be effective but require extra maintenance. We recommended relying instead on tools like Serverless Framework, SAM, and CDK which generate CloudFormation templates but provide abstractions and syntax improvements. When you need custom resources, CloudFormation macros allow pre-processing templates, while custom resources and the CloudFormation registry allow defining new resource types. We summarized recommendations for when to use each approach based on our experience. Overall, we covered multiple options for extending CloudFormation to support more complex infrastructure needs.

In this episode, we discuss best practices for working with AWS Lambda. We cover how Lambda functions work under the hood, including cold starts and warm starts. We then explore different invocation types - synchronous, asynchronous, and event-based. For each, we share tips on performance, cost optimization, and monitoring. Other topics include function structure, logging, instrumentation, and security. Throughout the episode, we aim to provide a solid mental model for serverless development and share our experiences to help you build efficient and robust Lambda applications.

In this episode, we provide commentary and analysis on the 2024 AWS Community Survey results. We go through the key findings for each area including infrastructure as code, CI/CD, serverless, containers, NoSQL databases, event services, and AI/ML. While recognizing potential biases, we aim to extract insights from the data and share our perspectives based on experience. Overall, we see increased adoption across many services, though some pain points remain around developer experience. We hope this format provides value to listeners interested in cloud technology trends.

In this episode, we provide an introductory overview of AWS's best practices for managing infrastructure using multiple accounts under an organization. We discuss the advantages of this approach and how to get started creating your own multi-account environment, or "landing zone".

In this episode, we provide an overview of Amazon EBS, which stands for Elastic Block Storage. We explain what block storage is and how EBS provides highly available and high-performance storage volumes that can be attached to EC2 instances. We discuss the various EBS volume types, including GP3, GP2, provisioned IOPS, and HDD volumes, and explain how they differ in performance characteristics like IOPS and throughput. We go over important concepts like IOPS, throughput, and volume types so listeners can make informed decisions when provisioning EBS. We also cover EBS features like snapshots, encryption, direct API access, and ECS integration. Overall, this is a comprehensive guide to understanding EBS and choosing the right options based on your workload needs.

In this episode, we provide a friendly introduction to Service Control Policies (SCPs) in AWS Organizations. We explain what SCPs are, how they work, common use cases, and tips for troubleshooting access-denied errors related to SCPs. We cover how SCPs differ from identity-based and resource-based policies, and how SCPs can be used to set boundaries on maximum permissions in AWS accounts across an organization.

In this episode, we discuss how we work as a cloud consulting company, including our principles, engagement process, sprint methodology, and focus on agile development to deliver successful projects. We aim to be trusted partners, not just vendors, and enable our customers' business goals. By the end of this episode, you will know what working with a cloud consulting company like fourTheorem could look like and you might learn some strategies to make cloud projects a success! We will also digress a little into the history of software practices, common misconceptions, and what we believe should be the right way to build software.

On this episode of The Six Five – On The Road, hosts Daniel Newman and Patrick Moorhead welcome LogicMonitor CEO Christina Kosmowski and CPO Taggart Matthiesen for a conversation on how their vision for the company and its product strategy has evolved to meet the critical needs of today's ITOps and CloudOps audiences. Their discussion covers: A look at the biggest challenges facing today's IT and Cloud leaders How the vision for the company has evolved over the years to address these challenges How LogicMonitor's product vision and strategy meet the needs of today's ITOps and CloudOps audiences Learn more about LogicMonitor, on the company's website.

On this episode of The Six Five – On The Road, hosts Daniel Newman and Patrick Moorhead welcome Sanjay Poonen, President and CEO at Cohesity for a conversation on Cohesity's strategic partnership with Amazon Web Services (AWS) by integrating Cohesity Turing with Amazon Bedrock. Their discussion covers: A look at Cohesity's Turing integration with Amazon Bedrock How this generative AI solution will allow customers to use the latest AI capabilities to better manage, interact with, and gain insights into their data Cohesity's new upcoming capabilities for protecting AWS and VMware workloads Learn more about Cohesity's partnership with AWS, on the company's website.

In this episode, Woody is joined by Sarah Aamir, a Partner Solutions Architect at AWS.Sarah is a seasoned professional with a rich background in networking and technology. She has held roles at prominent companies such as Dell and T-Mobile, and her journey through the industry offers a valuable perspective on the evolving landscape of enterprise networking.Throughout the conversation, Sarah and Woody discuss why Sarah chose to join AWS, her experience working with partners, including her enjoyment working with Aviatrix on AWS Immersion Days, the impact of generative AI, and her business intelligence project that she considers her most fulfilling and meaningful project at the moment. Sarah's LinkedIn: https://www.linkedin.com/in/sarahaamir/About Altitude and Host Woody: https://aviatrix.com/altitude/Timestamps:00:00:23 - Sarah Aamir's introduction00:02:04 - Discussion about the types of partners Sarah works with at AWS00:03:07 - Sarah's favorite networking kit and her interest in automation00:06:11 - Sarah's explanation of the onboarding process for partners 00:10:12 - Discussion on the significance of generative AI and its applications00:16:00 - An anecdote about testing a generative AI's capabilities and a deeper look into the future of AI00:19:49 - Sarah's thoughts on the future with personal private data & AI00:22:09 - Sarah's favorite project on business intelligence, excitement for this year's AWS re:Invent

Neuraflash is an AWS Partner that applies artificial intelligence and data-powered experiences to help customers transform their customer service by making the experience faster, more personalized, and connected across channels. In this special series episode, AWS Director of Partner, Jen Walsh Fisher is joined by NeuraFlash Sr. VP John Heater, to understand why Interactive Voice Repsonse flows (IVRs) are so important to the Contact Center and brand perception, and how the IVR Migration Tool can help organizations transform their customer service experience. Get started - https://aws.amazon.com/partners/featured/contact-center/ Leave us feedback - https://bit.ly/3zZTMZh

