Podcasts about C5

Andre Pienaar is the founder and CEO of C5, a venture capital firm operating at the intersection of commerce and government. On the boards of companies in 4 different countries, this British national shows a passion for America's strength and excellence greater than many of his U.S.-born colleagues. Tune in to hear how this national security and intelligence expert found himself labeled as a 'conniving intelligence officer,' and an 'evil foreign agent,' by the president of one major nation, all while working in pursuit of what he calls mission capital.

We want to talk about some ways to grow spiritually, and to do that we will be discussing the C5 strategy and some ways to implement that into your life. 

Cześć!Zaczynamy Nowy 2022 Rok, a to dobra okazja do tego, aby uruchomić odtwarzacze do podcastów i zasilić je nową treścią. W pierwszym odcinku w roku 2022 mam dla Was temat nazwany „Great Resignation”. Co to takiego jest, czym się charakteryzuje i jak się on obecnie ma w świetle badań przeprowadzonych przez Everest Group? Na wszystkie te pytania odpowiedzi znajdziecie odsłuchując ten właśnie odcinek podcastu BSS bez tajemnic. Tu kilka linków, o których wspominam w tym nagraniu:Komentarz na YouTube Peter'a Bendor-Samuel'a – prezesa Everest Group - https://youtu.be/hFqKK-s2DUMPost na blogu Forbes Peter'a Bendor-Samuel'a – prezesa Everest Group - https://www.forbes.com/sites/peterbendorsamuel/2021/12/15/surprising-truths-about-the-great-resignation-and-retaining-talent/?sh=aebaf2c398b5****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Cześć! Dzień dobry!Rok 2021 ma się ku końcowi, zapraszam więc na subiektywne jego podsumowanie. Zebrałem dla Was sporo ciekawych informacji, które warto zapamiętać po roku 2021. Dziś usłyszycie o tym co się działo na świecie i u nas w Polsce, będzie coś o HRach, coś o biurach, coś o raportach i nowych mediach. Do tego jeszcze garść informacji o wydarzeniach biznesowych i o tym co może nam przynieść rok 2022.Skoro to podcast, to nie ma co czytać, a trzeba posłuchać lub obejrzeć. Tak – ten odcinek ma zarówno wersję audio jak i video. A oto kilka linków, które mogą się Wam przydać:Raport Invest in Digital Poland – https://focusonbusiness.eu/pl/wiadomosci/polska-w-gronie-najlepszych-kierunkow-inwestycyjnych-i-liderem-sektora-nowoczesnych-uslug-w-regionie/23194Raport o lokalizacjach CX - https://ryanadvisory.com/south-africa-is-2021s-most-favored-offshore-cx-delivery-location/ Wywiad o BPO w RPA - https://focusonbusiness.eu/en/news/south-africa-one-of-the-fastest-growing-destination-for-bpo-projects/4467Portal i Magazyn FOCUS ON Business - https://focusonbusiness.eu/pl/****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Czasami dzieje się tak, że po kilku sezonach zawodów trailowych zaczyna nam czegoś brakować. Wszystko staje się powtarzalne, przewidywalne i łatwe. Nasza strefa komfortu przesunęła się. Zaczynamy marzyć o samotnej przygodzie w dziczy, chcemy poczuć się jak zwierzę, które zmaga się z naturą sam na sam. Wtedy w naszych głowach rodzą się pomysły dalekich wypraw, bez supportu, tylko ty, góry, las schroniska i sklepy. Takie właśnie wyprawy organizuje od lat Dorota Szparaga, która ma za sobą długodystansowe szlaki na Wyspach Kanaryjskich, w Pirenejach, czy w hiszpańskich Sierra Nevada. Ponad rok temu Dorota przeszła GSB. Gdy dotarła do Ustronia stwierdziła, że trochę jej mało, zakręciła się na pięcie i ruszyła z powrotem do Wołosatego. W tym roku Dorota ukończyła najdłuższy, czerwony szlak kultowego Via Alpina, czyli trasy o długości 2650 km wiodącej przez 8 państw. Dorota była w drodze 94 dni. Sama z plecakiem, stromymi podejściami, burzami, wiatrami, zamkniętymi schroniskami i zapierającymi dech widokami. Rozmawiam z Dorotą o jej motywacji i o tym jak organizuje sobie życie aby mieć czas, na takie wyprawy. Dużo mówimy o aspektach technicznych, przygotowaniu sprzętowym i mentalnym. Ciężko się rozmawia o pięknych widokach, ale w wersji video na Youtubie znajdziecie kilka zdjęć Piotra Dymusa.Proponuję przed rozmową zaimpregnować swoje buty trekkingowe, bo po rozmowie będziecie chcieli tylko i wyłącznie ruszyć w góry. Posłuchajcie

Cześć! Dzień dobry!Jest 23 grudnia 2021 roku, a to oznacza, że Święta już za chwilę. Nie ma co ukrywać, że w tym przedświątecznym czasie biznes zaczyna się wyciszać, a my naszym sercem i duchem jesteśmy bliżej spraw rodzinnych. W takim razie i dzisiejszy podcast będzie nieco mniej biznesowy (choć co nieco o biznesie się w nim pojawi).Zapraszam Was na 10 minut gdzie poza życzeniami i kilkoma słowami podsumowania roku mam też specjalnie dla Was pewną zapowiedź czegoś zupełnie nowego.Co to takiego?Klikajcie "play" i słuchajcie.HO HO HO - Wesołych Świąt!****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

ANTAL – firma, która ma już za sobą 25 lat historii rozwoju (odcinek ten nagrywany był w roku 2021), to znaczący gracz na polskim rynku rekrutacyjnym. Ale czy tylko? Zapraszam na wywiad z Arturem Skibą – Prezesem Antal w Polsce, Czechach i na Węgrzech. Z moim gościem rozmawiamy o Antal – firmie, która na przestrzeni ostatnich lat przeszła sporą ewolucję i poza standardowymi rekrutacjami weszła także na rynek usług RPO, crowdstaffingu, badań i analiz rynku pracy, czy też w outsourcing pracowników IT. A to nie wszystko. Oto ANTAL – poznajcie bliżej tę firmę i to jak o niej mówi jej Prezes - Artur Skiba.Link do strony ANTAL - https://antal.pl/ANTAL na LinkedIn - https://www.linkedin.com/company/antalpoland/#Antal #KimONIsą #KlubProProgressio****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

About FrankFrank Chen is a maker. He develops products and leads software engineering teams with a background in behavior design, engineering leadership, systems reliability engineering, and resiliency research. At Slack, Frank focuses on making engineers' lives simpler, more pleasant, and more productive, in the Developer Productivity group. At Palantir, Frank has worked with customers in healthcare, finance, government, energy and consumer packaged goods to solve their hardest problems by transforming how they use data. At Amazon, Frank led a front-end team and infrastructure team to launch AWS WorkDocs, the first secure multi-platform service of its kind for enterprise customers. At Sandia National Labs, Frank researched resiliency and complexity analysis tooling with the Grid Resiliency group. He received a M.S. in Computer Science focused in Human-Computer Interaction from Stanford. Frank's thesis studied how the design / psychology of exergaming interventions might produce efficacious health outcomes. With the Stanford Prevention Research Center, Frank developed health interventions rooted in behavioral theory to create new behaviors through mobile phones. He prototyped early builds of Tiny Habits with BJ Fogg and worked in the Persuasive Technology Lab. He received a B.S. in Computer Science from UCLA. Frank researched networked systems and image processing with the Center for embedded Networked Systems. With the Rand Corporation, he built research systems to support group decision-making.Links: Slack: https://slack.com “Infrastructure Observability for Changing the Spend Curve”: https://slack.engineering/infrastructure-observability-for-changing-the-spend-curve/ “Right Sizing Your Instances Is Nonsense”: https://www.lastweekinaws.com/blog/right-sizing-your-instances-is-nonsense/ Personal webpage: https://frankc.net Twitter: @frankc 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: It seems like there is a new security breach every day. Are you confident that an old SSH key, or a shared admin account, isn't going to come back and bite you? If not, check out Teleport. Teleport is the easiest, most secure way to access all of your infrastructure. The open source Teleport Access Plane consolidates everything you need for secure access to your Linux and Windows servers—and I assure you there is no third option there. Kubernetes clusters, databases, and internal applications like AWS Management Console, Yankins, GitLab, Grafana, Jupyter Notebooks, and more. Teleport's unique approach is not only more secure, it also improves developer productivity. To learn more visit: goteleport.com. And not, that is not me telling you to go away, it is: goteleport.com. Corey: This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking, databases, observability, management, and security. And—let me be clear here—it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. This means you can provision a virtual machine instance or spin up an autonomous database that manages itself all while gaining the networking load, balancing and storage resources that somehow never quite make it into most free tiers needed to support the application that you want to build. With Always Free, you can do things like run small scale applications or do proof-of-concept testing without spending a dime. You know that I always like to put asterisks next to the word free. This is actually free, no asterisk. Start now. Visit snark.cloud/oci-free that's snark.cloud/oci-free.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Several people are undoubtedly angrily typing, and part of the reason they can do that, and the fact that I know that is because we're all using Slack. My guest today is Frank Chen, senior staff software engineer at Slack. So, I guess, sort of… [sales force 00:00:53]. Frank, thanks for joining me.Frank: Hey, Corey, I have been a longtime listener and follower, and just really delighted to be here.Corey: It's one of the weird things about doing a podcast is that for better or worse, people don't respond to it in the same way that they do writing a newsletter, for example, because you receive an email, and, “Oh, well, I know how to write an email. I can hit reply and send an email back and give that jackwagon a piece of my mind,” and people often do. But with podcasts, I feel like it's much more closely attuned to the idea of an AM radio talk show. And who calls into a radio talk show? Lunatics, and most people don't self-describe as lunatics, so they don't want to do that.But then when I catch up with people one-on-one or at events in person, I find out that a lot more people listen to this show than I thought they did. Because I don't trust podcast statistics because lies, damn lies, and analytics are sort of how I view this world. So, you've worked at a bunch of different companies. You're at Slack now, which, of course, upsets some people because, “Slack is ruining the way that people come and talk to me in the office.” Or it's making it easier for employees to collaborate internally in ways their employers wish they wouldn't. But that's neither here nor there.Before this, you were at Palantir, and before this, you're at Amazon, working on Amazon WorkDocs of all things, which is supposedly rumored to have at least one customer somewhere, but I've never seen them. Before that you were at Sandia National Labs, and you've gotten a master's in computer science from Stanford. You've done a lot of things and everything you've done, on some level, seems like the recurring theme is someone on Twitter will be unhappy at you for a career choice you've made. But what is the common thread—in seriousness—between the different places that you've been?Frank: One thing that's been a driver for where I work is finding amazing people to work with and building something that I believe is valuable and fun to keep doing. The thing that brought me to Slack is I became my own Slack admin, [laugh] when I met a girl and we moved in together into a small apartment in Brooklyn. And she had a cat that, you know, is a sweetheart, but also just doesn't know how to be social. Yes, you covered that with ‘cat.' Part of moving it together, I became my own Slack admin and discovered well, we can build a series of home automations to better train and inform our little command center for when the cat lies about being fed, or not fed, clipping his nails, and discovering and tracking bad behaviors. In a lot of ways this was like the human side of a lot of the data work that I had been doing at my previous role. And it was like a fun way to use the same frameworks that I use at work to better train and be a cat caretaker.Corey: Now, at some point, you know that some product manager at Amazon is listening to this and immediately sketching notes because their product strategy is, “Yes,” and this is going to be productized and shipping in two years as Amazon Prime Meow. But until then we'll enjoy the originality of having a Slack bot more or less control the home automation slash making your house seem haunted for anyone who didn't write the code themselves. There's an idea of solving real world problems that I definitely understand. I mean, and again, it might not even be a fair question entirely. Just because I am… for better or worse, staggering through my world, and trying—and failing most days—to tell a narrative that, “Oh, why did I start my tech career at a university, and then spend time in ad tech, and then spend time in consulting, and then FinTech, and the rest?” And the answer is, “Oh, I get fired an awful lot, and that sucked.”So, instead of going down that particular rabbit hole of a mess, I went in other directions. I started finding things that would pay me and pay me more money because I was in debt at the time. But that was the narrative thread that was the, “I have rent to pay and they have computers that aren't behaving properly.” And that's what dictated the shape of my career for a long time. It's only in retrospect that I started to identify some of the things that aligns with it. But it's easy to look at it with the shine of hindsight and not realize that no, no, that's sort of retconning what happened in the past.Frank: Yeah, I have a mentor and my former adviser had this way of describing, building out the jankiest prototype you can to prove out an idea. And this manifested in his class in building out paper prototypes, or really, really janky ideas for what helping people through technology might look like. And I feel like it a lot of ways, even when those prototypes fail, like, in a career or some half baked tech prototype I put together, it might succeed and great, we could keep building upon that, but when it fails, you actually discover, “Oh, this is one way that I didn't succeed.” And even in doing so, you discover things about yourself, your way of building, and maybe a little bit about your infrastructure, or whatever it is that you build on a day-to-day basis. And wrapping that back to the original question, it's like, well, we think we're human beings, right, we're static, but in a lot of ways we're human becomings. We think we know what the future might look like with our careers, what we're building on a day-to-day basis, and what we're building a year from now, but oftentimes, things change if we discover things about ourselves, the people we work with, and ultimately, the things that we put out into the world.Corey: Obviously, I've been aware of who Slack is, for a long time; I've been a paying customer for years because it basically is IRC with reaction gifs, and not having to teach someone how to sign into IRC when they work in accounting. So, the user experience alone solved the problem.Frank: And you've actually worked with us in the past before. [laugh]. Slack, it's the Searchable Log for all Content and Knowledge; I think that backronym, that's how it works. And I was delighted when I had mentioned your jokes and you're trolling [a folk 00:07:00] on Twitter and on your podcast to my former engineering manager, Chris Merrill, who was like, oh, you should search the Slack. Corey actually worked with us and he put together a lot of cool tooling and ideas for us to think about.Corey: Careful. If we talk too much, or what I did when I was at Slack years ago, someone's going to start looking into some of the old commits and whatnot and start demanding an apology, and we don't want that. It's, “Wow, you're right. You are a terrible engineer.” “Told you.” There's a reason I don't do that anymore.Frank: I think that's all of us. [laugh]. An early career mentor of mine, he was like, “Hey, Frank, listen. You think you're building perfect software at any point in time? No, you're building future tech debt.” And yeah, we should put much more emphasis on interfaces and ideas we're putting out because the implementation is going to change over time, and likely your current implementation is shit. And that is, okay.Corey: That's the beautiful part about this is that things grow and things evolve. And it's interesting working with companies, and as a consultant, I tend to build my projects in such a way that I start on day one and people know that I'm leaving with usually a very short window because I don't want to build a forever job for myself; I don't want to show up and start charging by the hour or by the day, if I can possibly avoid it. Because then it turns into eternal projects that never end because I'm billing and nothing's ever done. No, no, I like charging fixed fee and then getting out at a predetermined outcome, but then you get to hear about what happens with companies as they move on.This combines with the fact that I have a persistent alert for my name, usually because I'm looking for various ineffective character assassination from enterprise marketing types because you know, I dish it out, I should certainly be able to take it. But I found a blog post on the Slack engineering blog that mentioned my name, and it's, “Aw, crap. Are they coming after me for a refund?” No, it was not. It was you writing a fairly sizable post. Tell me more about that.Frank: Yeah, I'm part of an organization called Developer Productivity. And our goal is to help folk at Slack deliver services to their customers, where we build, test, and release high quality software. And a lot of our time is spent thinking about internal tooling and making infrastructure bets. As engineers, right, it's like, we have this idea for what the world looks like, we have this idea for what our infrastructure looks like, but what we discover using a set of techniques around observability of just asking questions—advanced questions, basic questions, and hell, even dumb questions—we discover hey, the things that we think our computers are doing aren't actually doing what they say they're doing. And the question is like, great. Now, what? How can we ask better questions? How can we better tune, change, and equip engineers with tooling so that they can do better work to make Slack customers have simple, pleasant, and productive experiences?Corey: And I have to say that there's a lot that Slack does that is incredibly helpful. I don't know that I'm necessarily completely bought into the idea that all work should happen in Slack. It's, well, on some level, I—like people like to debate the ‘should people work from home? Should people all work in an office?' Discussion.And, on some level, it seems if you look at people who are constantly fighting that debate online, it's, “Do you ever do work at all?” on some level. But I'm not here to besmirch others; I'm here to talk about, on some level, what you alluded to in your blog post. But I want to start with a disclaimer that Slack as far as companies go is not small, and if you take a look around, most companies are using Slack whether they know it or not. The list of side-channel Slack groups people have tend to extend massively.I look and I pare it down every once in a while, whenever I cross 40 signed-in Slacks on my desktop. It is where people talk for a wide variety of different reasons, and they all do different things. But if you're sitting here listening to this and you have a $2,000 a month AWS bill, this is not for you. You will spend orders of magnitude more money trying to optimize a small cost. Once you're at significant points of scale, and you have scaled out to the point where you begin to have some ability to predict over months or years, that's what a lot of this stuff starts to weigh in.So, talk to me a bit about how you wound up—and let me quote directly from the article, which is titled, “Infrastructure Observability for Changing the Spend Curve,” and I will, of course, throw a link to this in the [show notes 00:11:38]. But you talk in this about knocking, I believe it was orders of magnitude off of various cost areas within your bill.Frank: Yeah. The article itself describes three big-ish projects, where we are able to change the curve of the number of tests that we run, and a change in how much it costs to run any single test.Corey: When you say test, are you talking CI/CD infrastructure test or code test, to make sure it goes out, or are you talking something higher up the stack, as far as, “Huh, let's see how some users respond when, I don't know, we send four notifications on every message instead of the usual one,” to give a ridiculous example?Frank: Yeah, this is in the CI/CD pipelines. And one of these projects was around borrowing some concepts from data engineering: oversubscription and planning your capacity to have access capacity at peak, where at peak, your engineers might have a 5% degradation in performance, while still maintaining high resiliency and reliability of your tests in order to oversubscribe, either CPU or memory and keep throughput on the overall system stable and consistent and fast enough. I think, with spend in developer productivity, I think, both, like, the metrics you're trying to move and why you're optimizing for it at any given time are, like, this, like, calculus. Or it's like, more art than science in that there's no one right answer, right? It's like, oh, yeah—very naively—like, yeah, let's throw the biggest machines most expensive machines we can at any given problem. But that doesn't solve the crux of your problem. It's like, “Hey, what are the things in your system doing?” And what is the right guess to capitalize around how much to spend on your CI/CD [unintelligible 00:13:39] is oftentimes not precise, nor is this blog article meant to be prescriptive.Corey: Yeah, it depends entirely on what you're doing and how because it's, on some level, well, we can save a whole bunch of money if we slow all of our CI/CD runs down by 20 minutes. Yeah, but then you have a bunch of engineers sitting idle and I promise you, that costs a hell of a lot more than your cloud bill is going to be. The payroll is almost always a larger expense than your infrastructure costs, and if it's not, you should seriously consider firing at least part of your data science team, but you didn't hear it from me.Frank: Yeah. And part of the exploration on profiling and performance and resiliency was, like, around interrogating what the boundaries and what the constraints were for our CI/CD pipelines. Because Slack has grown in engineering and in the number of tests we were running on a month-to-month basis; for a while from 2017 to mid 2020, we were growing about 10% month-over-month in test suite execution numbers. Which means on a given year, we doubled almost two times, which is quite a bit of strain on internal resources and a lot of dependent services where—and internal systems, we oftentimes have more complexity and less understood changes in what dependencies your infrastructure might be using, what business logic your internal services are using to communicate with one another than you do your production.And so, by, like, performing a series of curiosity-driven development, we're able to both answer, at that point in time, what our customers internally were doing, and start to put together ideas for eliminating some bottlenecks, and hell, even adding bottlenecks with circuit breakers where you keep the overall throughput of your system stable, while deferring or canceling work that otherwise might have overloaded dependencies.Corey: There's a lot to be said for understanding what the optimization opportunities are, in an environment and understanding what it is you're attempting to achieve. Having those test for something like Slack makes an awful lot of sense because let's be very clear here, when you're building an application that acts as something people use to do expense reports—to cite one of my previous job examples—it turns out you can be down for a week and a majority of your customers will never know or care. With Slack, it doesn't work that way. Everyone more or less has a continuous monitor that they're typing into for a good portion of the day—angrily or otherwise—and as soon as it misses anything, people know. And if there's one thing that I love, on some level, seeing change when I know that Slack is having a blip, even if I'm not using Slack that day for anything in particular, because Twitter explodes about it. “Slack is down. I'm now going to tweet some stuff to my colleagues.” All right. You do you, I suppose.And credit where due, Slack doesn't go down nearly as often as it used to because as you tend to figure out how these things work, operational maturity increases through a bunch of tests. Fixing things like durability, reliability, uptime, et cetera, should always, to some extent, take precedence priority-wise over let's save some money. Because yeah, you could turn everything off and save all the money, but then you don't have a business anymore. It's focused on where to cut, where to optimize in the right way, and ideally as you go, find some of the areas in which, oh, I'm paying AWS a tax for just going about my business. And I could have flipped a switch at any point and saved—“How much money? Oh, my God, that's more than I'll make in my lifetime.”Frank: Yeah, and one thing I talk about a little bit is distributed tracing as one of the drivers for helping us understand what's happening inside of our systems. Where it helps you figure out and it's like this… [best word 00:17:24] to describe how you ask questions of deployed code? And there a lot of ways it's helped us understand existing bottlenecks and identify opportunities for performance or resiliency gains because your past janky Band-Aids become more and more obvious when you can interrogate and ask questions around what is it performing like it used to? Or what has changed recently?Corey: This episode is sponsored in part by something new. Cloud Academy is a training platform built on two primary goals. Having the highest quality content in tech and cloud skills, and building a good community the is rich and full of IT and engineering professionals. You wouldn't think those things go together, but sometimes they do. Its both useful for individuals and large enterprises, but here's what makes it new. I don't use that term lightly. Cloud Academy invites you to showcase just how good your AWS skills are. For the next four weeks you'll have a chance to prove yourself. Compete in four unique lab challenges, where they'll be awarding more than $2000 in cash and prizes. I'm not kidding, first place is a thousand bucks. Pre-register for the first challenge now, one that I picked out myself on Amazon SNS image resizing, by visiting cloudacademy.com/corey. C-O-R-E-Y. That's cloudacademy.com/corey. We're gonna have some fun with this one!Corey: It's also worth pointing out that as systems grow organically, that it is almost impossible for any one person to have it all in their head anymore. I saw one of the most overly complicated architecture flow trees that I think I've seen in recent memory, and it was on the Slack engineering blog about how something was architected, but it wasn't the Slack app itself; it was simply the [decision tree for ‘Should we send a notification?' 00:18:17] and it is more complicated than almost anything I've written, except maybe my newsletter content publication pipeline. It is massive. And I'll throw a link to that in the [show notes 00:18:31] as well, just because it is well worth people taking a look at.But there is so much complexity at scale for doing the right thing, and it's necessary because if I'm talking to you on Slack right now and getting notifications every time you reply on my phone, it's not going to take too long before I turn off notifications everywhere, and then I don't notice that Slack is there, and it just becomes useless and I use something else. Ideally, something better—which is hard to come by—moderately worse, like, email or completely worse, like, Microsoft Teams.Frank: I tell all my close collaborators about this. I typically set myself away on Slack because I like to make time for deep, focused work. And that's very hard with a constant stream of notifications. How people use Slack and how people notify others on Slack is, like, not incumbent on the software itself, but it's a reflection of the work culture that you're in. The expectation for an email-driven culture is, like, oh, yeah, you should be reading your email all the time and be able to respond within 30 minutes. Peace, I have friends that are lawyers, [laugh] and that is the expectation at all times of day.Corey: I married one of those. Oh, yeah, people get very salty. And she works with a global team spread everywhere, to the point where she wakes up and there's just a whole flurry of angry people that have tried to reach her in the middle of the night. Like, “Why were you sleeping at 2 a.m.? It's daytime here.” And yeah, time zones. Not everyone understands how they work, from my estimation.Frank: [laugh]. That's funny. My sweetheart is a former attorney. On our first international date, we spent an entire day-and-a-half hopping between WiFi spots in Prague so that she could answer a five minute question from a partner about standard deviations.Corey: So, one thing that you link to that really is what drew my notice to this—because, again, if you talk about AWS cost optimization, I'm probably going to stumble over it, but if you mention my name, that's sort of a nice accelerator—and you linked to my article called Why “Right Sizing Your Instances Is Nonsense.” And that is a little overblown, to some extent, but so many folks talk about it in the cost optimization space because you can get a bunch of metrics and do these things programmatically, and somewhat without observability into what's going on because, “Well, I can see how busy the computers are and if it's not busy, we could use smaller computers. Problem solved,” versus, the things that require a fair bit of insight into what is that thing doing exactly because it leads you into places of oh, turn off that idle fleet that's not doing anything is all labeled ‘backup,' where you're going to have three seconds of notice before it gets all the traffic.There's an idea of sometimes things are the way they are for a reason. And it's also not easy for a lot of things—think databases—to seamlessly just restart the thing and have it scale back up and run on a different instance class. That takes weeks of planning and it's hard. So, I find that people tend to reach for it where it doesn't often make sense. At your level of scale and operational maturity, of course, you should optimize what instance classes things are using and what sizes they are, especially since that stuff changes over time as far as what AWS has made available. But it's not the sort of thing that I suggest as being the first easy thing to go for. It's just what people think is easy because it requires no judgment and computers can do it. At least that's their opinion.Frank: I feel like you probably have a lot more experience than me, and talked about war stories, but I recall working with customers where they want to lift-and-shift on-prem hardware to VMs on-prem. I'm like, “It's not going to be as simple as you're making it out to be.” Whereas, like, the trend today is probably oh, yeah, we're going to shift on-prem VMs to AWS, or hell, like, let's go two levels deeper and just run everything on Kubernetes. Similar workloads, right? It's not going to be a huge challenge. Or [laugh] everything serverless.Corey: Spare me from that entire school of thought, my God.Frank: [laugh].Corey: Yeah, but it's fun, too, because this came out a month ago, and you're talking about using—an example you gave was a c5.9xlarge instance. Great. Well, the c6i is out now as well, so are people going to look at that someday and think, “Oh, wow. That's incredibly quaint.”It's, you wrote this a month ago, and it's already out of date, as far as what a lot of the modern story instances are. From my perspective, one of the best things that AWS has done in this space has been to get away from the reserved instance story and over into savings plans, where it's, “I know, I'm going to run some compute—maybe it's Fargate, maybe it's EC2; let's be serious, it's definitely going to be EC2—but I don't want to tie myself to specific instance types for the next three years.” Great, well, I'm just going to commit to spending some money on AWS for the next three years because if I decide today to move off of it, it's going to take me at least that long to get everything out. So okay, then that becomes something a lot more palatable for an awful lot of folks.Frank: One thing you brought up in the article I linked to is instance types. You think upgrading to the newest instance type will solve all your challenges, but oftentimes it's not obvious that it won't all the time, and in fact, you might even see degraded resiliency and degraded performance because different packages that your software relies upon might not be optimized for the given kernel or CPU type that you're running against. And ultimately, you go back to just asking really basic questions and performing some end-to-end benchmarking so that you can at least get a sense for what your customers are doing today, and maybe make a guess for what they're going to do tomorrow.Corey: I have to ask because I'm always interested in what it is that gives rise to blog posts like this—which, that's easy; it's someone had to do a project on these things, and while we learn things that would probably apply to other folks—like, you're solving what is effectively a global problem locally when you go down this path. It's part of the reason I have a consulting business is things I learned at one company apply almost identically to another company, even though that they're in completely separate industries and parts of the world because AWS billing is, for better or worse, a bounded problem space despite their best efforts to, you know, use quantum computers to fix that. What was it that gave rise to looking at the CI/CD system from an optimization point of view?Frank: So internally, I initially started writing a white paper about, hey, here's a simple question that we can answer, you know, without too much effort. Let's transition all of our C3 instances to C5 instances, and that could have been the one and done. But by thinking about it a little more and kind of drawing out, while we can actually borrow a model for oversubscription from another field, we could potentially decrease our spend by quite a bit. That eventually [laugh] evolved into a 70 page white paper—no joke—that my former engineering manager said, “Frank, no one's going to [BLEEP] read this.” [laugh].Corey: Always. Always, always. Like, here's a whole bunch of academically research and the rest. It's like, “Great. Which of these two buttons do I press?” is really the question people are getting at. And while it's great to have the research and the academic stuff, it's also a, “Great we're trying to achieve an outcome which, what is the choice?” But it's nice to know that people are doing actual research on the back end, instead, “Eh, my gut tells me to take the path on the left because why not? Left is better; right's tricky friend.”Frank: Yeah. And it was like, “Oh, yeah. I accidentally wrote a really long thing because there was, like, a lot of variables to test.” I think we had spun up 16-plus auto-scaling groups. And ran something like the cross-section of a couple of representative test suites against them, as well as configurations for a number of executors per instance.And about a year ago, I translated that into a ten page blog article that when I read through, I really didn't enjoy. [laugh]. And that template blog article is ultimately, like, about a page in the article you're reading today. And the actual kick in the butt to get this out the door was about four months ago. I spoke at o11ycon rescources which you're a part of.And it was a vendor conference by Honeycomb, and it was just so fun to share some of the things we've been doing with distributed tracing, and how we were able to solve internal problems using a relatively simple idea of asking questions about what was running. And the entire team there was wonderful in coaching and just helping me think through what questions people might have of this work. And that was, again, former academic. The last time I spoke at a conference was about a decade earlier, and it was just so fun to be part of this community of people trying to all solve the same set of problems, just in their own unique ways.Corey: One of the things I loved about working with Honeycomb was the fact that whenever I asked them a question, they have instrumented their own stuff, so they could tell me extremely quickly what something was doing, how it was doing it, and what the overall impact on this was. It's very rare to find a client that is anywhere near that level of awareness into what's going on in their infrastructure.Frank: Yeah, and that blog article, right, it's like, here's our current perspective, and here's, like, the current set of projects we're able to make to get to this result. And we think we know what we want to do, but if you were to ask that same question, “What are we doing for our spend a year from now?” the answer might be very different. Probably similar in some ways, but probably different.Corey: Well, there are some principles that we'll never get away from. It's, “Is no one using the thing? Turn that shit off.” That's one of those tried and true things. “Oh, it's the third copy of that multiple petabyte of data thing? Maybe delete it or stuff in a deep archive.” It's maybe move data less between various places. Maybe log things fewer times, given that you're paying 50 cents per gigabyte ingest, in some cases. Et cetera, et cetera, et cetera. There's a lot to consider as far as the general principles go, but the specifics, well, that's where it gets into the weeds. And at your scale, yeah, having people focus on this internally with the context and nuance to it is absolutely worth doing. Having a small team devoted to this at large companies will pay for itself, I promise. Now, I go in and advise in these scenarios, but past a certain point, this can't just be one person's part-time gig anymore.Frank: I'm kind of curious about that. How do you think about working with a company and then deprecating yourself, and allowing your tools and, like, the frameworks you put into place to continue, like, thrive?Corey: We're advisory only. We make no changes to production.Frank: Or I don't know if that's the right word, deprecate. I think… that's my own word. [laugh].Corey: No, no, it's fair. It's a—what we do is we go in and we are advisory. It's less of a cost engagement, more of an architecture engagement because in cloud, cost and architecture are the same thing. We look at what's going on, we look at the constraints of why we've been brought in, and we identify things that companies can do and the associated cost savings associated with that, and let them make their own decision. Because it's, if I come in and say, “Hey, you could save a bunch of money by migrating this whole subsystem to serverless.”Great, I sound like a lunatic evangelist because yeah, 18 months of work during which time the team doing that is not advancing the state of the business any further so it's never going to happen. So, why even suggest it? Just look at things that are within the bounds of possibility. Counterpoint: when a client says, “A full re-architecture is on the table,” well, okay, that changes the nature of what we're suggesting. But we're trying to get away from what a lot of tooling does, which is, “Great. Here's 700 things you can adjust and you'll do none of them.” We come back with a, “Here's three or four things you can do that'll blow 20% off the bill. Then let's see where you stand.” The other half of it, of course, is large scale enterprise contract negotiation, that's a bit of a horse of a different color. I want to thank you so much for taking the time to speak with me today. I really do appreciate it. If folks want to hear more about what you're up to, and how you think about these things. Where can they find you?Frank: You can find me at frankc.net. Or at me at @FrankC on Twitter.Corey: Oh, inviting people to yell at you at Twitter. That's never a great plan. Yeash. Good luck. Thanks again. We've absolutely got to talk more about this in-depth because I think this is one of those areas that you have the folks above a certain point of scale, talk about these things semi-constantly and live in the space, whereas folks who are in relatively small-scale environments are listening to this and thinking that they've got to do this.And no. No, you do not want to spend millions of dollars of engineering effort to optimize a bill that's 80 grand a year, I promise. It's focus on the thing that's right for your business. At a certain point of scale, this becomes that. But thank you so much for being so generous with your time. I appreciate it.Frank: Thank you so much, Corey.Corey: Frank Chen, senior staff software engineer at Slack. 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 an angry comment that seems to completely miss the fact that Microsoft Teams is free because it sucks.Frank: [laugh].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.

