Podcasts about computer science engineering

How do we build trustworthy AI systems? What steps can organizations take to protect AI from attacks? And what role do we play in shaping a secure AI future?As AI becomes more advanced, it raises an important question—can we truly trust AI agents to act responsibly? Digital trust is essential to ensuring AI systems are accurate, ethical, transparent, secure, and accountable. But as AI evolves, so do the risks.In this episode of the FIT4PRIVACY Podcast, host Punit Bhatia speaks with Rani Kumar Rajah, founder of Secura.AI, about the growing challenges of AI security and governance. They discuss the new risks AI agents bring, such as data breaches, model theft, model poisoning, and the ability of AI to remember sensitive data—threats that go beyond traditional cybersecurity concerns.Securing AI requires a holistic approach, including strong risk management, security measures, compliance strategies, and asset protection. But AI safety isn't just a responsibility for businesses—individuals must also increase their AI awareness to understand both the opportunities and risks that AI presents.Tune in now to Episode 135 of FIT4Privacy Podcast and learn how to build digital trust in AI!

Marco Altini is a scientist and developer mainly working at the intersection between health, technology and performance. Marco has a PhD in Data Science and a MSc in Computer Science Engineering as well as another MSc in Human Movement Sciences, with a specialization in High Performance Coaching He started HRV4Training in 2012, making it a tool that is today trusted by more than 150 000 athletes, including olympic medalists and professional teams. HRV4Training is a mobile platform using advanced signal processing and data analytics to measure physiology and quantify stress, helping athletes of all levels to better balance training and lifestyle stressors to improve performance Marco also serves as a Data Science Advisor at Oura, helping their team developing meaningful insights from physiological data. In addition, he is also a guest lecturer at Vrije Universiteit Amsterdam in the Physiology section of the Department of Human Movement Sciences. Links: https://www.marcoaltini.com https://www.hrv4training.com Instagram: https://www.instagram.com/altini_marco/  Twitter/X: https://x.com/altini_marco Strava: https://www.strava.com/athletes/12073735  Substack: https://marcoaltini.substack.com

In this episode, Gokul Rajaram illuminates how eng leaders can better impact business outcomes & become key players in business strategy! We also address strategies for better goal setting & decision making, shifting to a customer-centric structure, recommendations for building alignment between cross-functional groups, positive collaboration between product & engineering, and how to achieve greater productivity.ABOUT GOKUL RAJARAMGokul Rajaram is an investor and company helper. He serves on the boards on Coinbase, Pinterest and The Trade Desk. Most recently, he was an executive at DoorDash, a food ordering platform. Prior to DoorDash, he worked at Block as Product Engineering Lead, where he led several product development teams and served on Block's executive team. Prior to Block, he served as Product Director of Ads at Facebook, where he helped Facebook transition its advertising business to become mobile-first. Earlier in his career, Gokul served as a Product Management Director for Google AdSense, where he helped launch the product and grow it into a substantial portion of Google's business. Gokul is also on the board of The Trade Desk and Coinbase. Gokul holds a bachelor's degree in Computer Science Engineering from the Indian Institute of Technology, Kanpur where he received the President's Gold Medal for being class valedictorian. He also holds an M.B.A. from The Massachusetts Institute of Technology and a Master of Computer Science from the University of Texas at Austin, where he received the MCD University Fellowship.SHOW NOTES:Why it's critical for eng leaders to drive business outcomes (2:04)How to shift your leadership to impact organizational changes (4:18)Facilitating conversations around setting numerical / time-driven goals (6:56)Navigating the shift to a customer-centric structure & approach (9:18)Recommendations for building around this customer-oriented model (12:04)Decision-making strategies when approaching customer outcomes (13:25)Understand the role of confidence in the decision-making process (15:40)Challenges faced by eng leaders when making this customer-centric shift (18:06)How eng leaders can introduce / reinforce accountability in eng orgs (20:11)Bridging the gap between PMs & eng leaders (23:07)Challenges / dysfunctions that prevent product & engineering alignment (25:01)Establishing trust, open dialogue, and mutual respect from the get-go (26:39)Communication frameworks that increase alignment between product & eng (32:39)How eng leaders can better approach “move fast & break things” demand (35:37)Rapid fire questions (40:19)LINKS AND RESOURCESGokul's website - Contains a collection of Gokul's writing that covers a wide range of topics related to product development, hiring, strategy, leadership, and more!The Mistborn Saga - Brandon Sanderson's high fantasy saga which chronicles the efforts of a secret group of Allomancers who attempt to overthrow a dystopian empire and establish themselves in a world covered by ash.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Sridhar Sannidhi joins us today to discuss assessing risk, vetting partners, and his journey through real estate. ---Continue the conversation with Brian on LinkedInJoin our multifamily investing community for in-depth courses and live networking with like-minded apartment investors at the Tribe of TitanThis episode originally aired on November 15, 2024----Watch the episode on YouTube: https://www.youtube.com/channel/UCcsYmSLMxQCA9hgt_PciN3g?sub_confirmation=1 Listen to us on your favorite podcast app:Apple Podcasts: https://tinyurl.com/AppleDiaryPodcast Spotify: https://tinyurl.com/SpotDiaryPodcast Google Podcasts: https://tinyurl.com/GoogleDiaryPodcast Follow us on:Instagram: https://www.instagram.com/diary_of_an_apartment_investor Facebook: https://www.facebook.com/DiaryAptInv/ Twitter: https://twitter.com/Diary_Apt_Inv ----Your host, Brian Briscoe, has owned over twenty apartment complexes worth hundreds of millions of dollars and is dedicated to helping aspiring apartment investors learn how to do the same. He founded the Tribe of Titans as his platform to educate aspiring apartment investors and is continually creating new content for the subscribers and coaching clients.He is the founder of Streamline Capital based in Salt Lake City, Utah, and is probably working on closing another apartment complex in the greater SLC area. He retired as a Lieutenant Colonel in the United States Marine Corps in 2021 after 20 years of service.Connect with him on LinkedIn----Sridhar Sannidhi• Graduated in Master of Science in Information Management and Computer Science Engineering, Working in IT industry for more than 30 years • Accredited, Deal Syndicator, Passive Investor in Commercial and Residential • Seeks Value Add/ Stable properties in Commercial and Residential Real Estate • Co-sponsored approx 3700+ units in 15 multi-family complexes in Texas and Tennessee (over 400 mil USD) three of which completed full cycles in less than 4 years • Passively invested over 11,600+ multi-family unit syndications in US (over 1.6 Billion USD) • Developing 636 multi-family units • Expert in Financial Analysis and Statistical modeling • Highly collaborative, focused and results oriented team player • Loves travel, watching movies, participating in Charity eventsLearn more about him at: http://www.growwealth2retire.com/ or email sridhar@growwealth2retire.com

"We're on the verge of a paradigm shift, in terms of the stories that need to be told ... and how they need to be implemented." Davide Bianca Emmy award-winning executive creative director, strategist and technologist, Davide Bianca joins Future of Film Podcast to discuss Generative AI, the future of the industry and his latest project, Shifting Tides; the next-generation creator-led studio and publisher pushing the boundaries of cinematic storytelling and development using advanced technologies. Drawing from his experience working on some of entertainment's biggest properties, Davide reveals his new model for creator-led publishing and why the industry is on the brink of a major reset. Davide also shares his love of the latest AI tools and explains why they present an unprecedented opportunity for storytellers. This episode was recorded as part of Future of Film Africa 2024 in partnership with Sèmè City, Republic of Benin. More about Davide Bianca Emmy award winning executive creative director, strategist, and technologist, currently serving as Chief Creative Officer at BCN Visuals, and founder of Shifting Tides. For nearly two decades Davide Bianca has been at the forefront of innovation, telling stories across multiple mediums while helping Hollywood studios, tv networks, streaming platforms and gaming companies bring their properties to international audiences and shape pop culture. Responsible for directing complex and extensive Hollywood theatrical and TV launches across film, experiential, digital and XR, Davide's body of work includes screen writing for television, ideating and executing original and ambitious large scale stunts, experiential activations and anamorphic 3D OOH campaigns for cult TV properties and franchises such as “Stranger Things”, "Game of Thrones", and theatrical smash hit franchises such as "Avatar - The Way of Water", "Jurassic World", and “John Wick”, delivering to clients such as Warner Bros., Lionsgate, Amazon, Netflix, Disney, and Sony Pictures consistent performance across the board. Davide has directed shows, experiences, virtual events, commercials, animated shorts, and digital OOH campaigns with online view counts in the hundreds of millions, and generating billions of online earned media impressions. Davide has been actively involved in the gaming industry, helping studios like Riot, 2K, Activision, XBOX and Playstation create original content and consolidate existing IPs, bringing to the table expertise ranging from scripting to original character design, world building, all the way to directing cinematic launch trailers, working on successful properties such as "Marvel's Midnight Suns", "Marvel's Spider-Man2", “Call of Duty”, “Gears Of War”, and “Final Fantasy”. With over 35 theatrical and TV launches under his belt, two original screen plays, and a plethora of awards that include twentytwo Cannes Lions, twenty nine Clios, five Webbys, one Emmy and two Emmy nominations, and with a background in Computer Science Engineering & AI, Davide believes in the emergence of a new form of immersive entertainment that delivers meaningful shared experiences, one that transcends cultural constraints or geographical boundaries, effectively blurring the line between storytelling and interaction, physical and digital. Davide is the founder of Shifting Tides, a next-generation creative studio and publisher pushing the boundaries of cinematic storytelling. With a focus on experimentation and exploration, Shifting Tides partners with top-tier writers and artists to reimagine how their unique voices and stories can break free from traditional storytelling. Constantly exploring new ways to push the boundaries of what is possible in the world of publishing, Shifting Tides embraces emerging technologies and tools to transform ideas into stories that are accessible in physical and digital, comics and books.

Episode 138I spoke with Meredith Morris about:* The intersection of AI and HCI and why we need more cross-pollination between AI and adjacent fields* Disability studies and AI* Generative ghosts and technological determinism* Developing a useful definition of AGII didn't get to record an intro for this episode since I've been sick. Enjoy!Meredith is Director for Human-AI Interaction Research for Google DeepMind and an Affiliate Professor in The Paul G. Allen School of Computer Science & Engineering and in The Information School at the University of Washington, where she participates in the dub research consortium. Her work spans the areas of human-computer interaction (HCI), human-centered AI, human-AI interaction, computer-supported cooperative work (CSCW), social computing, and accessibility. She has been recognized as an ACM Fellow and ACM SIGCHI Academy member for her contributions to HCI.Find me on Twitter for updates on new episodes, and reach me at editor@thegradient.pub for feedback, ideas, guest suggestions. Subscribe to The Gradient Podcast:  Apple Podcasts  | Spotify | Pocket Casts | RSSFollow The Gradient on TwitterOutline:* (00:00) Meredith's influences and earlier work* (03:00) Distinctions between AI and HCI* (05:56) Maturity of fields and cross-disciplinary work* (09:03) Technology and ends* (10:37) Unique aspects of Meredith's research direction* (12:55) Forms of knowledge production in interdisciplinary work* (14:08) Disability, Bias, and AI* (18:32) LaMPost and using LMs for writing* (20:12) Accessibility approaches for dyslexia* (22:15) Awareness of AI and perceptions of autonomy* (24:43) The software model of personhood* (28:07) Notions of intelligence, normative visions and disability studies* (32:41) Disability categories and learning systems* (37:24) Bringing more perspectives into CS research and re-defining what counts as CS research* (39:36) Training interdisciplinary researchers, blurring boundaries in academia and industry* (43:25) Generative Agents and public imagination* (45:13) The state of ML conferences, the need for more cross-pollination* (46:42) Prestige in conferences, the move towards more cross-disciplinary work* (48:52) Joon Park Appreciation* (49:51) Training interdisciplinary researchers* (53:20) Generative Ghosts and technological determinism* (57:06) Examples of generative ghosts and clones, relationships to agentic systems* (1:00:39) Reasons for wanting generative ghosts* (1:02:25) Questions of consent for generative clones and ghosts* (1:05:01) Labor involved in maintaining generative ghosts, psychological tolls* (1:06:25) Potential religious and spiritual significance of generative systems* (1:10:19) Anthropomorphization* (1:12:14) User experience and cognitive biases* (1:15:24) Levels of AGI* (1:16:13) Defining AGI* (1:23:20) World models and AGI* (1:26:16) Metacognitive abilities in AGI* (1:30:06) Towards Bidirectional Human-AI Alignment* (1:30:55) Pluralistic value alignment* (1:32:43) Meredith's perspective on deploying AI systems* (1:36:09) Meredith's advice for younger interdisciplinary researchersLinks:* Meredith's homepage, Twitter, and Google Scholar* Papers* Mediating Group Dynamics through Tabletop Interface Design* SearchTogether: An Interface for Collaborative Web Search* AI and Accessibility: A Discussion of Ethical Considerations* Disability, Bias, and AI* LaMPost: Design and Evaluation of an AI-assisted Email Writing Prototype for Adults with Dyslexia* Generative Ghosts* Levels of AGI Get full access to The Gradient at thegradientpub.substack.com/subscribe

On this week's episode of the FarmBits podcast, Camila and Victor are joined by Ankita Kalra, a dual PhD candidate in the Departments of Biological Systems Engineering and Computer Science Engineering at the University of Nebraska-Lincoln. Ankita focuses on the applications of computer vision and AI in agriculture. In this episode, Ankita shares her current research on developing AI-driven solutions for precision agriculture. One of her key projects is the AIR-N: AI-Enabled Robotic Precision Nitrogen Management Platform. This project aims to optimize nitrogen application in corn fields using advanced AI and robotic systems to enhance crop yield and resource efficiency. Ankita Kalra, Graduate Research Assistant , University of Nebraska - Lincoln Contact Information: E-mail: akalra2@huskers.unl.edu LinkedIn:https://www.linkedin.com/in/ankitakalra Website: http://ankitakalra.com FarmBits Contact Information: E-Mail: farmbits@unl.edu Twitter: https://twitter.com/UNLFarmBits Facebook: https://www.facebook.com/UNLFarmBits Camila's LinkedIn: www.linkedin.com/in/camila-chiaranda-rodrigues-328018154 Victor's LinkedIn: https://www.linkedin.com/in/victor-de-sousa-ferreira-32877484/ Opinions expressed by the hosts and guests on this podcast are solely their own, and do not reflect the views of Nebraska Extension or the University of Nebraska - Lincoln.

Timestamp* 1:00 - Background and Sports Journey: Dr. Altini shares his academic journey in computer science, engineering, and data science, alongside his personal transition into endurance sports​​.* 3:31 - Defining HRV and How It Differs from Heart Rate: Understanding HRV as the variation in time between consecutive heartbeats, which reflects the autonomic nervous system's response to stress​​.* 8:10 - Clarifying Common HRV Myths: Dr. Altini dispels misconceptions such as the importance of absolute HRV values and the notion that higher HRV is always better​​.* 11:40 - Making the Case for HRV: Despite limitations, HRV provides unique insights into the body's stress response, which can inform training and lifestyle adjustments​​.* 14:10 - HRV in Free-Living Analysis: Large-scale research reveals that HRV is a more sensitive marker of stress than resting heart rate, and different stressors elicit varying physiological responses​​.* 18:45 - Validating Smartphone-Based HRV Measurement: Dr. Altini discusses how the HRV4Training app, using smartphone cameras, was proven to be as accurate as chest straps and ECGs​​.* 21:55 - Practical HRV Monitoring with HRV4Training: The app helps athletes accurately measure HRV, providing actionable insights based solely on physiological data while allowing users to add context manually​​.* 26:10 - Unique Features of HRV4Training: The app's focus on raw physiological data offers a clear distinction from competitors, who often combine behavioral data to produce composite scores​​.* 32:50 - HRV in Night vs. Morning Measurements: Dr. Altini elaborates on the differences between night and morning measurements and how HRV trends vary due to circadian rhythms and sleep stages​​.* 38:40 - HRV and Sleep Tracking Limitations: Despite advancements, wearable devices often lack accuracy in estimating sleep stages, emphasizing the importance of skepticism​​.* 43:30 - Spot Check vs. Continuous Monitoring: Dr. Altini warns against overinterpreting continuous HRV monitoring due to potential misinterpretation of data, recommending periodic spot checks instead​​.* 46:00 - HRV-Guided Training: Dr. Altini explains how to implement HRV-guided training by adjusting intensity based on daily HRV measurements relative to one's normal range​​.* 51:00 - HRV for Individual Athletes and Golfers: Coaches and individual athletes can use HRV trends over multiple tournaments and travel periods to identify patterns and refine performance strategies​​.* 55:20 - Advice for Golfers Considering HRV Monitoring: Golfers can use HRV to manage travel stress, tournament phases, and performance consistency by identifying patterns in their physiological responses​​.* 58:00 - Current Projects and Future Directions: Dr. Altini aims to improve communication around HRV while working on refining personalized feedback loops to optimize health and performance​​.* 1:03:00 - Book Recommendations and Influences: Dr. Altini recommends Suggestible You by Erik Vance, highlighting its insights into the placebo effect and psychological influences on performance​ResourcesBook Recommendation #1: Suggestible You: The Curious Science of Your Brain's Ability to Deceive, Transform, and HealBook Chapter: How Data Can Capture Recovery: The Case for Heart Rate VariabilityPaper #1: What Is behind Changes in Resting Heart Rate and Heart Rate Variability? A Large-Scale Analysis of Longitudinal Measurements Acquired in Free-LivingPaper #2: Comparison of Heart-Rate-Variability Recording With Smartphone Photoplethysmography, Polar H7 Chest Strap, and ElectrocardiographyPaper #3: State of the science and recommendations for using wearable technology in sleep and circadian researchHRV4Training: https://www.hrv4training.com/Personal Substack: marcoaltini.substack.comHRV4Training Substack: hrv4training.substack.comTwitter/X: https://twitter.com/altini_marcoAbout Dr. Marco AltiniDr. Marco Altini is a scientist and developer specializing in health technology and performance, holding a Ph.D. cum laude in Data Science, an MSc cum laude in Computer Science Engineering, and an MSc cum laude in Human Movement Sciences with a focus on High-Performance Coaching. As the founder of HRV4Training, he created a pioneering mobile platform trusted by over 150,000 users, including Olympic medalists and professional teams, to monitor heart rate variability (HRV) and manage training stress. Dr. Altini also serves as a Data Science Advisor at Oura, Guest Lecturer at Vrije Universiteit Amsterdam, and Editor of the Wearable Department at IEEE Pervasive Computing Magazine. With over 10 years of experience modeling physiological data and more than 50 publications at the intersection of technology, health, and performance, he is passionate about empowering athletes and health enthusiasts to make data-informed decisions. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit noahsachs.substack.com

This episode we're joined by Angela Parker, who shares her journey as a veteran and as a business leader. Angela Parker, a seasoned finance executive and former Army officer, boasts diverse industry experience, spanning technology, security, consulting, aviation, energy, healthcare, and finance. Her strengths include mergers, restructuring, turnarounds, high-growth initiatives, and performance improvement.She's set to take on a new CFO role, focusing on Mergers & Acquisitions and transforming finance with cutting-edge technology and processes.As former CFO of Allied Universal Technology Services, Angela led teams across 50 locations, integrating seven new entities and implementing vital automation. In the energy sector, she drove business strategy and marketing for Halliburton and Baker Hughes, leveraging global trends for success. At American Airlines, Angela guided strategy, managed capital projects, and led merger teams.A former Army officer, Angela holds an MBA from the University of Texas at Austin and a bachelor's degree in Literature and Computer Science Engineering from West Point. Her passions include travel, volunteering, running, yoga, and quality time with her grown children.Angela shares with us the challenges and successes that she's navigated first in the Army, and then in the corporate world, reflecting on how those experiences have shaped her journey as a leader and sharing her insights and words of wisdom along the way. 

Rinki Sethit, CISO at BILL, discusses her journey in cybersecurity from roles at early cloud adopters like Intuit and Twitter to security vendors like Palo Alto Networks and ultimately to board roles at companies like ForgeRock.ABOUT RINKI: VP & CISO (CHIEF INFORMATION SECURITY OFFICER) Rinki is currently the Vice President and Chief Information Security Officer at BILL, where she will be leading the global information technology functions and is also responsible for leading efforts to protect BILL's information and technology assets and advice the company's continued innovations in the security space. Rinki Sethi brings decades of security and technology leadership expertise and was recently VP & CISO at Twitter and Rubrik Inc. Rinki has been at the forefront of developing cutting edge online security infrastructure at several Fortune 500 companies such as IBM, Palo Alto Networks, Intuit, eBay, Walmart.com, and PG&E. Rinki also serves on the board of ForgeRock, a public company in the identity and access management space and Vaultree, a data encryption company. Rinki holds several recognized security certifications and has a B.S. in Computer Science Engineering from UC Davis and a M.S. in Information Security from Capella University. Rinki has served on the development team for the ISACA book, “Creating a Culture of Security” by Stephen Ross and was the recipient of the “One to Watch” Award with CSO Magazine & Executive Women's Forum in 2014 and more recently the Senior Information Security Practitioner Award with ISC2 in 2018. Most recently, in 2023, she was recognized in Lacework's top 50 CISOs list. She led an initiative to develop the first set of national cybersecurity badges and curriculum for the Girl Scouts of USA. Rinki serves as a mentor for many students and professionals.SPONSER NOTE: Support for Cloud Ace podcast comes from SANS Institute. If you like the topics covered in this podcast and would like to learn more about cloud security, SANS Cloud Security curriculum is here to support your journey into building, deploying, and managing secure cloud infrastructure, platforms, and applications. Whether you are on a technical flight plan, or a leadership one, SANS Cloud Security curriculum has resources, training, and certifications to fit your needs. Focus on where the cloud is going, not where it is today. Your organization is going to need someone with hands-on technical experience and cloud security-specific knowledge. You will be prepared not only for your current role, but also for a cutting-edge future in cloud security. Review and Download Cloud Security Resources: sans.org/cloud-security/ Join our growing and diverse community of cloud security professionals on your platform of choice: Discord | Twitter | LinkedIn | YouTube

Morgan Young is a 20-year-old Content Creator, Public Speaker, Venture Fellow, and Computer Science & Engineering and Entrepreneurship student. In addition to those roles, she is a self-development addict, health nut, co-founder of the budding UNR figure-skating team, and an aspiring entrepreneur. Morgan discovered a passion for technology at the age of nine while taking her first robotics class. Morgan is also passionate about helping others. She's found that she enjoys being the bridge between people and the technology they use. Her mission in life is to make people's lives easier by leveraging technology. She's actively working on building a community and is partnering with brands to bring amazing experiences and resources to her audience. She teaches students and colleagues how to leverage LinkedIn for job searches, build personal brands, and create content that covers everything from college tips to Gen Z in the workforce.  Listen in for some great takeaways about how Morgan uses her platform to spend as much time focusing on technology and people. You will want to hear this episode if you are interested in... Learn more about Morgan Young and her passions [4:00]  Morgan's reflections on the college selection process [5:46] Understanding the financial implications of attending college [13:51] Morgan's tips for families navigating the college planning process [17:17] How Morgan crafted a space as a Content Creator [22:38] Morgan's tips to grow your LinkedIn presence [25:55] How Morgan secured opportunities with iconic brands [30:37]  Morgan's experience in New York City [35:02] What Morgan did today that put her in the mindset for success [36:35] Resources & People Mentioned A Smart Girl's Guide: Money University of Nevada Reno Western Undergraduate Exchange  Connect with Morgan Young The website On Instagram On Twitter On Linkedin Connect With Mitlin Financial podcast*at*mitlinfinancial(dot)com - email us with your suggestions for topics or guests If you would like to learn more schedule a call: https://mitlin.us/FitCall https://mitlinfinancial.com  Follow on Twitter Follow on Instagram Subscribe on Youtube Follow on Linkedin Follow on Facebook Guests on the Mitlin Money Mindset Show are not affiliated with CWM, LLC, and opinions expressed herein may not be representative of CWM, LLC. CWM, LLC is not responsible for the guest's content linked on this site. Subscribe to Mitlin Money Mindset™ on Apple Podcasts, Spotify, Google Podcasts

In this episode of the podcast, Jason van der Merwe, Director of Engineering and Growth at Strava, provides some practical tips and lessons on performing negative experiments. Jason shares how Strava use negative experiments to remove elements of the user experience to measure impacts on customer behaviour. Negative experiments are a great way to dispel organisational assumptions, identify new value creating opportunities and amplify customer experiences.---Jason van der Merwe is the Director of Engineering, Growth at Strava. Strava is the popular exercise tracking and social networking service, with more than 110 million users and 8 billion activities uploaded.With a background in iOS development, he manages multiple engineering teams at Strava. Jason is responsible for the Growth, Insights and Optimisation teams, ensuring operational efficiency and cross-functional collaboration across Strava teams.Undertaking studies in Computer Science Engineering at Stanford University, Jason majored in Artificial Intelligence and Machine Learning, with sub-major studies in Mathematics and Computational Sciences.----Want more? Head to the First Principles website for the episode transcript, resources and reading lists - https://www.firstprinciples.ventures/ep015-strava-how-to-use-negative-experiments-to-create-more-customer-valueAdd Beat The Odds newsletter to your inbox for practical tips from world-leading experts in Experimentation & Product Design. https://www.firstprinciples.ventures/newsletterFollow Gavin on Twitter @signalnotnoiseFollow Gavin on LinkedIn at : https://www.linkedin.com/in/gavinbryant/

Discover how Nick Uresin, Founder and CEO of ArgoMetrix, leverages technology to revolutionize business models and drive remarkable success.Join us in this exciting episode as we welcome Nick Uresin, a visionary leader and technology expert. With a strong background in Electronics, Communications, and Computer Science Engineering, Nick brings a unique perspective to problem-solving using innovative technologies. Having achieved great success in building a multimillion-dollar online retail company, he now leads ArgoMetrix, empowering Manufacturers and Sellers of Consumer Products to reinvent their revenue models through cutting-edge software and consulting solutions.In this insightful conversation, Nick shares his entrepreneurial journey and demonstrates how technology can transform traditional business models. Learn from his experiences and gain valuable insights into leveraging technology to stay ahead in today's dynamic market. Discover how ArgoMetrix's solutions enable businesses to thrive, reinvent, and achieve exceptional growth in the ever-evolving digital landscape.Additional Resources:Visit ArgoMetrix's website: https://argometrix.com/Connect with Nick Uresin on LinkedIn: https://www.linkedin.com/company/argometrix/For more Amazon Seller tips, subscribe to Post Purchase PRO Podcast on Apple Podcasts or wherever you listen to podcasts.Don't miss out on this opportunity to transform your business and unlock its full potential.Remember, the future belongs to those who dare to innovate. Tune in to our podcast episode with Nick Uresin and embark on a journey of business transformation powered by technology.