In this episode, Simon speaks with Dan Ljungberg, Director of Solutions Engineering at Pillir, about how low-code development expedites modernization. Pillir's platform helps AWS partners create customized business applications, especially in SAP and ERP environments, transforming them to cloud-ready and mobile applications at a fraction of the time and cost. These apps incorporate an organization's business logic and function regardless of connectivity status. Listen to learn how this low-code approach addresses the developer shortage that is impacting many enterprises. Learn more - https://www.pillir.io/

The global cybersecurity market size is forecast to grow to $345.4 billion by 2026 for obvious reasons … we're all online and so are the bad guys. Until now most people think of firewalls, passwords, biometrics (fingerprints & facial scans) and two-factor authentication when it comes to cybersecurity. And those are the dominant solutions today, the bad guys are winning the war right now when you consider the following: Cybercrime is expected to cost the world $6 trillion in 2021. By 2025, this figure will climb to $10.5 trillion Packet Labs PLURILOCK CYBERSECURITY USES YOUR KEYBOARD & MOUSE BEHAVIOR TO IDENTIFY YOUR MOVEMENTS VS THE BAD GUYS Plurilock brings an entirely different and exciting approach to cybersecurity - authenticating a person's identity using behavioral biometrics. What does that mean? Glad you asked. Behavioral biometric data is - for example - simply the way you type on your keyboard and move your mouse. Using artificial intelligence and machine learning, Plurilock creates an identity signature that is completely unique to you, like a digital key. Applying this to the actual but basic example of a keyboard, Plurilock's cyber security technology knows how you type on your keyboard and move your mouse. So EVEN if someone was able to physically get onto your laptop and start hacking away, Plurilock would recognize it in seconds and shut the intruder out. More than just lip service, here are some company highlights: 2021 Revenue ● 2021 revenue $36,624,610 vs. $479,329 for 2020 Q1-22 Revenue ● Revenue $6,953,052 vs $75,761 Q1-21 (+OVER 9,000%) CUSTOMER WINS Disclosed sales YTD from the likes of: o California state taxation o NASA o U.S. Air Force o U.S. Department of Commerce o U.S. Department of the Navy o California-Based Pension Fund o And many more AMAZON WORKSPACES INTEGRATION Release of DEFEND for Amazon WorkSpaces ● Virtual environments now able to be protected by Plurilock's cutting-edge behavioral biometrics technology ● This enhanced functionality supports Amazon WorkSpaces, providing continuous identity assurance using behavioral biometrics. The platform can terminate the virtual session if high-risk activity or potential credential compromise is detected, thereby eliminating the opportunity for an attacker to access sensitive information in the network or detonate a malicious payload. ● $PLUR and AWS hosted a live webinar titled, “4 Security Threats to Consider When Using Amazon WorkSpaces”on May 26 MAJOR 3RD PARTY VALIDATION VIA GARTNER REPORT INCLUSION With $USD 4.7 BILLION in 2021 revenue, Gartner, Inc. (NYSE: IT) is the world's leading information technology research and advisory company, delivering technology-related insights to the world's biggest companies to help them make the right decisions. On May 19th Gartner announced that Plurilock Listed as Representative Vendor in 2022 Gartner® Innovation Insight for Biometric Authentication report. If you are looking for a great and fast-growing smallcap cybersecurity company, sit back, relax and watch this powerful interview with Plurilock CEO Ian L. Paterson

Get a behind the scenes look at how AWS Partners innovate to help customers succeed. In this episode, Simon is joined by and Brad Coughlan (Founder and Managing Director) and Paul Macey (Chief Data and Analytics Officer) from The Data Foundry, an AWS Advanced Consulting Partner that provides a range of data, analytics and ML services and scalable solutions that turn customer data into decision-enabling insights. Learn more about TDF - https://www.thedatafoundry.com.au/

Ruba Borno, Global Channel Chief at Amazon Web Services, and Lauren Dillard, Executive VP of Investment Intelligence at Nasdaq, discuss their partnership to build cloud-enabled infrastructure for the world's capital markets. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Ruba Borno, Global Channel Chief at Amazon Web Services, and Lauren Dillard, Executive VP of Investment Intelligence at Nasdaq, discuss their partnership to build cloud-enabled infrastructure for the world's capital markets. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