Czasy pandemii wysłały sporą część pracowników do pracy w domach. Akcja ta spowodowała niesamowite wyzwania logistyczne dla firm. Na początku, zgodnie z wszelkimi przepisami i normami, a także i obowiązkami, pracodawcy musieli zapewnić swoim pracownikom odpowiednie narzędzia do wykonywania pracy. I tak się tez stało. Z jednej strony pracownicy samodzielnie zabrali swoje laptopy pod pachę i zaczęli pracować we własnych czterech kątach. Z drugiej zaś strony to pracodawcy uruchomili kurierów i firmy logistyczne, a czasem te które zajmują się przeprowadzkami, do tego aby do domów i mieszkań trafiły biurka i fotele oraz inne sprzęty. Czas mija, a coraz szersza grupa pracowników zastanawia się lub wręcz zaczyna prosić swoich pracodawców o zwrot poniesionych kosztów za choćby prąd czy też Internet, które to do celów służbowych są wykorzystywane przez kilka godzin dziennie.A jak to jest z tym obszarem z prawnego punktu widzenia? Czy pracodawca może lub powinien zwracać koszty prądu, dostępu do Internetu, tonera w drukarce, zużytych ryz papieru?Wracając do pierwszego akapitu powyżej, czy przekazując biurka i fotele do domów pracowników powinny być podpisywane jakieś umowy między pracownikiem a pracodawcą?Czy jeśli w trakcie pracy w domu ulegnie zniszczeniu powierzony przez pracodawcę fotel, to pracownik będzie ponosił koszt jego naprawy?Jak w tych relacjach i procesach wygląda kwestia opodatkowania oraz wzbogacenia się pracodawcy?Hmmm. O tym wszystkim rozmawiam z dr Iwoną Więckiewicz-Szabłowską z Kancelarii Chudzik i Wspólnicy z Łodzi. Iwona Więckiewicz-Szabłowska jest doktorem nauk prawnych w zakresie prawa pracy i absolwentką Wydziału Prawa i Administracji Uniwersytetu Łódzkiego. Od 2008 roku jest radczynią prawną przy Okręgowej Izbie Radców Prawnych w Łodzi. W latach 2012 – 2020 była także wykładowcą akademickim. Obecnie zajmuje stanowisko Kierownika Działu Obsługi Prawnej w Kancelarii Chudzik i Wspólnicy. Wstępnie zakładaliśmy, że rozmowa ta może zająć 15 minut, ale okazało się, że wymaga znacznie dłuższej dyskusji. dr Iwoną Więckiewicz-Szabłowską znajdziecie na stronach kancelarii Chudzik i Wspólnicy - https://chudzik.pl/dr-iwona-wieckiewicz-szablowska/****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Hier die Shownotes: https://www.linkedin.com/in/zolt%C3%A1n-heb%C5%91k/ http://www.zoltanhebok.de/ oder Per E-Mail zoltanfitness7@gmail.com Moments of Magic Mein Podcastkollege Stephan Klüpfel ist dort als DJ Gotschi zu finden   https://www.webradio-moments-of-magics.de/ und der Podcast von meinem Podcastkollegen Steve Schutzbier  https://ichbindochnichthierumbeliebtzusein.com/  Impressum svenbecker.weebly.com/impressum.html  Datenschutzerklärung svenbecker.weebly.com/datenschutzerklaumlrung.html  Wenn Sie mich auf Patreon unterstützen möchten: https://www.patreon.com/join/Svensagt  Dieses Werk ist lizenziert unter einer Creative Commons Namensnennung – Nicht-kommerziell – Weitergabe unter gleichen Bedingungen 4.0 International Lizenz http://creativecommons.org/licenses/by-nc-sa/4.0/

Joanna Langer z firmy Infobip była już kilka razy moim gościem na falach podcastu „BSS bez tajemnic”. Za każdym razem kiedy się spotykamy, rozmawiamy o różnych trendach w komunikowaniu się. Nie ma co ukrywać, że technologia wspierająca komunikowanie się, wciąż ewoluuje i wspiera nas w utrzymywaniu kontaktów z innymi osobami. Tak samo jest w biznesie, gdzie to telefon, sms, email i inne narzędzia pomagają nam dotrzeć do klienta, lub pozwolić mu skontaktować się z nami. Zapraszam na rozmowę o trendach w biznesowym komunikowaniu się, o trendach które przyniósł nam rok 2021 i które rysują się już na kolejny rok.To odcinek z serii „w duecie z …”. Gdybyście chcieli dotrzeć do Joanny, to tu jest jej LinkedIn - https://www.linkedin.com/in/joanna-langer-6aa9a33a/#omnichannel #biznes #komunikacja ****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Niehls Bohr'un bir zamanlar kapısına at nalı astığı söylenir. At nalının şans getirdiğine inanıp inanmadığını soranlara ise “Hayır inanmıyorum. Ama inanmayanlara da şans getirdiğini söylüyorlar” dermiş.​1​ Hepimiz en az bir kez, ekibimizden bir kişinin daha şanssız olduğuna ve nöbetin kötü geçmesinin sorumlusunun o kişi olduğuna inanmışızdır. Bilimin dolayısıyla da rasyonelliğin uygulayıcıları olsak da, bizim de en az bir kez bu tip batıl inançlara aklımız kaymıştır. Fakat bu irrasyonellik önemli karar süreçlerimizi etkileyecek olursa ortaya ciddi yanlışlar çıkabilmektedir. Hiçbir kılavuzun “şunu yap” diyemediği, hiçbir zihinsel algoritmamızla içinden çıkamadığımız komplike durumlar acilde sık sık karşımıza çıkar. Üstelik kalabalık, stres ve hızlı karar verme baskısının etkisiyle objektif bakış açımızı kaybetmeye oldukça elverişli acil servislerde; STEMI, NSTEMI, Stroke Guideline'ları gibi sırtımızı yaslayabildiğimiz pozitif bilimin kılavuzluğu kadar, sosyal bilimlerin de kılavuzluğuna ihtiyacımız vardır. Bu amaçla, bu yazıda sizler için “Decision Making in Emergency Medicine: Biases, Errors and Solutions”​2​ kitabının rehberliğinde kendi handikaplarımıza, basit görünen ancak hayati sonuçlar doğurabilecek yanılgı türlerimizden birkaçına değinmek istedim. Keyifli okumalar.   İÇİNDEKİLER 1- Kumarbazın Yanılgısı (Gambler's Fallacy)2- Çerçeveleme Etkisi (Framing Effect)3- Karar Sürecini Erken Kapama (Premature Closure)4- Batık Maliyet Yanılgısı (Sunk Cost Bias)5- Psikiyatri Yanılgısı (Psych-Out Error) 1- KUMARBAZIN YANILGISI (GAMBLER'S FALLACY) Kumarbazın yanılgısı, insanların uzun süredir gerçekleşmemiş bir olayın geç kalmış olduğuna inanarak yanılgıya düşmesini tanımlar. Kişi, önceki olaylar göz önüne alındığında, belirli bir rastgele olayın daha az olası veya daha olası olduğuna hatalı bir şekilde inanır. Rulet oynarken peş peşe 5 kez siyah gelirse artık kırmızının geleceğine inanç giderek artar. Fakat aslında kırmızı ya da siyah gelme olasılığı hala aynıdır. Bu yanılgı yüzünden rulette kaybedebilirsiniz. Ya da yazı turayı düşünelim. Bunda da aynı şekilde peş peşe 50 kez de tura gelse bir sonrakinde hala yazı veya tura gelme olasılığı değişmeyecektir. Yine de artık yazı geleceğine olan inancımız istemsizce artar. Yoğun geçen bir haftasonu nöbetindesiniz. 112 aracılığıyla bir trafik kazası geliyor. 40 yaş erkek. Araç devrilmiş ve hasta zorlu bir şekilde araçtan çıkarılmış. Hızlıca ilk değerlendirmenizi yapıyorsunuz. Hastanın alt ekstremitelerinde flask paralizisi ve refleks kaybı mevcut ve C6 seviyesi altında duyusu yok. BT ile C5 ve C6'da unstabil kırık saptanıyor. Hastanın cerrahi ekibine transferi ayarlanırken 18 yaşında başka bir erkek hasta attan düşme ile getiriliyor. Vitalleri stabil ancak boyun ağrısı mevcut. C3-C4 üzerinde hassasiyeti var. Her iki elinde de parestezi tarif ediyor. Bu hastanın da BT'si C3'te üç kolonu içeren bir kırık gösteriyor. Spinal cerrahi ekibiyle tekrar görüşüp bu hastayı da devrediyorsunuz. Üzerinden birkaç saat geçmişken triyajdan arıyorlar. Güreş antrenmanında arkadaşının baş boyun bölgesine düştüğünü anlatan 13 yaşında bir hastadan bahsediliyor. Boyun ağrısı mevcut ancak ayaktan başvuruyor. O sırada gördüğünüz önceki 2 ciddi servikal yaralanmayı düşünüyorsunuz. Bu hastanın da ciddi servikal yaralanması olsa tuhaf olurdu. Üstelik kendi yürüyerek acile gelen bir hasta. Ciddi bir yaralanma olmadığını düşünüp hastayı bekleme salonuna almasını söylüyorsunuz. Hasta 3 saat sonra üst ve alt ekstremitede artan bir güçsüzlük ve hipotansiyon ile karşınıza çıkıyor. Unstabil C2 kırığı var ve epidural kanama eşlik ediyor. Kliniğinde hızla kötüleşme olan bu hastanın ailesi de durumdan şikayetçi. Erken görülse sonucun çok daha iyi olacağına inanıyor. Şimdi düşündüğünüzde, eğer onu nöbetin ilk saatlerinde görseydiniz hastayı immobil hale getirip hızlıca değerlendirmiş olacağınızı anlıyorsunuz. İki ciddi servikal yaralanmayı peş peşe gördüğünüz için kotanızın dolduğunu hissettiniz.