Taking us to the cutting edge of the new frontier of medicine, a visionary biotechnologist and a pathbreaking researcher show how we can optimize our health in ways that were previously unimaginable. We are on the cusp of a major transformation in healthcare—yet few people know it. At top hospitals and a few innovative health-tech startups, scientists are working closely with patients to dramatically extend their “healthspan”—the number of healthy years before disease sets in. In The Age of Scientific Wellness, two visionary leaders of this revolution in health take us on a thrilling journey to this new frontier of medicine. Today, most doctors wait for clinical symptoms to appear before they act, and the ten most commonly prescribed medications confer little or no benefit to most people taking them. Leroy Hood and Nathan Price argue that we must move beyond this reactive, hit-or-miss approach to usher in real precision health—a form of highly personalized care they call “scientific wellness.” Using information gleaned from our blood and genes and tapping into the data revolution made possible by AI, doctors can catch the onset of disease years before symptoms arise, revolutionizing prevention. Current applications have shown startling results: diabetes reversed, cancers eliminated, Alzheimer's avoided, and autoimmune conditions kept at bay. This is not a future fantasy: it is already happening, but only for a few patients and at a high cost. It's time to make this gold standard of care more widely available. Inspiring in its possibilities, and radical in its conclusions, The Age of Scientific Wellness shares actionable insights to help you chart a course to a longer, healthier, and more fulfilling life. Dr. Leroy Hood is a world-renowned scientist and recipient of the National Medal of Science in 2011. Dr. Hood co-founded the Institute for Systems Biology (ISB) in 2000, served as its first President from 2000-2017 and is a Professor and Chief Strategy Officer. In 2022, Dr. Hood started Phenome Health, a non-profit dedicated to delivering value through health innovation. Dr. Nathan Price is CEO of Onegevity, a division of Thorne HealthTech. He is also an (on leave) Professor at the Institute for Systems Biology, where he and Lee Hood co-direct the Hood-Price Lab for Systems Biomedicine. Additionally, Dr. Price is an affiliate faculty at the University of Washington in the Departments of Bioengineering, Computer Science & Engineering, and Molecular & Cellular Biology. In 2019, he was selected by the National Academy of Medicine as one of their 10 Emerging Leaders in Health and Medicine. Dr. Jim Heath is President and Professor at Institute for Systems Biology in Seattle. Heath also has the position of Professor of Molecular and Medical Pharmacology at UCLA. Formerly, he directed the National Cancer Institute-funded NSB Cancer Center, was the Elizabeth W. Gilloon Professor of Chemistry at Caltech, and served as co-director of the Parker Institute for Cancer Immunotherapy at UCLA until 2017. Presented by Town Hall Seattle and the Institute of Systems Biology. The Age of Scientific Wellness: Why the Future of Medicine Is Personalized, Predictive, Data-Rich, and in Your Hands Third Place Books

Chris and Sam sat down with Marco Altini to discuss all things Heart Rate Variability. Marco holds a PhD in Data Science and two Masters of Science degrees in Computer Science Engineering and Human Movement Sciences. Marco is the founder of HRV4Training, Data Science Advisor at Oura Ring, and Guest Lecturer at VU Amsterdam. We dive into: the history behind HRV, what influences heart rate variability, the validity and reliability of different forms of measurement, wearables, interpreting data, and much more.  More about Marco:  Marco's Twitter Marco's Website Marco's Substack HRV4Training --- More about us:  YouTube: https://www.youtube.com/e3rehab  Website: https://e3rehab.com/  Instagram: https://www.instagram.com/e3rehab/ Twitter: https://twitter.com/E3Rehab --- Sponsors: Minimalist Footwear: https://www.vivobarefoot.com/ (Discount code: REHAB15 for 15% off) VALD: www.vald.com --- @dr.samspinelli @dr.surdykapt @tony.comella @chrishughen --- This episode was produced by Matt Hunter.

Links from the show:* The Age of Scientific Wellness: Why the Future of Medicine Is Personalized, Predictive, Data-Rich, and in Your Hands* Connect with Nathan* More about Thorne* Never miss an episode* Rate the showAbout my guest:Dr. Nathan Price is Chief Scientific Officer of Thorne HealthTech (NASDAQ: THRN) and author of The Age of Scientific Wellness (Harvard Press/Belknap). Previously he was CEO of Onegevity, an AI health intelligence company that merged with Thorne prior to its IPO in 2021. In 2019, he was named as one of the 10 Emerging Leaders in Health and Medicine by the National Academy of Medicine, and in 2021 he was appointed to the Board on Life Sciences of the National Academies of Sciences, Engineering, and Medicine. He spent much of his earlier career as Professor and Associate Director of the Institute for Systems Biology (now on leave), co-director with biotechnology pioneer Lee Hood of the Hood-Price Lab for Systems Biomedicine, and is Affiliate Faculty at the University of Washington in Bioengineering and Computer Science & Engineering. He is a Camille Dreyfus Teacher-Scholar, received the 2016 Grace A. Goldsmith award for his work pioneering ‘scientific wellness', was a co-founder of Arivale, received a Healthy Longevity Catalyst Award from the National Academy of Medicine in 2020, and is a Fellow of the American Institute for Biological and Medical Engineering. Get full access to Dispatches from the War Room at dispatchesfromthewarroom.substack.com/subscribe