About BrookeBrooke is the Head of Enablement - AI/ML and Data at Blackbook.ai, an Australian based consulting firm and AWS Partner. Brooke has degrees in Mathematics and Data Engineering and they specialise in developing technically robust solutions that help “non-data people” harness the power of AI for their industry, and communicate this effectively.Outside of their 'day job', Brooke speaks at Data, AI, Software Engineering, UX and Business conferences and events to Australian and international audiences, and has guest lectured at the University of Queensland Business School and Griffith University. Brooke is proudly a volunteer member of the Queensland National Science Week Committee, and is always on the lookout for new ways to promote STEM pathways to young people, especially young women and members of the LGBTIQA+ community from regional Australia.Links: Blackbook: https://blackbook.ai/ Twitter: https://twitter.com/brooke_jamieson TikTok: https://www.tiktok.com/@brookebytes LinkedIn: https://www.linkedin.com/in/brookejamieson/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: The company 0x4447 builds products to increase standardization and security in AWS organizations. They do this with automated pipelines that use well-structured projects to create secure, easy-to-maintain and fail-tolerant solutions, one of which is their VPN product built on top of the popular OpenVPN project which has no license restrictions; you are only limited by the network card in the instance.Corey: This episode is sponsored in part by our friends at Sysdig. Sysdig is the solution for securing DevOps. They have a blog post that went up recently about how an insecure AWS Lambda function could be used as a pivot point to get access into your environment. They've also gone deep in-depth with a bunch of other approaches to how DevOps and security are inextricably linked. To learn more, visit sysdig.com and tell them I sent you. That's S-Y-S-D-I-G dot com. My thanks to them for their continued support of this ridiculous nonsense.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. As my 30s draw to a close, I am basically beating myself up emotionally by making myself feel tremendously, tremendously old. And there's no better way to do that than to go on TikTok where it pops up with, “Hey if you were born before 2004”—and then I just closed the video because it's ridiculous. It's more or less of a means of self-flagellation.But there are good parts to it. One of those good parts is I get to talk to people who I don't generally encounter in other areas of the giant cloud ecosystem, and my guest today is a shining example of someone who has been very prolific on TikTok but for some reason or other, hadn't really come across my radar previously. Brooke Jamieson is the Head of Enablement of AI and machine learning at Blackbook. Brooke, thank you for joining me today.Brooke: Thanks so much for having me. Welcome to 6 a.m. in Brisbane. [laugh].Corey: It was right before the pandemic that I did my first trip to Australia, discovered that was a real place. Like, “Oh, yeah. You're going to go to give a talk in Perth. What, are you taking a connection through Narnia?” No, no, it turns out it's a real place, unlike New Zealand.Brooke: Oh, yeah. New Zealand's fake.Corey: [laugh].Brooke: I booked a conference in Portugal soon, and it's going to take me 31 hours to get there from here. So. [laugh].Corey: I remember the days of international travel. Hopefully for me, they'll come back again, sooner or later.Brooke: Fingers crossed.Corey: What really struck my notice about a lot of your content is the way that you fold multiple things together. First and foremost, you talk an awful lot about machine learning, data engineering, et cetera, and you are the second person that I've encountered that really makes me think that there is something to all of this. The first being Emily Freeman, which I've discussed on the show previously, and on Twitter, and shouting from the rooftops because she works at AWS and is able to tell the story, which basically, I think makes her a heretic compared to most folks over in that org. But there's something about making incredibly complex things easily accessible, which is hard enough in its own right, but you also managed to do it basically via short-form video on TikTok. How did you discover all this?Brooke: Yeah, I have a very strange resume. [laugh]. It is sort of a layered Venn diagram is the way I normally talk about it if I'm doing a conference talk or something. So, I studied pure maths at university the first time, and then I went back and studied data engineering after. But then I also worked in fashion as a model internationally, and then I've also worked in things like user experience, doing lots of behavioral science, and everything even design-related around that.And then I've also done lots more work into cloud and AI and everything that happens. So overall, it's just being about educating people on this. Most of my role now is educating executives and showing them how they were lied to at various conferences so that they can actually make an informed decision. Because if I go to talk to a board, I know when I leave, they're going to have a conversation about what we talked about without me in the room, and I think executives keep making terrible decisions because they can't have that conversation as a group. They don't know what to do when the tour guide isn't there anymore because they don't have a shared vocabulary or a framework to talk about what they might like to do, or what they might like to prioritize to do first, things like that.So, so much of what I do is just really helping people to understand, conceptually from a high level what they're actually trying to do, so that then they can deliver on that rather than thinking, oh, I just really saw this cool model of a specific AI thing at a conference, and it was a cool animated slide. And I would like to purchase exactly one of those for my company, thank you.Corey: It's odd because you don't have a quote-unquote, “Traditional”—if there is such a thing—DevRel role: You're not an advocate, you're not an evangelist. And none of your content and talks that I have seen have been actively selling any product, but they very much been selling ideas and concepts. And it really strikes me that you have threaded the needle beautifully as far as understanding the assignment. You're trying to cause a shift in the audience, get them to see things in a way that they don't already without trying to push a particular product or a particular solution. How much of that was happy accident and how much of that was something you set out to do intentionally?Brooke: First, thanks so much. Second of all, I think this comes from studying maths. So, the number one skill you get from doing a pure maths degree is you have a toolbox with you, and then there's a number of things in that toolbox. There's different ways you can solve problems, and usually, there's a few different ways you can solve a given problem, but you just open up your toolbox that grows over time, and you can see what you can use in there to solve a problem. So, that's really how I've continued to exist, even working in user experience roles as well, just like what elements do we have to even work with here?And I brought that with me into the cloud as well because I think the really big thing with actually selling tech products is being confident enough to know that there are a number of things you can actually use instead of your product, but if you're confident enough in the product you have, it will be the obvious solution anyway, so instead, I just get people thinking about what they actually need it for, how they could use it solving a problem and give them ideas on how to apply it. And you would know this: In cloud, there's always ten million different ways to do something. [laugh]. And it's just, instead of getting them to think—because then you just get stuck in a thought vortex about, “This one or this one?” Or, “What am I doing,” but instead latch on to an idea of what you're trying to achieve, and then work out the most optimal way to do that for your underlying infrastructure as well. And even the training of staff that you have, is really important.Corey: There's a definite idea around selling—like, I think it's called ‘solution selling.' I don't know; I don't have a background in this stuff. I've basically stumbled into it. But periodically, I'll have folks come on this show, and I'll chat with them, “So, what is the outcome we're looking to have in the audience here?” Because again, telling a story with no real target in mind doesn't always go super well. And, “Oh, I want people to sign up for my product.” “Okay, how do you envision them doing that?”And their story is to sit there and pitch the whole time, and it's, yeah, that's going to be a really bad show, and I don't want to put that out. Instead, if you're active in a particular space, my approach has always been to talk about the painful problem that you solve and allude to what you do and a bit of how you do it. If you make the audience marinate in the painful problem, the folks who are experiencing that are going to sit up and self-select of, “Ooh, that sounds a lot like the problems we have. If they're talking about this, they might have some ideas and solutions.” It's a glimpse and a hook into reaching out to find out more.And to be clear, that's not the purpose of this show, but if