Połowa grudnia i sobota, a to oczywiście oznacza, że mam dla Was Ekspresowe Podsumowanie Tygodnia w podcaście BSS bez tajemnic. Rok zbliża się ku końcowi, ale w biznesie i jego otoczeniu dzieje się mnóstwo ciekawych rzeczy. Zapraszam do wysłuchania podsumowania ostatnich odcinków podcastu, pochylenia się nad kilkoma wybranymi newsami i rejestracji na jedno ciekawe wydarzenie, które przyniesie nam przedświąteczny tydzień. Pamiętajcie także o tym aby w Waszych kalendarzach daty 5-7 kwietnia 2022 zarezerwować sobie na The BSS Forum oraz Galę Outsourcing Stars. Już niebawem Pro Progressio odkryje wszystkie karty związane z tymi wydarzeniami. A jest tu trochę zmian i to pozytywnych

Zapraszam na ultrakrótki odcinek podcastu BSS bez tajemnic. Nie wiem jak Wy, ale ja spędzam około godziny dziennie na platformie jaką jest LinkedIn. To tu poszukuję różnych informacji, zawieram znajomości biznesowe, dzielę się swoimi przemyśleniami i otrzymuję od czasu do czasu linki do ciekawych artykułów i publikacji.Tak też się zdarzyło w dniu 15 grudnia 2021 roku, kiedy to Peter Ryan z Ryan Strategic Advisory podesłał mi artykuł, którego autorem jest Sean Goforth. Jeden krótki artykuł, a masa w nim ciekawych informacji. Posłuchajcie, a następnie zapraszam Was tu - https://ryanadvisory.com/2021s-best-in-cx-bpo-analysis/ - gdzie możecie sobie doczytać całą resztę z tych bardzo ciekawych danych. ****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Im dłużej trwa ta cała pandemia, tym coraz bardziej przekonujemy się do pracy w domu. Znajdujemy całą masę powodów i argumentów za tym, aby nie opuszczać naszego kwadratu i pracować sobie z własnych czterech kątów. Moja praca polega między innymi na tym, że badam różnego typu trendy rynkowe i spędzam sporo czasu na rozmowach z wieloma ludźmi. Na co dzień rozmawiam zarówno z właścicielami firm, z kadrą zarządzającą, ale także i pracownikami liniowymi, którzy wykonują mnóstwo różnych prac – głównie związanych z pracą biurową. Spora grupa moich rozmówców od niemal dwóch lat pracuje z domów. Jak już wspomniałem, powodów do tego stanu rzeczy jest mnóstwo, ale jest sporo takich, które się powtarzają. I dziś wybrałem dla Was trzy z takich powodów. Posłuchajcie i jeśli tylko macie ochotę, to dajcie znać czy się z tymi powodami zgadzacie. Swój komentarz możecie zamieścić przy poście dotyczącym tego odcinka na platformie LinkedIn lub Facebook. Zapraszam do wysłuchania 575 odcinka podcastu BSS bez tajemnic.Udanego dnia!#pracazdomu #pracazdalna #3powody****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Sektor nowoczesnych usług dla biznesu jest tym, który od lat jest liderem w tworzeniu nowych miejsc pracy. To centra operacyjne typu BPO, SSC, GBS, IT czy też R&D powstają co miesiąc w niemal wszystkich dużych i średnich miastach, tworząc szereg stanowisk pracy zarówno w obszarach front jak i back office. Łódź jest miastem, które na polskiej mapie lokalizacji BSS jest widoczne już od niemal dwóch dekad. Na przestrzeni tych lat powstało tu około 100 centrów operacyjnych, a zatrudnienie zbliżyło się do 30.000 osób. Istniejące centra zwiększają zarówno zakres świadczonych przez siebie prac, jak również i samo zatrudnienie. Mimo pandemii Łodzi udało się przyciągnąć do siebie nowych inwestorów, którzy w raptem kilka miesięcy przeprowadzili kilkaset projektów rekrutacyjnych, a to jeszcze nie koniec. Rok 2022 również zapowiada się interesująco. Zapraszam na wirtualną debatę, w której usłyszycie o tym: - jakim Łódź jest miastem dla sektora BSS, - jak wygląda zatrudnienie w wybranych centrach operacyjnych,- jaką miasto i biznes ma strategie Employer Brandingową,- jak wygląda i może wyglądać współpraca biznesu z lokalnymi uczelniami. Dziś zapraszam na odcinek, w którym po raz pierwszy na falach podcastu BSS bez tajemnic, pojawiły się nie dwie, nie trzy, ale cztery osoby. Moimi gośćmi, a zarazem i Waszymi w odcinku 574 są:Adam Brzostowski z Urzędu Miasta ŁodziAgata Kowalska – Pulit z Wella CompanyMikołaj Ługowski z NordeaVladyslav Kryvenko z Clariant****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Tak! Pro Progressio ma już 9 lat, a to dobra okazja, aby powiedzieć Wam co w tym czasie się zmieniło w działalności Pro Progressio. Dlaczego jest to dla mnie takie ważne? No cóż, mam przyjemność rozwijać tę organizację od samego początku i jest ona bardzo bliska memu sercu. Posłuchajcie o początkach powstania Pro Progressio, posłuchajcie o tym, co na przestrzeni lat się zmieniło i czym jest Pro Progressio na wejściu w swój dziesiąty rok działalności. A oto kilka użytecznych linków:Strona Pro Progressio - https://proprogressio.pl/pl/Klub Pro Progressio - https://klub.proprogressio.pl/plBSS Tour - https://bsstour.com/pl/BSS Index - http://www.bssindex.com/Webinary Pro Progressio - https://webinary.proprogressio.pl/plRaporty Pro Progressio - https://raporty.proprogressio.pl/plGala Outsourcing Stars 2021 - https://youtu.be/QqjicvEAaDgGala Outsourcing Stars 2020 - https://youtu.be/nGFsmvJ6QlY****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Drugi tydzień grudnia 2021 za nami, a to czas na Ekspresowe Podsumowanie Tygodnia w podcaście BSS bez tajemnic. Jak co tydzień garść newsów i zapowiedzi, uzupełniona o treści poruszane na falach podcastu w ostatnich kilku dniach. Są raporty, są podręczniki, są indeksy i jest spojrzenie na rynek pracy. Łapcie kawę w rękę i zapraszam do słuchania.#podcast #BSSbeztajemnic #podsumowanietygodniaPodcast:569 Kim ONI są? TMF Group – https://www.spreaker.com/episode/47793584 570 POLAK jedzie za granicę ... za pracą – https://www.spreaker.com/episode/47814985571 ZJADACZE czasu policzone! – https://www.spreaker.com/episode/4783191856 FOCUS ON: Offshore BPO Confidence Index 2021 - https://www.spreaker.com/episode/47846891NEWSY:Polska w gronie najlepszych kierunków inwestycyjnych i liderem sektora nowoczesnych usług w regionie - https://focusonbusiness.eu/pl/wiadomosci/polska-w-gronie-najlepszych-kierunkow-inwestycyjnych-i-liderem-sektora-nowoczesnych-uslug-w-regionie/23194Najnowszy przegląd biur dla sektora BSS już jest! - https://focusonbusiness.eu/pl/raporty/najnowszy-przeglad-biur-dla-sektora-bss-juz-jest/23163Już jest nowy handbook pracownika o uprawnieniach rodzicielskich - https://focusonbusiness.eu/pl/wiadomosci/juz-jest-nowy-handbook-pracownika-o-uprawnieniach-rodzicielskich/23147Skills gap czyli o rynku pracy w IT - https://focusonbusiness.eu/pl/wywiady/skills-gap-czyli-o-rynku-pracy-w-it/23151Zapowiedzi:14-16 grudnia „Nowy Rok z Grant Thornton”https://focusonbusiness.eu/pl/wydarzenia/nowy-rok-z-grant-thornton-prawo-i-podatki/2021-12-14/128715 grudnia Pro Progressio zaprasza pracowników z firm należących do Klubu Pro Progressio na ostatni już webinar w roku 2021. Tym razem omawianym tematem będzie Kultura Organizacyjna, a omówi ją Rafał Glogier Osiński – szef firmy LMC Polska. https://webinary.proprogressio.pl/pl****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Czy zdarza Wam się pod koniec dnia złapać na tym, że Wasz czas gdzieś uciekł, mimo tego że cały czas co robiliście? Co jest tego powodem i czy można jakoś policzyć te zjadacze czasu? Ano można i o tym jest dzisiejszy odcinek podcastu BSS bez tajemnic. Na rynku pojawił się pewien kalkulator, który pomaga nam określić czas, który możemy zaoszczędzić wprowadzając pewną optymalizację do realizowanych przez nas zadań.Zapraszam!Linki na skróty:Tu przeczytacie sobie więcej o zjadaczach czasu - https://focusonbusiness.eu/pl/wiadomosci/zjadacze-czasu-pierwszy-taki-kalkulator/21686Tu jest bezpośredni link do kalkulatora - https://www.harmodesk.com/kalkulator****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Hoy en Cultura AMX Radio estaremos hablando acerca del día internacional de las personas con discapacidad, también les daremos todos los detalles de la inauguración de las Copas Edoméx, así como del Encuentro Artesanal INNOVA Edoméx 2021 que se está llevando a cabo en el Centro de Convenciones Edoméx a un lado del C5

Pracowaliście kiedyś za granicą lub poza swoim miejscem zamieszkania? A myśleliście o tym kiedykolwiek? Polacy dość często myślą i migracjach, a głównym powodem są zarobki. O tym jaki jest profil Polaka, który szuka pracy za granicą oraz o tym co naszych rodaków powstrzymuje przed wyjazdem za pracą mówię w 570 odcinku podcastu BSS bez tajemnic.Do nagrania tego odcinka skłonił mnie raport Migracje Zarobkowe Polaków, a konkretnie jego 10 edycja. Raport ten przygotowała firma Gi Group.Posłuchajcie, a następnie ściągnijcie sobie ten raport do samodzielnej lektury. Oto link, gdzie możecie doczytać sobie jeszcze więcej o tej publikacji i pobrać Waszą kopię raportu - https://bit.ly/3xZa5TD#GiGroup #Praca #Raport****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

         Nasz podcast w wersji audio:  Łódzkie Manufactorum:Blog: https://lodzkiemanufactorum.blogspot.com/Instagram: https://www.instagram.com/lodzkiemanufactorum/Grot Orderly:Blog: http://grotorderly.pl/Instagram: https://www.instagram.com/grotorderly/Nasza strona na Blogspot: https://zlotytronpodcast.blogspot.com/Nasza strona na Facebooku: https://www.facebook.com/zlotytron/Nasze avatary narysowała: Anna Helena Szymborska

Branża nowoczesnych usług dla biznesu jest pełna ciekawych firm. Globalne korporacje od wielu lat przyglądają się Polsce i to u nas, nad Wisłą, tworzą swoje prężnie rozwijające się oddziały. Zapraszam na rozmowę z Joanną Romańczuk – Dyrektor Zarządzającą TMF Group na Polskę i Ukrainę, z którą rozmawiam o tym kim jest TMF Group, jaka historia stoi za tą spółką i jakie świadczy ona usługi. Jest to odcinek z serii „Kim ONI są”, w którym wraz z szefami firm, przybliżam działalność ich przedsiębiorstw. Zapraszam!#Kimonisą #TMFGroup #biznesDroga na skróty, czyli linki, które mogą Ci się przydać:Joanna Romańczuk na LinkedIn - https://www.linkedin.com/in/joannaromanczuk/ Strona TMF Group - https://www.tmf-group.com/pl-pl/ TMF Group na LinkedIn – https://www.linkedin.com/company/tmf-group/ Raport Globalny Index Złożoności 2020 - https://www.tmf-group.com/en/news-insights/publications/2020/global-business-complexity-index/ ****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Dziś sobota, a to czas na Ekspresowe Podsumowanie Tygodnia w podcaście BSS bez tajemnic. Zapraszam na podsumowanie tego co o czym opowiadałem w odcinkach 565, 666 oraz 567 w minionych dniach. Informacje te są uzupełnione wiadomościami z sektora usług dla biznesu oraz zapowiedziami ciekawych szkoleń i webinarów. Poniżej zamieszczam linki do wszystkich omawianych tematów, a jest tego trochę:Podcasty:#565 Kim ONI są? Digital Teammates – Spreaker: https://www.spreaker.com/episode/47687514; YouTube: https://youtu.be/qjtT_5VoYwE#566 ŁÓDŹ zatrudnia na potęgę w BSS – Spreaker: https://www.spreaker.com/episode/47715366; YouTube: https://youtu.be/68mJLg6wS8U#567 O outsourcingu CALL CENTRE słów kilka – Spreaker: https://www.spreaker.com/episode/47749220; YouTube: https://youtu.be/oaxS2cG6gUoNEWSY:Wydrukowany nowiutki magazyn FOCUS ON Business chodzi po Polsce - https://focusonbusiness.eu/pl/magazyn/2021Instytut Badawczy Randstad o tym co firmy planują zaoferować swoim pracownikom. https://focusonbusiness.eu/pl/wiadomosci/najczesciej-swiateczne-premie-ale-firmy-wracaja-tez-do-spotkan-wigilijnych-tego-na-swieta-pracownicy-moga-spodziewac-sie-od-szefow/23111Wzrost opłat w sektorze usługowym. https://focusonbusiness.eu/pl/wiadomosci/branze-uslugowe-podniosa-stawki-za-swoje-uslugi/23092SKANSKA pochyliła się nad tematem zdrowia psychicznego pracowników w odniesieniu do pracy zdalnej, pracy w biurze i obszaru work life balance. https://focusonbusiness.eu/pl/ludzie/pracownicy-oczekuja-wsparcia-w-zakresie-zdrowia-psychicznego/23112 Alarmujące dane Gi Group o wyjazdach za granicę za pracą https://focusonbusiness.eu/pl/raporty/do-pracy-za-granice-chce-wyjechac-dwa-razy-wiecej-polakow-niz-przed-pandemia/23101Grudzień, to także miesiąc wytężonej pracy dla kadrowych i księgowych. Jak co miesiąc, tak i teraz przypomina o tym Grant Thornton w swoim kalendarzu dla księgowego i kadrowego. https://focusonbusiness.eu/pl/edukacja/kalendarz-kadrowego-i-ksiegowego-na-grudzien-2021-r/21719Zapowiedzi:7 grudnia o godzinie 12:30 LMC Polska zaprasza na bezpłatny webinar „Atmoskop czyli pokaż i wyróżnij firmę w 5 krokach” https://focusonbusiness.eu/pl/wydarzenia/webinar-atmoskop-czyli-pokaz-i-wyroznij-firme-w-5-krokach/2021-12-07/1283 7 grudnia w ramach Akademii Mistrzostwa Kadrowo Płacowego startuje Kurs Płace. https://focusonbusiness.eu/pl/wydarzenia/kurs-place/2021-12-07/1263****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Call centre to jeden z tych obszarów, który od bardzo dawna jest obecny w modelu outsourcingowym. Jak zmieniła się ta branża na przestrzeni lat, czym kierują się klienci przy wyborze partnera outsourcingowego? O tym jest w dzisiejszym odcinku podcastu BSS bez tajemnic.Dorzucam jeszcze słów kilka o badaniu rynku outsourcingu call centre w Polsce oraz link gdzie znajduje się nieco więcej informacji - https://www.smb.pl/news/badanie-rynku-out-sourcing-ccŻyczę miłego słuchania!PS.: Ogromne dzięki za słuchanie podcastu na YouTube i Spotify – ostatnio te platformy podesłały mi swoje statystyki i zrobiło mi się bardzo miło. Ukłony w Waszą stronę. You Rock!****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Mam duży sentyment do miasta Łodzi. To tu w latach 2006 0 2012 miałem przyjemność budować i rozwijać jedno z centrów BPO i bardzo miło wspominam ten czas. To miasto Łódź było dla mnie trampoliną w świat nowoczesnych usług dla biznesu i wpłynęło znacząco na to gdzie teraz jestem. Ostatnio wpadłem na ciekawą informację mówiącą o rozwoju sektora BSS w Łodzi. Posłuchajcie ile nowych projektów BSS pojawiło się w tym mieście w roku 2021 i jakie są plany firm BPO, GBS,SSC, IT i R&D w odniesieniu do zwiększania zatrudnienia. Publikacja o której wspominam w tym odcinku jest tu - https://focusonbusiness.eu/pl/wiadomosci/lodzkie-korporacje-bpo-ssc-zatrudniaja/23058Raport FOCUS ON Łódź znajdziesz na stronie - https://raporty.proprogressio.pl/plMiasto Łódź na platformie FOCUS ON Business wygląda tak - https://focusonbusiness.eu/pl/lokalizacje/lodz/53****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Zapraszam na odcinek z serii „Kim ONI są?”, w których w ramach podcastu BSS bez tajemnic rozmawiam z Prezesami, Dyrektorami Zarządzającymi i Członkami Zarządów różnych organizacji, o tym czym zajmują się ich firmy, dla kogo świadczą usługi i skąd wziął się pomysł na ich działalność.W 565 odcinku podcastu BSS bez tajemnic, moim gościem jest Mariusz Pultyn, CEO, a zarazem i CTO w firmie Digital Teammates. Zapraszam na tą rozmowę, z której dowiesz się o historii powstania firmy Digital Teammates, o jej obszarze działania i o tym jak pomagają innym podmiotom radzić sobie z nużącymi procesami. Droga na skróty, czyli linki, które mogą Ci się przydać:Mariusz Pultyn na LinkedIn - https://www.linkedin.com/in/mariusz-pultyn/Strona Digital Teammates - https://dtmates.com/Digital Teammates na YouTube – https://www.youtube.com/channel/UCcBLQA1532cBRaVsu6hn4fA Digital Teammates na LinkedIn – https://www.linkedin.com/company/dtmates/ Digital Teammates na Facebook – https://www.facebook.com/dtmates#kimonisą #digitalteammates #biznes****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Czwarty tydzień listopada 2021 roku za nami. Skoro mamy sobotę, to przyszła pora na Ekspresowe Podsumowanie Tygodnia. Dziś jak zwykle mam dla Was garść informacji o tym co ciekawego dzieje się w otoczeniu sektora nowoczesnych usług dla biznesu, a było tego trochę. Informacje te uzupełnione są podsumowaniem ostatnich odcinków w podcastach BSS bez tajemnic oraz Good Morning BSS World i do tego podzieliłem się z Wami jeszcze zapowiedziami kilku ciekawych wydarzeń zaplanowanych na kolejny tydzień.Podcast:562 „MULTICOWORK ma już rok” - https://youtu.be/BoAGvjElcYU 563 Pierwsze wydanie magazynu FOCUS ON Business - https://youtu.be/4Ls7fDavGK0 55 odcinek podcastu Good Morning BSS World. HERE IT IS – The very first issue of FOCUS ON Business. - https://youtu.be/E_nTOTNXv8ENewsy:W Łodzi rośnie sektor BPO/SSC. https://focusonbusiness.eu/pl/wiadomosci/lodzkie-korporacje-bpo-ssc-zatrudniaja/23058BrainSHARE IT o efektywności pracy - https://focusonbusiness.eu/pl/raporty/sposoby-na-poprawe-produktywnosci-pracownika/21701Quorum we Wrocławiu z wiechą - https://focusonbusiness.eu/pl/real-estate/pierwszy-budynek-quorum-we-wroclawiu-z-wiecha/21697O benefitach słów kilka od Dailyfruits - https://focusonbusiness.eu/pl/wiadomosci/czy-benefit-zatrzyma-pracownika-w-firmie/21678O zmianach wysokości odpisu na Zakładowy Fundusz Świadczeń Socjalnych od Grant Thornton - https://focusonbusiness.eu/pl/prawo/obowiazkowe-odpisy-na-zfss-nowe-stawki-od-2022-roku/21681Zapowiedzi:29 listopada o godzinie 09:00 HR na Szpilkach Moniki Smulewicz zaprasza na szkolenie Opodatkowanie i oskładkowanie przychodów z innych źródeł w obliczu „Polskiego Ładu”. Szkolenie poprowadzi Samir Kayyali i potrwa ono 5 godzin. Link do zapisów w opisie do tego odcinka.https://focusonbusiness.eu/pl/wydarzenia/opodatkowanie-i-oskladkowanie-przychodow-z-innych-zrodel-w-obliczu-polskiego-ladu/2021-11-29/127530 listopada Cushman&Wakefield oraz Antal zapraszają na webinar Elastyczność specjalistów i menedżerów na rynku pracy. https://focusonbusiness.eu/pl/wydarzenia/webinar-elastycznosc-specjalistow-i-menedzerow-na-rynku-pracy-prezentacja-wynikow-raportu-antal-oraz-cushman-wakefield/2021-11-30/128401 grudnia o godzinie 10:00 Pro Progressio wraz z Kancelarią Chudzik i Wspólnicy zaprasza wszystkich pracowników firm z Klubu Pro Progressio na webinar poświęcony nowemu obliczu pracy zdalnej. Jest to wydarzenie dostępne tylko dla firm z Klubu Pro Progressio. Spotkanie poprowadzi dr Iwona Więckiewicz- Szabłowska, Kierownik Działu Obsługi Prawnej w Chudzik i Wspólnicy Kancelaria Prawna. Spotkanie potrwa godzinę. https://webinary.proprogressio.pl/pl02 grudnia Positive Productivity zaprezentuje Kalkulator dla menedżerów i liderów Business Services i Back/Middle Office. https://focusonbusiness.eu/pl/wydarzenia/kalkulator-dla-menedzerow-i-liderow-business-services-i-back-middle-office/2021-12-02/1282****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

In this week's episode, we'll learn more about the efficacy of asciminib in patients with chronic myeloid leukemia who are resistant or intolerant to two or more tyrosine kinase inhibitors, discuss the role of dopamine signaling in hematopoietic stem and progenitor cell function, and learn more about elevated plasma concentration of complement factor C5 as a risk factor for venous thromboembolism.