AB Periasamy, Co-Founder and CEO of MinIO, joins Corey on Screaming in the Cloud to discuss what it means to be truly open source and the current and future state of multi-cloud. AB explains how MinIO was born from the idea that the world was going to produce a massive amount of data, and what it's been like to see that come true and continue to be the future outlook. AB and Corey explore why some companies are hesitant to move to cloud, and AB describes why he feels the move is inevitable regardless of cost. AB also reveals how he has helped create a truly free open-source software, and how his partnership with Amazon has been beneficial. About ABAB Periasamy is the co-founder and CEO of MinIO, an open source provider of high performance, object storage software. In addition to this role, AB is an active investor and advisor to a wide range of technology companies, from H2O.ai and Manetu where he serves on the board to advisor or investor roles with Humio, Isovalent, Starburst, Yugabyte, Tetrate, Postman, Storj, Procurify, and Helpshift. Successful exits include Gitter.im (Gitlab), Treasure Data (ARM) and Fastor (SMART).AB co-founded Gluster in 2005 to commoditize scalable storage systems. As CTO, he was the primary architect and strategist for the development of the Gluster file system, a pioneer in software defined storage. After the company was acquired by Red Hat in 2011, AB joined Red Hat's Office of the CTO. Prior to Gluster, AB was CTO of California Digital Corporation, where his work led to scaling of the commodity cluster computing to supercomputing class performance. His work there resulted in the development of Lawrence Livermore Laboratory's “Thunder” code, which, at the time was the second fastest in the world.  AB holds a Computer Science Engineering degree from Annamalai University, Tamil Nadu, India.AB is one of the leading proponents and thinkers on the subject of open source software - articulating the difference between the philosophy and business model. An active contributor to a number of open source projects, he is a board member of India's Free Software Foundation.Links Referenced: MinIO: https://min.io/ Twitter: https://twitter.com/abperiasamy LinkedIn: https://www.linkedin.com/in/abperiasamy/ Email: mailto:ab@min.io TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Chronosphere. When it costs more money and time to observe your environment than it does to build it, there's a problem. With Chronosphere, you can shape and transform observability data based on need, context and utility. Learn how to only store the useful data you need to see in order to reduce costs and improve performance at chronosphere.io/corey-quinn. That's chronosphere.io/corey-quinn. And my thanks to them for sponsor ing my ridiculous nonsense. Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn, and I have taken a somewhat strong stance over the years on the relative merits of multi-cloud, and when it makes sense and when it doesn't. And it's time for me to start modifying some of those. To have that conversation and several others as well, with me today on this promoted guest episode is AB Periasamy, CEO and co-founder of MinIO. AB, it's great to have you back.AB: Yes, it's wonderful to be here again, Corey.Corey: So, one thing that I want to start with is defining terms. Because when we talk about multi-cloud, there are—to my mind at least—smart ways to do it and ways that are frankly ignorant. The thing that I've never quite seen is, it's greenfield, day one. Time to build something. Let's make sure we can build and deploy it to every cloud provider we might ever want to use.And that is usually not the right path. Whereas different workloads in different providers, that starts to make a lot more sense. When you do mergers and acquisitions, as big companies tend to do in lieu of doing anything interesting, it seems like they find it oh, we're suddenly in multiple cloud providers, should we move this acquisition to a new cloud? No. No, you should not.One of the challenges, of course, is that there's a lot of differentiation between the baseline offerings that cloud providers have. MinIO is interesting in that it starts and stops with an object store that is mostly S3 API compatible. Have I nailed the basic premise of what it is you folks do?AB: Yeah, it's basically an object store. Amazon S3 versus us, it's actually—that's the comparable, right? Amazon S3 is a hosted cloud storage as a service, but underneath the underlying technology is called object-store. MinIO is a software and it's also open-source and it's the software that you can deploy on the cloud, deploy on the edge, deploy anywhere, and both Amazon S3 and MinIO are exactly S3 API compatible. It's a drop-in replacement. You can write applications on MinIO and take it to AWS S3, and do the reverse. Amazon made S3 API a standard inside AWS, we made S3 API standard across the whole cloud, all the cloud edge, everywhere, rest of the world.Corey: I want to clarify two points because otherwise I know I'm going to get nibbled to death by ducks on the internet. When you say open-source, it is actually open-source; you're AGPL, not source available, or, “We've decided now we're going to change our model for licensing because oh, some people are using this without paying us money,” as so many companies seem to fall into that trap. You are actually open-source and no one reasonable is going to be able to disagree with that definition.The other pedantic part of it is when something says that it's S3 compatible on an API basis, like, the question is always does that include the weird bugs that we wish it wouldn't have, or some of the more esoteric stuff that seems to be a constant source of innovation? To be clear, I don't think that you need to be particularly compatible with those very corner and vertex cases. For me, it's always been the basic CRUD operations: can you store an object? Can you give it back to me? Can you delete the thing? And maybe an update, although generally object stores tend to be atomic. How far do you go down that path of being, I guess, a faithful implementation of what the S3 API does, and at which point you decide that something is just, honestly, lunacy and you feel no need to wind up supporting that?AB: Yeah, the unfortunate part of it is we have to be very, very deep. It only takes one API to break. And it's not even, like, one API we did not implement; one API under a particular circumstance, right? Like even if you see, like, AWS SDK is, right, Java SDK, different versions of Java SDK will interpret the same API differently. And AWS S3 is an API, it's not a standard.And Amazon has published the REST specifications, API specs, but they are more like religious text. You can interpret it in many ways. Amazon's own SDK has interpreted, like, this in several ways, right? The only way to get it right is, like, you have to have a massive ecosystem around your application. And if one thing breaks—today, if I commit a code and it introduced a regression, I will immediately hear from a whole bunch of community what I broke.There's no certification process here. There is no industry consortium to control the standard, but then there is an accepted standard. Like, if the application works, they need works. And one way to get it right is, like, Amazon SDKs, all of those language SDKs, to be cleaner, simpler, but applications can even use MinIO SDK to talk to Amazon and Amazon SDK to talk to MinIO. Now, there is a clear, cooperative model.And I actually have tremendous respect for Amazon engineers. They have only been kind and meaningful, like, reasonable partnership. Like, if our community reports a bug that Amazon rolled out a new update in one of the region and the S3 API broke, they will actually go fix it. They will never argue, “Why are you using MinIO SDK?” Their engineers, they do everything by reason. That's the reason why they gained credibility.Corey: I think, on some level, that we can trust that the API is not going to meaningfully shift, just because so much has been built on top of it over the last 15, almost 16 years now that even slight changes require massive coordination. I remember there was a little bit of a kerfuffle when they announced that they were going to be disabling the BitTorrent endpoint in S3 and it was no longer going to be supported in new regions, and eventually they were turning it off. There were still people pushing back on that. I'm still annoyed by some of the documentation around the API that says that it may not return a legitimate error code when it errors with certain XML interpretations. It's… it's kind of become very much its own thing.AB: [unintelligible 00:06:22] a problem, like, we have seen, like, even stupid errors similar to that, right? Like, HTTP headers are supposed to be case insensitive, but then there are some language SDKs will send us in certain type of casing and they expect the case to be—the response to be same way. And that's not HTTP standard. If we have to accept that bug and respond in the same way, then we are asking a whole bunch of community to go fix that application. And Amazon's problem are our problems too. We have to carry that baggage.But some places where we actually take a hard stance is, like, Amazon introduced that initially, the bucket policies, like access control list, then finally came IAM, then we actually, for us, like, the best way to teach the community is make best practices the standard. The only way to do it. We have been, like, educating them that we actually implemented ACLs, but we removed it. So, the customers will no longer use it. The scale at which we are growing, if I keep it, then I can never force them to remove.So, we have been pedantic about, like, how, like, certain things that if it's a good advice, force them to do it. That approach has paid off, but the problem is still quite real. Amazon also admits that S3 API is no longer simple, but at least it's not like POSIX, right? POSIX is a rich set of API, but doesn't do useful things that we need to do. So, Amazon's APIs are built on top of simple primitive foundations that got the storage architecture correct, and then doing sophisticated functionalities on top of the simple primitives, these atomic RESTful APIs, you can finally do it right and you can take it to great lengths and still not break the storage system.So, I'm not so concerned. I think it's time for both of us to slow down and then make sure that the ease of operation and adoption is the goal, then trying to create an API Bible.Corey: Well, one differentiation that you have that frankly I wish S3 would wind up implementing is this idea of bucket quotas. I would give a lot in certain circumstances to be able to say that this S3 bucket should be able to hold five gigabytes of storage and no more. Like, you could fix a lot of free tier problems, for example, by doing something like that. But there's also the problem that you'll see in data centers where, okay, we've now filled up whatever storage system we're using. We need to either expand it at significant cost and it's going to take a while or it's time to go and maybe delete some of the stuff we don't necessarily need to keep in perpetuity.There is no moment of reckoning in traditional S3 in that sense because, oh, you can just always add one more gigabyte at 2.3 or however many cents it happens to be, and you wind up with an unbounded growth problem that you're never really forced to wrestle with. Because it's infinite storage. They can add drives faster than you can fill them in most cases. So, it's it just feels like there's an economic story, if nothing else, just from a governance control and make sure this doesn't run away from me, and alert me before we get into the multi-petabyte style of storage for my Hello World WordPress website.AB: Mm-hm. Yeah, so I always thought that Amazon did not do this—it's not just Amazon, the cloud players, right—they did not do this because they want—is good for their business; they want all the customers' data, like unrestricted growth of data. Certainly it is beneficial for their business, but there is an operational challenge. When you set quota—this is why we grudgingly introduced this feature. We did not have quotas and we didn't want to because Amazon S3 API doesn't talk about quota, but the enterprise community wanted this so badly.And eventually we [unintelligible 00:09:54] it and we gave. But there is one issue to be aware of, right? The problem with quota is that you as an object storage administrator, you set a quota, let's say this bucket, this application, I don't see more than 20TB; I'm going to set 100TB quota. And then you forget it. And then you think in six months, they will reach 20TB. The reality is, in six months they reach 100TB.And then when nobody expected—everybody has forgotten that there was a code a certain place—suddenly application start failing. And when it fails, it doesn't—even though the S3 API responds back saying that insufficient space, but then the application doesn't really pass that error all the way up. When applications fail, they fail in unpredictable ways. By the time the application developer realizes that it's actually object storage ran out of space, the lost time and it's a downtime. So, as long as they have proper observability—because I mean, I've will also asked observability, that it can alert you that you are only going to run out of space soon. If you have those system in place, then go for quota. If not, I would agree with the S3 API standard that is not about cost. It's about operational, unexpected accidents.Corey: Yeah, on some level, we wound up having to deal with the exact same problem with disk volumes, where my default for most things was, at 70%, I want to start getting pings on it and at 90%, I want to be woken up for it. So, for small volumes, you wind up with a runaway log or whatnot, you have a chance to catch it and whatnot, and for the giant multi-petabyte things, okay, well, why would you alert at 70% on that? Well, because procurement takes a while when we're talking about buying that much disk for that much money. It was a roughly good baseline for these things. The problem, of course, is when you have none of that, and well it got full so oops-a-doozy.On some level, I wonder if there's a story around soft quotas that just scream at you, but let you keep adding to it. But that turns into implementation details, and you can build something like that on top of any existing object store if you don't need the hard limit aspect.AB: Actually, that is the right way to do. That's what I would recommend customers to do. Even though there is hard quota, I will tell, don't use it, but use soft quota. And the soft quota, instead of even soft quota, you monitor them. On the cloud, at least you have some kind of restriction that the more you use, the more you pay; eventually the month end bills, it shows up.On MinIO, when it's deployed on these large data centers, that it's unrestricted access, quickly you can use a lot of space, no one knows what data to delete, and no one will tell you what data to delete. The way to do this is there has to be some kind of accountability.j, the way to do it is—actually [unintelligible 00:12:27] have some chargeback mechanism based on the bucket growth. And the business units have to pay for it, right? That IT doesn't run for free, right? IT has to have a budget and it has to be sponsored by the applications team.And you measure, instead of setting a hard limit, you actually charge them that based on the usage of your bucket, you're going to pay for it. And this is a observability problem. And you can call it soft quotas, but it hasn't been to trigger an alert in observability. It's observability problem. But it actually is interesting to hear that as soft quotas, which makes a lot of sense.Corey: It's one of those problems that I think people only figure out after they've experienced it once. And then they look like wizards from the future who, “Oh, yeah, you're going to run into a quota storage problem.” Yeah, we all find that out because the first time we smack into something and live to regret it. Now, we can talk a lot about the nuances and implementation and low level detail of this stuff, but let's zoom out of it. What are you folks up to these days? What is the bigger picture that you're seeing of object storage and the ecosystem?AB: Yeah. So, when we started, right, our idea was that world is going to produce incredible amount of data. In ten years from now, we are going to drown in data. We've been saying that today and it will be true. Every year, you say ten years from now and it will still be valid, right?That was the reason for us to play this game. And we saw that every one of these cloud players were incompatible with each other. It's like early Unix days, right? Like a bunch of operating systems, everything was incompatible and applications were beginning to adopt this new standard, but they were stuck. And then the cloud storage players, whatever they had, like, GCS can only run inside Google Cloud, S3 can only run inside AWS, and the cloud player's game was bring all the world's data into the cloud.And that actually requires enormous amount of bandwidth. And moving data into the cloud at that scale, if you look at the amount of data the world is producing, if the data is produced inside the cloud, it's a different game, but the data is produced everywhere else. MinIO's idea was that instead of introducing yet another API standard, Amazon got the architecture right and that's the right way to build large-scale infrastructure. If we stick to Amazon S3 API instead of introducing it another standard, [unintelligible 00:14:40] API, and then go after the world's data. When we started in 2014 November—it's really 2015, we started, it was laughable. People thought that there won't be a need for MinIO because the whole world will basically go to AWS S3 and they will be the world's data store. Amazon is capable of doing that; the race is not over, right?Corey: And it still couldn't be done now. The thing is that they would need to fundamentally rethink their, frankly, you serious data egress charges. The problem is not that it's expensive to store data in AWS; it's that it's expensive to store data and then move it anywhere else for analysis or use on something else. So, there are entire classes of workload that people should not consider the big three cloud providers as the place where that data should live because you're never getting it back.AB: Spot on, right? Even if network is free, right, Amazon makes, like, okay, zero egress-ingress charge, the data we're talking about, like, most of MinIO deployments, they start at petabytes. Like, one to ten petabyte, feels like 100 terabyte. For even if network is free, try moving a ten-petabyte infrastructure into the cloud. How are you going to move it?Even with FedEx and UPS giving you a lot of bandwidth in their trucks, it is not possible, right? I think the data will continue to be produced everywhere else. So, our bet was there we will be [unintelligible 00:15:56]—instead of you moving the data, you can run MinIO where there is data, and then the whole world will look like AWS's S3 compatible object store. We took a very different path. But now, when I say the same story that when what we started with day one, it is no longer laughable, right?People believe that yes, MinIO is there because our market footprint is now larger than Amazon S3. And as it goes to production, customers are now realizing it's basically growing inside a shadow IT and eventually businesses realize the bulk of their business-critical data is sitting on MinIO and that's how it's surfacing up. So now, what we are seeing, this year particularly, all of these customers are hugely concerned about cost optimization. And as part of the journey, there is also multi-cloud and hybrid-cloud initiatives. They want to make sure that their application can run on any cloud or on the same software can run on their colos like Equinix, or like bunch of, like, Digital Reality, anywhere.And MinIO's software, this is what we set out to do. MinIO can run anywhere inside the cloud, all the way to the edge, even on Raspberry Pi. It's now—whatever we started with is now has become reality; the timing is perfect for us.Corey: One of the challenges I've always had with the idea of building an application with the idea to run it anywhere is you can make explicit technology choices around that, and for example, object store is a great example because most places you go now will or can have an object store available for your use. But there seem to be implementation details that get lost. And for example, even load balancers wind up being implemented in different ways with different scaling times and whatnot in various environments. And past a certain point, it's okay, we're just going to have to run it ourselves on top of HAproxy or Nginx, or something like it, running in containers themselves; you're reinventing the wheel. Where is that boundary between, we're going to build this in a way that we can run anywhere and the reality that I keep running into, which is we tried to do that but we implicitly without realizing it built in a lot of assumptions that everything would look just like this environment that we started off in.AB: The good part is that if you look at the S3 API, every request has the site name, the endpoint, bucket name, the path, and the object name. Every request is completely self-contained. It's literally a HTTP call away. And this means that whether your application is running on Android, iOS, inside a browser, JavaScript engine, anywhere across the world, they don't really care whether the bucket is served from EU or us-east or us-west. It doesn't matter at all, so it actually allows you by API, you can build a globally unified data infrastructure, some buckets here, some buckets there.That's actually not the problem. The problem comes when you have multiple clouds. Different teams, like, part M&A, the part—like they—even if you don't do M&A, different teams, no two data engineer will would agree on the same software stack. Then where they will all end up with different cloud players and some is still running on old legacy environment.When you combine them, the problem is, like, let's take just the cloud, right? How do I even apply a policy, that access control policy, how do I establish unified identity? Because I want to know this application is the only one who is allowed to access this bucket. Can I have that same policy on Google Cloud or Azure, even though they are different teams? Like if that employer, that project, or that admin, if he or she leaves the job, how do I make sure that that's all protected?You want unified identity, you want unified access control policies. Where are the encryption key store? And then the load balancer itself, the load, its—load balancer is not the problem. But then unless you adopt S3 API as your standard, the definition of what a bucket is different from Microsoft to Google to Amazon.Corey: Yeah, the idea of an of the PUTS and retrieving of actual data is one thing, but then you have how do you manage it the control plane layer of the object store and how do you rationalize that? What are the naming conventions? How do you address it? I even ran into something similar somewhat recently when I was doing an experiment with one of the Amazon Snowball edge devices to move some data into S3 on a lark. And the thing shows up and presents itself on the local network as an S3 endpoint, but none of their tooling can accept a different endpoint built into the configuration files; you have to explicitly use it as an environment variable or as a parameter on every invocation of something that talks to it, which is incredibly annoying.I would give a lot for just to be able to say, oh, when you're talking in this profile, that's always going to be your S3 endpoint. Go. But no, of course not. Because that would make it easier to use something that wasn't them, so why would they ever be incentivized to bake that in?AB: Yeah. Snowball is an important element to move data, right? That's the UPS and FedEx way of moving data, but what I find customers doing is they actually use the tools that we built for MinIO because the Snowball appliance also looks like S3 API-compatible object store. And in fact, like, I've been told that, like, when you want to ship multiple Snowball appliances, they actually put MinIO to make it look like one unit because MinIO can erase your code objects across multiple Snowball appliances. And the MC tool, unlike AWS CLI, which is really meant for developers, like low-level calls, MC gives you unique [scoring 00:21:08] tools, like lscp, rsync-like tools, and it's easy to move and copy and migrate data. Actually, that's how people deal with it.Corey: Oh, God. I hadn't even considered the problem of having a fleet of Snowball edges here that you're trying to do a mass data migration on, which is basically how you move petabyte-scale data, is a whole bunch of parallelism. But having to figure that out on a case-by-case basis would be nightmarish. That's right, there is no good way to wind up doing that natively.AB: Yeah. In fact, Western Digital and a few other players, too, now the Western Digital created a Snowball-like appliance and they put MinIO on it. And they are actually working with some system integrators to help customers move lots of data. But Snowball-like functionality is important and more and more customers who need it.Corey: This episode is sponsored in part by Honeycomb. I'm not going to dance around the problem. Your. Engineers. Are. Burned. Out. They're tired from pagers waking them up at 2 am for something that could have waited until after their morning coffee. Ring Ring, Who's There? It's Nagios, the original call of duty! They're fed up with relying on two or three different “monitoring tools” that still require them to manually trudge through logs to decipher what might be wrong. Simply put, there's a better way. Observability tools like Honeycomb (and very little else because they do admittedly set the bar) show you the patterns and outliers of how users experience your code in complex and unpredictable environments so you can spend less time firefighting and more time innovating. It's great for your business, great for your engineers, and, most importantly, great for your customers. Try FREE today at honeycomb.io/screaminginthecloud. That's honeycomb.io/screaminginthecloud.Corey: Increasingly, it felt like, back in the on-prem days, that you'd have a file server somewhere that was either a SAN or it was going to be a NAS. The question was only whether it presented it to various things as a volume or as a file share. And then in cloud, the default storage mechanism, unquestionably, was object store. And now we're starting to see it come back again. So, it started to increasingly feel, in a lot of ways, like Cloud is no longer so much a place that is somewhere else, but instead much more of an operating model for how you wind up addressing things.I'm wondering when the generation of prosumer networking equipment, for example, is going to say, “Oh, and send these logs over to what object store?” Because right now, it's still write a file and SFTP it somewhere else, at least the good ones; some of the crap ones still want old unencrypted FTP, which is neither here nor there. But I feel like it's coming back around again. Like, when do even home users wind up instead of where do you save this file to having the cloud abstraction, which hopefully, you'll never have to deal with an S3-style endpoint, but that can underpin an awful lot of things. It feels like it's coming back and that's cloud is the de facto way of thinking about things. Is that what you're seeing? Does that align with your belief on this?AB: I actually, fundamentally believe in the long run, right, applications will go SaaS, right? Like, if you remember the days that you used to install QuickBooks and ACT and stuff, like, on your data center, you used to run your own Exchange servers, like, those days are gone. I think these applications will become SaaS. But then the infrastructure building blocks for these SaaS, whether they are cloud or their own colo, I think that in the long run, it will be multi-cloud and colo all combined and all of them will look alike.But what I find from the customer's journey, the Old World and the New World is incompatible. When they shifted from bare metal to virtualization, they didn't have to rewrite their application. But this time, you have—it as a tectonic shift. Every single application, you have to rewrite. If you retrofit your application into the cloud, bad idea, right? It's going to cost you more and I would rather not do it.Even though cloud players are trying to make, like, the file and block, like, file system services [unintelligible 00:24:01] and stuff, they make it available ten times more expensive than object, but it's just to [integrate 00:24:07] some legacy applications, but it's still a bad idea to just move legacy applications there. But what I'm finding is that the cost, if you still run your infrastructure with enterprise IT mindset, you're out of luck. It's going to be super expensive and you're going to be left out modern infrastructure, because of the scale, it has to be treated as code. You have to run infrastructure with software engineers. And this cultural shift has to happen.And that's why cloud, in the long run, everyone will look like AWS and we always said that and it's now being becoming true. Like, Kubernetes and MinIO basically is leveling the ground everywhere. It's giving ECS and S3-like infrastructure inside AWS or outside AWS, everywhere. But what I find the challenging part is the cultural mindset. If they still have the old cultural mindset and if they want to adopt cloud, it's not going to work.You have to change the DNA, the culture, the mindset, everything. The best way to do it is go to the cloud-first. Adopt it, modernize your application, learn how to run and manage infrastructure, then ask economics question, the unit economics. Then you will find the answers yourself.Corey: On some level, that is the path forward. I feel like there's just a very long tail of systems that have been working and have been meeting the business objective. And well, we should go and refactor this because, I don't know, a couple of folks on a podcast said we should isn't the most compelling business case for doing a lot of it. It feels like these things sort of sit there until there is more upside than just cost-cutting to changing the way these things are built and run. That's the reason that people have been talking about getting off of mainframe since the '90s in some companies, and the mainframe is very much still there. It is so ingrained in the way that they do business, they have to rethink a lot of the architectural things that have sprung up around it.I'm not trying to shame anyone for the [laugh] state that their environment is in. I've never yet met a company that was super proud of its internal infrastructure. Everyone's always apologizing because it's a fire. But they think someone else has figured this out somewhere and it all runs perfectly. I don't think it exists.AB: What I am finding is that if you are running it the enterprise IT style, you are the one telling the application developers, here you go, you have this many VMs and then you have, like, a VMware license and, like, Jboss, like WebLogic, and like a SQL Server license, now you go build your application, you won't be able to do it. Because application developers talk about Kafka and Redis and like Kubernetes, they don't speak the same language. And that's when these developers go to the cloud and then finish their application, take it live from zero lines of code before it can procure infrastructure and provision it to these guys. The change that has to happen is how can you give what the developers want now that reverse journey is also starting. In the long run, everything will look alike, but what I'm finding is if you're running enterprise IT infrastructure, traditional infrastructure, they are ashamed of talking about it.But then you go to the cloud and then at scale, some parts of it, you want to move for—now you really know why you want to move. For economic reasons, like, particularly the data-intensive workloads becomes very expensive. And at that part, they go to a colo, but leave the applications on the cloud. So, it's the multi-cloud model, I think, is inevitable. The expensive pieces that where you can—if you are looking at yourself as hyperscaler and if your data is growing, if your business focus is data-centric business, parts of the data and data analytics, ML workloads will actually go out, if you're looking at unit economics. If all you are focused on productivity, stick to the cloud and you're still better off.Corey: I think that's a divide that gets lost sometimes. When people say, “Oh, we're going to move to the cloud to save money.” It's, “No you're not.” At a five-year time horizon, I would be astonished if that juice were worth the squeeze in almost any scenario. The reason you go for therefore is for a capability story when it's right for you.That also means that steady-state workloads that are well understood can often be run more economically in a place that is not the cloud. Everyone thinks for some reason that I tend to be its cloud or it's trash. No, I'm a big fan of doing things that are sensible and cloud is not the right answer for every workload under the sun. Conversely, when someone says, “Oh, I'm building a new e-commerce store,” or whatnot, “And I've decided cloud is not for me.” It's, “Ehh, you sure about that?”That sounds like you are smack-dab in the middle of the cloud use case. But all these things wind up acting as constraints and strategic objectives. And technology and single-vendor answers are rarely going to be a panacea the way that their sales teams say that they will.AB: Yeah. And I find, like, organizations that have SREs, DevOps, and software engineers running the infrastructure, they actually are ready to go multi-cloud or go to colo because they have the—exactly know. They have the containers and Kubernetes microservices expertise. If you are still on a traditional SAN, NAS, and VM architecture, go to cloud, rewrite your application.Corey: I think there's a misunderstanding in the ecosystem around what cloud repatriation actually looks like. Everyone claims it doesn't exist because there's basically no companies out there worth mentioning that are, “Yep, we've decided the cloud is terrible, we're taking everything out and we are going to data centers. The end.” In practice, it's individual workloads that do not make sense in the cloud. Sometimes just the back-of-the-envelope analysis means it's not going to work out, other times during proof of concepts, and other times, as things have hit a certain point of scale, we're in an individual workload being pulled back makes an awful lot of sense. But everything else is probably going to stay in the cloud and these companies don't want to wind up antagonizing the cloud providers by talking about it in public. But that model is very real.AB: Absolutely. Actually, what we are finding with the application side, like, parts of their overall ecosystem, right, within the company, they run on the cloud, but the data side, some of the examples, like, these are in the range of 100 to 500 petabytes. The 500-petabyte customer actually started at 500 petabytes and their plan is to go at exascale. And they are actually doing repatriation because for them, their customers, it's consumer-facing and it's extremely price sensitive, but when you're a consumer-facing, every dollar you spend counts. And if you don't do it at scale, it matters a lot, right? It will kill the business.Particularly last two years, the cost part became an important element in their infrastructure, they knew exactly what they want. They are thinking of themselves as hyperscalers. They get commodity—the same hardware, right, just a server with a bunch of [unintelligible 00:30:35] and network and put it on colo or even lease these boxes, they know what their demand is. Even at ten petabytes, the economics starts impacting. If you're processing it, the data side, we have several customers now moving to colo from cloud and this is the range we are talking about.They don't talk about it publicly because sometimes, like, you don't want to be anti-cloud, but I think for them, they're also not anti-cloud. They don't want to leave the cloud. The completely leaving the cloud, it's a different story. That's not the case. Applications stay there. Data lakes, data infrastructure, object store, particularly if it goes to a colo.Now, your applications from all the clouds can access this centralized—centralized, meaning that one object store you run on colo and the colos themselves have worldwide data centers. So, you can keep the data infrastructure in a colo, but applications can run on any cloud, some of them, surprisingly, that they have global customer base. And not all of them are cloud. Sometimes like some applications itself, if you ask what type of edge devices they are running, edge data centers, they said, it's a mix of everything. What really matters is not the infrastructure. Infrastructure in the end is CPU, network, and drive. It's a commodity. It's really the software stack, you want to make sure that it's containerized and easy to deploy, roll out updates, you have to learn the Facebook-Google style running SaaS business. That change is coming.Corey: It's a matter of time and it's a matter of inevitability. Now, nothing ever stays the same. Everything always inherently changes in the full sweep of things, but I'm pretty happy with where I see the industry going these days. I want to start seeing a little bit less centralization around one or two big companies, but I am confident that we're starting to see an awareness of doing these things for the right reason more broadly permeating.AB: Right. Like, the competition is always great for customers. They get to benefit from it. So, the decentralization is a path to bringing—like, commoditizing the infrastructure. I think the bigger picture for me, what I'm particularly happy is, for a long time we carried industry baggage in the infrastructure space.If no one wants to change, no one wants to rewrite application. As part of the equation, we carried the, like, POSIX baggage, like SAN and NAS. You can't even do [unintelligible 00:32:48] as a Service, NFS as a Service. It's too much of a baggage. All of that is getting thrown out. Like, the cloud players be helped the customers start with a clean slate. I think to me, that's the biggest advantage. And that now we have a clean slate, we can now go on a whole new evolution of the stack, keeping it simpler and everyone can benefit from this change.Corey: Before we wind up calling this an episode, I do have one last question for you. As I mentioned at the start, you're very much open-source, as in legitimate open-source, which means that anyone who wants to can grab an implementation and start running it. How do you, I guess make peace with the fact that the majority of your user base is not paying you? And I guess how do you get people to decide, “You know what? We like the cut of his jib. Let's give him some money.”AB: Mm-hm. Yeah, if I looked at it that way, right, I have both the [unintelligible 00:33:38], right, on the open-source side as well as the business. But I don't see them to be conflicting. If I run as a charity, right, like, I take donation. If you love the product, here is the donation box, then that doesn't work at all, right?I shouldn't take investor money and I shouldn't have a team because I have a job to pay their bills, too. But I actually find open-source to be incredibly beneficial. For me, it's about delivering value to the customer. If you pay me $5, I ought to make you feel $50 worth of value. The same software you would buy from a proprietary vendor, why would—if I'm a customer, same software equal in functionality, if its proprietary, I would actually prefer open-source and pay even more.But why are, really, customers paying me now and what's our view on open-source? I'm actually the free software guy. Free software and open-source are actually not exactly equal, right? We are the purest of the open-source community and we have strong views on what open-source means, right. That's why we call it free software. And free here means freedom, right? Free does not mean gratis, that free of cost. It's actually about freedom and I deeply care about it.For me it's a philosophy and it's a way of life. That's why I don't believe in open core and other models that holding—giving crippleware is not open-source, right? I give you some freedom but not all, right, like, it's it breaks the spirit. So, MinIO is a hundred percent open-source, but it's open-source for the open-source community. We did not take some community-developed code and then added commercial support on top.We built the product, we believed in open-source, we still believe and we will always believe. Because of that, we open-sourced our work. And it's open-source for the open-source community. And as you build applications that—like the AGPL license on the derivative works, they have to be compatible with AGPL because we are the creator. If you cannot open-source, you open-source your application derivative works, you can buy a commercial license from us. We are the creator, we can give you a dual license. That's how the business model works.That way, the open-source community completely benefits. And it's about the software freedom. There are customers, for them, open-source is good thing and they want to pay because it's open-source. There are some customers that they want to pay because they can't open-source their application and derivative works, so they pay. It's a happy medium; that way I actually find open-source to be incredibly beneficial.Open-source gave us that trust, like, more than adoption rate. It's not like free to download and use. More than that, the customers that matter, the community that matters because they can see the code and they can see everything we did, it's not because I said so, marketing and sales, you believe them, whatever they say. You download the product, experience it and fall in love with it, and then when it becomes an important part of your business, that's when they engage with us because they talk about license compatibility and data loss or a data breach, all that becomes important. Open-source isn't—I don't see that to be conflicting for business. It actually is incredibly helpful. And customers see that value in the end.Corey: I really want to thank you for being so generous with your time. If people want to learn more, where should they go?AB: I was on Twitter and now I think I'm spending more time on, maybe, LinkedIn. I think if they—they can send me a request and then we can chat. And I'm always, like, spending time with other entrepreneurs, architects, and engineers, sharing what I learned, what I know, and learning from them. There is also a [community open channel 00:37:04]. And just send me a mail at ab@min.io and I'm always interested in talking to our user base.Corey: And we will, of course, put links to that in the [show notes 00:37:12]. Thank you so much for your time. I appreciate it.AB: It's wonderful to be here.Corey: AB Periasamy, CEO and co-founder of MinIO. I'm Cloud Economist Corey Quinn and this has been a promoted guest episode of 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 that presumably will also include an angry, loud comment that we can access from anywhere because of shared APIs.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.

Ravi Sreenath is doing great work in Ethiopia by supporting many students and teachers through accelerated learning. Ravi spoke about Ripple Research and how amazingly he has created powerful data for an excellent advisory firm in such a short period. About Ravi Sreenath and his journey. Over the last 16 years, Ravi Sreenath has worked with and advised Fortune 500 companies, multilateral and bilateral organisations, universities, government agencies and startups on strategy and social impact in Asia, Europe and Africa. He has held various positions at UBS Investment Bank, the World Intellectual Property Organisation, One Acre Fund, the Ethiopian Agricultural Transformation Agency and the Economic Policy Analysis Unit of the PM's Office in Ethiopia. He has significant strategic and operational expertise in technology, smallholder agriculture, education and capacity building and investment promotion in light-manufacturing and clean technology. Before Ripple Research, Ravi also launched and scaled an award-winning ed-tech startup in Africa. He holds a Bachelor's in Computer Science Engineering and an MBA from Université de Genève and IIM-A. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Kenny Shin, CTO @ Fundrise, joins us to discuss Fundrise's journey, specialization dilemmas as an early-stage org, why specializing eng functions can help overcome plateaus in the business, plus other insights on operating in highly regulated environments like FinTech. He also reveals another dimension of the product design process – legal / regulators – and shares how regulatory environments impact the eng team's developmental process. Plus Kenny dishes on Fundrise's Innovation Fund, its impact on the engineering org, and how they're re-applying tech in new sectors.ABOUT KENNY SHINKenneth J. Shin (@kennyshin7) is Chief Technical Officer of Fundrise, America's largest direct-to-investor alternatives investment manager. He has served in this role since the company's inception in March 2012.Fundrise's mission is to use technology to build a better financial system for the individual investor, one that is simpler, lower cost, more reliable and transparent. They build software that enables the company to develop and manage investments uniquely well-positioned to grow and preserve their clients' capital in any economic environment.Since launching America's first online real estate investment platform in 2012, Fundrise has now become the largest direct-to-investor alternatives investment manager with more than 1.6 million active users, more than $3.3 billion worth of equity under management, and $7 billion worth of real estate transacted. From private credit to real estate private equity to growth-stage venture capital, Fundrise offers investors exposure to some of the most prized asset classes in the world.Prior to Fundrise, Kenny has consulted for Fortune 500 clients in financial services and technology, including Fannie Mae, Oracle, Lockheed Martin and Computer Science Corporation. Kenny has also consulted for government clients including the Federal Bureau of Investigation, Department of Defense and NATO. Kenny earned his Bachelor of Science in Computer Science Engineering from the University of Pennsylvania."The entire industry generally has to try to abstract all of that complexity and regulation away from the end user and the companies that do that the best, that's one of their main value propositions.I think it's key to our operations because the opposite of it is you leave that complexity to a few subject matter experts in the organization and they become the bottleneck for everything.”- Kenny Shin    Check out  QA Wolf!Looking for a way to increase end-to-end test coverage, speed up your release cycles and reduce bugs from shipping to production? QA Wolf will build, run and maintain your test suite - so that you don't have to.QA Wolf gets you to 80% automated end-to-end test coverage in 4 months - and keeps you there – So your team can stay focused on shipping!Learn more & schedule a 30 min demo at qawolf.com/elc Looking for ways to support the show?Send a link to the show to your marketing team! https://sfelc.com/podcastsIf your company is looking to gain exposure to thousands of engineering leaders and key decision-makers, we have sponsorship opportunities available.To explore sponsor opportunities, email us at hello@sfelc.com SHOW NOTES:Kenny's journey co-founding Fundrise (2:37)What Kenny's early risk assessment looked like (4:58)Advice for young eng talent considering taking a riskier role (8:12)Fundrise's evolution & key inflection points (9:45)How Fundrise tackled uncertainty during the pandemic's early days (11:52)Addressing specialization dilemmas as an early-stage org (14:45)Why specializing eng functions helped Fundrise overcome its plateau (16:08)Kenny's approach to identifying new opportunities around specialization (19:53)Challenges of operating in a constrained space, like Fintech (23:38)Why constrained industries require orgs to abstract away more complexities (25:03)How regulatory environments impact the eng team's developmental process (26:46)Incorporating legal / regulators into your product design process (29:17)The Innovation Fund & its role within Fundrise's overall strategy (31:52)Unexpected ways the Innovation Fund is impacting the engineering function (34:04)Rapid fire questions (36:47)LINKS AND RESOURCESCrying in H Mart - In this exquisite story of family, food, grief, and endurance, Michelle Zauner proves herself far more than a dazzling singer, songwriter, and guitarist. With humor and heart, she tells of growing up one of the few Asian American kids at her school in Eugene, Oregon; of struggling with her mother's particular, high expectations of her; of a painful adolescence; of treasured months spent in her grandmother's tiny apartment in Seoul, where she and her mother would bond, late at night, over heaping plates of food.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Born and raised on her family's 7-acre ranch in Auburn, Washington, African American sculptor Marita Dingus has been exhibiting her artwork locally and internationally for over 30 years. Working almost exclusively with found objects of every possible variety, Dingus's work is a commentary on the enslavement of African people, recycling, and the politics of poverty. Her signature African-inflected figures of all sizes have become a familiar sight in the region, having been shown at galleries, museums, outdoor installations, and even on the walls of Town Hall Seattle, where her piece “Woman as the Creator” can be viewed on the 1st Floor. Gary Faigin talks with her about her long career and where she plans to go from here. Marita Dingus attended Tyler School of Art at Temple University in Philadelphia (BFA, 1980) and San Jose State University (MFA, 1985). She has received a Visual Art Fellowship from Artist Trust (1994), a John S. Guggenheim Fellowship (1999), and the Morrie and Joan Alhadeff PONCHO Artist of the Year Award (2005). Dingus has had solo shows at Henie Onstad Kunstsenter and The Stenersen Museum, both in Norway (2002, 2006), as well as the Museum of Glass in Tacoma, WA (2005 – 2006). Her work has been included in Nature/Culture organized by The Society for Contemporary Craft in Pittsburgh (2006 – 2008), Outwin Boochever Portrait Competition at the National Portrait Gallery in Washington, DC (2006 – 2007) and 21st Century American Women Artists at the Residence of the United States Ambassador to NATO in Brussels, Belgium (2006 – 2010). Her work is in many regional museums and corporate collections. Dingus currently lives and works in the state of Washington and is represented by Traver Gallery in Seattle. Painter, critic, and author Gary Faigin is cofounder and Artistic Director of Gage Academy of Art in Seattle, as well as the school's Still Life Atelier instructor. Faigin also serves as a Lecturer in the Department of Computer Science & Engineering at the University of Washington, where he teaches facial expressions to graduate animation students and works on a research team studying the human perception of stylized facial expressions. He has taught in art schools across the country including the National Academy of Design and the Parsons School of Design. In 2001, Faigin published his first book, The Artist's Complete Guide to Facial Expression, which has since been translated into seven languages and reprinted sixteen times. Presented by Town Hall Seattle and the Gage Academy of Art.