someone wants to pitch a particular product or service, that's the way to do it because the other stuff just doesn't work. Giving away free t-shirts, for example, okay, you'll get a bunch of people clicking links and whatnot, but you're also effectively talking to people who are super willing to spend time filling out forms and talking to people to get a free t-shirt. I don't know that for many products, that's the best way to get qualified leads in.Brooke: Yeah, it's tricky. And I think it's just because everyone's doing what everyone told them to do. I love reading really terrible sales books. I started when I was younger, just because I could see people trying to use these tactics on me; and I just wanted to know everything there was to know about what it's like to be a used car salesman in the middle of [laugh] America. And so I've read all of these things, and lots of the strategies in them, they only work if you're in a very specific area that they're actually working in, and no one's getting to the problem of how do you actually like to be sold to? How can you improve the experience?And overall, for consulting, usually, it's someone—the best end game is someone has seen you around doing other things, and then they come back and they're like, “I've got a really weird problem. I didn't even know if this is what you can do. Can you help me with this?” And that is—the best client to have, they're the best—they're so open to ideas, they trust you because they've seen you do good work over time. And you would have seen this so many times, it's about someone just come to you with a really strange problem, and it may or may not even be what you've actually helped them with.Corey: Help me understand a bit what you do as a Head of Enablement? Because I've heard the term a few different ways, always at different companies. As far as day job goes, where do you start? Where do you stop?Brooke: Yeah, it's a very fake-sounding job title.Corey: [unintelligible 00:08:53]—“Oh, what are you?” “Oh, I'm an enabler.” Like, effectively standing behind someone who's debating relapsing into something, like, “Do it. Do it. Do it.” Now, I don't imagine that's what you do. But then again, AI and ML is a weird space. Maybe it is.Brooke: Just when my friends are online shopping, and they're not sure if they should buy something. I'm the one messaging them saying, “Yes, get it.” That's me. So no, what I do is I—there's really technical people in our teams, we've got about 150 consultants across Australia, and then there's very non-technical business executives who have a problem. And if you don't have a good conduit between those two groups, the business won't get what they need, and the technical people won't have the actual brief they need to solve the problem.Because so many times people will come to us with what they think is a problem, but it's actually a symptom, not the root cause, so you just need a really good understanding of overall how businesses work, how business processes work, as well, and then also just really good user experience, information architecture knowledge to go through that. But then all of that would only work if I also had the technical underpinnings so I can then make sure we have everything we need and then communicate that to the development team to make sure that everyone's getting what they need from it. Lots of places, my job doesn't exist in a lot of companies, and that's because they just try to mash [laugh] those two groups together with varying levels of success.Corey: Or it's sales enablement of, “Here's the pitch deck you use. I'm going to build slides all day,” et cetera. “Here's what the engineers are going to babble about. When they use this phrase, go ahead and repeat this talking point and they'll shut up and go away,” is often how it manifests. And I don't get that sense from you at all.I'm going to call you out slightly on this one. The way you just describe it like, “Well, there are some very technical people, and there are some non-technical people.” And you didn't actually put yourself into either one of those categories, but let's call out a bit of background on you. You have a degree in mathematics, but that wasn't enough, so you decided to go a little more technical than that; you also have a degree in data engineering. If you're listening to this, please don't take this the wrong way—Brooke: Definitely take it the wrong way. [laugh].Corey: —but you do not present as someone who is first and foremost like, “Code speaks. Code is everything,” the stereotypical technical person who gets lost in their absolute love of the technology to the exclusion of all else. You speak in a way that makes this stuff accessible. Never once in watching any of your content, have I come away feeling dumb as a result, and that's an incredibly rare thing. But make no mistake, you are profoundly technical on these things.Brooke: Yeah, making people not feel worried is my number one marketable skill when talking to executives because executives make bad decisions when they don't know how to have that conversation. But all of that is because they've been rising up in their organization for 20 to 30 years, and they didn't ask questions early on when tech was new, and then it's gotten to a point where they feel like they can't ask questions [laugh] anymore because they're the one in charge, and they're too nervous to admit they don't understand something. So, much of what I do that is successful when talking to executives is just really making sure that I'm never out to try and look like the smart one. So, I'm not ever just flexing technical knowledge to make people think that I am the God Almighty of all things tech.I don't care about that, so it's mostly about how can I make people really comfortable with something that they've been too scared to ask about probably for quite some time? So that then they can make an informed choice on that front and so they can actually be empowered by that knowledge that they now have. They probably were too scared to ask it the whole time. But it's just a way of getting through to them. And then you get so much trust from that as well, just because, as well, I'm always very confident to tell people if they've been given the wrong information by other parties, I will absolutely tell them immediately, or if they just don't know how to give success metrics for project, so they end up just forgetting that false negatives or false positives can exist. [laugh].So, educating them, even on accuracy and recall measures and things like that, as well and doing it in a way where they don't ever feel threatened is the number one key to success that no one ever tells you about as a thing because no one wants to even admit that people could possibly be threatened by this.Corey: A lot of the content that you wind up building is aimed around career advice, particularly for folks early on in their careers. And the reason I bring that up is that you are alluding to something that I see when I interview folks all the time—I went through it myself—where there was a time you're going through a technical interview, and you get the flop sweat where I don't know the answer to this question. And there are a few things you can do: You can give up and shut down, which okay, that is in many cases are natural inclination, but not particularly helpful in those environments; you can bluff your way through the answer, which I generally don't advise because when an interviewer is asking you a technical question, it's a reasonable guess that they know the right answer; but the mark of seniority that it took me a distressingly long time to learn this is I just sometimes laugh, I say, “I have absolutely no idea, but if I had to guess…” and then I'll speculate wildly. And that, in my experience, is the mark of the kind of person you generally want to have on your team. And there are elements of what you just said, threaded throughout that entire approach of not making people feel less than.On the other side of that interview table, when I'm sitting there as a candidate. I hated those interviews where someone sits there and tries to prove they're the smartest person in the room. Yeah, I too, am the smartest person in the room when I wrote the interview questions. But for me, it's a given Tuesday; for the person I'm interviewing, it's determining the next stage of their career. There's a power imbalance there.Brooke: Yeah. And this has always happened to me in job interviews as well. I have a very polarizing resume just because it's not traditional. I didn't do software engineering at university and then work as a software engineer. I just haven't gone through that linear pathway, so there's lots of people just trying to either figure me out or get to a gotcha moment where they can really just work out what's actually happening.I have no interest in it. I'm happy to say that I don't know something. And being able to openly say that you don't know something is so helpful, as you're saying. It's the number one skill I wish people would learn because it's fine to not [laugh] understand things.Corey: A couple of times, I was the first DevOps hire in startup that was basically being interviewed by a bunch of engineers. And I went through a lot of those interviews and took the job only a couple of times, and one of the key differentiators for me was when they sat down and looked sort of sheepish and asked me a question of the form, “Look, I know how to interview a software