I stało się. W listopadzie 2021 roku na rynku prasy biznesowej pojawił się nowy tytuł, a jest nim FOCUS ON Business Polska. Dwumiesięcznik ten jest następcą Outsourcing&More i od teraz zagości w biurach tysięcy firm w Polsce oraz na ekranach dziesiątek tysięcy czytelników on-line. Posłuchajcie jaka jest historia powstania tego czasopisma oraz co znajdziecie na stronach jego pierwszego wydania. Magazyn ten znajdziecie na stronach https://focusonbusiness.eu/pl/ w zakładce https://bit.ly/FOCUSONBusiness1****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) i Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.

Today Amy Suddleson shares what it was like losing her mom to ovarian cancer while she was in high school. Amy is a professional organizer and designer. She is the owner of the Nimble Nest, Inc, a Los Angeles based boutique organizing + lifestyle brand rooted in sustainable systems and lasting design solutions. Amy and her team offer multi-level, full service professional organizing, by creatively reimagining each space with a uniquely customized one-on-one approach. @thenimblenest Their organizing process guides clients in helping them gain confidence, experience life through a different lens, and become inspired to effortlessly maintain their spaces. The Nimble Nest trademark C5 process is simple: Step 1️ : Create a vision! Check out @instagram + @pinterest for inspiration Step 2️ : Clear items from the space + Clean it Step 3️ : Categorize "like with like" items Step 4️ : Cut out, Discard or Donate what you don't use - including packaging Step 5️ : Contain, Label + Maintain. The first half of this interviews focuses on Amy's grief story, and the second half focuses on her organization business, The Nimble Nest. www.thenimblenest.com Say hi! @dyingoflaughter_podcast / DyingOfLaughterPodcast@gmail.com Do you like this show? Leaving a review on Apple Podcasts is extremely appreciated...I read & cherish every single one! @_ChelsWhoElse_ | www.ChelsWhoElse.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this week's episode, we'll review results of a phase 2 study showing the beneficial effects of a first-in-class factor D inhibitor as add-on therapy in PNH patients who remain anemic and are transfusion-dependent despite C5 inhibition. Next, we'll review the work of researchers who have developed a neural network that they say is highly accurate in differentiating between bone marrow cell morphologies. We'll close with a report demonstrating that RNA editing of antizyme inhibitor 1, or Azin1, is a novel regulator of hematopoietic cell fate that can influence self-renewal and differentiation.

About Micheal BenedictMicheal Benedict leads Engineering Productivity at Pinterest. He and his team focus on developer experience, building tools and platforms for over a thousand engineers to effectively code, build, deploy and operate workloads on the cloud. Mr. Benedict has also built Infrastructure and Cloud Governance programs at Pinterest and previously, at Twitter -- focussed on managing cloud vendor relationships, infrastructure budget management, cloud migration, capacity forecasting and planning and cloud cost attribution (chargeback). Links: Pinterest: https://www.pinterest.com Twitter: https://twitter.com/micheal LinkedIn: https://www.linkedin.com/in/michealb/ 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: You know how git works right?Announcer: Sorta, kinda, not really Please ask someone else!Corey: Thats all of us. Git is how we build things, and Netlify is one of the best way I've found to build those things quickly for the web. Netlify's git based workflows mean you don't have to play slap and tickle with integrating arcane non-sense and web hooks, which are themselves about as well understood as git. Give them a try and see what folks ranging from my fake Twitter for pets startup, to global fortune 2000 companies are raving about. If you end up talking to them, because you don't have to, they get why self service is important—but if you do, be sure to tell them that I sent you and watch all of the blood drain from their faces instantly. You can find them in the AWS marketplace or at www.netlify.com. N-E-T-L-I-F-Y.comCorey: 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: Welcome to Screaming in the Cloud. I'm Corey Quinn. Sometimes when I have conversations with guests here, we run long. Really long. And then we wind up deciding it was such a good conversation, and there's still so much more to say that we schedule a follow-up, and that's what happened today. Please welcome back Micheal Benedict, who is, as of the last time we spoke and presumably still now, the head of engineering productivity at Pinterest. Micheal, how are you?Micheal: I'm doing great, and thanks for that introduction, Corey. Thankfully, yes, I am still the head of engineering productivity; I'm really glad to speak more about it today.Corey: The last time that we spoke, we went up one side and down the other of large-scale environments running on AWS and billing aspects thereof, et cetera, et cetera. I want to stay away from that this time and instead focus on the rest of engineering productivity, which is always an interesting and possibly loaded term. So, what is productivity engineering? It sounds almost like it's an internal dev tools team, or is it something more?Micheal: Well, thanks for asking because I get this question asked a lot of times. So, for one, our primary job is to enable every developer, at least at our company, to do their best work. And we want to do this by providing them a fast, safe, and a reliable path to take any idea into production without ever worrying about the infrastructure. As you clearly know, learning anything about how AWS works—or any public cloud provider works—is a ton of investment, and we do want our product engineers, our mobile engineers, and all the other folks to be focused on delivering amazing experiences to our Pinners. So, we could be doing some of the hard work in providing those abstractions for them in such way, and taking away the pain of managing infrastructure.Corey: The challenge, of course, that I've seen is that a lot of companies take the approach of, “Ah. We're going to make AWS available to all of our engineers in it's raw, unfiltered form.” And that lasts until the first bill shows up. And then it's, “Okay. We're going to start building some guardrails around that.” Which makes a lot of sense. There then tends to be a move towards internal platforms that effectively wrap cloud services.And for a while now, I've been generally down on the concept and publicly so in the general sense. That said, what I say that applies as a best practice or something that most people should consider does tend to fall apart when we talk about specific use cases. You folks are an extremely large environment; how do you view it? First off, do you do internal platforms like that? And secondly, would you recommend that other companies do the same thing?Micheal: I think that's such a great question because every company evolves with its own pace of development. And I wouldn't say Pinterest by itself had a developer productivity or an engineering productivity organization from the get-go. I think this happens when you start realizing that your core engineers who are working on product are now spending a certain fraction of time—which starts ballooning pretty fast—in managing the underlying systems and the infrastructure. And at that point in time, it's probably a good question to ask, how can I reduce the friction in those people's lives such that they could be focused more on the product. And, kind of, centralize or provide some sort of common abstractions through a central team which can take away all that pain.So, that is generally a good guiding principle to think about when your engineers are spending at least 30% of their time on operating the systems rather than building capabilities, that's probably a good time to revisit and see whether a central team would make sense to take away some of that. And just simple examples, right? This includes upgrading OS on your EC2 machines, or just trying to make sure you're patching all the right versions on your next big Kubernetes cluster you're running for serving x number of users. The moment you start seeing that, you want to start thinking about, if there is a central team who could take away that pain, what are the things they could be investing on to help up-level every other engineer within your organization. And I think that's one of the best ways to be thinking about it.And it was also a guiding principle for us within Pinterest to view what investments we could make in these central teams which can up-level each and every different type of engineer in the company as well. And just an example on that could be your mobile engineer would have very different expectations from your backend engineer who was working on certain aspects of code in your product. And it is truly important to understand where you want to centralize capabilities, which both these types of engineers could use, or you want to divest and have unique capabilities where it's going to make them productive. There's no one-size-fits-all solution for this, but I'm happy to talk about what we have at Pinterest, which has been reasonably working well. But I do think there's a lot more improvements we could be doing.Corey: Yeah, but let's also be clear that, as you've mentioned, you are heavily biased towards EC2 instances for a lot of what you do. If we look at the AWS console and we see hundreds of different services now, and it's easy to sit here and say, “Oh, internal platforms are terrible because all of those services are going to be enhanced in various ways and you're never going to be able to keep up with feature parity.” Yeah, but if you can wrap something like EC2 in an internal platform wrapper, that begins to be a different story because sure, someone's going to go and try something new with a different AWS service, they're going to need direct access. But the EC2 product across the board generally does not evolve in leaps and bounds with transformative changes overnight. Let's also not forget that at a company with the scale that Pinterest operates at, “Hey, AWS just dusted off a new feature and docs are still rolling out, and it's not in CloudFormation yet, but we're going to roll it out to production,” probably seems like the wrong direction to go in, I would assume.Micheal: And yes, I think that brings one of the key guardrails, I think, which these groups provide. So, when we start thinking about what teams, centralized teams like engineering productivity, developer tools, developer platforms actually do is they help with a couple of things. The top three are: they can help pave a path for the most common use cases. Like to your point, provisioning EC2 does take a set of steps, all the time. If you're going to have a thousand people doing that every time they're building a new service or trying to expand capacity playing with their launch templates, those are things you can start streamlining and making it simple by some wrapper because you want to address those 80% use cases which are usually common, and you can have a wrapper or could just automate that. And that's one of the key things: can you provide a paved path for those use cases?The second thing is, can you do that by having the right guardrails in place? How often have you heard the story that, “I just clicked a button and that now spun up, like, a thousand-plus instances.” And now you have to juggle between trying to stop them or do something about it.Corey: Back in 2013, you folks were still focusing on this fair bit. I remember because Jeremy Carroll, who I believe was your first SRE there once upon a time, wound up doing a whole series of talks around how Pinterest approached doing an AMI Factory. And back in those days, the challenges were, “Okay. We have the baseline AMI, and that's great, but we also want to do deployments of things and we don't really want to do a new deploy of an entire fleet of EC2 instances for a single line of config change, so how do we wind up weighing off of when you bake a new AMI versus when you just change something that has—in what is deployed to them?” And it was really a complicated problem back then.I'm not convinced it's not still a complicated problem, but the answers are a lot more cohesive. And making sure that every team—when you're talking about a company as large as Pinterest with that many teams—is doing things in the same way, seems like it's critically important otherwise you wind up with a whole bunch of unique-looking instances that each have to be managed by hand as opposed to something that can be reasoned around collectively.Micheal: Yep. And that last part you mentioned is extremely crucial as well because like I said, our audience or our customers are just not the engineers; we do work with our product managers and business partners as well because at times, we have to tie or change our architecture based on certain cost optimizations which would make sense, like you just articulated. We don't want to have all the instance types. It does not add much value to a developer unless they're explicitly seeking a high-memory instance or a [GP-based instance in a 00:10:25] certain way. So, we can then work with our business partners to make sure that we're committing to only a certain type of instances, and how we can abstract our tools to only give you that. For example, our deployment system, Teletraan which is an open-source system, actually condenses down all these instance types to a couple of categories like high-compute, high-memory—and you've probably seen that in many of the new cloud providers as well—so people don't have to learn or know the underlying instance type.When we moved from c3 to c5, it was just called as a high-compute system, so the next time someone provisioned a new service or deployed it using our system, they would just select high-compute as the de facto instance type and we would just automatically provision a C5 for them. So, that just reduces the extra complexity or the cognitive overhead individuals would have to go through in learning each instance type, what is the base AMI that comes on it, what are the different configurations that need to go in terms of setting up your AZ-scaling properties. We give them a good reasonable set of defaults to get started with, and then they can then work on optimizing or making changes to it.Corey: Ignoring entirely your mispronunciation of AMI, which is, of course, three syllables—and that is a petty hill upon which I will die—it occurs to me the more I work with AWS in various ways, the easier it gets. And I used to think in some respects, it was because the platform was so—it was improving so dramatically around me. But no, in many cases, it's because the first time you write some CloudFormation by hand, it's a nightmare and you keep smacking into weird issues. But the second or third time, it's super easy because you just copy the thing you've already built and change the relevant bits around. And that was the learning curve that I went through playing around with a lot of these things.When you start looking at this from a large-scale environment where it's not just about upskilling the people that you have to understand how these things integrate in AWS land, but also the consistent onboarding of engineers at a fairly progressive clip is, great, you effectively have to start doing trainings on all these things, and there's a lot of knobs and dials that can blow up and hurt people. At some point, building the guardrails or building the environment in which you are getting all the stuff abstracted away from where the application engineers have to think about this at all, it eventually reaches a tipping point where it starts to feel like it's no longer optional if you want to continue growing as a company because you don't have the luxury of spending six months of onboarding before you let someone touch the thing they were hired to build.Micheal: And you will see that many companies very often have very similar programming practices like you just described. Even I learned that the same way: you have a base template, you just copy-paste it and start from there on. And no one goes through the bootstrapping process manually anymore; you want to—I think we call it cargo-culting, but in general, just get something to bootstrap and start from there. But one of the things we learned in sort of the hard way is that can also lead to, kind of, you pushing, you know, not great practices because people don't know what is a blessed version of a good template or what actually would make sense. So, some of those things, we have been working on.And this is where centralized teams like engineering productivity are really helpful is we provide you with the blessed or the canonical way to do certain things. Case in point example is a CI/CD pipeline or delivery of software services. We have invested enough in experimenting on what works with some of the more nuanced use cases at Pinterest, in helping generate, sort of, a canonical version which would cover 80% of the use cases. Someone could just go and try to build a service and they could just use the same canonical pipeline without learning much or making changes to it. This also reduces that cargo-culting nature which I called, rather than copying it from unknown sources and trying to like—again, it may cause havoc to our systems, so we can avoid a lot of that because of these practices.Corey: So, let's step a little bit beyond AWS—I know I hate doing it, too—but I'm going to assume that your remit is broader than, oh, AWS whisperer-slash-Wrangler. So, tell me a little bit more about what it is that your day-to-day looks like if there is anything that could be said not to focus purely around AWS whispering.Micheal: So, one of the challenges—and I want to talk about this a bit more—is our environments have become extremely complex over time. And it's the nature of, like, rising entropy. Like, we've just noticed that there's two things: we have a diverse set of customer base, and these include everyone trying to do different workloads or work service types. What that essentially translates into is that we realized that our solution may not fit all of them. For example, what works for a machine-learning engineer in terms of iterating on building a model and delivering a model is not the same as someone working on a long-running service and trying to deploy that. The same would apply for someone trying to operate a Kafka system.And that has made, I think, definitely our job a bit challenging in trying to assess where do you actually draw the line on the abstraction? What is the right layer of abstraction across your local development experience, across when you move over to staging your code in a PR model and getting feedback and subsequently actually releasing it to production? Because this changes dramatically based on what is the workload type you're working on. And we feel like that has been one of the biggest challenges where I know I spent my day-to-day and my team does too, in trying to help provide some of the right solutions for these individuals. There's—very often we'll also get asked from individuals trying to do a very nuanced thing.Of late, we have been talking about thinking about how you operate functions, like provide Functions as a Service within the company? It just put us in a difficult spot at times because we have to ask the hard question, “Is this required?” I know the industry is doing it; it's definitely there. I personally believe, yes, it could be a future, but is that absolutely important? Is that going to benefit Pinterest in any formal way if we invest on some core abstractions?And those are difficult conversations to have because we have exciting engineers coming in trying to do amazing things; it puts us in a hard spot, as well, as to sometimes saying graciously, no. I know many companies deal with it when they have these centralized teams, but I think it's part of that job. Like when you say it's day-to-day, I would say I'm probably saying no a couple of times in that day.Corey: Let's pretend for the sake of argument that I am, tomorrow morning, starting another company—Twitter for Pets—and over the next ten years, it grows to be larger than Pinterest in terms of infrastructure, probably not revenue because it turns out pets are not the lucrative source of ad revenue that I was hoping it would be but, you know, directionally the same thing. It seems to me that building out this sort of function with this sort of approach to things is dramatically early as far as optimizations go when it's just me puttering around on something. I'm always cognizant of the wrong people taking the wrong message when we're talking about things that happen like this at scale. When does having an engineering productivity group begin to make sense?Micheal: I mentioned this earlier; like, yeah, there is definitely not a right answer, but we can start small. For example, this group actually started more as a delivery team. You know, when we started, we realized that we had different ways of deploying services or software at Pinterest, so we first gathered together to figure out, okay, what are the different ways and can we start simplifying that part? And that's where it started expanding. Okay, we are doing button-based deployments right now we have thousand-plus microservices, and we are seeing more incidents than we wanted to because anything where there's a human involved means there's a potential gap for error. I myself was involved in a SEV 0 incident, and I will be honest; we ended up deploying a Hello World application in one of our production fleet. Not the thing I wanted to be associated with my name, but, you know—Corey: And you were suddenly saying hello to the world, in fact—Micheal: [laugh].Corey: —and oops-a-doozy.Micheal: Yeah. So—and that really prompted us to rethink how we need to enable guardrails to do safe production rollouts. And that's how those conversations start ballooning out.Corey: And the healthy correct way. We've all broken production in various ways, and it's—you correctly are identifying, I believe, the direction you're heading in where this is a process problem and a tooling problem; it is not that you are secretly crap and should never have been allowed near anything in production. I mean, that's my excuse for me, but in your case, this is a common thing where it's, if someone can unintentionally cause issues like that, there needs to be better processes and procedures as the organization matures.Micheal: Yep. And that's kind of like always the route or the starting point for these discussions. And it starts growing from there on because, okay, you've helped improve the deploy process but now we're seeing insane amount of slowness, say on the build processes, or even post-deploy, there's, like, issues on how we monitor and look into data.And that I think forces these conversations, okay, where do we have these bespoke tools available? What are people doing today? And you have to ask those hard questions, like what can we actually remove from here? The goal is not to introduce yet another new system. Many a times, to be honest bash just gets the job done. [laugh].Personally, I'm okay with that as long as it's consistent and people, you know, are able to contribute to it and you have good practices in validating it, if it works, we should go for it rather than introducing yet another YAML [laugh] and some of that other aspects of doing that work. And that's what we encourage as well. That's how I think a lot of this starts connecting together in terms of, okay, now this is becoming a productivity group; they're focused on certain challenges where investing probably one person here may up-level a few other engineers who don't have to do that on a day-to-day basis. And I think that's one of the key items for, especially, folks who are running mid-sized companies to realize and start investing in these type of teams to really up-level, sort of, the rest of the engineering.Corey: You've been doing this for a fair while. If you were to go back and start over again on day one—which is always a terrifying question, on some level—what would you have done differently about building out this function as Pinterest continued to scale out?Micheal: Well, first, I must acknowledge that this was just not me, and there's, like, ton of people involved in helping make this happen.Corey: No, that's fair. We'll blame them for the missteps; that is—Micheal: [laugh].Corey: —just fine with me. I kid. I kid.Micheal: I think, definitely the nuances. If I look back, all the decisions that were made then at that point in time, there was a decision made to move to Phabricator, which was back then a great open-source code management system where with the current information at that point in time. And I'm not—I think it's very hard to always look back and say, “Oh, we could have chosen x at one point in time.” And I think in reality, that's how engineering organizations always evolve, that you have to make do with the information you have right now to make a decision that works for you over a couple of years.And I'll give you a small example of this. There was a time when Pinterest was actually on GitHub Enterprise—this was like circa 2013, I would say—and it really served as well for, like, five-plus years. Only then at certain point, we realized that it's hard to hire PHP engineers to support a tool like that, and we had to rethink what is the ROI and the investments we've made here? Can we ever map up or match back to one of the offerings in the industry today? And that's when you make decisions that, okay, at this point in time, it's clear that business continuity talks, you know, and it's hard to operate a system, which is, at this moment not supported, and then you make a call about making a shift or moving.And I think that's the key item. I don't think there's anything dramatically I would have changed since the start. Perhaps definitely investing a bit more individuals into the group and going from there. But that said, I'm really, sort of, at least proud of the fact that usually these teams are extremely lean and small, and they always have an outsized impact, especially when they're working with other engineers, other [opinionated 00:22:13] engineers for what it's worth.This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. 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Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: Most folks show up intending to do good today, and you make the best decision at the time with the context and constraints that you have, but my question I think is less around, “Well, what were the biggest mistakes you made?” But more to do with the idea of, based upon what you've learned and as you have shown—as you've shined light on these dark areas, as you have been exploring it, has anything jumped out at you that is, “Oh, yeah. Now, that I know—if I had known then what I know now, I would definitely have made this other decision.” Ideally, something that applies a little more globally than specific within Pinterest, just because the whole idea, aspirationally, is that people might learn something from our conversation. At least I will, if nothing else.Micheal: No, I think that's a great question. And I think the three things that jump to me, top of mind. I think technology is means to an end unless it gives you a competitive edge. And it's really hard to figure out at what point in time what technology and why we adopted it, it's going to make the biggest difference. Humans always tend to have a bias towards aligning towards where we want to go. So, that's the first one in my mind.The second one is, and we spoke about this last time, embrace your cloud provider as much as possible. You'd want to avoid taking on operational burden which is not going to add value to the business. If there is something you see your operating which can be offloaded—because your provider can, trust me, do a way better job than you or your team of few can ever do—embrace that as soon as possible. It's better that way because then it frees up your time to focus on the most important thing, which I've realized over time is—I really think teams like ours are actually—we're probably the most value as a glue to all the different experiences a software engineer would go through as part of their SDLC lifecycle.If we can simplify someone's life by giving them a clear view as to where their commit or the work is in this grand scheme of rolling out and giving them the right amount of data to take action when something goes wrong, trust me, they will love you for what you're doing because you're saving them ton of time. Many times, we don't realize that when we publish 11 different ways for you to go and check to just get your basic validation of work done. We tend to so much focus on the technological aspect of what the tool does, rather than the experience of it, and I've realized, if you can bridge the experience, especially for teams like ours, people really don't even need to know whether you're running Kubernetes or any of those solutions behind the scenes. And I think that's one of the biggest takeaways I have.Corey: I want to double down on something you said about the fact that you are not going to be able to run these services as effectively as your provider can. And relatively recently—in fact, since the first time we spoke—AWS has released a investment report in Virginia. And from 2011 through 2020, they have invested in building AWS data centers there, $35 billion. I promise almost no company that employs people listening to this that are not themselves a cloud provider is going to make that kind of investment in running these things themselves.Now, do cloud providers have sharp edges? Yes, absolutely. That is what my entire career is about, unfortunately. But you're not going to do a better job of running things more sustainably, more reliably, et cetera, et cetera. But there are other problems with this—and that's what I want to start exploring here—where in the olden days, when I ran things in data centers and they went down a lot more as a result, sometimes when there were outages, I would have the CEO of the company just standing there nervous worrying over my shoulder as I frantically typed to fix things.Spoiler: my typing accuracy did not improve by having someone looming over me. Now, when there's an outage that your cloud provider takes, in many cases the thing that you are doing to fix it is reloading the status page and waiting for an update because it is completely out of your hands. Is that something that you've had to encounter? Because you can push buttons and turn dials when things are broken and you control it, but in an AWS—or other cloud provider—outage, all you can really do is wait unless you have a DR plan that is large-scale and effective enough that you won't feel foolish or have wasted a huge amount of time and energy migrating off and then—because then it gets repaired in ten minutes. How do you approach that, from your perspective? I guess, the expectation management piece?Micheal: It's definitely I know something which keeps a lot of folks within infrastructure up at night because, like you just said, at times we can feel extremely powerless when we obviously don't have direct control—or visibility at times, as well—on what's happening. One of the things we have realized over time as part of running on our cloud provider for over a decade now, it forces us to rethink a bit on our priority workflows, what we want our Pinners to always have access to, what they need to see, what is not important or critical. Because it puts into perspective, even for the infrastructure teams, is to what is the most important thing we should always have it available and running, what is okay to be in a degraded state, until what time, right? So, it actually forces us to define SLOs and availability criteria within the team where we can broadcast that to the larger audience including the executives. So, none of this comes as a surprise at that point.I mean, it's not the answer, probably, you're looking for because is there's nothing we can do except set expectations clearly on what we can do and how when you think about the business when these things do happen. So, I know people may have I have a different view on this; I'm definitely curious to hear as well, but I know at Pinterest at least we have converged on our priority workflows. When something goes out, how do we jump in to provide a degraded experience? We have very clear run books to do that, and especially when it's a SEV 0, we do have clear processes in place on how often we need to update our entire company on where things are. And especially this is where your partnership with the cloud provider is going to be a big, big boon because you really want to know or have visibility, at the minimum some predictability on when things can get resolved, and how you want to work with them on some creative solutions. This is outside the DR strategy, obviously; you should still be focused on a DR strategy, but these are just simple things we've learned over time on how to just make it predictable for individuals within the company, so not everyone is freaking out.Corey: Yeah, from my perspective, I think the big things that I found that have worked, in my experience—mostly by getting them wrong the first time—is explain that someone else running the infrastructure when they take an outage; there's not much we can do. And no, it's not the sort of thing where picking up the phone and screaming at someone is going to help us, is the sort of thing that is best to communicate to executive stakeholders when things are running well, not in the middle of that incident.Then when things break, it's one of those, “Great, you're an exec. You know what your job is? Literally anything other than standing in the middle of the engineering floor, making everyone freak out even more. We'll have a discussion later about what the contributing factors were when you demand that we fire someone because of an outage. Then we're going to have a long and hard talk about what kind of culture you're trying to build here again?” But there are no perfect answers here.It's easy to sit here in the silver light of day with things working correctly and say, “Oh, yeah. This is how outages should be handled.” But then when it goes down, we're all basically an inch away at best from running around with our hair on fire, screaming, “Fix it, fix it, fix it, fix it, now.” And I am empathetic to that. There's a reason but I fix AWS bills for a living, and one of those big reasons is that it's a strictly business-hours problem and I don't have to run production infrastructure that faces anything that people care about, which is kind of amazing and freeing for someone who spent too many years on call.Micheal: Absolutely. And one of the things is that this is not only with the cloud provider, I think in today's nature of how our businesses are set up, there's probably tons of other APIs you are using or you're working with you may not be aware of. And we ended up finding that the hard way as well. There were a certain set of APIs or services we were using in the critical path which we were not aware of. When these outages happen, that's when you find that out.So, you're not only beholden to your provider at that point in time; you have to have those SLO expectations set with your other SaaS providers as well, other folks you're working with. Because I don't think that's going to change; it's probably only going to get complicated with all the different types of tools you're using. And then that's a trade-off you need to really think about. An example here is just like—you know, like I said, we moved in the past from GitHub to Phabricator—I didn't close the loop on that because we're moving back to GitHub right now [laugh] and that's one of the key projects I'm working with. Yeah, it's circle of life.But the thing is, we did a very strong evaluation here because we felt like, “Okay, there's a probability that GitHub can go down and that means people will be not productive for that couple of hours. What do we do then?” And we had to put a plan together to how we can mitigate that part and really build that confidence with the engineering teams, internally. And it's not the best solution out there; the other solution was just run our own, but how is that going to make any other difference because we do have libraries being pulled out of GitHub and so many other aspects of our systems which are unknowingly dependent on it anyways. So, you have to still mitigate those issues at some point in your entire SDLC process.So, that was just one example I shared, but it's not always on the cloud provider; I think there are just many aspects of—at least today how businesses are run, you're dependent; you have critical dependencies, probably, on some SaaS provider you haven't really vetted or evaluated. You will find out when they go down.Corey: So, I don't think I've told this story before, but before I started this place, I was doing a fair bit of consulting work for other companies. And I was doing a project at Pinterest years ago. And this was one of the best things I've ever experienced at a company site, let alone a client site, where I was there early in the morning, eight o'clock or so, so you know, engineers love to show up at the crack of 11:30. But so I was working a little early; it was great. And suddenly my SSH session that I was using to remote into something or other hung.And it's tap up, tap enter a couple of times, tap it a couple more. It was hung hard. “What's the—” and then someone gently taps me on the shoulder. So, I take the headphones off. It was someone from corporate IT was coming around saying, “Hey, there's a slight problem with our corporate firewall that we're fixing. Here's a MiFi device just for you that you can tether to get back online and get worked on until the firewall gets back.”And it was incredible, just the level of just being on top of things, and the focus on keeping the people who were building things and doing expensive engineering work that was awesome—and also me—productive during that time frame was just something I hadn't really seen before. It really made me think about the value of where do you remove bottlenecks from people getting their jobs done? It was—it remains one of the most impressive things I've seen.Micheal: That is great. And as you were telling me that I did look up our [laugh] internal system to see whether a user called Corey Quinn existed, and I should confirm this with you. I do see entries over here, a couple of commits, but this was 2015. Was that the time you were around, or is this before that even?Corey: That would have been around then, yes. I didn't start this place until late 2016.Micheal: I do see your commits, like, from 2015, and I—Corey: And they're probably terrible, I have no doubt. There's a reason I don't read code for a living anymore.Micheal: Okay, I do see a lot of GIFs—and I hope it's pronounced as GIF—okay, this is cool. We should definitely have a chat about this separately, Corey?Corey: Oh, yeah. “Would you explain this code?” “Absolutely not. I wrote it. Of course, I have no idea what it does. That's the rule. That's the way code always works.”Micheal: Oh, you are an honorary Pinterest engineer at this point, and you have—yes—contributed to our API service and a couple of Puppet profiles I see over here.Corey: Oh, yes—Micheal: [Amazing 00:36:11]. [laugh].Corey: You don't wind up thinking that's a risk factor that should be disclosed. I kid. I kid. It's, I made a joke about this when VMware acquired SaltStack and I did some analytics and found that 60 some odd lines of code I had written, way back when that were still in the current version of what was being shipped. And they thought, “Wait, is this actually a risk?”And no, I am making a joke. The joke is, is my code is bad. Fortunately, there are smart people around me who review these things. This is why code review is so important. But there was a lot to admire when I was there doing various things at Pinterest. It was a fun environment to work in, the level of professionalism was phenomenal, and I was just a big fan of a lot of the automation stuff.Phabricator was great. I love working with it, and, “Great, I'm going to use this to the next place I go.” And I did and then it was—I looked at what it took to get it up and running, and oh, yeah, I can see why GitHub is so popular these days. But it was neat. It was interesting seeing that type of environment up close.Micheal: That is great to hear. You know, this is what I enjoy, like, hearing some of these war stories. I am surprised; you seem to have committed way more than I've ever done in my [laugh] duration here at Pinterest. I do managing for a living, but then again—Corey, the good news is your code is still running on production. And we—Corey: Oh dear.Micheal: —haven't—[laugh]. We haven't removed or made any changes to it, so that's pretty amazing. And thank you for all your contributions.Corey: Oh, please, you don't have to thank me. I was paid, it was fine. That's the value of—Micheal: [laugh].Corey: —[work 00:37:38] for hire. It's kind of amazing. And the best part about consultants is, is when we're done with a project, we get the hell out everyone's happy about it.More happy when it's me that's leaving because of obvious personality-related reasons. But it was just an interesting company from start to finish. I remember one other time, I wound up opening a ticket about having a slight challenge with a flickering on my then Apple-branded display that everyone was using before they discontinued those. And I expected there to be, “Oh, okay. You're a consultant. Great. How did we not put you in the closet with a printer next to that thing, breathing the toner?” Like most consulting clients tend to do, and sure enough, three minutes later, I'm getting that tap on the shoulder again; they have a whole replacement monitor. “Can you go grab a cup of coffee? We'll run the cable for it. It'll just be about five minutes.” I started to feel actively bad about requesting things because I did a lot of consulting work for a lot of different companies, and not to be unkind, but treating consultants and contractors super well is not something that a lot of companies optimize for. I can't necessarily blame them for that. It just really stood out.Micheal: Yep, I do hope we are keeping up with that right now because I know our team definitely has a lot of consultants working with us as well. And it's always amazing to see; we do want to treat them as FTs. It doesn't even matter at that point because we're all individuals and we're trying to work towards common goals. Like you just said, I think I personally have learned a few items as well from some of these folks. Which is again, I think speaks to how we want to work and create a culture of, like, we're all engineers; we want to be solving problems together, and as you were doing it, we want to do it in such a way that it's still fun, and we're not having the restrictions of titles or roles and other pieces. But I think I digressed. It was really fun to see your commits though, I do want to track this at some point before we move completely over to GitHub, at least keep this as a record, for what it's worth.Corey: Yeah basically look at this graffiti in the codebase of, “A shit-poster was here,” and here I am. And that tends to be, on some level, the mark we live on the universe. What's always terrifying is looking at things I did 15 years ago in my first Linux admin job. Can I still ping the thing that I built there? Yes, I can. And how is that even possible? That should not have outlived me; honestly, it should never have seen the light of day in production, but here we are. And you never know how long that temporary kluge you put together is going to last.Micheal: You know, one of the things I was recalling, I was talking to someone in my team about this topic as well. We always talk about 10x engineers. I don't know what your thoughts are on that, but the fact that you just mentioned you built something; it still pings. And there's a bunch of things, in my mind, when you are writing code or you're working on some projects, the fact that it can outlast you and live on, I think that's a big, big contribution. And secondly, if your code can actually help up-level, like, ten other people, I think you've really made the mark of 10x engineer at that point.Corey: Yeah, the idea of the superhuman engineer is always been a strange and dangerous one. If for nothing else, from where I sit, excellence is inherently situational. Like we just talked about someone at Pinterest: is potentially going to be able to have that kind of impact specifically because—to my worldview—that there's enough process and things around there that empower them to succeed. Then if you were to take that engineer and drop them into a five-person startup where none of those things exist, they might very well flounder. It's why I'm always a little suspicious of this is a startup founded by engineers from Google or Facebook, or wherever it is.It's, yeah, and what aspects of that culture do you think are one-to-one matches with the small scrappy startup in the garage? Right, I predicting some challenges here. Excellence is always situational. An amazing employee at one company can get fired at a second one for lack of performance, and that does not mean that there's anything wrong with them and it does not mean that they are a fraud. It means that what they needed to be successful was present in one of those shops, but not the other.Micheal: This is so true. And I really appreciate you bringing this up because whenever we discuss any form of performance management, that is a—in my view personally—I think that's an incorrect term to be using. It is really at that point in time, either you have outlived the environment you are in, or the environment is going in a different direction where I think your current skill set probably could be best used in the environment where it's going to work. And I know it's very fuzzy at that point, but like you said, yes, excellence really means you don't want to tie it to the number of commits you have pushed out, or any specific aspect of your deliverables or how you work.Corey: There are no easy answers to any of these things, and it's always situational. It's why I think people are sometimes surprised when I will make comments about the general case of how things should be, then I talk to a specific environment where they do the exact opposite, and I don't yell at them for it. It's there—in a general sense, I have some guidance, but they are usually reasons things are the way they are, and I'm interested in hearing them out. Everything's situational, the worst consultant in the world is the one that shows up, has no idea what's going on, and then asked, “What moron set this up?” Invariably, two said, quote-unquote, “Moron.” And the engagement doesn't go super well from there. It's, “Okay, why is this the way that it is? What constraints shaped it? What was the context behind the problem you were trying to solve?” And, “Well, why didn't you use this AWS service?” “Because it didn't exist for another three years when we were building that thing,” is a—Micheal: Yes.Corey: —common answer.Micheal: Yes, you should definitely appreciate that of all the decisions that have been made in past. People tend to always forget why they were made. You're absolutely right; what worked back then will probably not work now, or vice versa, and it's always situational. So, I think I can go on about this for hours, but I think you hit that to the point, Corey.Corey: Yeah, I do my best. I want to thank you for taking another block of time out of your day to wind up talking with me about various aspects of what it takes to effectively achieve better levels of engineering productivity at large companies, with many teams, working on shared codebases. If people want to learn more about what you're up to, where can they find you?Micheal: I'm definitely on Twitter. So, please note that I'm spelled M-I-C-H-E-A-L on Twitter. So, you can definitely read on to my tweets there. But otherwise, you can always reach out to me on LinkedIn, too.Corey: Fantastic and we will, of course, include a link to that in the [show notes 00:44:02]. Thanks once again for your time. I appreciate it.Micheal: Thanks a lot, Corey.Corey: Micheal Benedict, head of engineering productivity at Pinterest. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a comment telling me that you work at Pinterest, have looked at the codebase, and would very much like a refund and an apology.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.