Host Jeremy Hitchcock sits down with Daniel Turner the Co-Founder and CEO of TRAXyL who invented a way to “paint” fiber optics and other infrastructure directly onto paved surfaces. He has previously worked for the federal government managing complex and strategic technical development projects. Daniel graduated from Virginia Tech with a Computer Science Engineering degree minoring in Math. While at TRAXyL, he has successfully executed on NSF and Air Force SBIR Phase I & Phase II's and has led the effort to win additional contracts with the U.S. Army Corps of Engineers and Air Force.

What if you discovered a 60 second assessment you could do each morning with no special equipment that would essentially let you see how your body is responding to various stressors and changes to daily habits like sleep, alcohol intake, exercise and more? Now there is – and the insights anyone can garner from this info can be a game-changer in our lives, regardless of our focused pursuit. Welcome to the Catalyst 360 Podcast – your trusted source for engaging, evidence-based health, wellness & performance insights. Today's guest is Dr. Marco Altini, one of the world's foremost experts in something called HRV or Heart Rate Variability. Dr. Altini holds a PhD in Data Science & a pair of Masters degrees in Computer Science Engineering & Human Movement Science.  He is also the creator of a powerful app called HRV4Training that has been fully validated for its accuracy. If you've been a listener here for long, you've heard several guests note the intrigue around HRV. Two guests specifically – with no sponsorship connection – identified Dr. Altini's tool as the tool of choice and he was very kind to accept our invitation to dig into the details as our guest. A brief note about today's format: The first portion of our discussion will focus in on HRV & the value it brings to overall health, wellness & performance. We'll then spend the back half of the discussion focusing on its use to enhance athletic performance along with a few specific questions about deeper layers of the app. So, whether you're curious about the application to everyday life or want to dig into fitness details, we'll cover it.For more information about the Catalyst Community, earning your NBHWC-approved health & wellness coach certification, the annual Rocky Mountain Coaching Retreat & Symposium and much more, please see https://www.catalystcoachinginstitute.com/ or reach out to us Results@CatalystCoachingInstitute.comLooking for weekly tips, tricks and turbo boosts to enhance your life? Sign up for the CATALYST 5 here, a brief weekly bullet point list of 5 ideas, concepts or boosts Dr. Cooper has discovered to improve your personal and professional life! If you'd like to share the Be A Catalyst! message in your world with a cool hoodie, t-shirt, water bottle stickers and more (100% of ALL profits go to charity), please visit https://teespring.com/stores/be-a-catalyst If you are a current or future health & wellness coach, please check out our Health & Wellness Coaching Forum Group on Facebook: https://www.facebook.com/groups/278207545599218.  This is an awesome group if you are looking for encouragement, ideas, resources and more. Finally, if you enjoy the Catalyst Podcast, you might also enjoy the YouTube Coaching Channel, which provides a full library of freely available videos covering health, wellness & performance: https://www.youtube.com/c/CoachingChannelContact us: Results@CatalystCoachingInstitute.comTwitter: @Catalyst2ThriveWebsite: CatalystCoachingInstitute.com

What's it really like to get a master's degree? How does the workload compare to a bachelor's degree? Learn from Stephen Sam, a Cloud and LexMobile Solutions Software Developer at LexMark. Stephen recently graduated from the University of Connecticut with a Masters in Computer Science & Engineering. During his master's program, he was a GEM-Full Fellow and active member of his local National Society of Black Engineers chapter. Stephen is also a co-host to the podcast, After Dinner Conversations, discussing challenges in adulthood. In this episode, we talk about everything grad school: when to get your master's, your advisor's role, the experience of taking the GRE, the workload, the experience of doing research, and how a fellowship can help. Mentioned in This Episode: GEM Fellowship: gemfellowship.org Lexmark: lexmark.com NSF Graduate Research Fellowship Program (GRFP): nsfgrfp.org After Dinner Conversations Podcast: linktr.ee/AfterDinnerConversations Pass the Aux Vol. 1 (Spotify): spoti.fi/3FpcAkq Connect with Stephen: LinkedIn: bit.ly/30DAhaa Instagram: @ReigningBoss After Dinner Conversations Instagram: @adconvos Follow Blossoming Technologist: Instagram @blossoming_tech Twitter @blossoming_tech LinkedIn /blossoming-technologist Connect with Marisa: Twitter @marisahoenig LinkedIn /marisahoenig Credits: Podcast Production by Marisa Hoenig Social Media Marketing & Episode Cover Art by Lucy Zheng Podcast Logo by Kendal Goodell @goodelldesigns

Stuart Reges is an award-winning professor at the University of Washington in the Allen School of Computer Science & Engineering. The Allen School encourages professors to include on their syllabi a statement recognizing that the land on which the university sits was once owned by indigenous tribes. Professor Reges disagreed with the University's “Indigenous Land Acknowledgement Statement” — instead, he challenged his students and fellow faculty to consider the utility and performative nature of land acknowledgments by including a modified statement on his syllabus.The University's administrators later concluded that the professor's viewpoint was “offensive” and “inappropriate,” and created a "shadow" section of Professor Reges's class. The school next launched an investigation of the professor under a policy that prohibits “unacceptable” and “inappropriate” speech. The investigation has been ongoing since March 2, 2022, and carries the threat of termination. On July 13, 2022, Reges sued University of Washington officials to challenge the investigation and punishment as viewpoint discriminatory, and the policy as unconstitutionally overbroad and vague. Representing Reges is Josh Bleisch, Faculty Legal Defense Fellow at the Foundation for Individual Rights and Expression, who joins us to discuss the status of the case.Featuring:Joshua Bleisch, Faculty Legal Defense Fund Fellow, The Foundation for Individual Rights and Expression

Ian Taylor is CTO and co-founder at SIMBA Chain. Currently, Ian is a Full Research Professor at the University of Notre Dame (on leave) at the School of Computer Science Engineering and a computational scientist at the Computing Research Center. Also previously, Ian is a full Professor at Cardiff University, UK. He has managed more than 15 research projects for Cardiff University,  Ian's research over the last 25 years has covered a broad range of distributed computing areas but he now specializes in Blockchain, machine learning, MANETs, open data access, Cloud computing, Web dashboards/APIs, big data applications, and distributed scientific workflow.  Join Michael as he interviews Ian about the benefits of Simba Chain and how it works.Dive in and find out all about Ian Taylor, Simba Chain, and how they are helping to take businesses from web 2 into web 3 and more!If you missed part 1 of our Simba Chain interview series, then check out the interview here with Michael and Bryan Ritchie, CEO of Simba Chain.Check out the Simba Chain site https://simbachain.com/Full Show Notes at: https://newtocrypto.io/podcast/simba-chain-ian-taylor/SUBSCRIBE, RATE, & REVIEW:Apple Podcast: https://newtocrypto.io/itunesGoogle Podcasts: https://newtocrypto.io/google-podcastsSpotify: https://newtocrypto.io/spotifyFOLLOW ON SOCIAL MEDIA:Twitter: @CryptoTravels5Instagram: @cryptotravelsmichaelEmail: show[at]newtocrypto[dot]ioWe are very happy to announce our sponsor.This episode is brought to you byBrave and Brave Wallet is built by a team of privacy-focused, performance-oriented pioneers of the web.Brave was co-founded by Brendan Eich & Brian Bondy. Brendan Eich is the creator of Javascript and was a co-founder of Mozilla Firefox.Download the Brave privacy browser at https://brave.com/newtocryptoThe New to Crypto Podcast is designed to guide you through the crypto landscape with pinpoint accuracy. New episodes are added daily. Be sure to subscribe to the podcast and listen to all of the episodes to help you in your cryptocurrency journey.I'd love to hear from you! Email me at show@newtocrypto.io and let's chat.LEAVE A REVIEW + help someone who wants to grow their understanding of cryptocurrency by sharing this episode.DISCLAIMER:New To Crypto is a podcast for entertainment purposes only. All opinions expressed by the hosts and guests should not be considered as financial advice. Views expressed by guests and the host do not reflect the views of the show. Listeners should perform their own research. Sponsorships, which are clearly disclosed, are informational in nature and do not constitute a call to action to purchase cryptocurrency. This channel does not offer the purchase or sale of securities. New to Crypto Podcast is not responsible, directly or indirectly, for any damage or loss caused by, alleged to be caused by, or in connection with the use of or reliance on any content, goods or services mentioned in this published media.Support the show: https://newtocrypto.io/

Human Resource organizations are experiencing the first impacts of what is shaping up to be a paradigm shift as the world transitions towards a digital economy. To add to the mix, in a world that is just about recovering from a Global Pandemic, while simultaneously facing uncertainties caused by inflation, how can HR leaders pivot their organizations to become true strategic business partners? To shed a light on this topic, I am joined by Shilpa Rani. She is a part of the Global Industry and Value Advisory team and working as a Director for Hire to Retire process in Value Content and Thought leadership. Prior to her existing role, she worked in HCM functional consulting and core HR areas. Throughout her 11+ years career at SAP and Infosys, she has challenged herself to take on multiple opportunities across HR consulting, value management, people management and organizational development. Her passion for HR is what keeps her going. She loves helping customers realize the full value potential of employee experience. Shilpa holds a Masters in Human Resources, and a Bachelors in Computer Science Engineering. She lives in Sydney, Australia with her husband and 5-year-old son. As always, my name is Akshi Mohla and you're listening to SAP Experts Podcast. Please be sure to like, share and subscribe!

In this episode of ACM ByteCast, Rashmi Mohan hosts 2020 ACM Grace Murray Hopper Award recipient Shyam Gollakota. He is a Torode Professor and leads the Networks and Mobile Systems Lab at the University of Washington's Paul G. Allen School of Computer Science & Engineering. Shyam is the recipient of many awards and recognitions, including a SIGMOBILE Rockstar award, 2021 Moore Inventor Fellowship, MIT Technology Review's 35 Innovators Under 35, Popular Science ‘brilliant 10,' and the Forbes' 30 Under 30 list (twice). His group's research has earned Best Paper awards at many top conferences, appeared in interdisciplinary journals like Nature, Nature Communications, Science Translational Medicine, and Science Robotics, and was named as an MIT Technology Review Breakthrough Technology of 2016 as well as Popular Science top innovations in 2015. Shyam's research covers a variety of topics, including mobile machine learning, networking, human-computer interaction, battery-free computing, and mobile health. He works across multiple disciplines including computer science, electrical engineering, mechanical engineering, biology, and medicine. His work has been licensed by ResMed Inc, led to three startups (Jeeva Wireless, Sound Life Sciences, and Wavely Diagnostics), and is in use by millions of users. Shyam, who didn't know how to type on a keyboard until the age of 16, relates how he got into CS and discovered that more than just programming, it's also a toolkit people can use to build systems like an artist and solve some of the world's most pressing problems. He describes his work around the ambient backscatter, which uses existing radio frequency signals to power devices, and wind dispersal powered devices (and how the common dandelion provided inspiration for this research). Shyam and Rashmi also talk about his work on devices used for sleep apnea and tracking and the broader promise of ubiquitous computing in healthcare, such as democratizing medical attention to areas that don't have the same resources as the Western world. Finally, Shyam gives some insights into the entrepreneurial journey and looks toward the future of healthcare technology.

Robotic devices, including uncrewed aerial vehicles (UAVs), can play a crucial role in disaster response operations. In this podcast, Dr. Murphy, a professor Computer Science & Engineering at Texas A&M University and a pioneer in the field of disaster robotics, discusses the history on uncrewed aerial systems in disaster response, the barriers to adoption, government regulations, the importance of wireless communications in robotic disaster operations, and her hopes for the future. In addition, she talks about the importance of training for disaster response professionals using UAVs, and she explains the training she offers through the organization Women in Drones.

This week we are thrilled to feature Peter Kuperman on our podcast. Peter Kuperman is the co-founder and the CEO of Hatch Coding, a Toronto-based code school for kids and teens. The company runs a software platform that publishes instructional materials for schools and districts. Their newest product takes students aged 13+ from any starting point to being able to earn money as a software engineer. Through his earlier positions with organizations such as the Center for Energy & Environmental Policy Research at MIT, he gained experience from researching companies to building financial models. Peter Kuperman holds a degree in Computer Science Engineering and a B.Sc. Economics (Finance) from the University of Pennsylvania. Tune into this week's episode to learn more about Opening up choices with Peter Kuperman. 

Sue Stockdale talks to Sanzar Kakar about his life as an entrepreneur in Afghanistan, how he measures success, and how the company pivoted to support the recent humanitarian crisis in the country. Sanzar Kakar is the Chairman of Afghanistan Holding Group, a 13-year-old private firm with 350 Afghan team members that has served over 700 international organizations. Ventures include Moore Afghanistan (accounting and consulting), Afghanet (internet service), Mezan (school), F45 Training (fitness), BusinessDNA (media), Hesab (payments), and BBR (transport). Mr. Kakar graduated from the University of Pennsylvania with a Bachelor of Science in Computer Science Engineering and from Warwick Business School with a Master's in Business Administration. At the University of Pennsylvania, Sanzar served as the Manager of the Wharton Graduate Association. Following his undergraduate degree, he worked for Merrill Lynch as a Technology Analyst on a trading desk for bonds and equities, creating a link for automatic reporting to the New York Stock Exchange.Mr. Kakar started in Afghanistan as an Investment Associate for Acap Partners, setting up a $20 million venture capital facility and sourcing over 300 new deals for consideration. He joined as an Executive Advisor to the Attorney General's Office of Afghanistan on a U.S. Department of State program to reorganize the institution and set up a national paper and computer criminal case management system spanning seven-justice institutions. Later, Sanzar served as the Economic Advisor for the Afghanistan Investment Climate Facility, setting up operational and fiduciary requirements for the seven-year £30 million grant facility in Kabul, followed by a promotion to Deputy Interim Team Leader. Mr. Kakar speaks English, Pashtu, and Dari.Find out more about Afghanistan Holding Group at the website. https://ahg.com.af This series is kindly supported by Squadcast –the remote recording platform which empowers podcasters by capturing high-quality audio and video conversations. Find out more at squadcast.fmKey Quotes:‘I like to start new ventures and new opportunities.'‘I think Afghans in general have an incredible entrepreneurial spirit.'‘It is the greatest humanitarian crisis probably of our lives and anything we can do to try to address it and help people in their time of greatest need, it's an obligation upon us.'‘I'm very much from the technology background, and technology is a lot about scale. You can accomplish a lot of things through technology by making a bigger difference and bigger impact.'‘I'll be able to look back and say, I tried my best and I was able to help the most number of people. And that would be a great measure of success for us.'‘What I learned more and more about myself is that the value of helping others.'‘I'm a very visual person often making charts and diagrams and try to imagine things differently, imagine things, better'.Read the transcription for this episode on www.accesstoinspiration.org and connect with us:Twitter www.twitter.com/accessinspirat1 Facebook www.facebook.com/accesstoinspiration Instagram www.instagram.com/accesstoinspiration LinkedIn www.linkedin.com/company/access-to-inspiration/Sign up for our newsletter http://eepurl.com/hguX2b Read our Impact Report https://bit.ly/3hElalv Sound Editor: Matias de Ezcurra (he/him)Producer: Sue Stockdale (she/her)