engineer, but I sort of get the sense that you're not going to do that super well.” Yeah, surprise; I'm not a software engineer. “What is the best way to interview you to really expose where you start and where you stop?” Which I think is such a great question, if you don't know.Now, in my world, the way that—now that I'm on the other side of the table, I bring in experts to help me evaluate people, otherwise I run the very real risk of hiring the person that sounds the most confident, and that doesn't generally end well in technical spaces. And really figure out what it is that makes people shine. Everyone talks about how to pass the technical interview, but there's very little discussion on the other side of it, which is what kind of training do most of us—are most of us given to effectively conduct a technical interview?Brooke: Yeah, and not even just interview skills, but leadership skills. Number one thing I always talk to you when I'm talking to university students is I let them know that probably the manager they will end up having, if they work in tech, probably has no leadership training or management training of any sort. So, [laugh] if you are just assuming that they will be, like, really just a straight, always making the best management decision or always doing something the most perfect way, they probably have no idea what they're doing as well. And that's really important for people to go into jobs and interviews knowing, is that it's fine if the other person doesn't know as well. Do they want you to win? I think that's the number one thing I always am left with after interviews.And even when I was interviewing—I worked as a marketing manager for a while, so even when I was interviewing for marketing jobs, you could tell whether the person on the other side of the table wanted you to do well or not. And especially when you're looking for an early career job, regardless of any other factor, if someone wants you to do well, that is a good job for you to have. It will just mean so much more to your momentum throughout your career.Corey: I'm a big believer in even if you decide not to continue with a particular candidate, my objective has always been that I want them to think well of the company, I want them to consider reapplying down the road when their skill set changes or what we're looking for changes. And I want them to walk away from the experience with a, “That was a very fair and honest experience. I might recommend applying there to other people I know.” And we've had some people come through that way, so we're definitely succeeding. Whereas I went through the Google SRE interview twice—the second time, I think, was in 2015—and I swore midway through the process that even if they offered me the job, I wouldn't accept it because they didn't want to work with a place where they were going to treat people like that.Full disclosure, I did not get the offer because I'm bad at solving, you know, coding challenges in a Google Doc. Who knew. But it was one of those, I will not put myself through that again. So yeah, it turns out now I've made myself completely unemployable by anyone, so problem solved. “Oh, yeah, I'm never going to put myself through one of those job interviews,” says man who made himself completely un-interviewable, any job ever, ever again. I'll have to change my name and enter witness protection if I want to [laugh] enter the industry after the nonsense I'm pulling.Brooke: Just wear a mustache. They'll never know.Corey: Oh, yeah, you joke but I—some of me wonders on that one. So, I am curious as to your adventures with TikTok. I know I started the show talking about that, but it's still a weird format for me. I thought I got weird comments on Twitter. Oh, no, no, no, not compared to some of the people responding to things on the TikToks.And it's a different format, it's a different audience, it feels like, but there's still a strong appetite for career discussions and for technical discussions as well. How did you stumble on the platform? And how did you figure out what you would be talking about there?Brooke: Yeah, I put off making a TikTok for so long. So, I worked as a model internationally before my current job—I did it during and after uni—and so I have a very fashion Instagram that's very polished… like, I put thought into the outfits that I'm wearing in photos, which means I just haven't posted a lot lately because I just don't have the energy. So, the idea of going on TikTok to do something that is very quick is horrible to me [laugh] as a thought. Also, I hid my fashion past, I was closeted for a long time in tech, just because it was actively negatively impacting career prospects. But one of the best gifts about moving to a leadership team in a management space is that people don't care about that as much anymore, which is really good.So, just it was a big move for me in terms of bringing my closeted to past back into what I'm actually doing in tech, just to get more people aware of the opportunities that are out there. Because there's so many people during Covid that wanted to work from home and they wanted to transition to a job that would allow them to work remotely with benefits and security and everything that goes along with that, and tech is a really good industry to get that in.Corey: Oh, there are millions of jobs now that didn't exist two years ago that empower full remote, either within a given country or globally. Just, do you have an internet connection wherever you happen to be? I mean, we have people here who are excited to go and do all kinds of traveling, and we have people who have—this has been challenging for them—but, on the paperwork on our side, just fill up the forms, but we've had to effectively open tax accounts with different states as they relocate during the course of the pandemic. And power to them; that's what administrative teams are for. But it's really nice to be able to empower stuff like that because for the longest time—I live in San Francisco, and it felt like the narrative was, “We are a disruptive industry that is changing the face of the world. And we are applying that disruption by taking a job that can be done from literally anywhere and creating a land crunch in eight square miles in an earthquake zone.”It really didn't seem like it was the most forward-thinking type of event. And I'm hoping—in fact, we're seeing evidence of it—that this is going to be one of the lasting changes of the pandemic. People don't want to go back into the crappy offices.Brooke: Yeah. And especially in Australia, as well. So, when you're talking about San Francisco being crunched into eight miles, Australia is like that, but the whole country. So, it's a very large space, but there's only a few capital cities dotted around that I think more than 90-something percent of people live in those big centers.Corey: Yeah. Yeah, I made that mistake by taking my week down there and visit—and giving talks in Sydney, Melbourne, and Perth. And it was, well, why not? Like, I'm flying all the way over there. How far apart could it be?It's, “What do you mean, there's that many time zones? And the flight is how many hours to go from one side to the other?” Yeah, on professional advice for people who are considering doing that: Don't.Brooke: Yeah, it's not for the faint-hearted. But it also means that there's so many people that don't live in capital cities that could now work remotely for tech companies. Or I know friends that they originally lived in a capital city, and then have gone to move into regional centers. And as someone that grew up in a regional center, that's so important to be able to spread the tech ecosystem out further. It's 1000 kilometers from where I live now, which I don't know what that is in miles in freedom units, but probably it's about a ten-hour drive if you're driving there; if you're driving without stopping.So, it's a really long way away. And that's just—it's not, like, something you can just drive a few times over for a meetup. There's just nothing around for quite a long time. So, being able to disperse technical knowledge throughout the country is something that's really important to me, especially just because it's opening up futures for more diverse groups, even the people that are using tech in the vast majority of geographically distributed Australia are completely ignored from making that tech. And that's something that's really a growing issue that is getting fixed as there are more opportunities to move remote jobs there. But people don't even know that these jobs exist, so it's just about getting out into the regions to show people that it's possible.Corey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats V-U-L-T-R.com slash screaming.Corey: You were mentioning that you are about to embark on a 31-hour travel nightmare nonsense thing to go to Portugal to give a talk. What is the talk you're giving, and what's the venue?Brooke: It's for NDC Porto. And so, I've done NDC in Sydney, virtually, twice—Corey: NDC is… I'm sorry?Brooke: It's a really big conference. I think it started as… Norwegian something? Norwegian Developers Conference, someone will roast me in the comments of this.Corey: Well, not on this show. Generally, we get a pretty awesome audience base compared to, you know, the TikTok. So, I'm sure we'll excerpt parts of this for the TikToks, and then oh, then all hell is going to break loose.Brooke: [laugh]. That we'll find them. Yeah, it's a big conference series. So, they have