On The Cloud Pod this week, the team wishes for time-traveling data. Also, GCP announces Data Lakehouse, Azure hosts Ignite 2021, and Microsoft is out for the metaverse.  A big thanks to this week's sponsors: Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. JumpCloud, which offers a complete platform for identity, access, and device management — no matter where your users and devices are located.  This week's highlights

How do you make older cars turn, stop, handle, or have good steering feel? Luckily we have Kyle Tucker of Detroit Speed to explain it all. He talks about his time working for GM, testing the C5 prototype fresh out of college, how he started his own company, what they did differently, and why their cars perform with the best. It was a great discussion about modifying, thinking, engineering, and testing. Detroit speed makes subframes, sway bars, control arms, axles, springs, and more. It's hard to put into words how good their cars are, so you'll just have to watch one of Matt's One Takes to get his word. Recorded on Nov. 3, 2021 https://www.detroitspeed.com/ https://youtu.be/Pa-1_o44e68Head to Policygenius.com/SMOKINGTIRE to get started right now. For a limited time, my listeners get their first month free - AND, after you've been a member, CrowdHealth will include a Fitness Wearable. That's 30 days to try risk-free plus the Fitness Wearable. Just go to JoinCrowdHealth.com/fit and enter code Tire at sign up. Worry less and feel happier. Sign up for your trial at Noom.com/TIRE. Find Valvoline now at your local auto parts store. Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast #cars #comedy #podcast Follow us! T: @thesmokingtire @zackklapman IG: @thesmokingtire @fakezackklapman