About JohnnyJohnny was born in Cleveland, OH and graduated from the University of Toledo with a Bachelor's in Computer Science Engineering. He began his career as a software engineer focused on embedded device protocols and systems engineering. Eventually he realized that Program Management worked better with the grain of his brain, so he took his career in that direction.In 2019, he was hired by Google Cloud to serve as a Communications Lead on their incident management teams. Most recently, he joined Waymo in November 2021 as a Technical Program Manager, acting as an anti-entropy agent for the self-driving car company's offboard infrastructure teams.Outside his day job, Johnny enjoys mountain biking, playing piano and trumpet, personal finance, coaching, and studying complex systems. He currently lives in Sunnyvale, CA with his wife Emily, and is expecting their first child in April 2022! Links: Original Twitter thread: https://twitter.com/QuinnyPig/status/1436129343399346184 Personal website: https://jmpod.com LinkedIn: https://www.linkedin.com/in/jmpod Twitter: https://twitter.com/gratitudeisfree/ Instagram: https://www.instagram.com/gratitudeisfree/ 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: Couchbase Capella Database-as-a-Service is flexible, full-featured and fully managed with built in access via key-value, SQL, and full-text search. Flexible JSON documents aligned to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling while reducing cost. Capella has the best price performance of any fully managed document database. Visit couchbase.com/screaminginthecloud to try Capella today for free and be up and running in three minutes with no credit card required. Couchbase Capella: make your data sing.Corey: This episode is sponsored in part by LaunchDarkly. Take a look at what it takes to get your code into production. I'm going to just guess that it's awful because it's always awful. No one loves their deployment process. What if launching new features didn't require you to do a full-on code and possibly infrastructure deploy? What if you could test on a small subset of users and then roll it back immediately if results aren't what you expect? LaunchDarkly does exactly this. To learn more, visit launchdarkly.com and tell them Corey sent you, and watch for the wince.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Every once in a while I get feedback from people who I've encountered who are impacted in various ways. Most of it is feedback delivered of the kind you might expect, like, “Unsubscribe me from this newsletter,” or, “Block,” or sometimes bricks thrown through my window. But occasionally, I get some truly horrifying feedback, and far and away one of the most horrifying things I can ever be told is, “So, I was reading one of your tweet threads and it changed the course of my career.”It's like, “Oh, dear,” because nothing good is going to happen after something like that. It's, “Yeah, they were going to name something terrible here at AWS, so I ran over my boss in the parking lot,” is sort of what I'm expecting to hear. But I got that exact feedback about life-changing tweet threads from today's guest. We'll get into what that tweet thread was a little bit, but let's first let the other person talk for a minute. Johnny Podhradsky is a technical program manager at Waymo. Specifically, of Offboard Infrastructure. Johnny, thanks for suffering through a long, painful introduction, as well as, more or less, the slings and arrows that invariably come with being on the show.Johnny: Thanks, Corey. I'm grateful to be here.Corey: So, first things first. I always like to find out what people actually do for a living that is usually a source of entertainment, if nothing else. You are a technical program manager—or TPM as they say in tech companies—of Offboard Infrastructure. I'm assuming because Waymo, is at least theoretically, a self-driving car company, ‘offboard' means things that are not on the vehicle themselves.Johnny: That's exactly right. Yeah.Corey: Fantastic. Now, ask the dumb question because I'm still not sure I have an answer after however many years in this industry. What does a technical program manager do?Johnny: [laugh]. I get that question a lot. Often people try to distinguish between what's a technical program manager do versus what does a product manager do.Corey: Or a project manager, too, because there's a lot of different ways it can express itself, and I'm a PM, and it's, “Oh, wonderful. That's like four different acronyms I can disambiguate into and I'm probably going to get it wrong.”Johnny: And to make it even more confusing, it varies company by company. So, just focus in on specifically what I do as a technical program manager, I'm an anti-entropy agent, right? I make sure things stay on track, specifically embedded into technical teams. So, I have a degree in engineering; I'm able to speak fluently about technology. And the entire idea, the entire purpose of my existence is to make sure that things don't fall apart. So, I'm keeping track of people and resources; I'm keeping track of overall timelines; risks and mitigations for programs that are ongoing, whether they're small with just a few people or cross-org, cross-functional teams; serving as an unblocker and making sure that all the dependencies that exist between the various tasks in the teams are addressed ahead of time so that we know what needs to be done when.Corey: It's one of those useful almost glue functions, it feels like that is, “Well, what have you actually built? Point at the thing you've constructed yourself from your hands on your keyboard?” And it's hard to do and it's very nebulous, when you're not directly able to point to a website, for example. “Yeah, you see that button in the corner? I made that button.” Great.Like, that's the visceral thing that people can wrap their heads around. Project and program management feels to me like one of those areas that, in theory, you don't need those people to be a part of building anything, but in practice you very much do. Another example of this—from my own history, of course—is operations because in theory, you just have developers write code correctly the first time and then they leave it where it is and it never needs to be updated again, and there's no reason to have operations folks. Yeah. As they say, the difference between theory and practice is that in theory, there is none.Johnny: I'll buy that. Yeah, when it comes to actual, I mean, digital, but physical deliverables and things that you can show that you've done, there are standards that you can have with documentation, like Gantt charts and risk registers and all that sort of thing, but it is very much a glue role. It is very much a gentle nudge to get things done. And it really revolves around the transparency and making sure that the people who are invested in the success of whatever it is that you're doing program-wise are aware of what's going on as far ahead of time as possible. That's why I like to consider it sort of an anti-entropy role because things will just naturally go off the rails if no one is there to help guide them.I mean, that doesn't happen in every situation, of course, but having someone dedicated to the role of making sure that things are moving according to a good rhythm is a critical role. And it just so happens that that is sort of the way the grain of my brain works and I discovered that throughout the course of my career.Corey: So, let's get back to the reason you originally reached out to me. I think that is always an interesting topic to explore because whenever someone says, “Wow, your tweet really helped me with my career,” I get worried. Because as I said before, I am one of the absolute best in the world at getting myself fired from jobs, so when it comes to being a good employee, mostly my value is as a counter-example of advice I'll give [unintelligible 00:05:49] job interviews. For example, when they say something condescending and rude, insult them right back because A, it's funny, and that plays well on Twitter. And B, interviews are always two-way streets, and if they're going to treat you like crap, you don't want to work there anyway, so you may as well have some fun with it. But a lot of what I say doesn't really lend itself to the kind of outcomes that lead to happy employment scenarios. So, I've got to ask, what the hell did I say?Johnny: Yeah, it was kind of serendipitous. I'm in a number of Slack communities, one of them being the Cleveland Tech Slack—if you're in Cleveland or around Cleveland, I highly recommend it—and someone just randomly posted this thread right in the middle of me interviewing at Waymo. So, previously before Waymo, I was at Google, and I loved my job. I loved the team that I was on, I loved the—I mean, I was still very much in the honeymoon phase of Silicon Valley. I had moved to Silicon Valley from Cleveland in 2019 with my then fiance.And so I was just, you know, bright-eyed and bushy-tailed, and everything was just incredible to me; why would I ever consider leaving this? So, I had an interview at Waymo and I ended up getting an offer and I just didn't know whether I should take it. Because I loved where I was at and I really enjoyed the opportunities, so it was just, you know, ten out of ten. One of the things that I was thinking about then was, you know, I kept thinking back to our first team dinner where our teammates were sharing their stories of their careers. And my mentor, Ted, had mentioned how he had worked on the iPhone at Apple and was in the same room with Steve Jobs.And me being a Cleveland boy, just it sounded like, “Whoa.” My eyes got really big like dinner plates. And it's just like, “I'm sitting at a table with people who have done these things with these people.” And I was wondering, like, what did that mean for my career? And so where did I want to take my career and have those kinds of stories? So fast-forwarding, you know, I was interviewing at Waymo; I ended up getting the offer. And I was just on the fence; I couldn't decide if that was the way I wanted to go, if I really wanted to leave my amazing job at Google.Corey: What was holding you back on that? Was it a sense of well you want to be disloyal to the existing team? You were thriving in the role you're in? Was it the risk of well, I don't know how I'll do in a different company solving different problems? What was it that was holding you back?Johnny: It was all of those. When you do an apples-to-apples comparison, you don't really know what you're getting into when you're going to a new company, and that's part of why your thread was so critical in making my decision. Just to say exactly what you said in the tweet, “So, an anonymous Twitter person DM'ed me this morning with a scenario. Quote, ‘I work at a large cloud company that makes inscrutable naming decisions, and I have an offer elsewhere for 35% more. Should I take it?'” to which you said, “Oh, good heavens, yes. A thread.”What followed is a number of questions that you asked exactly like you just asked now and your short answers to them. And they were just so on point and so quick, and it was so serendipitous for me to see that because this ended up being the tipping point that made me decide that, yes, this is the direction that I want to go. And you know, I'm—let's see, I started in November, so five months into the role. It was more than I ever expected; it's harder than I ever expected, but I'm growing so much, I'm getting a ton of eustress, if you're familiar with that concept of the positive stress that makes your muscles grow. And just wanted to give back to you and in thanks and gratitude for being that tipping point. And that thread definitely led me down this path, so thank you for that.Corey: It's interesting because so far as of this recording, there are no two podcast episodes that came out of that thread because, to be clear, this was the thread-summary of a half-hour conversation I had with the person who messaged me about whether or not she should take the role. Because her manager had gone to bat for her to give her a raise and… yeah, she wanted to be loyal and show thanks for that. Which I get, but the counterpoint to that is okay, you turn down the offer out of loyalty. Great. A month goes by.Now, your manager tells you that he or she is leaving to go work at a different company. Well, that opportunity is gone. Now, what? When it comes to career management, you can't love a company because the company can't ever love you back. And I got some pushback on that from Brian Hall, the VP of Product Marketing at Google Cloud—something about Google seems to be inspiring feedback on this one—because he spent something like 20 years at Microsoft and learned how to work within an organization, and then transfer jobs a couple of times to Amazon, they tried to non-compete lawsuit him on the way out—because, I don't know, his PowerPoints were just that amazing or something, or they're never going to replace his ability to name services badly—who knows why.But he took the other position on this. And I'm not saying that my way is always right, it is provably not, as a self-described terrible employee, but it really is interesting that that's the thing that resonated the most. I take a very mercenary approach to my career and I'm not convinced that's at all the best way, but when someone dangles a significant opportunity in front of you, I always take the view that it's better to explore and learn something about yourself if it appeals and the rest of the stars tend to align. And there's a certain reluctance to go out and try new things, but it's not like you're leaving your family. It's not like you're selling out people who've come to depend on you.Employment is fundamentally a business transaction and the company is never going to be able to have any sort of feeling for you, so you shouldn't necessarily have this sense of loyalty, and oh, it'd be it would leave the team in the lurch if I left. That is the company's problem to deal with. No one is irreplaceable.Johnny: Yeah, and a lot of times when you were talking there, you talked about ‘the company, the company,' but really, it's the people that you're working with that—and that was really what was weighing on me the most. I found myself in the same position. I had just recently gotten promoted. You know, my manager, and my team had gone to bat for me a lot, and so it's hard for me to walk away. But it was ultimately the strong relationships that I had built with the team and my managers over time that allowed me to make this step because as a program manager, I'm always thinking that anything I work on needs to survive multiple generations of stakeholders.So, everything that I do on a day-to-day basis has a breadcrumb trail, so that, hey, if I were to get hit by a bus tomorrow, someone with minimal amount of effort, can pick that up and move forward. And I've actually built that mindset into my entire career. Walking away from a role, you know, it'll always leave a gap, it'll always be challenging for the people and the teams around you, especially if you, you know, have a great affection for them, but by setting myself up to exit and still being there, since you know, Waymo is within the Alphabet companies and I can still talk with my old team, it wasn't like I was completely leaving; I was kind of still there if I needed to be, if they needed help or needed to find something. But I can definitely see what how that would be challenging moving to a totally different company. But yeah, it's really important that if you're thinking about exiting, you have a good exit plan. And I'm all about planning as a program manager, and that just helped kind of grease the wheels a little bit.Corey: I want to call it my own bias. You're right, I use the term team and company interchangeably because that's been my entire career. I, right now, have 12 employees here at The Duckbill Group and it is indistinguishable for me to make any meaningful distinction between team and company. Personally, I'm also not allowed to leave the company, given that I own it, and it looks really bad to the rest of the team if I decide, yeah, I'm going to go do something else now. People don't like playing games with their future.You're on the exact opposite end of a very wide spectrum. It's not that Google slash Alphabet is a big company, but you went from working on cloud computing to self-driving cars and you didn't leave the company, you're still at the same place as far as the benefits, the tenure, the organization, the name on the paycheck in all likelihood, and a bunch of other niceties as well. It almost presents is looking a little bit more like a transfer than it does leaving for a brand new job slash company.Johnny: It definitely was a soft landing to go from Google to Waymo. There were a lot of risks—again, talking about risks and mitigations—that I was concerned about that we're just kind of alleviated by the fact that okay, you can keep your same health care plan and various other things. So, that made it a soft landing for me. But yeah, it really was just making sure that the thing that I was working on at Google was able to be carried forward by the team and the people that I really enjoyed working with. So.Corey: As you went through all of this, you said that you were in Ohio before you wound up taking the job at Google—Johnny: Yeah, Cleveland [crosstalk 00:14:22].Corey: —and one of the best parts about Ohio [unintelligible 00:14:22] family and spending time there is you get to leave at some point. And—Johnny: [laugh].Corey: There was a large part of that of, great. I felt the same way growing up in Maine, let's be very clear here, where when I came to California, it was going to this storied place out of legend. And that was wild. And once your worldview expands, it feels very hard to go back again. At least for me.It took me years to really internalize that if this particular job or this particular path didn't work out, my failure mode—if you want to call it that—was not and then I return to Maine with my tail between my legs and go back to the relatively dead end retail fast food job that I was working before, comparatively. No. It's like, you go in a different direction; you apply the skill set; you have the stamp of validation on you. I mean, you have something working for you that I never did, which is the legitimacy of a household name on your resume. Whereas you look at mine, it's just basically a collection of, “Who are they again?” And, “You make that company up?”Which, fine, whatever. There's a bias in tech—particularly—towards big company names because that's a stamp of approval. You've already got that. The world is very much your oyster when it comes to solving the type of problem that you've been aimed at. I'm used to thinking about this from a almost purely technical point of view.It's like I'm here to write some javascript—badly—and I can write bad JavaScript for you or I can write bad JavaScript for that company across the street, and everyone knows what it is that they're going to get from you: Technical debt. Whereas when you're a technical program manager, that is something that you said varies from between company to company. And you hear founders talking about, “Oh yeah, our first engineering hire, we're going to bring in a VP of engineering; we're going to bring in a whole bunch of engineers; it's going to be great.” You very rarely hear people talk about how excited they are like, “Oh yeah, employee number three is going to be a technical program manager, and we're going to just blow the doors off of folks.” Which haven't been through the growth process myself, yeah, we really should have had a technical program manager analog far sooner; it would have helped us blow the doors off of competition. And great, the things we learn, but only in hindsight.Articulating the value of what a software engineer does is relatively straightforward, even for folks who aren't great salespeople for their own work. Being a TPM inherently requires, on some level, a verification that your understanding and the person that you're talking to are communicating about the same thing. Like, if you wind up having to solve code on a whiteboard, maybe that is part of your conception of it—I mean, you work at Google, probably—but for most companies, it's yeah, my ability to write shitty JavaScript is not the determining factor of success in a TPM role. How do you go about even broaching that conversation?Johnny: So, part of the way that program managers can be successful is through anticipating what's coming next and understanding not only the patterns that were implanted over time, but also thinking ahead. And this actually kind of takes me back to why I learned program management in the first place. Pretty early in my life, I started feeling a great deal of anxiety, especially thinking towards future situations, or, you know, even in the present moment. I mean, we've all been through it right? Right before the big test, you're feeling anxious; maybe talking to your crush—or before you talk to your crush—you're feeling this anticipatory anxiety; in hindsight replaying that interview that you just went through.For me, I was kind of like, constantly stuck in this future-state mode about being anxious about what's coming next, and that combined with ADHD—which is something that I also have—is kind of a wicked combination. And we can talk about that separately, but once I started understanding what program management did and how program management allowed businesses to keep things on track, I realized that there was a parallel into my own life there. The skill of program management actually became my defense against the crippling anxiety that I felt anticipating future events. And it's really become kind of the primary lens by which I understand and synthesize the world around me. And I know that sounds kind of weird, but with ADHD, I have a tendency to either being total diffuse mode and just working on nothing in particular, and letting my attention take me, or being in hyperfocus mode. And when you're hyper-focused and anxious, it can be a deadly combination, right?So, what I learned was taking that hyperfocus and taking that idea of program management and figuring out what it takes to get from here to there. I'm a strong believer in go as far as you can see, and when you get there, you'll see further. And this skill of program management kind of becomes the stepwise function by which I get to that later point, very much like you were saying with coming to Waymo: You never know what you're going to get until you get there. Well, now I see further and in hindsight, it was the right decision. So, the concept of program management is bringing structure, is bringing order, is bringing hierarchy to the chaos and uncertainty that we all naturally navigate in whatever we're doing and trying to transmute that into some kind of transparent order and rhythm, not only for my own benefit to reduce my overall anxiety, but also for the benefit of everyone else who's interested in what's going on. Does that answer your question?Corey: No, it absolutely does. Dealing with ADHD has been sort of what I've been struggling with my entire life. I was lucky and got diagnosed very early, but I always thought it was an aspect of business, but in many respects, it's not just about owning a business; it's about any aspect of your career, where the hardest thing you're ever going to have to do, on some level, is learn to understand and handle your own psychology where there are so many aspects of how things happening can impact us internally. I can't control what event happens next, of people yelling at me on Twitter, or I get a cease and desist from Amazon after they finally realized five years in, “You're not nearly as funny as we thought you were. Stop it.”Great. I can deal with those things, but the question is how I'm going to handle what happens in that type of eventuality? It's, am I going to spiral into a bitter depression? Am I going to laugh it off and keep going on things that are clearly working? Am I going to do something else? And so much of it comes from—at least in my experience—the ability to think through what's going on in a somewhat dispassionate way, and not internalize all of it to a point where you freeze. It's way easier said than done, I want to be very clear on this.Johnny: That's absolutely right. Stepping back, seeing the forest for the trees. I've recently become fascinated with systems thinking. You know, I'm in Silicon Valley, so I might as well start looking into a complex adaptive systems—Corey: Oh, no.Johnny: —[crosstalk 00:21:09] buzzword. We don't have to go down that thread because I'm very much an amateur when it comes to it, but what it does is it forces you to look at the connections between the components rather than the reductionism approach of let's look at this component, let's look at this component… instead, it forces you to step back and see the system as a whole. And so when you're responding to you just got a cease and desist, you know, of course you're going to feel depression, of course you're going to feel anxiety, and understanding all those as part of the system of experiencing that situation, it lets you kind of step back and say, okay, it's normal to be feeling this, it's normal to be feeling that. How can I harness these and structure my approach so that I can get to some further point where I not only know what I can do, and what options are available to me, but I have a clear path forward and strategy for how I want to approach this.Corey: How long have you been in your career at this point?Johnny: So, I graduated college in 2009. And I worked at my first company for about ten years from 2005, so I guess you could say 17 years, plus or minus, if you don't count internships.Corey: Looking back, it's easy to look at where we are at any given point in our career and feel that, oh, well, here's where I started, and here's where I am now, and here are the steps I took along the way where there's a sense of plodding inevitability to it. But there never is because when you're in the moment, in the eternal now that we live in, it's there are millions of things you could do next. If you were to be able to go back to your to talk to yourself at the beginning of your career, what would you do differently? What advice would you give yourself that would have really helped out early on?Johnny: You know, I think the thing that gave me the most leverage in my career was—as I move forward—is seeking out communities of like-minded, positive people. On the surface, that sounds a little shallow; of course, you would want to seek out communities, but what I've observed is that the self-organizing communities that pop up around technologies, or ideas, or roles, their communities of people who want to help you succeed. And I think, you know, one of the ways I reached out to you and was able to contact you was through one of these communities, right? So, you know, I talked a little bit the Cleveland Tech Slack earlier; most people aren't familiar with what mediums are even available. There's Discord, there's forums, there's Slack, there's probably other areas that I'm not aware of, where you can find people who will help you find that next step in your career.Actually [laugh] I got my first taste of community in online video games, so—Corey: Oh no.Johnny: —playing World of Warcraft back in 2003, you know you would have a guild—I was, gosh, how old was I in 2003, basically, early-20s and, you know, you'd have a guild of 40 people trying to coordinate all over one single voice chat server. And there was various groups and subdivisions, and so that was almost a project management exercise in itself. That's where I first learned project management. By the way, I have a sneaking suspicion that the roles that we play and that we are have an affinity for in video games mirror the roles that were best suited to play in life. So, I find myself playing a support class in League of Legends or a priest in World of Warcraft or Lord of the Rings Online. I'm always that support person, the glue that helps keep things moving. And surprise, that's exactly what I do for my career. And it works perfectly. So.Corey: The accountant I keep playing gets eaten by goblins constantly, but, you know—Johnny: [laugh].Corey: —that's the joy that I suppose.Johnny: So, pretty early on, I developed this skill of creating friendships, and those friendships, in turn opened me up to these new communities. So, if I were to give one piece of advice to my early self, it would be to put more emphasis on finding and seeking out the communities that consists of people who are interested in the things that you're interested in, but also are willing to help you get to where you want to go. How do you succeed? Well, you find someone who is doing what you want and you talk to them. About it and you figure out how to get to where you're at from where you're at.And maybe they can't help you, maybe they can help you but, you know, we have a unique ability to crowdsource our questions, whether it's on Reddit, whether it's on Slack or Discord, and just say, “Hey, I'm thinking about this thing. Does anyone have any thoughts?” You're immediately—you know, if you ask the question correctly—given five or six different opinions, and then you can kind of meld and understand, okay, here are the options. Again, going back to what we were saying about how do you even decide what the next steps are? You can crowdsource that now, and so the one piece of advice that I would give is to seek out communities of like-minded positive people.Corey: This episode is sponsored in part by our friends at Vultr. 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My thanks to them for sponsoring this ridiculous podcast.Corey: And I think the positivity is important. There's a lot as particularly in tech, that breeds a certain cynicism that breeds a contempt almost. And Lord knows, I'm not one to judge; I revel in a lot of that when it comes to making fun of companies' ridiculous marketing and some of the nonsense we have to deal with, but it has to be tempered. You can't do what some of the communities I started out with did. IRC, learn how to configure Debian or FreeBSD, where it was generally, “Oh, great, someone else joined? Let's see what this dumbass wants.”It doesn't work that way. It's like just waiting for someone to ask a question so you can sink the knives in is not helpful. Punch up, not down. And making people feel welcomed and valued, even if they don't understand the local behavioral norms quite yet is super important. I'm increasingly discovering, as I suspect you are as well, that I'm older than I thought were when I talk to folks who are just starting their careers about here's how to manage a career, here's how to think about this, I am veering dangerously close to giving actively harmful advice, if I'm not extraordinarily careful because the path that I walked is very much closed.It is a different world; there are different paths; there's a different societal understanding of technology and its place in the world. There's a—what worked for me does absolutely not work the same way for folks who aren't wildly over-represented. And I increasingly have to back off lest I wind up giving the, I guess, career Boomer advice style of irrelevant and actively harmful stuff. How are you thinking about that?Johnny: So, I guess that kind of gets into the underpinnings of what I think it takes to be successful, right, and how do you find success in any aspect of your career? And—Corey: And what is success?Johnny: It differs for every person—yeah, what is success? And we were talking just before the show about how every person experiences not only what is success, but what does success mean and what do you believe the key is differently. For me—and this is pretty on—brand with where I am in my career and what I do—is I think the key to success is preparation. And it really ties into finding those communities and asking those questions, right?There's three key aspects to it, right? First is understanding how you learn. Everyone learns differently, and so knowing how you learn—and you know, college and school is kind of meant to kind of eke that out; it's how best do you learn? How best can you succeed with these tasks that we give you, study for this test, learn these concepts? If you can understand how you learn, that's the first step in preparing correctly, right, building your personal knowledge systems around that, taking notes, ordered hierarchy, structured thinking, that sort of thing.Knowledge management is a good field, if you ever have some time to figure out what you want to do with your external hard drive of your whiteboard like I have back behind me here. The second aspect is just mastering how to seek out information, right? So, how do you prepare? Well, you have to understand how to seek out information. You mentioned, you know, positive communities versus potentially cynical or toxic communities. Their opinions are still very valid.They might be jaded and they might provide a cynical opinion, but you still need to encompass that within the spectrum of your understanding of the world, right, because they have something that happened to them, or they have some experience that still is very valid from their perspective. So, seeking out information, understanding the people and the tools at your disposal, the communities that you can go to knowing how to discern the signal from the noise. And again, that's really where your thread that really helped me—because you nailed a bunch of the questions that I just wasn't entirely sure on in that Twitter thread, and when I went through that, it hit some of the major points that I was just uncertain on, and you just gave very clear, albeit, you know, somewhat tongue in cheek cynical advice, to say like, don't worry about the company, worry about yourself. And that really was helping me get to that next step.And then lastly, how do you prepare? And this is the one I always struggle with. It's calibrating your confidence barometer. What does that even mean? How can you calibrate your own barometer of your confidence? It's a knowingness; it's knowing what to expect.And so for example, when I was getting into Google, I had no idea what to expect in terms of the interviews. So, what's the first thing I do? I go out and I ask a bunch of people, people who know people who are at Google people who are at Google, what do I expect? What should I prepare for? What communities should I join? What books should I read? What YouTube videos should I watch?I ended up finding a book called Cracking the PM Interview by Gayle—I think her name is Laakmann McDowell. There's a Cracking the Coding Interview as well. That ended up being, like, exactly what I needed, and going through that cover-to-cover got me into Google, amongst other things, and talking with the community. So, calibrating your confidence parameter, that knowingness of, I know that I'm ready enough for this. There will always be things that catch you by surprise, but knowing that you're ready and having that preparation and that internal knowingness not only increases your confidence, but it also increases your ability to operate improvisationally when you're in the moment.And in fact, that's exactly what I went through for this podcast. I have a little document in front of me where I just jotted my notes down last night, I was thinking through, what do I want to cover? What do I want to say? How can I respond to the questions that he's going to ask me? He might ask me, you know, a curveball, but I have some thoughts that are structured, I'm prepared for this so that no matter what happens, I'll be okay. And again, that really gets down to that essence of philosophy of program management that I have. No matter what happens, I'll be okay; no matter what happens, we'll be okay. And believing in that and having a level of knowingness—[laugh].Corey: I am not a planner at all. For me, my confidence comes from the fact that I can't predict what's going to happen so I don't even try. Instead, what I do is I focus on preparing myself to be effectively dynamic enough that whatever curveball comes my way, I can twist myself in a knot and catch it, which drives people to distraction when they're trying to plan a panel that I'm going to be on. “Okay, so we're going to ask this, what's your answer going to be?” I have absolutely no idea until I find the words coming out of my mouth.And if I try and do a rehearsal, I'll make completely different points, and that really bothers folks. It's, I don't know; I'm not here to read a script. I'm here to tell stories, which is great for, you know, improv panel activity and challenging if you're trying to get a software project off the ground. So, you know, there are different strengths that call us in different ways.Johnny: Exactly. I mean, the flip side of preparation is improvisation. And you know, I spent ten years as a jazz musician playing trumpet in a swing band back in Cleveland before I moved out here. And that really helped me understand how to think improvisationally, right? They give you the chords, the underlying structure by which you can operate, and then you can kind of choose your own path through there.And sometimes it's good, sometimes it's bad, you learn over time, you come up with libraries of ideas to pull out of your head at any given time. So, there is an aspect of preparation to improvisation. And I think if you, I would encourage you to think about it more; I bet you do more planning than you think you do; maybe you just don't call it that.Corey: No, I have people for that now.Johnny: [laugh]. “I have people for that.”Corey: I am very deliberately offloading that. Honestly, that was part of the challenge I had psychologically of running my own place. If I were just a little better at following a list or planning things in advance, all these people around me wouldn't have to do all this extra work to clean up my mess. Instead, it's okay, let it go. Just let it go and instead, focus on the thing that I can do this differentiated. That was my path. I don't know how well it works for others, and again, I'm swimming in privilege when I say it.One last topic I want to get into, I think it might be part of the reason that you and I are talking so much about the future, the next generation, and the rest is we're recording this on March 9th. I don't know the date this is going to air, but there's a decent chance that will be after April 22nd, where you and your wife Emily are expecting your first child. So congratulations, even though I'm a little early. I definitely want to get that in there.Johnny: Thank you.Corey: Have you found that since you realized you were expecting a child—with an arrival date, which is generally more accurate than most Amazon order dates—that you find yourself thinking a lot more about the future and how you're going to wind up encapsulating some of the lessons you picked up along the way for, I guess, the next generation of your family?Johnny: Yeah. I mean, everyone who finds himself in this situation, finds himself somewhere between panic and bliss, right? There's some balance that I have to find there. And fortunately, my wife Emily, and I have a very strong rapport when it comes to how I think and how she thinks, and so we're able to—you know, our emotional intelligence is very high; we talk about that sort of thing a lot. And we try to plan for the future as best we can, knowing that things will go off the rails as soon as you know, what's the old saying about the best laid plans and how, you know, every plan is—Corey: Man plans and God laughs.Johnny: Yeah, or goes awry as soon as the first shot is fired, et cetera. Thinking more than five years out is still pretty challenging for me, but thinking within the first five years, we can already sketch out some plans. I already have some ideas of where we want to go and what we want to do and how we want this new child, this being, to experience the world and how we want to impart the things and the wisdom that we've learned and experiences and skills that we've developed—Emily and I—to this new child, realizing that I have no idea what's coming and I have no idea what to expect because I just really haven't had much exposure to babies or children at all in my life, so I'm just kind of rolling the dice here and trusting that it'll all work out really well. And again, going back to communities, the communities that I'm in, there are parenting channels, there are friends and family that I can talk to. So, I have everything that I need in terms of knowledge.Now, I just need to go through the experience, right? So, I'm definitely thinking a lot about the future. In fact, I've got a—I don't know if you can see it here—quarterly plan for my life up here on the wall that I [unintelligible 00:35:33]. It's just something that I can glance at every so often, and there it is, right, there: ‘Q1 2022: Kid.'Corey: How long has that ‘Q1 2022: Kid' been on the board? Like oh, since 2014? Like that is remarkably good planning.Johnny: Mid-2021.Corey: Okay, fair enough.Johnny: No joking: Mid-2021.Corey: [laugh].Johnny: Yeah, just even having that up there and writing a sticky note and slapping it on there for, like, a hey, here's what I think, some of them fall off, some of them don't fall off, but I'll tell you what, more than more often than not, it actually ends up working and happening and being realized, no matter what it is. Because just having it there and glancing at it every so often is that repetition, it keeps it on my mind. It's like, hey, I should probably think about that. The next thing you know, it's done. And then I can take it off and put it in my binder of accomplishments.Corey: I am about five years ahead of you on that particular path that you're on because five years ago, I was expecting my first child. And I don't want to spoil the surprise entirely, but I will Nostradamus this prediction here, five years from now, when you go back and listen to or watch this episode and listen to yourself talk about how you're planning to parent and your hopes and your dreams, you are going to, in a fit of rage, attempt to build a time machine to travel back to what is now the present day for us, in order to slap yourself unconscious for how naive you are being [laugh] because that is—I'm hearing my words coming out of your mouth in a bunch of different ways, and oh my God, I was—it's the common parent story you all these hopes and dreams and aspirations for kids and then they hand you a tiny little baby and suddenly it becomes viscerally real in a different way where, “It's going to be a little while until I can teach you to do a job interview, isn't it?” And other things start wind up happening to, like—Johnny: [laugh]. Right.Corey: —what do I do? I've never held a baby before. How do I not drop it and kill it? And later in time they learn to talk. They talk an awful lot, and then it's like, how do I give them a bath without drowning them in the process? Not because I'm bad at it, but just because I'm at my wit's end because I haven't slept in three days.Parenting is one of the hardest things you'll ever do and everyone has opinions on it. And it's gratifying to know that the world continues to go on even in these after-times where things have gotten fairly dark. It's nice to see that flash of optimism and remember walking down at myself. It's exciting times for you. Congratulations.Johnny: Yeah. Thank you. It's a beautiful thing. And I'm self-aware and I have a knowingness of my naivete, right? And that's part of the fun.And the whole idea of it is an explorative journey. I have no idea what to expect, but I have a good support system; my wife is incredible. She has an early childhood education degree, so that's going to be really useful. Yeah. And so kind of going back to that concept of preparation.And I don't feel a lot of anxiety about it because I am feeling like I have the knowledge, the community, the friends, the family in place so that no matter what happens, I'll be able to maneuver through it. And I can ask, and I can get help. Yeah, so that's where my head is at with that. [laugh].Corey: We'll be checking back in once you're up to your elbows and diapers and I assure you, you'll be lucky if it stops your elbows.Johnny: [laugh].Corey: I really want to thank you for taking the time to talk to me about your own journey and, I guess, a variety of different things; hard to encapsulate it all at once. If people want to learn more or chat with you, where's the best place to find you?Johnny: Yeah, thanks for asking. So, I have a website jmpod.com, JM Pod. My middle name is Michael. So, John Michael Podhradsky. jmpod.com. That links to my blog, there's links to LinkedIn, Twitter, Instagram. I'm most active on Instagram.I'm always looking to connect with and just chat with new people, people who want a new perspective, people who are interesting or want to share their stories with me. Coaching is something that I thought of doing in the long-term. It's not on the plate right now because I'm focused on my current career, but that's something that I'm very interested in doing, so you know, happy to field that questions or if anyone wants to reach out and hey, what communities can I look for or where should I be looking for communities, I'm happy to help with that as well.Corey: I will, of course, put a link to that in the [show notes 00:39:39]. Thanks again for your time. I really appreciate it.Johnny: Yeah, this was a fantastic experience. It's the first podcast I've done, I'm hoping it went well, and I really appreciate that you even asked me to do this. It was a surprise. My eyes went like dinner plates when you said, “Hey, why don't you come join me?” And I said, “Absolutely. That sounds like a fantastic idea.” So, thank you again, Corey. I really appreciate spending time with you and looking forward to doing it again sometime in the future. With a baby in the background, screaming. [laugh].Corey: Oh, yes. They do eventually sleep; you won't believe it for the first three months, but they do eventually pass out. Johnny Podhradsky, technical program manager of Offboard Infrastructure at Waymo. 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 telling me exactly which tweet of mine you followed for advice and it did not in fact help your career one iota.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.