them in Oslo, Copenhagen, Sydney, London, Melbourne, and Porto as well. So, it's quite a big—I think it's very eurocentric. I don't know if it would have be in any of the US audiences yet. But it's a really wholesome group.Last time I did the conference in Sydney, the segment before me was someone showing their pet llamas on camera. So… love that. [laugh]. But my talk is just about enterprise applications of AI and machine learning. So, it's mostly the same sessions that I give to executives; I just give it to software engineers, and then tell them about how I talk to executives while I'm doing it to show why it works.Corey: You also give periodic talks at universities as well. You have been very prolific on the speaking circuit. What's the common thread that winds up tying all of these disparate audiences together?Brooke: People ask me and I say yes. Um—[laugh].Corey: Hey, there we go.Brooke: Yeah. No, it's mostly about I just want to make this an easier pathway for other people. If you can see this art here—it's backwards, probably, but it says, “Be who you needed when you were younger.” I made this, and it's just how I go through my tech life. When I talk to high school students and university students, no one's ever honest with them about what it's actually like to have a job because everyone is just telling them how fantastic it is and how everyone will think it's so fantastic that they're a graduate of that institution, and they will get their dream job, and they'll ride home on a unicorn and everything will be perfect.And no adults are ever honest to people because everyone wants something from them. So, it is an absolute immense position of privilege to be able to go in and say, “Here is unfortunate realities of what you're about to step into.” Because my parents, neither of them worked in office, my mom teaches children with disabilities—so she's retired now—and my dad is a telephone technician, so like, I didn't know anyone working in office growing up, it wasn't part of what I did. So, I can't tell people that this is what networking actually is. That will be someone who you are in the room with right now who is extremely wealthy, and their parents own something, and they will sail through life. You need to work much harder than them. [laugh].And just being able to have these actual conversations with students—because it's so valuable—and it's guidance that I wish I had earlier on and that you can actually, if you're aware of what's happening in these systems, you can hedge against it. But it's just, I think it's doing students a disservice to not be honest to them, so I take a lot of pride in doing that. [laugh].Corey: I like doing that, but I'm also worried that I am going to send the wrong message if I do. Because let's be honest, I can get away with an awful lot of stuff based upon my perceived position in the industry, the fact that I am clearly self-employed—when you own the company, it turns out you can get away with a lot—and also I'm 15 to 20 years into my career, whereas if I pulled a lot of this nonsense fresh out of school in my first job, I would have been fired. No ‘would have' about it; I was fired and didn't even pull half of the jokes that I pull now. So, when I give interview advice on TikTok, like here's how you pick a fight with the interviewer. Yeah, if someone actually does that, it's not going to go well, so I live in fear of effectively giving the kind of advice that is actively harmful. If I'm going to do that, I at least try to put a disclaimer into it. But we'll see.Brooke: Yeah. And even just showing people that it is possible for an interviewer to not want you to do well. So, many people are not aware of that because the only idea they have of interviews is that… been something they've been told at whatever school or boot camp they went through that someone really wants them to succeed and will help them to develop their journey. That's not… it's not normal, so being able to actually decipher what is and isn't happening there is a really good skill. And people just aren't aware that things like that are possible, or even I don't know, as a… [unintelligible 00:27:33] person in STEM, I have a lot of sage advice to give to people about what it is and isn't like in reality.And that's where my history of very strange jobs comes into play as well. So, I worked at a car parts store for four years growing up, selling people different types of filters and fuel filters and sound systems for their car.Corey: And blinker fluid, depending on how sketchy the numbers look that month. Of course, of course.Brooke: Yeah. But people would come into the store and just ask for a man straightaway, or call up, and then I was the only one that had any physics education in the store, so some days if [my brother 00:28:08] wasn't working, so they would call up and ask for what type of resistance they needed for their car stereo, and I would tell them, but they would [unintelligible 00:28:17] put a man on. And then eventually they would be like, “I don't know. I have to ask Brooke.” And put me back on the phone, and I would just pretend to have never heard the start of it.But it's just, if you don't have a diverse background of jobs you've had, or different service jobs, it gives you more structure about how to actually talk about what it is like to work in tech because some bits are much worse than they appear, and some things are actually a lot better than they appear as well. It's just depending on who's talking about it in the media at a given day.Corey: And I've said it before—it's always worth repeating—this is what privilege looks like because it's easy for me to sit here and say, “Look, the stuff that I built, the company I've put together, the reputation for myself that I wound up establishing, well, I had to do it all myself. None of it was handed to me.” And that is true. However, I didn't have to fight against bullshit like that. I didn't have a headwind of people telling me that I was somehow unqualified or didn't belong in the place that I was in.When I made a pronouncement, even when it was wrong, it was presumed accurate until proven otherwise. So, there's a lot of stuff around this that just contributes to a terrible toxic environment. That is what privilege is, and you can't set that aside, you can't turn that away. And we all have privilege in different ways, but it's often considered to be controversial. I don't see it that way at all. It's one of those, “You were born on third base; you didn't hit a triple.”Brooke: And it's just about what you do with it, as well. There are some people who are immensely privileged and then they just do nothing to help anyone else. They don't let the ladder down for anyone else after them, so—Corey: “Send the elevator back down,” is what Stephen O'Grady over at RedMonk said, and is a phrase that's stuck with me for years now. And it's the perfect expression of it. It's as opposed to folks who wind up pulling up the rope behind them, “Well, screw you. I got mine.” No thanks.Brooke: Yeah.Corey: That's not how I want to be remembered.Brooke: And that's why it's so important to talk to people about this early in their career as well because these people will become a manager probably. So, then say, “Hey, when you are inevitably a manager, [laugh] you are in a position of power now. Here are things you can actively do that will be who you needed when you were younger.” That's what will actually help people, too. So, being able to really specifically say, once you are in an organization, you have the opportunity to make change, especially in graduate roles in organizations, I noticed they get so much bandwidth to actively make decisions because higher-ups are just so excited that there's someone young working there.So, being able to go through and look at what they are actually doing. And people trust you, then they trust your opinion, and they'll trust your opinion. Especially on issues like sustainability, everyone's just, “Oh, who's a child we can ask?” So, being able to then give them an answer that's helpful. Or say even, “I didn't know about this. Maybe you should ask someone that this affects.”Being able to then hand the microphone to someone else is a skill that is never actively taught to anyone. So, I think that's what's really—it's a slow part of diversity and inclusion changing over time, but it's a really important part of actively modeling that behavior of what it looks like to do a decent job.Corey: Brooke, I really want to thank you for taking the time to speak with me today. If people want to learn more, where's the best place to find you?Brooke: I'm on Twitter as @brooke_jamieson; I'm on TikTok as BrookeBytes, and I'm on LinkedIn is probably the best place to—I check that inbox the most. And my name is just Brooke Jamieson, which will be in the show notes.Corey: And we will, of course, put links to all of that in the [show notes 00:31:38]. Thanks again for your time. I really appreciate it.Brooke: Thanks so much for having me.Corey: Brooke Jamieson, Head of Enablement for AI, ML, and data at Blackbook. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a long, rambling, angry comment that says this is not the content that you expected, you were not happy with it at all, and if I really wanted to have these conversations, I should have instead first demonstrated both of our technical suitability by solving algorithm problems on a whiteboard.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