About Micheal Micheal Benedict leads Engineering Productivity at Pinterest. He and his team focus on developer experience, building tools and platforms for over a thousand engineers to effectively code, build, deploy and operate workloads on the cloud. Mr. Benedict has also built Infrastructure and Cloud Governance programs at Pinterest and previously, at Twitter -- focussed on managing cloud vendor relationships, infrastructure budget management, cloud migration, capacity forecasting and planning and cloud cost attribution (chargeback). Links: Pinterest: https://www.pinterest.com Teletraan: https://github.com/pinterest/teletraan Twitter: https://twitter.com/micheal Pinterestcareers.com: https://pinterestcareers.com 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: You know how git works right?Announcer: Sorta, kinda, not really. Please ask someone else!Corey: Thats all of us. Git is how we build things, and Netlify is one of the best way I've found to build those things quickly for the web. Netlify's git based workflows mean you don't have to play slap and tickle with integrating arcane non-sense and web hooks, which are themselves about as well understood as git. Give them a try and see what folks ranging from my fake Twitter for pets startup, to global fortune 2000 companies are raving about. If you end up talking to them, because you don't have to, they get why self service is important—but if you do, be sure to tell them that I sent you and watch all of the blood drain from their faces instantly. You can find them in the AWS marketplace or at www.netlify.com. N-E-T-L-I-F-Y.comCorey: 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: Welcome to Screaming in the Cloud. I'm Corey Quinn. Every once in a while, I like to talk to people who work at very large companies that are not in fact themselves a cloud provider. I know it sounds ridiculous. How can you possibly be a big company and not make money by selling managed NAT gateways to an unsuspecting public? But I'm told it can be done here to answer that question. And hopefully at least one other is Pinterest. It's head of engineering productivity, Micheal Benedict. Micheal, thank you for taking the time to join me today.Micheal: Hi, Corey, thank you for inviting me today. I'm really excited to talk to you.Corey: So, exciting times at Pinterest in a bunch of different ways. It was recently reported—which of course, went right to the top of my inbox as 500,000 people on Twitter all said, “Hey, this sounds like a ‘Corey would be interested in it' thing.” It was announced that you folks had signed a $3.2 billion commitment with AWS stretching until 2028. Now, if this is like any other large-scale AWS contract commitment deal that has been made public, you were probably immediately inundated with a whole bunch of people who are very good at arithmetic and not very good at business context saying, “$3.2 billion? You could build massive data centers for that. Why would anyone do this?” And it's tiresome, and that's the world in which we live. But I'm guessing you heard at least a little bit of that from the peanut gallery.Micheal: I did, and I always find it interesting when direct comparisons are made with the total amount that's been committed. And like you said, there's so many nuances that go into how to perceive that amount, and put it in context of, obviously, what Pinterest does. So, I at least want to take this opportunity to share with everyone that Pinterest has been on the cloud since day one. When Ben initially started the company, that product was launched—it was a simple Django app—it was launched on AWS from day one, and since then, it has grown to support 450-plus million MAUs over the course of the decade.And our infrastructure has grown pretty complex. We started with a bunch of EC2 machines and persisting data in S3, and since then we have explored an array of different products, in fact, sometimes working very closely with AWS, as well and helping them put together a product roadmap for some of the items they're working on as well. So, we have an amazing partnership with them, and part of the commitment and how we want to see these numbers is how does it unlock value for Pinterest as a business over time in terms of making us much more agile, without thinking about the nuances of the infrastructure itself. And that's, I think, one of the best ways to really put this into context, that it's not a single number we pay at the end [laugh] of the month, but rather, we are on track to spending a certain amount over a period of time, so this just keeps accruing or adding to that number. And we basically come out with an amazing partnership in AWS, where we have that commitment and we're able to leverage their products and full suite of items without any hiccups.Corey: The most interesting part of what you said is the word partner. And I think that's the piece that gets lost an awful lot when we talk about large-scale cloud negotiations. It's not like buying a car, where you can basically beat the crap out of the salesperson, you can act as if $400 price difference on a car is the difference between storm out of the dealership and sign the contract. Great, you don't really have to deal with that person ever again.In the context of a cloud provider, they run your production infrastructure, and if they have a bad day, I promise you're going to have a bad day, too. You want to handle those negotiations in a way that is respectful of that because they are your partner, whether you want them to be or not. Now, I'm not suggesting that any cloud provider is going to hold an awkward negotiation against the customer, but at the same time, there are going to be scenarios in which you're going to want to have strong relationships, where you're going to need to cash in political capital to some extent, and personally, I've never seen stupendous value in trying to beat the crap out of a company in order to get another tenth of a percent discount on a service you barely use, just because someone decided that well, we didn't do well in the last negotiation so we're going to get them back this time.That's great. What are you actually planning to do as a company? Where are you going? And the fact that you just alluded to, that you're not just a pile of S3 and EC2 instances speaks, in many ways, to that. By moving into the differentiated service world, suddenly you're able to do things that don't look quite as much like building a better database and start looking a lot more like servicing your users more effectively and well.Micheal: And I think, like you said, I feel like there's like a general skepticism in viewing that the cloud providers are usually out there to rip you apart. But in reality, that's not true. To your point, as part of the partnership, especially with AWS and Pinterest, we've got an amazing relationship going on, and behind the scenes, there's a dedicated team at Pinterest, called the Infrastructure Governance Team, a cross-functional team with folks from finance, legal, engineering, product, all sitting together and working with our AWS partners—even the AWS account managers at the times are part of that—to help us make both Pinterest successful, and in turn, AWS gets that amazing customer to work with in helping build some of their newer products as well. And that's one of the most important things we have learned over time is that there's two parts to it; when you want to help improve your business agility, you want to focus not just on the bottom line numbers as they are. It's okay to pay a premium because it offsets the people capital you would have to invest in getting there.And that's a very tricky way to look at math, but that's what these teams do; they sit down and work through those specifics. And for what it's worth, in our conversations, the AWS teams always come back with giving us very insightful data on how we're using their systems to help us better think about how we should be pricing or looking things ahead. And I'm not the expert on this; like I said, there's a dedicated team sitting behind this and looking through and working through these deals, but that's one of the important takeaways I hope the users—or the listeners of this podcast then take away that you want to treat your cloud provider as your partner as much as possible. They're not always there to screw you. That's not their goal. And I apologize for using that term. It is important that you set that expectations that it's in their best interest to actually make you successful because that's how they make money as well.Corey: It's a long-term play. I mean, they could gouge you this quarter, and then you're trying to evacuate as fast as possible. Well, they had a great quarter, but what's their long-term prospect? There are two competing philosophies in the world of business; you can either make a lot of money quickly, or you can make a little bit of money and build it over time in a sustained way. And it's clear the cloud providers are playing the long game on this because they basically have to.Micheal: I mean, it's inevitable at this point. I mean, look at Pinterest. It is one of those success stories. Starting as a Django app on a bunch of EC2 machines to wherever we are right now with having a three-plus billion dollar commitment over a span of couple of years, and we do spend a pretty significant chunk of that on a yearly basis. So, in this case, I'm sure it was a great successful partnership.And I'm hoping some of the newer companies who are building the cloud from the get-go are thinking about it from that perspective. And one of the things I do want to call out, Corey, is that we did initially start with using the primitive services in AWS, but it became clear over time—and I'm sure you heard of the term multi-cloud and many of that—you know, when companies start evaluating how to make the most out of the deals they're negotiating or signing, it is important to acknowledge that the cost of any of those evaluations or even thinking about migrations never tends to get factored in. And we always tend to treat that as being extremely simple or not, but those are engineering resources you want to be spending more building on the product rather than these crazy costly migrations. So, it's in your best interest probably to start using the most from your cloud provider, and also look for opportunities to use other cloud providers—if they provide more value in certain product offerings—rather than thinking about a complete lift-and-shift, and I'm going to make DR as being the primary case on why I want to be moving to multi-cloud.Corey: Yeah. There's a question, too, of the numbers on paper look radically different than the reality of this. You mentioned, Pinterest has been on AWS since the beginning, which means that even if an edict had been passed at the beginning, that, “Thou shalt never build on anything except EC2 and S3. The end. Full stop.”And let's say you went down that rabbit hole of, “Oh, we don't trust their load balancers. We're going to build our own at home. We have load balancers at home. We'll use those.” It's terrible, but even had you done that and restricted yourselves just to those baseline building blocks, and then decide to do a cloud migration, you're still looking back at over a decade of experience where the app has been built unconsciously reflecting the various failure modes that AWS has, the way that it responds to API calls, the latency in how long it takes to request something versus it being available, et cetera, et cetera.So, even moving that baseline thing to another cloud provider is not a trivial undertaking by any stretch of the imagination. But that said—because the topic does always come up, and I don't shy away from it; I think it's something people should go into with an open mind—how has the multi-cloud conversation progressed at Pinterest? Because there's always a multi-cloud conversation.Micheal: We have always approached it with some form of… openness. It's not like we don't want to be open to the ideas, but you really want to be thinking hard on the business case and the business value something provides on why you want to be doing x. In this case, when we think about multi-cloud—and again, Pinterest did start with EC2 and S3, and we did keep it that way for a long time. We built a lot of primitives around it, used it—for example, my team actually runs our bread and butter deployment system on EC2. We help facilitate deployments across a 100,000-plus machines today.And like you said, we have built that system keeping in mind how AWS works, and understanding the nuances of region and AZ failovers and all of that, and help facilitate deployments across 1000-plus microservices in the company. So, thinking about leveraging, say, a Google Cloud instance and how that works, in theory, we can always make a case for engineering to build our deployment system and expand there, but there's really no value. And one of the biggest cases, usually, when multi-cloud comes in is usually either negotiation for price or actually a DR strategy. Like, what if AWS goes down in and us-east-1? Well, let's be honest, they're powering half the internet [laugh] from that one single—Corey: Right.Micheal: Yeah. So, if you think your business is okay running when AWS goes down and half the internet is not going to be working, how do you want to be thinking about that? So, DR is probably not the best reason for you to be even exploring multi-cloud. Rather, you should be thinking about what the cloud providers are offering as a very nuanced offering which your current cloud provider is not offering, and really think about just using those specific items.Corey: So, I agree that multi-cloud for DR purposes is generally not necessarily the best approach with the idea of being able to failover seamlessly, but I like the idea for backups. I mean, Pinterest is a publicly-traded company, which means that among other things, you have to file risk disclosures and be responsive to auditors in a variety of different ways. There are some regulations to start applying to you. And the idea of, well, AWS builds things out in a super effective way, region separation, et cetera, whenever I talk to Amazonians, they are always surprised that anyone wouldn't accept that, “Oh, if you want backups use a different region. Problem solved.”Right, but it is often easier for me to have a rehydrate the business level of backup that would take weeks to redeploy living on another cloud provider than it is for me to explain to all of those auditors and regulators and financial analysts, et cetera why I didn't go ahead and do that path. So, there's always some story for okay, what if AWS decides that they hate us and want to kick us off the platform? Well, that's why legal is involved in those high-level discussions around things like risk, and indemnity, and termination for convenience and for cause clauses, et cetera, et cetera. The idea of making an all-in commitment to a cloud provider goes well beyond things that engineering thinks about. And it's easy for those of us with engineering backgrounds to be incredibly dismissive of that of, “Oh, indemnity? Like, when does AWS ever lose data?” “Yeah, but let's say one day they do. What is your story going to be when asked some very uncomfortable questions by people who wanted you to pay attention to this during the negotiation process?” It's about dotting the i's and crossing the t's, especially with that many commas in the contractual commitments.Micheal: No, it is true. And we did evaluate that as an option, but one of the interesting things about compliance, and especially auditing as well, we generally work with the best in class consultants to help us work through the controls and how we audit, how we look at these controls, how to make sure there's enough accountability going through. The interesting part was in this case, as well, we were able to work with AWS in crafting a lot of those controls and setting up the right expectations as and when we were putting proposals together as well. Now, again, I'm not an expert on this and I know we have a dedicated team from our technical program management organization focused on this, but early on we realized that, to your point, the cost of any form of backups and then being able to audit what's going in, look at all those pipelines, how quickly we can get the data in and out it was proving pretty costly for us. So, we were able to work out some of that within the constructs of what we have with our cloud provider today, and still meet our compliance goals.Corey: That's, on some level, the higher point, too, where everything is everything comes down to context; everything comes down to what the business demands, what the business requires, what the business will accept. And I'm not suggesting that in any case, they're wrong. I'm known for beating the ‘Multi-cloud is a bad default decision' drum, and then people get surprised when they'll have one-on-one conversations, and they say, “Well, we're multi-cloud. Do you think we're foolish?” “No. You're probably doing the right thing, just because you have context that is specific to your business that I, speaking in a general sense, certainly don't have.”People don't generally wake up in the morning and decide they're going to do a terrible job or no job at all at work today, unless they're Facebook's VP of Integrity. So, it's not the sort of thing that lends itself to casual tweet size, pithy analysis very often. There's a strong dive into what is the level of risk a business can accept? And my general belief is that most companies are doing this stuff right. The universal constant in all of my consulting clients that I have spoken to about the in-depth management piece of things is, they've always asked the same question of, “So, this is what we've done, but can you introduce us to the people who are doing it really right, who have absolutely nailed this and gotten it all down?” “It's, yeah, absolutely no one believes that that is them, even the folks who are, from my perspective, pretty close to having achieved it.”But I want to talk a bit more about what you do beyond just the headline-grabbing large dollar figure commitment to a cloud provider story. What does engineering productivity mean at Pinterest? Where do you start? Where do you stop?Micheal: I want to just quickly touch upon that last point about multi-cloud, and like you said, every company works within the context of what they are given and the constraints of their business. It's probably a good time to give a plug to my previous employer, Twitter, who are doing multi-cloud in a reasonably effective way. They are on the data centers, they do have presence on Google Cloud, and AWS, and I know probably things have changed since a couple of years now, but they have embraced that environment pretty effectively to cater to their acquisitions who were on the public cloud, help obviously, with their initial set of investments in the data center, and still continue to scale that out, and explore, in this case, Google Cloud for a variety of other use cases, which sounds like it's been extremely beneficial as well.So, to your point, there is probably no right way to do this. There's always that context, and what you're working with comes into play as part of making these decisions. And it's important to take a lot of these with a grain of salt because you can never understand the decisions, why they were made the way they were made. And for what it's worth, it sort of works out in the end. [laugh]. I've rarely heard a story where it's never worked out, and people are just upset with the deals they've signed. So, hopefully, that helps close that whole conversation about multi-cloud.Corey: I hope so. It's one of those areas where everyone has an opinion and a lot of them do not necessarily apply universally, but it's always fun to take—in that case, great, I'll take the lesser trod path of everyone's saying multi-cloud is great, invariably because they're trying to sell you something. Yeah, I have nothing particularly to sell, folks. My argument has always been, in the absence of a compelling reason not to, pick a provider and go all in. I don't care which provider you pick—which people are sometimes surprised to hear.It's like, “Well, what if they pick a cloud provider that you don't do consulting work for?” Yeah, it turns out, I don't actually need to win every AWS customer over to have a successful working business. Do what makes sense for you, folks. From my perspective, I want this industry to be better. I don't want to sit here and just drum up business for myself and make self-serving comments to empower that. Which apparently is a rare tactic.Micheal: No, that's totally true, Corey. One of the things you do is help people with their bills, so this has come up so many times, and I realize we're sort of going off track a bit from that engineering productivity discussion—Corey: Oh, which is fine. That's this entire show's theme, if it has one.Micheal: [laugh]. So, I want to briefly just talk about the whole billing and how cost management works because I know you spend a lot of time on that and you help a lot of these companies be effective in how they manage their bills. These questions have come up multiple times, even at Pinterest. We actually in the past, when I was leading the infrastructure governance organization, we were working with other companies of our similar size to better understand how they are looking into getting visibility into their cost, setting sort of the right controls and expectations within the engineering organization to plan, and capacity plan, and effectively meet those plans in a certain criteria, and then obviously, if there is any risk to that, actively manage risk. That was like the biggest thing those teams used to do.And we used to talk a lot trade notes, and get a better sense of how a lot of these companies are trying to do—for example, Netflix, or Lyft, or Stripe. I recall Netflix, content was their biggest spender, so cloud spending was like way down in the list of things for them. [laugh]. But regardless, they had an active team looking at this on a day-to-day basis. So, one of the things we learned early on at Pinterest is that start investing in those visibility tools early on.No one can parse the cloud bills. Let's be honest. You're probably the only person who can reverse… [laugh] engineer an architecture diagram from a cloud bill, and I think that's like—definitely you should take a patent for that or something. But in reality, no one has the time to do that. You want to make sure your business leaders, from your finance teams to engineering teams to head of the executives all have a better understanding of how to parse it.So, investing engineering resources, take that data, how do you munch it down to the cost, the utilization across the different vectors of offerings, and have a very insightful discussion. Like, what are certain action items we want to be taking? It's very easy to see, “Oh, we overspent EC2,” and we want to go from there. But in reality, that's not just that thing; you will start finding out that EC2 is being used by your Hadoop infrastructure, which runs hundreds of thousands of jobs. Okay, now who's actually responsible for that cost? You might find that one job which is accruing, sort of, a lot of instance hours over a period of time and a shared multi-tenant environment, how do you attribute that cost to that particular cost center?Corey: And then someone left the company a while back, and that job just kept running in perpetuity. No one's checked the output for four years, I guess it can't be that necessarily important. And digging into it requires context. It turns out, there's no SaaS tool to do this, which is unfortunate for those of us who set out originally to build such a thing. But we discovered pretty early on the context on this stuff is incredibly important.I love the thing you're talking about here, where you're discussing with your peer companies about these things because the advice that I would give to companies with the level of spend that you folks do is worlds apart from what I would advise someone who's building something new and spending maybe 500 bucks a month on their cloud bill. Those folks do not need to hire a dedicated team of people to solve for these problems. At your scale, yeah, you probably should have had some people in [laugh] here looking at this for a while now. And at some point, the guidance changes based upon scale. And if there's one thing that we discover from the horrible pages of Hacker News, it's that people love applying bits of wisdom that they hear in wildly inappropriate situations.How do you think about these things at that scale? Because, a simple example: right now I spend about 1000 bucks a month at The Duckbill Group, on our AWS bill. I know. We have one, too. Imagine that. And if I wind up just committing admin credentials to GitHub, for example, and someone compromises that and start spinning things up to mine all the Bitcoin, yeah, I'm going to notice that by the impact it has on the bill, which will be noticeable from orbit.At the level of spend that you folks are at, at company would be hard-pressed to spin up enough Bitcoin miners to materially move the billing needle on a month-to-month basis, just because of the sheer scope and scale. At small bill volumes, yeah, it's pretty easy to discover the thing that spiking your bill to three times normal. It's usually a managed NAT gateway. At your scale, tripling the bill begins to look suspiciously like the GDP of a small country, so what actually happened here? Invariably, at that scale, with that level of massive multiplier, it's usually the simplest solution, an error somewhere in the AWS billing system. Yes, they exist. Imagine that.Micheal: They do exist, and we've encountered that.Corey: Kind of heartstopping, isn't it?Micheal: [laugh]. I don't know if you remember when we had the big Spectre and the Meltdown, right, and those were interesting scenarios for us because we had identified a lot of those issues early on, given the scale we operate, and we were able to, sort of, obviously it did have an impact on the builds and everything, but that's it; that's why you have these dedicated teams to fix that. But I think one of the points you made, these are large bills and you're never going to have a 3x jump the next day. We're not going to be seeing that. And if that happens, you know, God save us. [laugh].But to your point, one of the things we do still want to be doing is look at trends, literally on a week-over-week basis because even a one percentage move is a pretty significant amount, if you think about it, which could be funding some other aspects of the business, which we would prefer to be investing on. So, we do want to have enough rigor and controls in place in our technical stack to identify and alert when something is off track. And it becomes challenging when you start using those higher-order services from your public cloud provider because there's no clear insights on how do you, kind of, parse that information. One of the biggest challenges we had at Pinterest was tying ownership to all these things.No, using tags is not going to cut it. It was so difficult for us to get to a point where we could put some sense of ownership in all the things and the resources people are using, and then subsequently have the right conversation with our ads infrastructure teams, or our product teams to help drive the cost improvements we want to be seeing. And I wouldn't be surprised if that's not a challenge already, even for the smaller companies who have bills in the tunes of tens and thousands, right?Corey: It is. It's predicting the spend and trying to categorize it appropriately; that's the root of all AWS bill panic on the corporate level. It's not that the bill is 20% higher, so we're going to go broke. Most companies spend far more on payroll than they do on infrastructure—as you mentioned with Netflix, content is a significantly larger [laugh] expense than any of those things; real estate, it's usually right up there too—but instead it's, when you're trying to do business forecasting of, okay, if we're going to have an additional 1000 monthly active users, what will the cost for us be to service those users and, okay, if we're seeing a sudden 20% variance, if that's the new normal, then well, that does change our cost projections for a number of years, what happens? When you're public, there starts to become the question of okay, do we have to restate earnings or what's the deal here?And of course, all this sidesteps past the unfortunate reality that, for many companies, the AWS bill is not a function of how many customers you have; it's how many engineers you hired. And that is always the way it winds up playing out for some reason. “It's why did we see a 10% increase in the bill? Yeah, we hired another data science team. Oops.” It's always seems to be the data science folks; I know I'd beat up on those folks a fair bit, and my apologies. And one day, if they analyze enough of the data, they might figure out why.Micheal: So, this is where I want to give a shout out to our data science team, especially some of the engineers working in the Infrastructure Governance Team putting these charts together, helping us derive insights. So, definitely props to them.I think there's a great segue into the point you made. As you add more engineers, what is the impact on the bottom line? And this is one of the things actually as part of engineering productivity, we think about as well on a long-term basis. Pinterest does have over 1000-plus engineers today, and to large degree, many of them actually have their own EC2 instances today. And I wouldn't say it's a significant amount of cost, but it is a large enough number, were shutting down a c5.9xl can actually fund a bunch of conference tickets or something else.And then you can imagine that sort of the scale you start working with at one point. The nuance here is though, you want to make sure there's enough flexibility for these engineers to do their local development in a sustainable way, but when moving to, say production, we really want to tighten the flexibility a bit so they don't end up doing what you just said, spin up a bunch of machines talking to the API directly which no one will be aware of.I want to share a small anecdote because when back in the day, this was probably four years ago, when we were doing some analysis on our bills, we realized that there was a huge jump every—I believe Wednesday—in our EC2 instances by almost a factor of, like, 500 to 600 instances. And we're like, “Why is this happening? What is going on?” And we found out there was an obscure job written by someone who had left the company, calling an EC2 API to spin up a search cluster of 500 machines on-demand, as part of pulling that ETL data together, and then shutting that cluster down. Which at times didn't work as expected because, you know, obviously, your Hadoop jobs are very predictable, right?So, those are the things we were dealing with back in the day, and you want to make sure—since then—this is where engineering productivity as team starts coming in that our job is to enable every engineer to be doing their best work across code building and deploying the services. And we have done this.Corey: Right. You and I can sit here and have an in-depth conversation about the intricacies of AWS billing in a bunch of different ways because in different ways we both specialize in it, in many respects. But let's say that Pinterest theoretically was foolish enough to hire me before I got into this space as an engineer, for terrifying reasons. And great. I start day one as a typical software developer if such a thing could be said to exist. How do you effectively build guardrails in so that I don't inadvertently wind up spinning up all the EC2 instances available to me within an account, which it turns out are more than one might expect sometimes, but still leave me free to do my job without effectively spending a nine-month safari figuring out how AWS bills work?Micheal: And this is why teams like ours exist, to help provide those tools to help you get started. So today, we actually don't let anyone directly use AWS APIs, or even use the UI for that matter. And I think you'll soon realize, the moment you hit, like, probably 30 or 40 people in your organization, you definitely want to lock it down. You don't want that access to be given to anyone or everyone. And then subsequently start building some higher-order tools or abstraction so people can start using that to control effectively.In this case, if you're a new engineer, Corey, which it seems like you were, at some point—Corey: I still write code like I am, don't worry.Micheal: [laugh]. So yes, you would get access to our internal tool to actually help spin up what we call is a dev app, where you get a chance to, obviously, choose the instance size, not the instance type itself, and we have actually constrained the instance types we have approved within Pinterest as well. We don't give you the entire list you get a chance to choose and deploy to. We actually have constraint to based on the workload types, what are the instance types we want to support because in the future, if we ever want to move from c3 to c5—and I've been there, trust me—it is not an easy thing to do, so you want to make sure that you're not letting people just use random instances, and constrain that by building some of these tools. As a new engineer, you would go in, you'd use the tool, and actually have a dev app provisioned for you with our Pinterest image to get you started.And then subsequently, we'll obviously shut it down if we see you not being using it over a certain amount of time, but those are sort of the guardrails we've put in over there so you never get a chance to directly ever use the EC2 APIs, or any of those AWS APIs to do certain things. The similar thing applies for S3 or any of the higher-order tools which AWS will provide, too.Corey: This episode is sponsored by our friends at Oracle Cloud. 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Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: How does that interplay with AWS launches yet another way to run containers, for example, and that becomes a valuable potential avenue to get some business value for a developer, but the platform you built doesn't necessarily embrace that capability? Or they release a feature to an existing tool that you use that could potentially be a just feature capability story, much more so than a cost savings one. How do you keep track of all of that and empower people to use those things so they're not effectively trying to reimplement DynamoDB on top of EC2?Micheal: That's been a challenge, actually, in the past for us because we've always been very flexible where engineers have had an opportunity to write their own solutions many a times rather than leveraging the AWS services, and of late, that's one of the reasons why we have an infrastructure organization—an extremely lean organization for what it's worth—but then still able to achieve outsized outputs. Where we evaluate a lot of these use cases, as they come in and open up different aspects of what we want to provide say directly from AWS, or build certain abstractions on top of it. Every time we talk about containers, obviously, we always associate that with something like Kubernetes and offerings from there on; we realized that our engineers directly never ask for those capabilities. They don't come in and say, “I need a new container orchestration system. Give that to me, and I'm going to be extremely productive.”What people actually realize is that if you can provide them effective tools and that can help them get their job done, they would be happy with it. For example, like I said, our deployment system, which is actually an open-source system called Teletraan. That is the bread and butter at Pinterest at which my team runs. We operate 100,000-plus machines. We have actually looked into container orchestration where we do have a dedicated Kubernetes team looking at it and helping certain use cases moved there, but we realized that the cost of entire migrations need to be evaluated against certain use cases which can benefit from being on Kubernetes from day one. You don't want to force anyone to move there, but give them the right incentives to move there. Case in point, let's upgrade your OS. Because if you're managing machines, obviously everyone loves to upgrade their OSes.Corey: Well, it's one of the things I love savings plans versus RIs; you talk about the c3 to c5 migration and everyone has a story about one of those, but the most foolish or frustrating reason that I ever saw not to do the upgrade was what we bought a bunch of Reserved Instances on the C3s and those have a year-and-a-half left to run. And it's foolish not on the part of customers—it's economically sound—but on the part of AWS where great, you're now forcing me to take a contractual commitment to something that serves me less effectively, rather than getting out of the way and letting me do my job. That's why it's so important to me at least, that savings plans cover Fargate and Lambda, I wish they covered SageMaker instead of SageMaker having its own thing because once again, you're now architecturally constrained based upon some ridiculous economic model that they have imposed on us. But that's a separate rant for another time.Micheal: No, we actually went through that process because we do have a healthy balance of how we do Reserved Instances and how we look at on-demand. We've never been big users have spot in the past because just the spot market itself, we realized that putting that pressure on our customers to figure out how to manage that is way more. When I say customers, in this case, engineers within the organization.Corey: Oh, yes. “I want to post some pictures on Pinterest, so now I have to understand the spot market. What?” Yeah.Micheal: [laugh]. So, in this case, when we even we're moving from C3 to C5—and this is where the partnership really plays out effectively, right, because it's also in the best interest of AWS to deprecate their aging hardware to support some of these new ones where they could also be making good enough premium margins for what it's worth and give the benefit back to the user. So, in this case, we were able to work out an extremely flexible way of moving to a C5 as soon as possible, get help from them, actually, in helping us do that, too, allocating capacity and working with them on capacity management. I believe at one point, we were actually one of the largest companies with a C3 footprint and it took quite a while for us to move to C5. But rest assured, once we moved, the savings was just immense. We were able to offset any of those RI and we were able to work behind the scenes to get that out. But obviously, not a lot of that is considered in a small-scale company just because of, like you said, those constraints which have been placed in a contractual obligation.Corey: Well, this is an area in which I will give the same guidance to companies of your scale as well as small-scale companies. And by small-scale, I mean, people on the free tier account, give or take, so I do mean the smallest of the small. Whenever you wind up in a scenario where you find yourself architecturally constrained by an economic barrier like this, reach out to your account manager. I promise you have one. Every account, even the tiny free tier accounts, have an account manager.I have an account manager, who I have to say has probably one of the most surreal jobs that AWS, just based upon the conversations I throw past him. But it's reaching out to your provider rather than trying to solve a lot of this stuff yourself by constraining how you're building things internally is always the right first move because the worst case is you don't get anywhere in those conversations. Okay, but at least you explored that, as opposed to what often happens is, “Oh, yeah. I have a switch over here I can flip and solve your entire problem. Does that help anything?”Micheal: Yeah.Corey: You feel foolish finding that out only after nine months of dedicated work, it turns out.Micheal: Which makes me wonder, Corey. I mean, do you see a lot of that happening where folks don't tend to reach out to their account managers, or rather treat them as partners in this case, right? Because it sounds like there is this unhealthy tension, I would say, as to what is the best help you could be getting from your account managers in this case.Corey: Constantly. And the challenge comes from a few things, in my experience. The first is that the quality of account managers and the technical account managers—the folks who are embedded many cases with your engineering teams in different ways—does vary. AWS is scaling wildly and bursting at the seams, and people are hard to scale.So, some are fantastic, some are decidedly less so, and most folks fall somewhere in the middle of that bell curve. And it doesn't take too many poor experiences for the default to be, “Oh, those people are useless. They never do anything we want, so why bother asking them?” And that leads to an unhealthy dynamic where a lot of companies will wind up treating their AWS account manager types as a ticket triage system, or the last resort of places that they'll turn when they should be involved in earlier conversations.I mean, take Pinterest as an example of this. I'm not sure how many technical account managers you have assigned to your account, but I'm going to go out on a limb and guess that the ratio of technical account managers to engineers working on the environment is incredibly lopsided. It's got to be a high ratio just because of the nature of how these things work. So, there are a lot of people who are actively working on things that would almost certainly benefit from a more holistic conversation with your AWS account team, but it doesn't occur to them to do it just because of either perceived biases around levels of competence, or poor experiences in the past, or simply not knowing the capabilities that are there. If I could tell one story around the AWS account management story, it would be talk to folks sooner about these things.And to be clear, Pinterest has this less than other folks, but AWS does themselves no favors by having a product strategy of, “Yes,” because very often in service of those conversations with a number of companies, there is the very real concern of are they doing research so that they can launch a service that competes with us? Amazon as a whole launching a social network is admittedly one of the most hilarious ideas I [laugh] can come up with and I hope they take a whack at it just to watch them learn all these lessons themselves, but that is again, neither here nor there.Micheal: That story is very interesting, and I think you mentioned one thing; it's just that lack of trust, or even knowing what the account managers can actually do for you. There seems to be just a lack of education on that. And we also found it the hard way, right? I wouldn't say that Pinterest figured this out on day one. We evolved sort of a relationship over time. Yes, our time… engagements are, sort of, lopsided, but we were able to negotiate that as part of deals as we learned a bit more on what we can and we cannot do, and how these individuals are beneficial for Pinterest as well. And—Corey: Well, here's a question for you, without naming names—and this might illustrate part of the challenge customers have—how long has your account manager—not the technical account managers, but your account manager—been assigned to your account?Micheal: I've been at Pinterest for five years and I've been working with the same person. And he's amazing.Corey: Which is incredibly atypical. At a lot of smaller companies, it feels like, “Oh, I'm your account manager being introduced to you.” And, “Are you the third one this year? Great.” What happens is that if the account manager excels, very often they get promoted and work with a smaller number of accounts at larger spend, and whereas if they don't find that AWS is a great place for them for a variety of reasons, they go somewhere else and need to be backfilled.So, at the smaller account, it's, “Great. I've had more account managers in a year than you've had in five.” And that is often the experience when you start seeing significant levels of rotation, especially on the customer engineering side where you wind up with you have this big kickoff, and everyone's aware of all the capabilities and you look at it three years later, and not a single person who was in that kickoff is still involved with the account on either side, and it's just sort of been evolving evolutionarily from there. One thing that we've done in some of our larger accounts as part of our negotiation process is when we see that the bridges have been so thoroughly burned, we will effectively request a full account team cycle, just because it's time to get new faces in where the customer, in many cases unreasonably, is not going to say, “Yeah but a year-and-a-half ago you did this terrible thing and we're still salty about it.” Fine, whatever. I get it. People relationships are hard. Let's go ahead and swap some folks out so that there are new faces with new perspectives because that helps.Micheal: Well, first off, if you had so many switches in account manager, I think that's something speaks about [laugh] how you've been working, too. I'm just kidding. There are a bu—Corey: Entirely possible. In seriousness, yes. But if you talk to—like, this is not just me because in my case, yeah, I feel like my account manager is whoever drew the short straw that week because frankly, yeah, that does seem like a great punishment to wind up passing out to someone who is underperforming. But for a lot of folks who are in the mid-tier, like, spending $50 to $100,000 a month, this is a very common story.Micheal: Yeah. Actually, we've heard a bit about this, too. And like you said, I think maintaining context is the most thing. You really want your account manager to vouch for you, really be your champion in those meetings because AWS, like you said is so large, getting those exec time, and reviews, and there's so many things that happen, your account manager is the champion for you, or right there. And it's important and in fact in your best interest to have a great relationship with them as well, not treat them as, oh yet another vendor.And I think that's where things start to get a bit messy because when you start treating them as yet another vendor, there is no incentive for them to do the best for you, too. You know, people relationships are hard. But that said though, I think given the amount of customers like these cloud companies are accruing, I wouldn't be surprised; every account manager seems to be extremely burdened. Even in our case, although I've been having a chance to work with this one person for a long time, we've actually expanded. We have now multiple account managers helping us out as we've started scaling to use certain aspects of AWS which we've never explored before.We were a bit constrained and reserved about what service we want to use because there have been instances where we have tried using something and we have hit the wall pretty immediately. API rate limits, or it's not ready for primetime, and we're like, “Oh, my God. Now, what do we do?” So, we have a bit more cautious. But that said, over time, having an account manager who understands how you work, what scale you have, they're able to advocate with the internal engineering teams within the cloud provider to make the best of supporting you as a customer and tell that success story all the way out.So yeah, I can totally understand how this may be hard, especially for those small companies. For what it's worth, I think the best way to really think about it is not treat them as your vendor, but really go out on a limb there. Even though you signed a deal with them, you want to make sure that you have the continuing relationship with them to have—represent your voice better within the company. Which is probably hard. [laugh].Corey: That's always the hard part. Honestly, if this were the sort of thing that were easy to automate, or you could wind up building out something that winds up helping companies figure out how to solve these things programmatically, talk about interesting business problems that are only going to get larger in the fullness of time. This is not going away, even if AWS stopped signing up new customers entirely right now, they would still have years of growth ahead of them just from organic growth. And take a company with the scale of Pinterest and just think of how many years it would take to do a full-on exodus, even if it became priority number one. It's not realistic in many cases, which is why I've never been a big fan of multi-cloud as an approach for negotiation. Yeah, AWS has more data on those points than any of us do; they're not worried about it. It just makes you sound like an unsophisticated negotiator. Pick your poison and lean in.Micheal: That is the truth you just mentioned, and I probably want to give a call out to our head of infrastructure, [Coburn 00:42:13]. He's also my boss, and he had brought this perspective as well. As part of any negotiation discussions, like you just said, AWS has way more data points on this than what we think we can do in terms of talking about, “Oh, we are exploring this other cloud provider.” And it's—they would be like, “Yeah. Do tell me more [laugh] how that's going.”And it's probably in the best interest to never use that as a negotiation tactic because they clearly know the investments that's going to build on what you've done, so you might as well be talking more—again, this is where that relationship really plays together because you want both of them to be successful. And it's in their best interest to still keep you happy because the good thing about at least companies of our size is that we're probably, like, one phone call away from some of their executive team, where we could always talk about what didn't work for us. And I know not everyone has that opportunity, but I'm really hoping and I know at least with some of the interactions we've had with the AWS teams, they're actively working and building that relationship more and more, giving access to those customer advisory boards, and all of them to have those direct calls with the executives. I don't know whether you've seen that in your experience in helping some of these companies?Corey: Have a different approach to it. It turns out when you're super loud and public and noisy about AWS and spend too much time in Seattle, you start to spend time with those people on a social basis. Because, again, I'm obnoxious and annoying to a lot of AWS folks, but I'm also having an obnoxious habit of being right in most of the things I'm pointing out. And that becomes harder and harder to ignore. I mean, part of the value that I found in being able to do this as a consultant is that I begin to compare and contrast different customer environments on a consistent ongoing basis.I mean, the reason that negotiation works well from my perspective is that AWS does a bunch of these every week, and customers do these every few years with AWS. And well, we do an awful lot of them, too, and it's okay, we've seen different ways things can get structured and it doesn't take too long and too many engagements before you start to see the points of commonality in how these things flow together. So, when we wind up seeing things that a customer is planning on architecturally and looking to do in the future, and, “Well, wait a minute. Have you talked to the folks negotiating the contract about this? Because that does potentially have bearing and it provides better data than what AWS is gathering just through looking at overall spend trends. So yeah, bring that up. That is absolutely going to impact the type of offer you get.”It just comes down to understanding the motivators that drive folks and it comes down to, I think understanding the incentives. I will say that across the board, I have never yet seen a deal from AWS come through where it was, “Okay, at this point you're just trying to hoodwink the customer and get them to sign on something that doesn't help them.” I've seen mistakes that can definitely lead to that impression, and I've seen areas where they're doing data is incomplete and they're making assumptions that are not borne out in reality. But it's not one of those bad faith type—Micheal: Yeah.Corey: —of negotiations. If it were, I would be framing a lot of this very differently. It sounds weird to say, “Yeah, your vendor is not trying to screw you over in this sense,” because look at the entire IT industry. How often has that been true about almost any other vendor in the fullness of time? This is something a bit different, and I still think we're trying to grapple with the repercussions of that, from a negotiation standpoint and from a long-term business continuity standpoint, when your faith is linked—in a shared fate context—with your vendor.Micheal: It's in their best interest as well because they're trying to build a diversified portfolio. Like, if they help 100 companies, even if one of them becomes the next Pinterest, that's great, right? And that continued relationship is what they're aiming for. So, assuming any bad faith over there probably is not going to be the best outcome, like you said. And two, it's not a zero-sum game.I always get a sense that when you're doing these negotiations, it's an all-or-nothing deal. It's not. You have to think they're also running a business and it's important that you as your business, how okay are you with some of those premiums? You cannot get a discount on everything, you cannot get the deal or the numbers you probably want almost everything. And to your point, architecturally, if you're moving in a certain direction where you think in the next three years, this is what your usage is going to be or it will come down to that, obviously, you should be investing more and negotiating that out front rather than managed NAT [laugh] gateways, I guess. So, I think that's also an important mindset to take in as part of any of these negotiations. Which I'm assuming—I don't know how you folks have been working in the past, but at least that's one of the key items we have taken in as part of any of these discussions.Corey: I would agree wholeheartedly. I think that it just comes down to understanding where you're going, what's important, and again in some cases knowing around what things AWS will never bend contractually. I've seen companies spend six weeks or more trying to get to negotiate custom SLAs around services. Let me save everyone a bunch of time and money; they will not grant them to you.Micheal: Yeah.Corey: I promise. So, stop asking for them; you're not going to get them. There are other things they will negotiate on that they're going to be highly case-dependent. I'm hesitant to mention any of them just because, “Well, wait a minute, we did that once. Why are you talking about that in public?” I don't want to hear it and confidentiality matters. But yeah, not everything is negotiable, but most things are, so figuring out what levers and knobs and dials you have is important.Micheal: We also found it that way. AWS does cater to their—they are a platform and they are pretty clear in how much engagement—even if we are one of their top customers, there's been many times where I know their product managers have heavily pushed back on some of the requests we have put in. And that makes me wonder, they probably have the same engagement even with the smallest of customers, there's always an implicit assumption that the big fish is trying to get the most out of your public cloud providers. To your point, I don't think that's true. We're rarely able to negotiate anything exclusive in terms of their product offerings just for us, if that makes sense.Case in point, tell us your capacity [laugh] for x instances or type of instances, so we as a company would know how to plan out our scale-ups or scale-downs. That's not going to happen exclusively for you. But those kind of things are just, like, examples we have had a chance to work with their product managers and see if, can we get some flexibility on that? For what it's worth, though, they are willing to find a middle ground with you to make sure that you get your answers and, obviously, you're being successful in your plans to use certain technologies they offer or [unintelligible 00:48:31] how you use their services.Corey: So, I know we've gone significantly over time and we are definitely going to do another episode talking about a lot of the other things that you're involved in because I'm going to assume that your full-time job is not worrying about the AWS bill. In fact, you do a fair number of things beyond that; I just get stuck on that one, given that it is but I eat, sleep, breathe, and dream about.Micheal: Absolutely. I would love to talk more, especially about how we're enabling our engineers to be extremely productive in this new world, and how we want to cater to this whole cloud-native environment which is being created, and make sure people are doing their best work. But regardless, Corey, I mean, this has been an amazing, insightful chat, even for me. And I really appreciate you having me on the show.Corey: No, thank you for joining me. If people want to learn more about what you're up to, and how you think about things, where can they find you? Because I'm also going to go out on a limb and assume you're also probably hiring, given that everyone seems to be these days.Micheal: Well, that is true. And I wasn't planning to make a hiring pitch but I'm glad that you leaned into that one. Yes, we are hiring and you can find me on Twitter at twitter dot com slash M-I-C-H-E-A-L. I am spelled a bit differently, so make sure you can hit me up, and my DMs are open. And obviously, we have all our open roles listed on pinterestcareers.com as well.Corey: And we will, of course, put links to that in the [show notes 00:49:45]. Thank you so much for taking the time to speak with me today. I really appreciate it.Micheal: Thank you, Corey. It was really been great on your show.Corey: And I'm sure we'll do it again in the near future. Micheal Benedict, Head of Engineering Productivity at Pinterest. I am 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 comment about exactly how many data centers Pinterest could build instead.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.