Gulshan Kumar Gabel has qualified GATE 2022 in Computer Science Engineering with All India Rank of 4. Here he shares his experience and preparation Strategy. He had taken Unacademy Subscription for his preparation. Word from Sponsor of this podcast: Use my code ashish_torq to get a 10% added discount on Unacademy subscriptions, get more information here: https://unacademy.com/goal/gate-ese/PESHE/subscribe

Welcome to The byrizz Rehab & Performance Podcast episode number 20. In this episode, I speak to Marco Altini. ​Marco is a scientist and developer mainly working at the intersection between health, technology, and performance. He has a Ph.D. in Data Science and an MSc in Computer Science Engineering as well as another MSc in Human Movement Sciences, with a specialization in High-Performance Coaching. Marco started HRV4Training in 2012, making it a tool that is today trusted by more than 150 000, including Olympic medalists and professional teams. HRV4Training is a mobile platform using advanced signal processing and data analytics to measure physiology and quantify stress, helping athletes of all levels to better balance training and lifestyle stressors to improve performance. Marco is currently working with product development of the HRV4 Training app and research (clinical studies, insights, new features development from user-generated data, and large scale data analysis) as well as producing and delivering educational material on the topic of HRV, stress, and performance. He is also a guest lecturer at Vrije University in Amsterdam where he teaches at the Physiology Section of the Department of Human Movement Sciences. ​ IN THIS TALK WITH MARCO, YOU'LL LEARN: Who is Marco Altini? Marcos presents roles and works within the field of Physiology, Data science. The HRV4 Training App: The history behind and the Science behind it. How to get the most out of Heart Rate Variability (HRV) Is HRV for everybody? What can you get from it as a recreational athlete? Marcos insights towards the future of his work with the app and research. Want to catch up with Marco and get to know more about his work? Follow Marco on Twitter or visit HRV.tools. to learn more about the solutions Marco has developed. The episode is in English and will be available on your favorite audible podcast resource from the 20th of March. This episode is sponsored by The byrizz™ Rehab & Performance application. The application gives you the continuity to reach your goals at any level, whenever, and wherever. The workouts, programs, and boot camps are made and customized to your needs and consist of trained therapists and strength & conditioning coaches with long experience in health and fitness. byrizz clients range from novice athletes to World Cup medalists and Olympians. This episode is also brought to you in cooperation with Sparta Science. Sparta Science is the industry's gold standard for Force Plate Machine Learning that predicts, improves, and validates individual and team availability. With a simple two-minute scan per person, organizations increase fitness levels, prevent injuries, and accurately predict team readiness using the world's largest machine learning force plate database. For more information about Sparta Science, visit Spartascience.com.

“…People have started focussing on generation of money but are still ignoring part of managing money…”"... लोगों ने पैसा बनाने पर ध्यान देना शुरू कर दिया है लेकिन अभी भी पैसे के प्रबंधन के हिस्से की अनदेखी कर रहे हैं ..."Meet Harpreet, a wealth manager and financial literacy advocate currently based out of Chandigarh. Harpreet has worked in multiple functions in his decade long career. He most recently left Amazon India where he worked as a Product Manager. He completed his MBA from IIM Ahemdabad, prior to which he worked in an education startup. After completing his Computer Science Engineering from NIT Jalandhar and worked for Fiserv India. His passion for numbers, patterns and understanding the nature of money generation has now catapulted him into being a full time investor, primarily in the equity markets. He is passionate about increasing people's financial literacy and has been designing curricula around that. Harpreet is a close friend and the initial phases of our career journeys has been very similar. We have been working together since Aug 2021 towards financial literacy.This episode was recorded in April 2021.Know more about him - https://www.linkedin.com/in/harpreetsinghchawla/Subscribe and Follow SCM - https://linktr.ee/suchconversationsmatter#FinancialLiteracy #FinancialPlanning #Investment #MoneyManagement #Adulting #Savings #MutualFunds #Stocks #StockMarket  #EducationReform #SaurabhNanda  #SuchConversationsMatter #IndianPodcast #SpotifyPodcast #Podcast #GooglePodcast #ApplePodcast 

About ABAB Periasamy is the co-founder and CEO of MinIO, an open source provider of high performance, object storage software. In addition to this role, AB is an active investor and advisor to a wide range of technology companies, from H2O.ai and Manetu where he serves on the board to advisor or investor roles with Humio, Isovalent, Starburst, Yugabyte, Tetrate, Postman, Storj, Procurify, and Helpshift. Successful exits include Gitter.im (Gitlab), Treasure Data (ARM) and Fastor (SMART).AB co-founded Gluster in 2005 to commoditize scalable storage systems. As CTO, he was the primary architect and strategist for the development of the Gluster file system, a pioneer in software defined storage. After the company was acquired by Red Hat in 2011, AB joined Red Hat's Office of the CTO. Prior to Gluster, AB was CTO of California Digital Corporation, where his work led to scaling of the commodity cluster computing to supercomputing class performance. His work there resulted in the development of Lawrence Livermore Laboratory's “Thunder” code, which, at the time was the second fastest in the world.  AB holds a Computer Science Engineering degree from Annamalai University, Tamil Nadu, India.AB is one of the leading proponents and thinkers on the subject of open source software - articulating the difference between the philosophy and business model. An active contributor to a number of open source projects, he is a board member of India's Free Software Foundation.Links: MinIO: https://min.io/ Twitter: https://twitter.com/abperiasamy MinIO Slack channel: https://minio.slack.com/join/shared_invite/zt-11qsphhj7-HpmNOaIh14LHGrmndrhocA LinkedIn: https://www.linkedin.com/in/abperiasamy/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Sysdig. Sysdig is the solution for securing DevOps. They have a blog post that went up recently about how an insecure AWS Lambda function could be used as a pivot point to get access into your environment. They've also gone deep in-depth with a bunch of other approaches to how DevOps and security are inextricably linked. To learn more, visit sysdig.com and tell them I sent you. That's S-Y-S-D-I-G dot com. My thanks to them for their continued support of this ridiculous nonsense.Corey: This episode is sponsored in part by our friends at Rising Cloud, which I hadn't heard of before, but they're doing something vaguely interesting here. They are using AI, which is usually where my eyes glaze over and I lose attention, but they're using it to help developers be more efficient by reducing repetitive tasks. So, the idea being that you can run stateless things without having to worry about scaling, placement, et cetera, and the rest. They claim significant cost savings, and they're able to wind up taking what you're running as it is, in AWS, with no changes, and run it inside of their data centers that span multiple regions. I'm somewhat skeptical, but their customers seem to really like them, so that's one of those areas where I really have a hard time being too snarky about it because when you solve a customer's problem, and they get out there in public and say, “We're solving a problem,” it's very hard to snark about that. Multus Medical, Construx.ai, and Stax have seen significant results by using them, and it's worth exploring. So, if you're looking for a smarter, faster, cheaper alternative to EC2, Lambda, or batch, consider checking them out. Visit risingcloud.com/benefits. That's risingcloud.com/benefits, and be sure to tell them that I said you because watching people wince when you mention my name is one of the guilty pleasures of listening to this podcast.in a siloCorey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I'm joined this week by someone who's doing something a bit off the beaten path when we talk about cloud. I've often said that S3 is sort of a modern wonder of the world. It was the first AWS service brought into general availability. Today's promoted guest is the co-founder and CEO of MinIO, Anand Babu Periasamy, or AB as he often goes, depending upon who's talking to him. Thank you so much for taking the time to speak with me today.AB: It's wonderful to be here, Corey. Thank you for having me.Corey: So, I want to start with the obvious thing, where you take a look at what is the cloud and you can talk about AWS's ridiculous high-level managed services, like Amazon Chime. Great, we all see how that plays out. And those are the higher-level offerings, ideally aimed at problems customers have, but then they also have the baseline building blocks services, and it's hard to think of a more baseline building block than an object store. That's something every cloud provider has, regardless of how many scare quotes there are around the word cloud; everyone offers the object store. And your solution is to look at this and say, “Ah, that's a market ripe for disruption. We're going to build through an open-source community software that emulates an object store.” I would be sitting here, more or less poking fun at the idea except for the fact that you're a billion-dollar company now.AB: Yeah.Corey: How did you get here?AB: So, when we started, right, we did not actually think about cloud that way, right? “Cloud, it's a hot trend, and let's go disrupt is like that. It will lead to a lot of opportunity.” Certainly, it's true, it lead to the M&S, right, but that's not how we looked at it, right? It's a bad idea to build startups for M&A.When we looked at the problem, when we got back into this—my previous background, some may not know that it's actually a distributed file system background in the open-source space.Corey: Yeah, you were one of the co-founders of Gluster—AB: Yeah.Corey: —which I have only begrudgingly forgiven you. But please continue.AB: [laugh]. And back then we got the idea right, but the timing was wrong. And I had—while the data was beginning to grow at a crazy rate, end of the day, GlusterFS has to still look like an FS, it has to look like a file system like NetApp or EMC, and it was hugely limiting what we can do with it. The biggest problem for me was legacy systems. I have to build a modern system that is compatible with a legacy architecture, you cannot innovate.And that is where when Amazon introduced S3, back then, like, when S3 came, cloud was not big at all, right? When I look at it, the most important message of the cloud was Amazon basically threw everything that is legacy. It's not [iSCSI 00:03:21] as a Service; it's not even FTP as a Service, right? They came up with a simple, RESTful API to store your blobs, whether it's JavaScript, Android, iOS, or [AAML 00:03:30] application, or even Snowflake-type application.Corey: Oh, we spent ten years rewriting our apps to speak object store, and then they released EFS, which is NFS in the cloud. It's—AB: Yeah.Corey: —I didn't realize I could have just been stubborn and waited, and the whole problem would solve itself. But here we are. You're quite right.AB: Yeah. And even EFS and EBS are more for legacy stock can come in, buy some time, but that's not how you should stay on AWS, right? When Amazon did that, for me, that was the opportunity. I saw that… while world is going to continue to produce lots and lots of data, if I built a brand around that, I'm not going to go wrong.The problem is data at scale. And what do I do there? The opportunity I saw was, Amazon solved one of the largest problems for a long time. All the legacy systems, legacy protocols, they convinced the industry, throw them away and then start all over from scratch with the new API. While it's not compatible, it's not standard, it is ridiculously simple compared to anything else.No fstabs, no [unintelligible 00:04:27], no [root 00:04:28], nothing, right? From any application anywhere you can access was a big deal. When I saw that, I was like, “Thank you Amazon.” And I also knew Amazon would convince the industry that rewriting their application is going to be better and faster and cheaper than retrofitting legacy applications.Corey: I wonder how much that's retconned because talking to some of the people involved in the early days, they were not at all convinced they [laugh] would be able to convince the industry to do this.AB: Actually, if you talk to the analyst reporters, the IDC's, Gartner's of the world to the enterprise IT, the VMware community, they would say, “Hell no.” But if you talk to the actual application developers, data infrastructure, data architects, the actual consumers of data, for them, it was so obvious. They actually did not know how to write an fstab. The iSCSI and NFS, you can't even access across the internet, and the modern applications, they ran across the globe, in JavaScript, and all kinds of apps on the device. From [Snap 00:05:21] to Snowflake, today is built on object store. It was more natural for the applications team, but not from the infrastructure team. So, who you asked that mattered.But nevertheless, Amazon convinced the rest of the world, and our bet was that if this is going to be the future, then this is also our opportunity. S3 is going to be limited because it only runs inside AWS. Bulk of the world's data is produced everywhere and only a tiny fraction will go to AWS. And where will the rest of the data go? Not SAN, NAS, HDFS, or other blob store, Azure Blob, or GCS; it's not going to be fragmented. And if we built a better object store, lightweight, faster, simpler, but fully compatible with S3 API, we can sweep and consolidate the market. And that's what happened.Corey: And there is a lot of validity to that. We take a look across the industry, when we look at various standards—I mean, one of the big problems with multi-cloud in many respects is the APIs are not quite similar enough. And worse, the failure patterns are very different, of I don't just need to know how the load balancer works, I need to know how it breaks so I can detect and plan for that. And then you've got the whole identity problem as well, where you're trying to manage across different frames of reference as you go between providers, and leads to a bit of a mess. What is it that makes MinIO something that has been not just something that has endured since it was created, but clearly been thriving?AB: The real reason, actually is not the multi-cloud compatibility, all that, right? Like, while today, it is a big deal for the users because the deployments have grown into 10-plus petabytes, and now the infrastructure team is taking it over and consolidating across the enterprise, so now they are talking about which key management server for storing the encrypted keys, which key management server should I talk to? Look at AWS, Google, or Azure, everyone has their own proprietary API. Outside they, have [YAML2 00:07:18], HashiCorp Vault, and, like, there is no standard here. It is supposed to be a [KMIP 00:07:23] standard, but in reality, it is not. Even different versions of Vault, there are incompatibilities for us.That is where—like from Key Management Server, Identity Management Server, right, like, everything that you speak around, how do you talk to different ecosystem? That, actually, MinIO provides connectors; having the large ecosystem support and large community, we are able to address all that. Once you bring MinIO into your application stack like you would bring Elasticsearch or MongoDB or anything else as a container, your application stack is just a Kubernetes YAML file, and you roll it out on any cloud, it becomes easier for them, they're able to go to any cloud they want. But the real reason why it succeeded was not that. They actually wrote their applications as containers on Minikube, then they will push it on a CI/CD environment.They never wrote code on EC2 or ECS writing objects on S3, and they don't like the idea of [past 00:08:15], where someone is telling you just—like you saw Google App Engine never took off, right? They liked the idea, here are my building blocks. And then I would stitch them together and build my application. We were part of their application development since early days, and when the application matured, it was hard to remove. It is very much like Microsoft Windows when it grew, even though the desktop was Microsoft Windows Server was NetWare, NetWare lost the game, right?We got the ecosystem, and it was actually developer productivity, convenience, that really helped. The simplicity of MinIO, today, they are arguing that deploying MinIO inside AWS is easier through their YAML and containers than going to AWS Console and figuring out how to do it.Corey: As you take a look at how customers are adopting this, it's clear that there is some shift in this because I could see the story for something like MinIO making an awful lot of sense in a data center environment because otherwise, it's, “Great. I need to make this app work with my SAN as well as an object store.” And that's sort of a non-starter for obvious reasons. But now you're available through cloud marketplaces directly.AB: Yeah.Corey: How are you seeing adoption patterns and interactions from customers changing as the industry continues to evolve?AB: Yeah, actually, that is how my thinking was when I started. If you are inside AWS, I would myself tell them that why don't use AWS S3? And it made a lot of sense if it's on a colo or your own infrastructure, then there is an object store. It even made a lot of sense if you are deploying on Google Cloud, Azure, Alibaba Cloud, Oracle Cloud, it made a lot of sense because you wanted an S3 compatible object store. Inside AWS, why would you do it, if there is AWS S3?Nowadays, I hear funny arguments, too. They like, “Oh, I didn't know that I could use S3. Is S3 MinIO compatible?” Because they will be like, “It came along with the GitLab or GitHub Enterprise, a part of the application stack.” They didn't even know that they could actually switch it over.And otherwise, most of the time, they developed it on MinIO, now they are too lazy to switch over. That also happens. But the real reason that why it became serious for me—I ignored that the public cloud commercialization; I encouraged the community adoption. And it grew to more than a million instances, like across the cloud, like small and large, but when they start talking about paying us serious dollars, then I took it seriously. And then when I start asking them, why would you guys do it, then I got to know the real reason why they wanted to do was they want to be detached from the cloud infrastructure provider.They want to look at cloud as CPU network and drive as a service. And running their own enterprise IT was more expensive than adopting public cloud, it was productivity for them, reducing the infrastructure, people cost was a lot. It made economic sense.Corey: Oh, people always cost more the infrastructure itself does.AB: Exactly right. 70, 80%, like, goes into people, right? And enterprise IT is too slow. They cannot innovate fast, and all of those problems. But what I found was for us, while we actually build the community and customers, if you're on AWS, if you're running MinIO on EBS, EBS is three times more expensive than S3.Corey: Or a single copy of it, too, where if you're trying to go multi-AZ and you have the replication traffic, and not to mention you have to over-provision it, which is a bit of a different story as well. So, like, it winds up being something on the order of 30 times more expensive, in many cases, to do it right. So, I'm looking at this going, the economics of running this purely by itself in AWS don't make sense to me—long experience teaches me the next question of, “What am I missing?” Not, “That's ridiculous and you're doing it wrong.” There's clearly something I'm not getting. What am I missing?AB: I was telling them until we made some changes, right—because we saw a couple of things happen. I was initially like, [unintelligible 00:12:00] does not make 30 copies. It makes, like, 1.4x, 1.6x.But still, the underlying block storage is not only three times more expensive than S3, it's also slow. It's a network storage. Trying to put an object store on top of it, another, like, software-defined SAN, like EBS made no sense to me. Smaller deployments, it's okay, but you should never scale that on EBS. So, it did not make economic sense. I would never take it seriously because it would never help them grow to scale.But what changed in recent times? Amazon saw that this was not only a problem for MinIO-type players. Every database out there today, every modern database, even the message queues like Kafka, they all have gone scale-out. And they all depend on local block store and putting a scale-out distributed database, data processing engines on top of EBS would not scale. And Amazon introduced storage optimized instances. Essentially, that reduced to bet—the data infrastructure guy, data engineer, or application developer asking IT, “I want a SuperMicro, or Dell server, or even virtual machines.” That's too slow, too inefficient.They can provision these storage machines on demand, and then I can do it through Kubernetes. These two changes, all the public cloud players now adopted Kubernetes as the standard, and they have to stick to the Kubernetes API standard. If they are incompatible, they won't get adopted. And storage optimized that is local drives, these are machines, like, [I3 EN 00:13:23], like, 24 drives, they have SSDs, and fast network—like, 25-gigabit 200-gigabit type network—availability of these machines, like, what typically would run any database, HDFS cluster, MinIO, all of them, those machines are now available just like any other EC2 instance.They are efficient. You can actually put MinIO side by side to S3 and still be price competitive. And Amazon wants to—like, just like their retail marketplace, they want to compete and be open. They have enabled it. In that sense, Amazon is actually helping us. And it turned out that now I can help customers build multiple petabyte infrastructure on Amazon and still stay efficient, still stay price competitive.Corey: I would have said for a long time that if you were to ask me to build out the lingua franca of all the different cloud providers into a common API, the S3 API would be one of them. Now, you are building this out, multi-cloud, you're in all three of the major cloud marketplaces, and the way that you do that and do those deployments seems like it is the modern multi-cloud API of Kubernetes. When you first started building this, Kubernetes was very early on. What was the evolution of getting there? Or were you one of the first early-adoption customers in a Kubernetes space?AB: So, when we started, there was no Kubernetes. But we saw the problem was very clear. And there was containers, and then came Docker Compose and Swarm. Then there was Mesos, Cloud Foundry, you name it, right? Like, there was many solutions all the way up to even VMware trying to get into that space.And what did we do? Early on, I couldn't choose. I couldn't—it's not in our hands, right, who is going to be the winner, so we just simply embrace everybody. It was also tiring that to allow implement native connectors to all of them different orchestration, like Pivotal Cloud Foundry alone, they have their own standard open service broker that's only popular inside their system. Go outside elsewhere, everybody was incompatible.And outside that, even, Chef Ansible Puppet scripts, too. We just simply embraced everybody until the dust settle down. When it settled down, clearly a declarative model of Kubernetes became easier. Also Kubernetes developers understood the community well. And coming from Borg, I think they understood the right architecture. And also written in Go, unlike Java, right?It actually matters, these minute new details resonating with the infrastructure community. It took off, and then that helped us immensely. Now, it's not only Kubernetes is popular, it has become the standard, from VMware to OpenShift to all the public cloud providers, GKS, AKS, EKS, whatever, right—GKE. All of them now are basically Kubernetes standard. It made not only our life easier, it made every other [ISV 00:16:11], other open-source project, everybody now can finally write one code that can be operated portably.It is a big shift. It is not because we chose; we just watched all this, we were riding along the way. And then because we resonated with the infrastructure community, modern infrastructure is dominated by open-source. We were also the leading open-source object store, and as Kubernetes community adopted us, we were naturally embraced by the community.Corey: Back when AWS first launched with S3 as its first offering, there were a bunch of folks who were super excited, but object stores didn't make a lot of sense to them intrinsically, so they looked into this and, “Ah, I can build a file system and users base on top of S3.” And the reaction was, “Holy God don't do that.” And the way that AWS decided to discourage that behavior is a per request charge, which for most workloads is fine, whatever, but there are some that causes a significant burden. With running something like MinIO in a self-hosted way, suddenly that costing doesn't exist in the same way. Does that open the door again to so now I can use it as a file system again, in which case that just seems like using the local file system, only with extra steps?AB: Yeah.Corey: Do you see patterns that are emerging with customers' use of MinIO that you would not see with the quote-unquote, “Provider's” quote-unquote, “Native” object storage option, or do the patterns mostly look the same?AB: Yeah, if you took an application that ran on file and block and brought it over to object storage, that makes sense. But something that is competing with object store or a layer below object store, that is—end of the day that drives our block devices, you have a block interface, right—trying to bring SAN or NAS on top of object store is actually a step backwards. They completely missed the message that Amazon told that if you brought a file system interface on top of object store, you missed the point, that you are now bringing the legacy things that Amazon intentionally removed from the infrastructure. Trying to bring them on top doesn't make it any better. If you are arguing from a compatibility some legacy applications, sure, but writing a file system on top of object store will never be better than NetApp, EMC, like EMC Isilon, or anything else. Or even GlusterFS, right?But if you want a file system, I always tell the community, they ask us, “Why don't you add an FS option and do a multi-protocol system?” I tell them that the whole point of S3 is to remove all those legacy APIs. If I added POSIX, then I'll be a mediocre object storage and a terrible file system. I would never do that. But why not write a FUSE file system, right? Like, S3Fs is there.In fact, initially, for legacy compatibility, we wrote MinFS and I had to hide it. We actually archived the repository because immediately people started using it. Even simple things like end of the day, can I use Unix [Coreutils 00:19:03] like [cp, ls 00:19:04], like, all these tools I'm familiar with? If it's not file system object storage that S3 [CMD 00:19:08] or AWS CLI is, like, to bloatware. And it's not really Unix-like feeling.Then what I told them, “I'll give you a BusyBox like a single static binary, and it will give you all the Unix tools that works for local filesystem as well as object store.” That's where the [MC tool 00:19:23] came; it gives you all the Unix-like programmability, all the core tool that's object storage compatible, speaks native object store. But if I have to make object store look like a file system so UNIX tools would run, it would not only be inefficient, Unix tools never scaled for this kind of capacity.So, it would be a bad idea to take step backwards and bring legacy stuff back inside. For some very small case, if there are simple POSIX calls using [ObjectiveFs 00:19:49], S3Fs, and few, for legacy compatibility reasons makes sense, but in general, I would tell the community don't bring file and block. If you want file and block, leave those on virtual machines and leave that infrastructure in a silo and gradually phase them out.Corey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: So, my big problem, when I look at what S3 has done is in it's name because of course, naming is hard. It's, “Simple Storage Service.” The problem I have is with the word simple because over time, S3 has gotten more and more complex under the hood. It automatically tiers data the way that customers want. And integrated with things like Athena, you can now query it directly, whenever of an object appears, you can wind up automatically firing off Lambda functions and the rest.And this is increasingly looking a lot less like a place to just dump my unstructured data, and increasingly, a lot like this is sort of a database, in some respects. Now, understand my favorite database is Route 53; I have a long and storied history of misusing services as databases. Is this one of those scenarios, or is there some legitimacy to the idea of turning this into a database?AB: Actually, there is now S3 Select API that if you're storing unstructured data like CSV, JSON, Parquet, without downloading even a compressed CSV, you can actually send a SQL query into the system. IN MinIO particularly the S3 Select is [CMD 00:21:16] optimized. We can load, like, every 64k worth of CSV lines into registers and do CMD operations. It's the fastest SQL filter out there. Now, bringing these kinds of capabilities, we are just a little bit away from a database; should we do database? I would tell definitely no.The very strength of S3 API is to actually limit all the mutations, right? Particularly if you look at database, they're dealing with metadata, and querying; the biggest value they bring is indexing the metadata. But if I'm dealing with that, then I'm dealing with really small block lots of mutations, the separation of objects storage should be dealing with persistence and not mutations. Mutations are [AWS 00:21:57] problem. Separation of database work function and persistence function is where object storage got the storage right.Otherwise, it will, they will make the mistake of doing POSIX-like behavior, and then not only bringing back all those capabilities, doing IOPS intensive workloads across the HTTP, it wouldn't make sense, right? So, object storage got the API right. But now should it be a database? So, it definitely should not be a database. In fact, I actually hate the idea of Amazon yielding to the file system developers and giving a [file three 00:22:29] hierarchical namespace so they can write nice file managers.That was a terrible idea. Writing a hierarchical namespace that's also sorted, now puts tax on how the metadata is indexed and organized. The Amazon should have left the core API very simple and told them to solve these problems outside the object store. Many application developers don't need. Amazon was trying to satisfy everybody's need. Saying no to some of these file system-type, file manager-type users, what should have been the right way.But nevertheless, adding those capabilities, eventually, now you can see, S3 is no longer simple. And we had to keep that compatibility, and I hate that part. I actually don't mind compatibility, but then doing all the wrong things that Amazon is adding, now I have to add because it's compatible. I kind of hate that, right?But now going to a database would be pushing it to the whole new level. Here is the simple reason why that's a bad idea. The right way to do database—in fact, the database industry is already going in the right direction. Unstructured data, the key-value or graph, different types of data, you cannot possibly solve all that even in a single database. They are trying to be multimodal database; even they are struggling with it.You can never be a Redis, Cassandra, like, a SQL all-in-one. They tried to say that but in reality, that you will never be better than any one of those focused database solutions out there. Trying to bring that into object store will be a mistake. Instead, let the databases focus on query language implementation and query computation, and leave the persistence to object store. So, object store can still focus on storing your database segments, the table segments, but the index is still in the memory of the database.Even the index can be snapshotted once in a while to object store, but use objects store for persistence and database for query is the right architecture. And almost all the modern databases now, from Elasticsearch to [unintelligible 00:24:21] to even Kafka, like, message queue. They all have gone that route. Even Microsoft SQL Server, Teradata, Vertica, name it, Splunk, they all have gone object storage route, too. Snowflake itself is a prime example, BigQuery and all of them.That's the right way. Databases can never be consolidated. There will be many different kinds of databases. Let them specialize on GraphQL or Graph API, or key-value, or SQL. Let them handle the indexing and persistence, they cannot handle petabytes of data. That [unintelligible 00:24:51] to object store is how the industry is shaping up, and it is going in the right direction.Corey: One of the ways I learned the most about various services is by talking to customers. Every time I think I've seen something, this is amazing. This service is something I completely understand. All I have to do is talk to one more customer. And when I was doing a bill analysis project a couple of years ago, I looked into a customer's account and saw a bucket with okay, that has 280 billion objects in it—and wait was that billion with a B?And I asked them, “So, what's going on over there?” And there's, “Well, we built our own columnar database on top of S3. This may not have been the best approach.” It's, “I'm going to stop you there. With no further context, it was not, but please continue.”It's the sort of thing that would never have occurred to me to even try, do you tend to see similar—I would say they're anti-patterns, except somehow they're made to work—in some of your customer environments, as they are using the service in ways that are very different than ways encouraged or even allowed by the native object store options?AB: Yeah, when I first started seeing the database-type workloads coming on to MinIO, I was surprised, too. That was exactly my reaction. In fact, they were storing these 256k, sometimes 64k table segments because they need to index it, right, and the table segments were anywhere between 64k to 2MB. And when they started writing table segments, it was more often [IOPS-type 00:26:22] I/O pattern, then a throughput-type pattern. Throughput is an easier problem to solve, and MinIO always saturated these 100-gigabyte NVMe-type drives, they were I/O intensive, throughput optimized.When I started seeing the database workloads, I had to optimize for small-object workloads, too. We actually did all that because eventually I got convinced the right way to build a database was to actually leave the persistence out of database; they made actually a compelling argument. If historically, I thought metadata and data, data to be very big and coming to object store make sense. Metadata should be stored in a database, and that's only index page. Take any book, the index pages are only few, database can continue to run adjacent to object store, it's a clean architecture.But why would you put database itself on object store? When I saw a transactional database like MySQL, changing the [InnoDB 00:27:14] to [RocksDB 00:27:15], and making changes at that layer to write the SS tables [unintelligible 00:27:19] to MinIO, and then I was like, where do you store the memory, the journal? They said, “That will go to Kafka.” And I was like—I thought that was insane when it started. But it continued to grow and grow.Nowadays, I see most of the databases have gone to object store, but their argument is, the databases also saw explosive growth in data. And they couldn't scale the persistence part. That is where they realized that they still got very good at the indexing part that object storage would never give. There is no API to do sophisticated query of the data. You cannot peek inside the data, you can just do streaming read and write.And that is where the databases were still necessary. But databases were also growing in data. One thing that triggered this was the use case moved from data that was generated by people to now data generated by machines. Machines means applications, all kinds of devices. Now, it's like between seven billion people to a trillion devices is how the industry is changing. And this led to lots of machine-generated, semi-structured, structured data at giant scale, coming into database. The databases need to handle scale. There was no other way to solve this problem other than leaving the—[unintelligible 00:28:31] if you looking at columnar data, most of them are machine-generated data, where else would you store? If they tried to build their own object storage embedded into the database, it would make database mentally complicated. Let them focus on what they are good at: Indexing and mutations. Pull the data table segments which are immutable, mutate in memory, and then commit them back give the right mix. What you saw what's the fastest step that happened, we saw that consistently across. Now, it is actually the standard.Corey: So, you started working on this in 2014, and here we are—what is it—eight years later now, and you've just announced a Series B of $100 million dollars on a billion-dollar valuation. So, it turns out this is not just one of those things people are using for test labs; there is significant momentum behind using this. How did you get there from—because everything you're saying makes an awful lot of sense, but it feels, at least from where I sit, to be a little bit of a niche. It's a bit of an edge case that is not the common case. Obviously, I missing something because your investors are not the types of sophisticated investors who see something ridiculous and, “Yep. That's the thing we're going to go for.” There right more than they're not.AB: Yeah. The reason for that was the saw what we were set to do. In fact, these are—if you see the lead investor, Intel, they watched us grow. They came into Series A and they saw, everyday, how we operated and grew. They believed in our message.And it was actually not about object store, right? Object storage was a means for us to get into the market. When we started, our idea was, ten years from now, what will be a big problem? A lot of times, it's hard to see the future, but if you zoom out, it's hidden in plain sight.These are simple trends. Every major trend pointed to world producing more data. No one would argue with that. If I solved one important problem that everybody is suffering, I won't go wrong. And when you solve the problem, it's about building a product with fine craftsmanship, attention to details, connecting with the user, all of that standard stuff.But I picked object storage as the problem because the industry was fragmented across many different data stores, and I knew that won't be the case ten years from now. Applications are not going to adopt different APIs across different clouds, S3 to GCS to Azure Blob to HDFS to everything is incompatible. I saw that if I built a data store for persistence, industry will consolidate around S3 API. Amazon S3, when we started, it looked like they were the giant, there was only one cloud industry, it believed mono-cloud. Almost everyone was talking to me like AWS will be the world's data center.I certainly see that possibility, Amazon is capable of doing it, but my bet was the other way, that AWS S3 will be one of many solutions, but not—if it's all incompatible, it's not going to work, industry will consolidate. Our bet was, if world is producing so much data, if you build an object store that is S3 compatible, but ended up as the leading data store of the world and owned the application ecosystem, you cannot go wrong. We kept our heads low and focused on the first six years on massive adoption, build the ecosystem to a scale where we can say now our ecosystem is equal or larger than Amazon, then we are in business. We didn't focus on commercialization; we focused on convincing the industry that this is the right technology for them to use. Once they are convinced, once you solve business problems, making money is not hard because they are already sold, they are in love with the product, then convincing them to pay is not a big deal because data is so critical, central part of their business.We didn't worry about commercialization, we worried about adoption. And once we got the adoption, now customers are coming to us and they're like, “I don't want open-source license violation. I don't want data breach or data loss.” They are trying to sell to me, and it's an easy relationship game. And it's about long-term partnership with customers.And so the business started growing, accelerating. That was the reason that now is the time to fill up the gas tank and investors were quite excited about the commercial traction as well. And all the intangible, right, how big we grew in the last few years.Corey: It really is an interesting segment, that has always been something that I've mostly ignored, like, “Oh, you want to run your own? Okay, great.” I get it; some people want to cosplay as cloud providers themselves. Awesome. There's clearly a lot more to it than that, and I'm really interested to see what the future holds for you folks.AB: Yeah, I'm excited. I think end of the day, if I solve real problems, every organization is moving from compute technology-centric to data-centric, and they're all looking at data warehouse, data lake, and whatever name they give data infrastructure. Data is now the centerpiece. Software is a commodity. That's how they are looking at it. And it is translating to each of these large organizations—actually, even the mid, even startups nowadays have petabytes of data—and I see a huge potential here. The timing is perfect for us.Corey: I'm really excited to see this continue to grow. And I want to thank you for taking so much time to speak with me today. If people want to learn more, where can they find you?AB: I'm always on the community, right. Twitter and, like, I think the Slack channel, it's quite easy to reach out to me. LinkedIn. I'm always excited to talk to our users or community.Corey: And we will of course put links to this in the [show notes 00:33:58]. Thank you so much for your time. I really appreciate it.AB: Again, wonderful to be here, Corey.Corey: Anand Babu Periasamy, CEO and co-founder of MinIO. 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 what starts out as an angry comment but eventually turns into you, in your position on the S3 product team, writing a thank you note to MinIO for helping validate your market.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.