AWS Partner Network es un programa de socios que permite a las empresas de tecnología y consultoría de todo el mundo brindar soluciones basadas en las tecnologías AWS. ¿Por qué un socio de AWS es tan confiable? Un partner tiene la oportunidad de adquirir formación técnica y especializada en los productos que entrega AWS. De … Haz crecer tu negocio con la ayuda de un AWS Partner Leer más » The post Haz crecer tu negocio con la ayuda de un AWS Partner appeared first on Codster.

最新情報を "ながら" でキャッチアップ！ ラジオ感覚放送 「毎日AWS」 おはようございます、サーバーワークスの加藤です。 今日は 12/4 に出たアップデートをピックアップしてご紹介。 感想は Twitter にて「#サバワ」をつけて投稿してください！ ■ UPDATE PICKUP AWS Well-Architected Tool に SaaS Lens が登場 AWS SaaS Boost をプレビューで発表 AWS SaaS Factory Insights Hub を提供開始 AWS Licence Manager が Managed Entitlements for AWS Marketplace を発表 AWS Licence Manager が自動検出 ■ re:Invent 開催中 公式ページから登録して今すぐ参加しましょう！ re:Invent に関するサーバーワークスの情報発信はこちら ■ サーバーワークスSNS Twitter / Facebook ■ サーバーワークスブログ サーバーワークスエンジニアブログ