Good day and thank you for listening to the first episode of Season Two! My name is David Williford. Our first guest can only be described as a seasoned command pilot. Ken Swain has more than 30,000 hours flying everything from the biggest C5 Galaxy to the smallest Rutan VariEze. Ken lives in rural North Central Illinois an hour and a half from Chicago, where he supports his second career as a Captain for United operating out of Chicago O'Hare. Ken's aviation career started with Air Force ROTC at Texas Tech in the Fall of 1970. He graduated with a mechanical engineering degree with honors. At the time, the US military was operating under a draft, and his draft number was 30, so it was either go to college or go to Vietnam! The recruiter tested Ken where he scored with top marks and discovered he had the aptitude to be a pilot. His first flying was completed in a Cherokee 140 at a private pilot program in the Texas Panhandle compliments of the military. Ken recalls training at Reese Air Force Base in the Texas panhandle as mostly a battle with the wind. Ken and his wife of 48 years, Nancy have raised twin daughters and for a time he was able to boast the only 4 place VariEze on the planet. Ken served in Desert Storm flying C5's globally. Other military transport aircraft experience includes the C141 he was assigned out of pilot training. Ken retired 20 years having served 10 years Active Duty and 10 years in the reserves, completing his career in the reserves in May of 1994. He currently owns both a VariEze N4ZZ and a Defiant N16FW and he discusses his latest trip into Rough River in his Defiant with Izzy Briggs at the Rough River airport! --- Support this podcast: https://anchor.fm/rutancoba/support

Exclusive interview with Orlando Montiel, our friend and fellow coach, the most dominant Hispanic coach in the world. | Tim Harris interviews the CEO of C5 Global, Host of The Miami Real Estate Show, live in Miami, Florida. All the big questions are asked in this powerful interview. This one will really make you think and make some serious decisions. Orlando and Tim discuss in detail how to progress through the 4 stages of being a real estate salesperson...what's your next natural step?   What's the difference between profit share and revenue share? Do you truly understand the difference? How are you personally affected by this? Orlando's organization...C5 It's a movement: What are the 5 C's? Compensation: Do you have a compensation package? Competitive split?...how much does your broker pay you? Stock? Revenue share?  Coaching: How do you maximize your compensation package? Are you actually trained as a professional sales person as well as a business person?  Do you know how to generate leads, convert those leads and build a team? Centralization of Systems. CRMS, automation and technology. Are you having to cobble together your own systems or does your broker have you covered? Community: Are you surrounded by people who support and nurture you, who motivate you, or are you out in the wilds of real estate all by yourself?   Compromiso: (Commitment). Are you committed to your own success? Who else is committed to your success? C5 is an astonishing organization. Changing lives, making real estate fun and profitable again! Schedule A Free Coaching Call Listen on iTunes Listen on Spotify Listen on Stitcher Learn more about your ad choices. Visit megaphone.fm/adchoices