Our guest today is a seasoned high-performance coach with an incredible background tracking and analyzing biometric data to achieve peak performance without injury. Listen in to this fantastic conversation with Jay and Marco! In this episode, you'll discover: -Marco's background and his interest in biometrics and HRV…05:10 -The progression of wearables…09:05 -What HRV tells us in regards to sports performance and recovery…11:25 -Spot check in the morning…17:20 -It's more about the trends than the absolute values…23:25 -Which metrics provide us the most value; and how to compare…25:20 -Natural breath rate; the consistency of the rate over time is what's important…29:00 -Morning check: best practices…33:00 -Looking at the data first thing AND assessing how you subjectively feel is a great process…36:05 -One minute is the recommended data capture time frame…40:40 -Lower intensity exercise does not trigger suppression and has positive HRV impacts…46:30 -How to analyze individual data day to day…49:05 -How long it takes to capture an accurate baseline…52:00 -Recovery: a drop in HRV is acute, not delayed…56:30 Guest's Bio: Marco Altini has a PhD cum laude in Data Science, MSc cum laude in Computer Science Engineering, MSc cum laude in Human Movement Sciences, High-Performance Coaching. He is the founder of HRV4Training, ​Data Science Advisor at Oura, Guest Lecturer at Vrije Universiteit Amsterdam (Physiology section of the Department of Human Movement Sciences) and has 10+ years of experience modeling physiological data, and 50+ publications at the intersection between technology, health, and performance. Marco is also playing a pivotal role in helping Hanu Health. Guest's social media handles https://twitter.com/altini_marco (Marco's Twitter) https://www.instagram.com/altini_marco/ (Marco's Instagram) https://www.instagram.com/hrv4training/ (HRV4Training Instagram) Resources: Marco's Website https://www.hrv4training.com/ (HRV4Training Website)

The demand for no-code/low-code retail data solutions will grow dramatically and empower individuals beyond the classic CTO and CIO roles at major retailers to access and understand data connectors and data fabric. Expert views from Saket Saurabh, Co-Founder & CEO, Nexla in talks with Shailja on Retail Corner. Additional touchpoints to hear: Why Agile and hybrid data models are key to improved business performance. Making sense of data for digital goods like NFT. Retail revolution through innovative technologies like Blockchain & Metaverse. About Saket Saurabh: Saket Saurabh is the co-founder and CEO of Nexla. At Nexla, he is building the future of data operations and data management. Saket's passion for data can be traced back to his time at Nvidia which led him to building a startup in the mobile ad tech space. Drawing upon the expertise of building and operating petabyte scale systems, Saket and the founding team envisioned Nexla to help enterprises work with data at any scale. Saket holds an MBA from The Wharton School and a BTech in Computer Science & Engineering from IIT, Kanpur. View Video Podcast Speak your feedback here. Listen to other podcasts at: https://proxima360.com/podcast or https://retailcorner.proxima360.com   Subscribe our Podcast: Apple iTunes: https://apple.co/3eoeUdT Spotify: https://spoti.fi/3dvjpDJ Google Podcast: https://bit.ly/3DFHXHw Amazon Music: https://amzn.to/3tkbhk1   Are you an innovative leader in your industry? Why not chat with us on the podcast, submit request at: https://proxima360.com/contact or email retailcorner@proxima360.com.  

Site reliability engineering Site Reliability Engineering, also popularly referred to as the SRE, is a role in Computer Science Engineering where the main purpose is to provision, maintain, monitor, and manage the infrastructure in order to provide maximum application uptime and reliability. SRE is an emerging role, but the tasks that the SRE does were always there ever since the first application that was developed. The scope of the software developers ends where they write code to develop the application and right from setting up the infrastructure, the various services that run on them, the network connectivity that is required, providing a platform for the application to run and making sure every part of the application is up and running reliably 24x7 is the duty of an SRE. In fact, we can consider Site Reliability Engineers are the strong bridge between the users and a reliable application. Now, in order to explain the different responsibilities of an SRE, I have divided it into 4 different categories. I have always seen SRE this way, and definitely not as some ad-hoc process. The four categories in which I would classify the tasks of a Site Reliability Engineer are: Create Monitor Manage Destroy Let's dive deep into each one of them. Create 1. Provision virtual machines / PXE Baremetals SREs are responsible for provisioning the virtual machines with the requested resources in terms of CPU, memory, disks, network configurations, and operating system. They are also responsible to be rack aware during provisioning. Example operating systems involve Linux Ubuntu, CentOS, Windows. 2. Setup services Example technologies involve NGINX, Apache, RabbitMQ, Kafka, Hadoop, Traefik, MySQL, PostgreSQL, Aerospike, MongoDB, Redis, MinIO, Kubernetes, Apache Mesos, Marathon, MariaDB, Galera. 3. Optimize the infrastructure Since there are several components and services that are being used in the infrastructure, there is a scope for improvements in terms of performance, efficiency, and security. The SRE optimizes the components by keeping them up to date, choosing the right service for the right job, patching the servers. 4. Write monitoring scripts When the SRE are involved in maintaining an infrastructure of any size, they never underestimate any component of the infrastructure and write a monitoring script to monitor the components and metrics of each and every one of them. This provides the ability to get real-time alerts on any of the components malfunctioning and also a better view of the infrastructure. The SRE uses programming languages like Bash, Python, Golang, Perl, and tools like daemon processes, Riemann, InfluxDB, OpenTSDB, Kafka, Grafana, Prometheus, and APIs to monitor the infrastructure 5. Write automation scripts If there are more than 10 steps to be performed and chances are that the task has to be performed more than once, the SRE never hesitate to automate the task. This saves time and also prevents human error. The SRE uses programming languages like Bash, Python, Golang, Perl, Ansible to automate the tasks. 6. Manage users on the machines

Site reliability engineering Site Reliability Engineering, also popularly referred to as the SRE, is a role in Computer Science Engineering where the main purpose is to provision, maintain, monitor, and manage the infrastructure in order to provide maximum application uptime and reliability. SRE is an emerging role, but the tasks that the SRE does were always there ever since the first application that was developed. The scope of the software developers ends where they write code to develop the application and right from setting up the infrastructure, the various services that run on them, the network connectivity that is required, providing a platform for the application to run and making sure every part of the application is up and running reliably 24x7 is the duty of an SRE. In fact, we can consider Site Reliability Engineers are the strong bridge between the users and a reliable application. Now, in order to explain the different responsibilities of an SRE, I have divided it into 4 different categories. I have always seen SRE this way, and definitely not as some ad-hoc process. The four categories in which I would classify the tasks of a Site Reliability Engineer are: Create Monitor Manage Destroy Let's dive deep into each one of them. Create 1. Provision virtual machines / PXE Baremetals SREs are responsible for provisioning the virtual machines with the requested resources in terms of CPU, memory, disks, network configurations, and operating system. They are also responsible to be rack aware during provisioning. Example operating systems involve Linux Ubuntu, CentOS, Windows. 2. Setup services Example technologies involve NGINX, Apache, RabbitMQ, Kafka, Hadoop, Traefik, MySQL, PostgreSQL, Aerospike, MongoDB, Redis, MinIO, Kubernetes, Apache Mesos, Marathon, MariaDB, Galera. 3. Optimize the infrastructure Since there are several components and services that are being used in the infrastructure, there is a scope for improvements in terms of performance, efficiency, and security. The SRE optimizes the components by keeping them up to date, choosing the right service for the right job, patching the servers. 4. Write monitoring scripts When the SRE are involved in maintaining an infrastructure of any size, they never underestimate any component of the infrastructure and write a monitoring script to monitor the components and metrics of each and every one of them. This provides the ability to get real-time alerts on any of the components malfunctioning and also a better view of the infrastructure. The SRE uses programming languages like Bash, Python, Golang, Perl, and tools like daemon processes, Riemann, InfluxDB, OpenTSDB, Kafka, Grafana, Prometheus, and APIs to monitor the infrastructure 5. Write automation scripts If there are more than 10 steps to be performed and chances are that the task has to be performed more than once, the SRE never hesitate to automate the task. This saves time and also prevents human error. The SRE uses programming languages like Bash, Python, Golang, Perl, Ansible to automate the tasks. 6. Manage users on the machines

Site reliability engineering Site Reliability Engineering, also popularly referred to as the SRE, is a role in Computer Science Engineering where the main purpose is to provision, maintain, monitor, and manage the infrastructure in order to provide maximum application uptime and reliability. SRE is an emerging role, but the tasks that the SRE does were always there ever since the first application that was developed. The scope of the software developers ends where they write code to develop the application and right from setting up the infrastructure, the various services that run on them, the network connectivity that is required, providing a platform for the application to run and making sure every part of the application is up and running reliably 24x7 is the duty of an SRE. In fact, we can consider Site Reliability Engineers are the strong bridge between the users and a reliable application. Now, in order to explain the different responsibilities of an SRE, I have divided it into 4 different categories. I have always seen SRE this way, and definitely not as some ad-hoc process. The four categories in which I would classify the tasks of a Site Reliability Engineer are: Create Monitor Manage Destroy Let's dive deep into each one of them. Create 1. Provision virtual machines / PXE Baremetals SREs are responsible for provisioning the virtual machines with the requested resources in terms of CPU, memory, disks, network configurations, and operating system. They are also responsible to be rack aware during provisioning. Example operating systems involve Linux Ubuntu, CentOS, Windows. 2. Setup services Example technologies involve NGINX, Apache, RabbitMQ, Kafka, Hadoop, Traefik, MySQL, PostgreSQL, Aerospike, MongoDB, Redis, MinIO, Kubernetes, Apache Mesos, Marathon, MariaDB, Galera. 3. Optimize the infrastructure Since there are several components and services that are being used in the infrastructure, there is a scope for improvements in terms of performance, efficiency, and security. The SRE optimizes the components by keeping them up to date, choosing the right service for the right job, patching the servers. 4. Write monitoring scripts When the SRE are involved in maintaining an infrastructure of any size, they never underestimate any component of the infrastructure and write a monitoring script to monitor the components and metrics of each and every one of them. This provides the ability to get real-time alerts on any of the components malfunctioning and also a better view of the infrastructure. The SRE uses programming languages like Bash, Python, Golang, Perl, and tools like daemon processes, Riemann, InfluxDB, OpenTSDB, Kafka, Grafana, Prometheus, and APIs to monitor the infrastructure 5. Write automation scripts If there are more than 10 steps to be performed and chances are that the task has to be performed more than once, the SRE never hesitate to automate the task. This saves time and also prevents human error. The SRE uses programming languages like Bash, Python, Golang, Perl, Ansible to automate the tasks. 6. Manage users on the machines

Vikash Kumar Singh, an alumnus of the batch of 2009 from the Department of Computer Science Engineering, is a fashion and portrait photographer based in London. His works have been published in internationally acclaimed magazines, exhibited in several spots, and have won him several honorable awards. Link to the full article: https://mondaymorning.nitrkl.ac.in/article/2021/11/22/3169-glitter-on-the-lens-vikash-kumar-singh/