Cos'è la AWS Partner Network? Come si diventa un AWS Partner sul territorio italiano e quali sono i benefici? Oppure come posso trovare un partner competente per un progetto o servizio specifico? In questo episodio ospiterò Valentina Fabris del partner team e parleremo della rete di partner AWS in Italia. Link: AWS Partner Network.

AWS Security Hub provides a comprehensive view of high-priority security alerts and compliance status across AWS accounts. Security Hub provides a single location to aggregate, organize, and prioritize your security alerts or findings from multiple AWS services, such as Amazon GuardDuty, Amazon Inspector, and Amazon Macie, as well as from AWS Partner solutions. You can also continuously monitor your environment using automated compliance checks based on the AWS best practices and open standards that your organization follows. In this demo, we provide a walkthrough of how Security Hub aggregates findings, conducts compliance checks, and helps you respond and remediate findings.

Although this Global Partner Summit session is open to anyone, it is geared toward current and potential AWS Partner Network Partners. In this session, learn about new AWS Partner Network (APN) program launches and announcements made at the GPS Keynote. Learn how to leverage APN programs to demonstrate deep expertise to customers and how to build and achieve long-term success as an APN Partner. Both current and prospective APN Partners can gain an understanding of our new offerings.

Simon sits down with Adrian De Luca (Head of Partner Solution Architecture, Asia Pacific, AWS) and Mark Promnitz (CTO, ITOC) to discuss how to get the most out of the AWS Partner Network. Solutions Finder: https://aws.amazon.com/blogs/apn/best-practices-for-managing-your-apn-partner-solutions-finder-listing-to-connect-with-customers/ AWS Partner Network: https://aws.amazon.com/partners/ ITOC: https://itoc.com.au/

Stratus is a Nordcloud Podcast by Paul Stapley and Vitor Domingos. On this episode they talk about: AWS […]

Zum Start in 2017 ist AWS das Schwerpunkt-Thema dieser Ausgabe. Michael Hollmann, der Geschäftsführer und Inhaber von Hollmann-IT, berichtet im Gespräch, warum er AWS Partner wurde. Und worin sich AWS von anderen Angeboten unterscheidet und welche Ziele er für die Zukunft verfolgt.

Learn about AWS Security Hub, and how it gives you a comprehensive view of your high-priority security alerts and your compliance status across AWS accounts. See how Security Hub aggregates, organizes, and prioritizes your alerts, or findings, from multiple AWS services, such as Amazon GuardDuty, Amazon Inspector, and Amazon Macie, as well as from AWS Partner solutions. We will demonstrate how you can continuously monitor your environment using compliance checks based on the AWS best practices and industry standards your organization follows.

What kinds of things can you automate with AWS Lambda to operate a 'NoOps' style? Simon is joined by Paras (AWS) and Raghu (Conizant) to discuss what they have done. Shownotes: https://aws.amazon.com/partners/find/partnerdetails/?n=Cognizant&id=001E000000NaBHOIA3 https://www.cognizant.com/partners/aws

Join this session to learn more about 2018 AWS Partner Network Program launches and how to prepare for the upcoming changes.  

Data shows that APN Partners who invest in AWS Training drive incremental revenue and accelerate customer adoption of AWS. In this session, learn how investments in AWS Training can help you drive more business, while solving customer challenges quicker. Learn about improvements we're making to AWS Partner Training, including new learning paths for technical and business roles. In addition, hear from APN Partners on how AWS Training benefits them and their customers. We provide training resources and best practices that you can take back to your partner organization.

Join this session to learn why you should join the AWS Partner Network (APN). Hear best practices to take advantage of all that the APN has to offer.

As you begin to move out of your data center and develop a cloud-first strategy, you'll need support for large-scale migrations to AWS. In this session, CSC shares details about the journey to AWS by some of our largest enterprise customers. We provide best practices for planning your large-scale migrations and focus on business processes in addition to technology. We show how CSC used this approach to migrate to AWS as part of our separation last year into two publicly traded companies: CSC and CSRA. In less than six months, CSC took our 56-year-old company and broke it into two companies, one of which was brand new and without any infrastructure or enterprise applications. We explain how we leveraged the AWS Partner ecosystem to achieve this incredible IT challenge.

In November 2015, Capital Games launched a mobile game accompanying a major feature film release. The back end of the game is hosted in AWS and uses big data services like Amazon Kinesis, Amazon EC2, Amazon S3, Amazon Redshift, and AWS Data Pipeline. Capital Games will describe some of their challenges on their initial setup and usage of Amazon Redshift and Amazon EMR. They will then go over their engagement with AWS Partner 47lining and talk about specific best practices regarding solution architecture, data transformation pipelines, and system maintenance using AWS big data services. Attendees of this session should expect a candid view of the process to implementing a big data solution. From problem statement identification to visualizing data, with an in-depth look at the technical challenges and hurdles along the way.