Show #1216 If you get any value from this podcast please consider supporting my work on Patreon. Plus all Patreon supporters get their own unique ad-free podcast feed. Good morning, good afternoon and good evening wherever you are in the world, welcome to EV News Daily for Sunday 19th September. It's Martyn Lee here and I go through every EV story so you don't have to. Thank you to MYEV.com for helping make this show, they've built the first marketplace specifically for Electric Vehicles. It's a totally free marketplace that simplifies the buying and selling process, and help you learn about EVs along the way too. TESLA ENDS REFERRAL PROGRAM "Tesla has officially ended its Referral Program, which provides owners with Supercharging miles and the opportunity to earn other rewards." "The referral program applied to any vehicle and solar panel purchases and would provide both the customer and Tesla with advantages. Owners were able to work their way up to cool prizes like a next-gen Tesla Roadster, drives in the Tesla Semi, and of course, 1,000 free Supercharging miles when a vehicle was purchased using their referral code" "On the company's website, Tesla said: “As of September 18, 2021, vehicle products, and solar panels are no longer eligible for Referral awards.” Tesla owners who still have Supercharging miles will be able to use them. Unfortunately, due to the termination of the program, no more miles will be earned through referrals."  "Tesla's demand has skyrocketed to the point that some vehicles are sold out for the rest of the year. While it is advantageous for customers to earn rewards for helping Tesla sell cars and other products, there comes a point where it becomes a financial liability, and perhaps it has reached that point" Mashable says: "Tesla's referral program has changed over the years and was completely decimated in 2019. When it returned, it was a shadow of its former self with pared-back rewards. The company used to throw in extra gifts like toy Teslas for kids and Elon Musk-signed wall connectors." Source: https://www.teslarati.com/tesla-referral-program-cancelled/ Source: https://mashable.com/article/tesla-referral-program-ends TESLA FSD BETA BUTTON TO RELEASE SEPT. 24—BUT ONLY TO GOOD DRIVERS "Tesla owners in the United States will only have to wait for another week to get the Tesla FSD button." "The Tesla boss went on to tweet that the request button for the Tesla FSD is rolling out next Friday, or on Sept. 24 to be exact. It is worth noting that Musk often announces that the FSD button is coming in two weeks, but it gets moved to another date. However, things must have changed by this time as the EV giant exec now boasted a one-week waiting time" "Musk further said that the software for the button is supposed to be out by now to a wider range of users. However, Tesla is still fixing some final touches to avoid bugs from ruining the rollout of the FSD Beta." "Musk further explained on Twitter that the upcoming FSD button will only request permission to access the driving behavior of the user in the next seven days via the insurance calculator of the EV giant. Such a process is in place to ensure that only the drivers with good behavior will get to use the wider release of the FSD feature." https://www.techtimes.com/articles/265500/20210917/elon-musk-tesla-fsd-beta-button-to-release-sept-24%E2%80%94but-only-to-good-drivers.htm BYD PLUG-IN CAR SALES SURGE TO OVER 60,000 IN AUGUST 2021 "In August, BYD set its third consecutive monthly passenger plug-in car sales record in China, reaching an amazing level of 60,508 units (up 332% year-over-year). That's over 10,000 more than in July and over 20,000 more than in June." "According to the data of EV Sales, in July 2021, BYD returned to the top of the global NEV sales in a single month after 26 months, surpassing Volkswagen to claim third place in terms of cumulative sales from January to July." "So far in 2021, the company sold in China over 260,000 plugs-in (up 206% year-over-year), which means that it already is the best year in the company's history." JAY LENO SAYS, ‘THE ELECTRIC CAR IS HERE TO STAY'  "Jay Leno gave CNBC's “The News with Shepard Smith” an optimistic outlook when it comes to the future of electric cars, despite the latest warning from General Motors to owners of some Chevy Bolts, advising them not to park within 50 feet of other cars. GM's latest warning follows the Detroit automaker recalling more than 140,000 of the EVs produced since 2016 due to the risk of batteries spontaneously catching fire from “two rare manufacturing defects.”" “The last days of old technology are always better than the first days of new technology, but we're beyond the first days of new technology,” said Leno, the host of CNBC's “Jay Leno's Garage.” “I mean, the electric car is here to stay. I predict a child born today will probably drive in a gasoline powered car about as often as you would drive in a car with a stick shift now.”" https://www.cnbc.com/2021/09/16/jay-leno-says-electric-car-is-here-to-stay-despite-chevy-bolt-recalls.html DRIVERS FACE YEAR'S WAIT FOR ELECTRIC CARS AHEAD OF ULEZ EXPANSION "Drivers hoping to go electric before the ultra low emission zone expansion next month face waiting lists of up to a year for new vehicles. Demand for battery electric vehicles has increased by more than 30 per cent in the past year but a global shortage of semiconductors has meant manufacturers are struggling to meet demand." "Most petrol cars made since 2005 and diesel cars since September 2015 will have engines that comply with the ULEZ, and Mr Khan has advised Londoners to switch to a compliant second-hand vehicle. But used car dealerships are also reporting a “massive” increase in demand for Ulez-compliant cars, with prices soaring and stock issues at some dealers." "On the rush for compliant cars, Rupert Moylett, director of Harringtons of Fulham, said: “We've had one of our best past three months in quite a long time, as everyone is trying to get rid of their diesels." Source: https://www.standard.co.uk/news/london/cop26-electric-cars-ulez-expansion-drivers-b955933.html SINCLAIR C5: THE HISTORY OF SIR CLIVE SINCLAIR'S ELECTRIC CAR "The Sinclair C5 arrived in 1985 with a level of accompanying hype that would surely have impressed a then fourteen-year-old Elon Musk, but this brainchild of one of Britain's most famous tech entrepreneurs crashed spectacularly soon after launch." "Sir Clive, whose death at the age of 81 was announced on 16 Sept 2021, was lauded in the 1980s as the inventor of the first pocket calculator and the ground-breaking ZX81 and ZX Spectrum home computers. The tech tycoon had a deep interest in electric transport and founded Sinclair Vehicles in 1983 on the back of his earlier commercial successes." "The company's first and only production vehicle was the Sinclair C5, an innovative three-wheeler with a polypropylene body designed by Lotus, manufactured at the Hoover washing machine factory in Merthyr Tidfil. The C5 was launched with great fanfare in January 1985 in London - and the project went downhill from there.". QUESTION OF THE WEEK WITH EMOBILITYNORWAY.COM Either how long have you waited, OR, how long would you wait, to have an electric vehicle once you've decided to purchase? Email me your thoughts and I'll read them out on Sunday – hello@evnewsdaily.com It would mean a lot if you could take 2mins to leave a quick review on whichever platform you download the podcast. And  if you have an Amazon Echo, download our Alexa Skill, search for EV News Daily and add it as a flash briefing. Come and say hi on Facebook, LinkedIn or Twitter just search EV News Daily, have a wonderful day, I'll catch you tomorrow and remember…there's no such thing as a self-charging hybrid. PREMIUM PARTNERS PHIL ROBERTS / ELECTRIC FUTURE BRAD CROSBY PORSCHE OF THE VILLAGE CINCINNATI AUDI CINCINNATI EAST VOLVO CARS CINCINNATI EAST NATIONAL CAR CHARGING ON THE US MAINLAND AND ALOHA CHARGE IN HAWAII DEREK REILLY FROM THE EV REVIEW IRELAND YOUTUBE CHANNEL RICHARD AT RSEV.CO.UK – FOR BUYING AND SELLING EVS IN THE UK EMOBILITYNORWAY.COM/

Andy Stevenson and Tanni Grey-Thompson round up the days action in Tokyo and hear from Sarah Storey who has become Great Britain's joint most successful Paralympian of all time by winning her 16th gold medal in the C5 time trial. Andy and Tanni then move on to talk about racial diversity and discrimination with Ade Adepitan who won bronze in wheelchair basketball at Athens 2004 and is now one of the faces of Channel 4's Paralympics coverage. Rower Lauren Rowles then joins the podcast fresh from her 2nd Paralympic Gold medal to discuss the role of sexuality and gender in sport. Topics: 00:30 – Round up and Sarah Storey 02:00 - Ade Adepitan 15:00 - Lauren Rowles

Andy Stevenson and Tanni Grey-Thompson round up the days action in Tokyo and hear from Sarah Storey who has become Great Britain's joint most successful Paralympian of all time by winning her 16th gold medal in the C5 time trial. Andy and Tanni then move on to talk about racial diversity and discrimination with Ade Adepitan who won bronze in wheelchair basketball at Athens 2004 and is now one of the faces of Channel 4's Paralympics coverage. Rower Lauren Rowles then joins the podcast fresh from her 2nd Paralympic Gold medal to discuss the role of sexuality and gender in sport. Topics: 00:30 – Round up and Sarah Storey 02:00 - Ade Adepitan 15:00 - Lauren Rowles

If you're the kind of person that loves LOTS of horsepower, this will be your favorite episode of CORVETTE TODAY.Your host, Steve Garrett, talks to the co-owner of CT Performance, Chris Wells. Chris and his business partner are famous for high horsepower in C4, C5, C6 and C7 Corvettes.Chris and his business partner love C6 ZR1's. He talks about those cars, how CT Performance has boosted them to high horsepower, and the records those Corvettes hold at 230 mph.So if you've ever wanted more horsepower for your Corvette, CT Performance is the place to get it and this CORVETTE TODAY podcast is the one to listen to!

Today we find ourselves buried alive with four year's worth of candles, and then we face down a naked lunatic!   Patreon  https://www.patreon.com/user?u=18482113 MERCH STORE!!! https://tinyurl.com/y8zam4o2   Help Promote Dead Rabbit! Dual Flyer https://i.imgur.com/OhuoI2v.jpg "As Above" Flyer https://i.imgur.com/yobMtUp.jpg “Alien Flyer” By TVP VT U https://imgur.com/gallery/aPN1Fnw   Links: Fortean Map https://www.google.com/maps/d/u/0/viewer?mid=1tMKhZlGMme7LsmkPsVTUN7UV-BE&ll=54.595151209683564%2C18.47649375760318&z=11 The soldier of Babie Doły https://www.reddit.com/r/UnresolvedMysteries/comments/ahxqmf/the_soldier_of_babie_do%C5%82y/ What evidence is available that the German Soldier being buried alive for 6 years is credible? https://www.reddit.com/r/AskHistorians/comments/5xeg7u/what_evidence_is_available_that_the_german/ Buried Alive For Six Years https://news.google.com/newspapers?id=l5IVAAAAIBAJ&sjid=uAsEAAAAIBAJ&pg=6253,4601264&hl=en German Soldier Survives Entombment Of Six Years In Nazi Concrete Bunker https://news.google.com/newspapers?nid=888&dat=19510618&id=Nw0OAAAAIBAJ&sjid=Yn0DAAAAIBAJ&pg=4640,997118 POLAND: In Babie Doly http://content.time.com/time/subscriber/article/0,33009,806023,00.html What is the creepiest/strangest thing that has happened to you (or a friend or family member) that creeps you out to this day? https://www.reddit.com/r/AskReddit/comments/29hgzt/what_is_the_creepieststrangest_thing_that_has/cil7ece/ ------------------------------------------------ Logo Art By Ash Black Opening Song: "Atlantis Attacks" Closing Song: "Bella Royale" Music By Simple Rabbitron 3000 created by Eerbud Thanks to Chris K, Founder Of The Golden Rabbit Brigade Dead Rabbit Archivist Some Weirdo On Twitter AKA Jack YouTube Champ Stewart Meatball The Haunted Mic Arm provided by Chyme Chili Pintrest https://www.pinterest.com/basque5150/jason-carpenter-hood-river/ http://www.DeadRabbit.com Email: DeadRabbitRadio@gmail.com Twitter: @DeadRabbitRadio Facebook: www.Facebook.com/DeadRabbitRadio TikTok: https://www.tiktok.com/@deadrabbitradio Jason Carpenter PO Box 1363 Hood River, OR 97031   Paranormal, Conspiracy, and True Crime news as it happens! Jason Carpenter breaks the stories they'll be talking about tomorrow, assuming the world doesn't end today. All Contents Of This Podcast Copyright Jason Carpenter 2018 - 2021

Mike Geyer First was introduced to flying by his father, while he was stationed in Japan for the Navy. His father gave Mike his first discovery flight as a present for his 11th birthday and this was the ‘fish-hook' moment for him for wanted to become an aviator. After high school he decided to attend an aviation university in Louisiana but after two years, he was notified that program was going to close down to ‘reorganize' and he was given a decision to change his major and wait for the program to come back or leave the school. He decided to leave that school and enrolled in a rapid certificate program, where you can get all of your ratings in 10 months. Once he achieved all of his ratings, he was still below 250 flight hours, which was the minimum time required by the regional airlines were looking for. Right as he approached that number is when the Colgan Crash happened in 2008 and Mike found himself need more time as the minimum flight hour requirement kept increasing. He did a multitude of flight instruction jobs from teaching Private Pilot skills to new Marine Corps pilots to moving to California and instructing international students. Mike then pursued his dream of joining the military and became an Air Force Load-Master on a C-5 Galaxy cargo plane. He is now a captain at a regional airline

¡Adoro los coches familiares! Son coches inteligentes: tan prácticos y capaces como los SUV, pero más ligeros, estables y económicos. Para mí las carrocerías más bonitas son los coupés y los familiares… ¿Soy un friki? He elegido 10 opciones interesantes. Porque la buena noticia es que como en España no son coches especialmente apreciados, puedes encontrar verdaderas joyas a un precio muy interesante. Eso sí, siempre os recuerdo que, si compras coches de segunda mano, dejes parte del presupuesto para hacer una buena revisión. Y también os recuerdo que esta lista no es ningún “refrito” que podrías encontrar por ahí, sino que está hecha a base de tiempo y de hacer búsquedas de coches interesantes, reales y a precio razonable. Las marcas alemanas, francesas y escandinavas, sobre todo, han cuidado y siguen cuidando mucho este segmento de mercado, y han ofrecido y ofrecen verdaderas bellezas y coches muy dinámicos, porque allí no se asocia el concepto Break o Familiar con el concepto furgoneta, sino al concepto de vida “dinámica” con hobbies que requieren espacio. Por eso incluso Porsche tiene coches con esta carrocería, como el actual Panamera Sport Turismo e incluso el M4 va a tener carrocería Touring, que es la denominación de BMW para sus Break. Os voy a poner un caso limite, los llamados Shooting Break, que algunos llaman “coupé de caza”. Un claro ejemplo es el Volvo P1800 ES (1972) del que se espera una versión actualizada y el Aston Martin DB5 Shooting Break (1965) del que solo se fabricaron 19 unidades… Dos auténticas bellezas Pero antes de comenzar con nuestra lista, tengo que explicarme: Decía al comenzar que los Break o Familiares son coches inteligentes, y voy a explicarlo. Porque si un SUV es un coche que tiene muchas de las desventajas de los TT y ninguna de sus ventajas, un Break tiene casi todas las ventajas de un SUV y de una berlina y ninguna de sus desventajas. Hoy la lista va por orden alfabético. El año que pongo se refiere al año de matriculación del coche real que me sirve de referencia. 1. Alfa Romeo 159 1.0 JTD 16v (2007). 3.000 euros. 2. Audi A4 TDI Quattro Avant 180 CV (2003). 3.000 euros. 3. BMW Serie 3 330D Touring (2002). 4.000 euros. 4. Citroën C5 2.0 HDi Break (2006). 3.500 euros. 5. Lexus IS200 2.0 SportCross (2003). 3.500 euros. 6. Mercedes Benz Clase E 320 CDI Avantgarde (2001). 3.500 euros. 7. Saab 95 SW 2.2 TiD Vector (2005). 3.000 euros 8. Toyota Avensis 2.0 D4D SOL (2005). 3.500 euros. 9. Volkswagen Passat Variant 2.0 TDi Trendline (2007). 3.000 euros. 10. Volvo V40 1.8 Gasolina (2004). 3.000 euros. Si te gustan los familiares y tienes entre 4 y 5 mil euros, puede comprarte uno de estos coches en buen estado, darles un repaso a fondo y tendrás coche para disfrutar mucho tiempo, pues son coches con años pero ya son muchas de las medidas de seguridad imprescindible, como el ABS.

In this episode of CORVETTE TODAY, you'll meet the man affectionately known as "Heinrocket"! Your host, Steve Garrett, sits down with John Heinricy.John was the Assistant Chief Engineer for Corvette during the C4 and C5 era. Heinricy details the beginnings of the GM Performance Division, which he was the director of. Learn how GM started testing at the Nurburgring, how he became Development Manager for Corvette, and hear about the launch of the C4 Corvette and the development of the ZR-1!He also gives you a behind-the-scenes look at setting the endurance record in the C4 Corvette. Heinricy is known as the "Father of the Grand Sport". He owns C4 Grand Sport #1. You'll also gain insight on the development process of the Corvette and how long it takes to develop a new generation. He is also a 2014 inductee into the Corvette Hall of Fame!It's a jam-packed episode! Don't miss this installment of the CORVETTE TODAY podcast.

In this episode of Fairygodboss Radio, Jennifer Lewis shares her best career advice: build your brand and advocate for yourself. Recorded on May 3, 2021 Jennifer Lewis is vice president & general manager of the F-35 Avionics division. In this role, Lewis is responsible for business strategy, financial performance, successful execution and growth for the F-35 Mission Avionics division, which covers legacy production as well as Tech Refresh 3 (TR3) development and transition to production. The TR3 family of subsystems include the Aircraft Memory System, Panoramic Cockpit Display and the Integrated Core Processor - providing critical infrastructure to enable future warfighter capability. Prior to her current assignment, Lewis served as vice president of engineering for the $5.4B Integrated Mission Systems segment of L3Harris Technologies in 2018. Integrated Mission Systems provides a portfolio of solutions for C5, Intelligence, Surveillance, Reconnaissance and Targeting across all domains. She has over 15 years of engineering leadership experience and has led many national and international teams. L3Harris Technologies is an agile global aerospace and defense technology innovator, delivering end-to-end solutions that meet customers' mission-critical needs. The company provides advanced defense and commercial technologies across air, land, sea, space and cyber domains. L3Harris.com.

  In this episode of Fairygodboss Radio, Jennifer Lewis shares her best career advice: build your brand and advocate for yourself. Recorded on May 3, 2021 Jennifer Lewis is vice president & general manager of the F-35 Avionics division. In this role, Lewis is responsible for business strategy, financial performance, successful execution and growth for the F-35 Mission Avionics division, which covers legacy production as well as Tech Refresh 3 (TR3) development and transition to production. The TR3 family of subsystems include the Aircraft Memory System, Panoramic Cockpit Display and the Integrated Core Processor - providing critical infrastructure to enable future warfighter capability. Prior to her current assignment, Lewis served as vice president of engineering for the $5.4B Integrated Mission Systems segment of L3Harris Technologies in 2018. Integrated Mission Systems provides a portfolio of solutions for C5, Intelligence, Surveillance, Reconnaissance and Targeting across all domains. She has over 15 years of engineering leadership experience and has led many national and international teams. L3Harris Technologies is an agile global aerospace and defense technology innovator, delivering end-to-end solutions that meet customers' mission-critical needs. The company provides advanced defense and commercial technologies across air, land, sea, space and cyber domains. L3Harris.com.  

This is the story of the countess who survived 2 concentration camps and fought for others right to live, only to be murdered years later whilst living in London. Was it a random attack? A robbery? Or something more politically charged?   As the ambulance wound its way through the crowded London streets, Teresa did indeed come to and tried to speak. Although it was difficult and she sounded as though she was choking, she was able to say to Ron ' I was on the platform- then stabbed...'     Show notes:   Springfield 3- https://open.spotify.com/episode/4JmpsYHI3zsqYjXTeBuRaA?si=6de5e53a3e854e93   https://www.btp.police.uk/police-forces/british-transport-police/areas/about-us/about-us/our-history/crime-history/the-murder-of-countess-lubienska-1957/ https://www.truecrimelibrary.com/crimearticle/countess-teresa-lubinska/ https://www.britishpoles.uk/hrabina-teresa-lubienska-zapomniany-aniol-z-ravensbruck/ in polish https://www.youtube.com/watch?v=nwBuowTromY https://blog.britishnewspaperarchive.co.uk/2020/05/04/women-and-the-second-world-war/ https://en.wikipedia.org/wiki/Teresa_%C5%81ubie%C5%84ska https://cemeteryclub.wordpress.com/2017/08/03/murder-on-the-piccadilly-line/

Rob Meyerson is the former president of Blue Origin. Rob was recruited by Jeff Bezos to run the company way back in 2003 and served as president until 2018. He was critical in developing New Shepherd, the rocket which just yesterday brought Jeff Bezos and three other civilian astronauts to space. Since then he's become a full-time investor at C5 capital. In this episode, we talk about companies building transportation networks to the moon, lunar mining and 3d printing, and one of Rob's first investments, Axiom Space which is building the first private space station.