Site reliability engineering Site Reliability Engineering, also popularly referred to as the SRE, is a role in Computer Science Engineering where the main purpose is to provision, maintain, monitor, and manage the infrastructure in order to provide maximum application uptime and reliability. SRE is an emerging role, but the tasks that the SRE does were always there ever since the first application that was developed. The scope of the software developers ends where they write code to develop the application and right from setting up the infrastructure, the various services that run on them, the network connectivity that is required, providing a platform for the application to run and making sure every part of the application is up and running reliably 24x7 is the duty of an SRE. In fact, we can consider Site Reliability Engineers are the strong bridge between the users and a reliable application. Now, in order to explain the different responsibilities of an SRE, I have divided it into 4 different categories. I have always seen SRE this way, and definitely not as some ad-hoc process. The four categories in which I would classify the tasks of a Site Reliability Engineer are: Create Monitor Manage Destroy Let's dive deep into each one of them. Create 1. Provision virtual machines / PXE Baremetals SREs are responsible for provisioning the virtual machines with the requested resources in terms of CPU, memory, disks, network configurations, and operating system. They are also responsible to be rack aware during provisioning. Example operating systems involve Linux Ubuntu, CentOS, Windows. 2. Setup services Example technologies involve NGINX, Apache, RabbitMQ, Kafka, Hadoop, Traefik, MySQL, PostgreSQL, Aerospike, MongoDB, Redis, MinIO, Kubernetes, Apache Mesos, Marathon, MariaDB, Galera. 3. Optimize the infrastructure Since there are several components and services that are being used in the infrastructure, there is a scope for improvements in terms of performance, efficiency, and security. The SRE optimizes the components by keeping them up to date, choosing the right service for the right job, patching the servers. 4. Write monitoring scripts When the SRE are involved in maintaining an infrastructure of any size, they never underestimate any component of the infrastructure and write a monitoring script to monitor the components and metrics of each and every one of them. This provides the ability to get real-time alerts on any of the components malfunctioning and also a better view of the infrastructure. The SRE uses programming languages like Bash, Python, Golang, Perl, and tools like daemon processes, Riemann, InfluxDB, OpenTSDB, Kafka, Grafana, Prometheus, and APIs to monitor the infrastructure 5. Write automation scripts If there are more than 10 steps to be performed and chances are that the task has to be performed more than once, the SRE never hesitate to automate the task. This saves time and also prevents human error. The SRE uses programming languages like Bash, Python, Golang, Perl, Ansible to automate the tasks. 6. Manage users on the machines

Site reliability engineering Site Reliability Engineering, also popularly referred to as the SRE, is a role in Computer Science Engineering where the main purpose is to provision, maintain, monitor, and manage the infrastructure in order to provide maximum application uptime and reliability. SRE is an emerging role, but the tasks that the SRE does were always there ever since the first application that was developed. The scope of the software developers ends where they write code to develop the application and right from setting up the infrastructure, the various services that run on them, the network connectivity that is required, providing a platform for the application to run and making sure every part of the application is up and running reliably 24x7 is the duty of an SRE. In fact, we can consider Site Reliability Engineers are the strong bridge between the users and a reliable application. Now, in order to explain the different responsibilities of an SRE, I have divided it into 4 different categories. I have always seen SRE this way, and definitely not as some ad-hoc process. The four categories in which I would classify the tasks of a Site Reliability Engineer are: Create Monitor Manage Destroy Let's dive deep into each one of them. Create 1. Provision virtual machines / PXE Baremetals SREs are responsible for provisioning the virtual machines with the requested resources in terms of CPU, memory, disks, network configurations, and operating system. They are also responsible to be rack aware during provisioning. Example operating systems involve Linux Ubuntu, CentOS, Windows. 2. Setup services Example technologies involve NGINX, Apache, RabbitMQ, Kafka, Hadoop, Traefik, MySQL, PostgreSQL, Aerospike, MongoDB, Redis, MinIO, Kubernetes, Apache Mesos, Marathon, MariaDB, Galera. 3. Optimize the infrastructure Since there are several components and services that are being used in the infrastructure, there is a scope for improvements in terms of performance, efficiency, and security. The SRE optimizes the components by keeping them up to date, choosing the right service for the right job, patching the servers. 4. Write monitoring scripts When the SRE are involved in maintaining an infrastructure of any size, they never underestimate any component of the infrastructure and write a monitoring script to monitor the components and metrics of each and every one of them. This provides the ability to get real-time alerts on any of the components malfunctioning and also a better view of the infrastructure. The SRE uses programming languages like Bash, Python, Golang, Perl, and tools like daemon processes, Riemann, InfluxDB, OpenTSDB, Kafka, Grafana, Prometheus, and APIs to monitor the infrastructure 5. Write automation scripts If there are more than 10 steps to be performed and chances are that the task has to be performed more than once, the SRE never hesitate to automate the task. This saves time and also prevents human error. The SRE uses programming languages like Bash, Python, Golang, Perl, Ansible to automate the tasks. 6. Manage users on the machines

Brian and Ed welcome Sina Bahram in to the Virtual That Real Blind Tech Show studio.   We find out from Sina what it is like to experience zero gravity as Sina was part of the first all disabled crew to get to experience what space flight feels like.  Sina then tells us how he got involved with Astro Access.   Sina then walks us through the age he was diagnosed with a vision issue and how it affected him growing up.   We find out how Sina got involved with coding at such a young age, and how he got his Masters in Computer Science Engineering.  Which then led to his work with museums all around the world.    We then discuss the Aria AT Project, a project which aims to conquer the mountain known as screen reader inoperability. We discuss companies getting it right and how important it is for companies to be thinking about universal design from day one.    The conversation then moves to accessible overlays and what a scam they are for companies trying to fix their website accessibility. To view the overlay fact sheet click here.   Make sure to keep up with Sina on Twitter and on his blog on his website.     To contact That Real Blind Tech Show, you can email us at ThatRealBlindTechShow@gmail.com, join our Facebook Group That Real Blind Tech Show, join us on the Twitter @BlindTechShow , or leave us an old school phone message at 929-367-1005.

Town Hall is thrilled to once again partner with Gage Academy of Art to bring audiences a series of talks that explore the remarkable creative work of four Washington artists. Annie Han and Daniel Mihalyo of Lead Pencil Studio are known for building entirely new worlds that explore the limits of physical space and challenge human perception. Conducted at an architectural scale, their interdisciplinary work incorporates sculpture, photography, writing, drawing, and beyond. One of their most recent and easily-accessed works can be encountered while doing an everyday task: catching the train. Deep below the streets of the new University District Link light rail station, Lead Pencil Studio's 300-foot-long sculpture, Fragment Brooklyn, reflects elements of historic city architecture from around the globe. Windows, fire escapes, and rooftops bring the outside in, while video screens rotate through vignettes of nature, apartment and student life, and historical events from the U-District area. Together with Gage Academy of Art cofounder and Artistic Director Gary Faigin, the artists will discuss the innovative research behind the U-District artwork, along with other related artworks. Annie Han + Daniel Mihalyo: LEAD PENCIL STUDIO Korean-born Annie Han and U.S.-born Daniel Mihalyo have been collaborating as Seattle-based Lead Pencil Studio since 2002, working in the area of installation art and sculpture at the architectural scale. Their work ranges widely in mediums, materials, scales, and disciplines with a pervading interest in structure, space, and landscape. With professional training in art and architecture, their mediums include ceramics, photography, video, sculpture, drawing, design, and installation. Their work is exhibited throughout the U.S. with locations in Europe and Asia. They are the recipients of the Rome Prize, Contemporary NW Art Award, Architecture League of NY Emerging Voice, Creative Capital Foundation Visual Arts Award, Lucas Artist Fellowship at Montalvo, and the New York Prize from the Van Alen Institute. Painter, critic, and author Gary Faigin is cofounder and Artistic Director of Gage Academy of Art in Seattle, as well as the school's Still Life Atelier instructor. Faigin also serves as a Lecturer in the Department of Computer Science & Engineering at the University of Washington, where he teaches facial expressions to graduate animation students and works on a research team studying the human perception of stylized facial expressions. He has taught in art schools across the country including the National Academy of Design and the Parsons School of Design. In 2001, Faigin published his first book, The Artist's Complete Guide to Facial Expression, which has since been translated into seven languages and reprinted sixteen times. Presented by Gage Academy of Art and Town Hall Seattle.

Steps into the independenceBorn in Beijing, China, Hoy remembers her early childhood not being so much fun. At the age of 13, she left her family for the first time, going to Singapore. After that, she arrived in Ohio to begin studying Computer Science Engineering at the University of Toledo.Language barriers starting domino effect barriersHoy explains exactly how difficult it was to blend into a new environment without knowing the language. One example that vividly describes this problem was the one where she ate pizza day after day because that was the only food she could point her finger at without needing to say anything else.Searching for acceptanceDescribing her efforts to become a part of the community, she claims she made some wrong decisions that led her to prison. After ending up in such a horrible place, she felt like it was just a bad dream. Unfortunately, reality woke her up in the same, unenviable situation.Not just a numberHoy soon realized that being imprisoned doesn't need to be something necessarily bad, and that she could learn a lot from that experience. Also, she started bringing in different habits into her daily routine, such as working out and strengthening her body, both physically and mentally. That was the time she started thinking that everything in our life happens for a reason.Faith is the keyHoy started to read the Bible, which was her best friend and companion on this undesirable journey. After getting out of prison, she met Rokki and became a member of her sisterhood. With all the mutual care and love, she finds it much easier to make future plans. One of them is to become a trainer and share her positive attitude with others that may be facing troubles.Follow Hoy's Journey on IG: @hoyzhangConnect with Mind, Body, Gem guests and upcoming workshops on IG: @Fit_to_navigate  

Nishith Kumar is a lifelong entrepreneur and best known as the founder and CEO of Interstellar Systems- helping startups & brands achieve their digital goals. On this episode of The Shape of Work podcast, Nishith shares his journey from being a Computer Science Engineering student to founding Interstellar Systems.With over 15+ years of experience, he had plenty of expertise to share in this conversation. We discuss with Nishith:Effective employee retention strategiesSteps to develop a continuous learning cultureImportance and ways of improving Employee RelationsWays to increase employee productivity with Rewards and Recognition1. Increasing employee retention by flexible working opportunities  Nishith feels that people should be motivated to work from home as it can help them generate better output. Managing resources was a challenge for their organisation during the pandemic, but eventually, the employees started adapting to working from home. After the initial hurdles, the employees started investing more time and eventually, they liked the opportunity of working from home. 2. Maintaining productivity without hampering employees' personal livesAccording to Nishith, there were trust issues in the initial part of the lockdown. However, employees started micromanaging things, and the reduced productivity started falling back into place. He thinks that employers shouldn't bother the employees after 7 pm unless it is extremely crucial. Working from home allows managers to extend the time and provide flexibility to the employees. 3. Changing workspace dynamics and concernsBecause of the pandemic, Nishith's organisation had to dissolve some of its offices. Rather than having three offices, they now have only one office in a metro city. Some employees are frustrated because of working from home. Therefore, they should have the option to come back to the office, according to him. This is because employees don't have the necessary infrastructure like optical fibre in their homes. Virtual workspace for meetings, parties, etc., help the employees engage while working from their home. Arranging a dinner once a week from the company's side where everyone can have dinner together virtually, and activities and games that can be played together are some ways of engaging them. Once in a month or six months, the employer should sponsor team or project wise trips according to the budget and projects. For that, employers should allocate a budget that can include these things. Slack, Zoom, Skype, WebEx, etc., are the tools that they use for communication and employee engagement as per the requirements of their clients. 4. Effective rewards and recognition policy and its impact on productivity Nishith Kumar feels that sending surprise goodies to employees is a good thing to motivate them. They give quarterly credits that add value to their appraisals, goodies, and monetary benefits to the employees, including Amazon gift cards and vouchers, which are some of the rewards they prefer to give to hardworking employees. It happens via both peer-to-peer recognition and management to employee recognition, but most of it is the latter.BONUS: Willing to figure out ways to save your employee turnover cost? Read our latest blog post.Follow Nishith on LinkedIn

What's it really like to get a master's degree? How does the workload compare to a bachelor's degree? Learn from Stephen Sam, a Cloud and LexMobile Solutions Software Developer at LexMark. Stephen recently graduated from the University of Connecticut with a Masters in Computer Science & Engineering. During his master's program, he was a GEM-Full Fellow and active member of his local National Society of Black Engineers chapter. Stephen is also a co-host to the podcast, After Dinner Conversations, discussing challenges in adulthood. In this episode, we talk about everything grad school: when to get your master's, your advisor's role, the experience of taking the GRE, the workload, the experience of doing research, and how a fellowship can help. Mentioned in This Episode: GEM Fellowship: gemfellowship.org Lexmark: lexmark.com NSF Graduate Research Fellowship Program (GRFP): nsfgrfp.org After Dinner Conversations Podcast: linktr.ee/AfterDinnerConversations Pass the Aux Vol. 1 (Spotify): spoti.fi/3FpcAkq Connect with Stephen: LinkedIn: bit.ly/30DAhaa Instagram: @ReigningBoss After Dinner Conversations Instagram: @adconvos Follow Blossoming Technologist: Instagram: @blossoming_tech Twitter: @blossoming_tech LinkedIn: /blossoming-technologist Connect with Marisa: Twitter: @marisahoenig LinkedIn: /marisahoenig

Join Kate Connors and Simon Wu as they interview Janet Krupin. They discuss Janet's current work as a Community Resource Coordinator at the Paul G Allen Center for Computer Science & Engineering, as well as her former work on Broadway and beyond. Be sure to find her on all social media @janetkrupin.

In this conversation, Dr Asoke Talukder shares his experience and perspectives related to His aspiration to be in performing arts, when he was youngWinning in a detective story writing competition, getting into puppetry and becoming a leading shadow puppeteer in Kolkata Wanting to get into a teaching role, attracted by the vacation periods, to pursue his other performing arts interestsStarting his programming as a research scholar at Jadavpur universityThen joining the National Informatics Centre (NIC) before moving on to ICL India (ICIM)Taking on challenges when others had given up and this beginning the inception of his interest in multiple areasThe regulations, restrictions and other technical constraints as well a customer expectations required him to design and implement solutions that were somewhat unprecedented in the Indian contextA tricky issue caused by unstable connectivity over low speed lines in reverse emulation of terminals in India Delays caused by satellite link latency that had to be overcome through an innovative setup, in a matter of a couple of days, to make things work for an important customer eventGetting new customers by taking on problems that have been lying on their plates for a long time and solving themHis getting into genomics and startupsHis passion for teaching, to ignite young minds to get into academics and researchWriting a syllabus making book based on his entrepreneurial experience with mobile computingThe importance of security aspects to be treated as functional requirementsConverting a mis-use case into a functional requirement when it comes to securityHis current interest areas of AI, machine learning and deep learningBeing still hands on and writing code in R, Python, C/C++ or javascript, node.js, to create proofs of concept that can be enhanced by othersHow his width of knowledge and experience helps him solve or relate a problem to something he might have seen elsewhereSynthetic systems and the challenges in understanding and solving healthcare related problems and there is no one-size-fits allThe need for horizontal knowledge, to be a successful solutioning architectHis approach and process for quickly leveraging existing knowledge and experience to build more complex solutionsHis career advice, in particular about being a lifelong learner and possibly getting into academics / researchAsoke Talukder is a creative individual with expertise from Compilers to Cancer and Puppetry to Precision Medicine. He worked in India, USA, UK, and Singapore in technology domains for companies like ICL, Fujitsu-ICIM, Microsoft, Oracle, Informix, Digital, Hewlett Packard, Sequoia, Northern Telecom, NEC, KredietBank, iGate, SRIT etc. He cofounded companies like Cellnext and InterpretOmics. He Internet enabled Microsoft PowerPoint. He engineered the first 64-bit database (Informix) in the world for Digital DEC Alpha. He engineered Oracle Parallel Server for Fault Tolerant computer Sequoia, and developed many killer technologies and products. He engineered the first secured international communication network for Hong and Shanghai Bank Bombay and British Bank of Middle East, Dubai. He setup the first X.25 network in India for Department of Telecommunications (currently BSNL & MTNL), and the first Java Competency Centre in India.He engineered the Network Management System for Queen's Award winning PDMX. He is recipient of many international awards for innovation and professional excellence including ICIM Professional Excellence Award, ICL Excellence Award, IBM Solutions Excellence Award, Simagine GSMWorld Award, All India Radio/Doordarshan Award etcetera. Asoke has been listed in “Who's Who in the World”, “Who's Who in Science and Engineering”, and “Outstanding Scientists of 21st Century”. He authored many research articles, book chapters, and textbooks. Two of his books have been translated in Chinese language. Asoke did M.Sc (Physics) with Bio-physics major and Ph.D (Computer Engineering). He was the DaimlerChrysler Chair Professor at IIIT-Bangalore, Visiting Professor at VIT University Vellore, Adjunct Faculty at ABV Indian Institute of Information Technology & Management, Gwalior and Adjunct Professor, Department of Computer Science & Engineering, NIT Warangal. Currently he is an Adjunct Faculty Department of Computer Science & Engineering, NITK Surathkal teaching Machine Learning, and Chief Science & Technology Officer at SRIT India. 

Kevin is a Computer Scientist, part-time lecturer at Paul G. Allen School of Computer Science & Engineering, and research partner at OSAM. Our discussion with Kevin revolves around: What is Machine Learning (ML)? Biases in ML algorithms Application of ML in medicine, markets, and sports Parallels in Fantasy Sports and Investing And MUCH more! Follow Kevin on his Twitter at https://twitter.com/kczat and read OSAM's research articles at: https://osam.com/Commentary

How is AI used to predict mental illness? What are the benefits and challenges to its use? In this episode we interview Stevie Chancellor about AI, mental health, and the benefits and challenges of machine learning systems that are used to predict mental illness.  Stevie Chancellor is an Assistant Professor in the Department of Computer Science & Engineering at the University of Minnesota - Twin Cities. Her research combines human-computer interaction and machine learning approaches to build and critically evaluate machine learning systems for pressing social issues, focusing on high-risk health behaviors in online communities. Full show notes for this episode can be found at Radicalai.org.  If you enjoy this episode please make sure to subscribe, submit a rating and review, and connect with us on twitter at twitter.com/radicalaipod

Welcome back! Recently I had a conversation with Dr. Marco Altini. Marco is a scientist and developer working at the intersection between health, technology, and performance. He has a PhD in Data Science and a MSc in Computer Science Engineering and in Human Movement Sciences. In 2012, Marco started HRV4Training, a mobile platform using advanced signal processing and data analytics to measure physiology and quantify stress using heart rate variability (HRV) to help athletes better balance training and lifestyle stressors to improve performance. I'm really excited to share this conversation with you because wearable technology has just exploded in the past few years and more and more people are using it to track their recovery and stress, and to boost their performance. Marco is an expert in this field and so it was really great to sit down and talk to him all about how he uses wearable technology to help people boost their health and performance. You can learn more about his work at HRV4Training or at his personal website marcoaltini.com. Enjoy the conversation! --- Support this podcast: https://anchor.fm/dr-greg-wells/support

I spoke with John Calderaio. John is as a technical writer currently working with Mosh Hamedani from Programming with Mosh. If you haven't heard about Mosh, he is a great content and course creator. John writes for Mosh's website. But John's story goes way beyond coding. As we discussed about his career, he revealed his troubled time from 12 to 20 years old when he dealt with drugs and alcohol, which lead to a car accident that got him in jail for 1 year. According to him, this was the worst time of his life. Thankfully he got himself clean and he shared with me that after jail, he went back to University, got his bad grades removed and finished with a 3.9 GPA in Computer Science Engineering. Unfortunately as a result of the car accident, he started suffering severe backpain which is still a constant in his life 24/7. Just to give you an idea of how bad the pain is, he was talking to me from his bed during the chat. Nowadays, John is looking forward to a surgery that should fix the problems on his back. If all goes well, has plans to go to med school and combine technology with medicine. I will leave you with the positive John Calderaio - technical writer and developer. Enjoy the chat! Full show notes and links: https://SoloCoder.com/99

Rick Van Nostostrand is a Partner and Senior Portfolio Manager at Cornerstone Investment Partners. Cornerstone is an investment boutique in Atlanta, Georgia.  The firm manages "mid $2Bn" across a number of value strategies.  They have a qualitative approach with a quantitative model that guides them.  See https://cornerstone-ip.com/.    Prior to Conerstone, Rick was a voting member of the investment committee at EARNEST Partners and served on the Fundamental Value product at Invesco Capital Management. Previously, he worked in management consulting where he served clients across industries at both McKinsey & Company and Accenture (the Anderson Consulting).  Rick earned an MBA with a concentration in Finance from Wharton (U Penn), and holds a Bachelor of Science in Computer Science Engineering from Southern Methodist University.    This conversation covers: ~2:30 - Rick's Background ~3:53 - His consulting career at Accenture and McKinsey ~7:11 - College businesses, one of which could have been quite successful if Amazon existed ~13:57 - The theory that in the real world prices and value are seldom aligned ~ 16:23 - Need to develop an investment process and Cornerstone's philosophy ~ 22:21 - What Cornerstone's model told them about Microsoft that the market missed ~ 24:08 - Looking for high quality companies building value over time ~ 26:21 - ESG discussion ~29:36 - Risk subsidies driving valuation ~32:31 - Indexes and how they impact investment results and the market ~37:00 - What happened to certain stocks after the 1999 bubble burst ~38:00 - Investing in the late 90s ~43:00 - Buying the dip may not work forever ~45:00 - Avoiding financials in 2009 ~50:50 - Real option theory in valuation ~54:05 - Where Wells Fargo erred in remediation ~ 57:19 - Why Citigroup was a palatable turnaround investment ~1:01:00 - The benefit of investing with a team ~ 1:05:00 - Avoiding groupthink as a team ~1:07:00 - How to have investment teams function well ~1:14:00 - Building teams to last and culture ~1:19:00 - Miscellaneous discussion

Yolanda started my entrepreneurship journey two years after graduating from University of California Los Angeles with a Computer Science Engineering degree, selling special occasion wear for children. It was through these years of experiences and a family background of small business owners in the eyewear industry that brought me to Umizato.I started Umizato, alongside co-founder and husband Gary, with the philosophy of owning less but better products that are pertinent to taking care of ourselves. I truly believe that in order to help and take care of others, we must better ourselves first.Besides being an e-commerce entrepreneur, Yolanda is a mom of 2 rascals, passionate about filmmaking, and loves eccentric flavored ice cream.

We are thrilled to bring you today's guest, Tommy Searle.  Tommy is the co-founder/CEO of Wellnest Journal. He founded Wellnest shortly before graduating from the University of Michigan with a Bachelor's in Computer Science Engineering. He's currently living in San Francisco, CA, close to his hometown of Mill Valley. Wellnest Journal is a fun and easy journaling app that prompts you on your day and emotions, and guides you through specific issues such as, imposter syndrome, facing fear, social anxiety, self-care and many more. During our conversation today with Tommy, he shares with our listeners his deeply personal story and how he went on to found Wellnest. Tommy and his colleagues are on a mission to create a world without mental health stigma and are very focused on the young adult demographic. We are truly impressed with their mission and what they are accomplishing to break the stigma surrounding mental health and help people in need. The Wellnest App is easy to use and we love the feedback you get daily for checking in.  Tommy ends the conversation with a few tips on how to get into the habit of journaling regularly. You won't want to miss this episode! You can find Tommy on: https://wellnest.co/ Tommy wrote a blog post on Wellnest featured here: https://medium.com/shiftcreatorspace/crafting-wellnest-49601e8cabc1https://fortitudeandflow.com/work-with-me/ IG: @wellnestjournal FB: wellnestjournal Special offer from Tommy: Wellnest is offering a free month of their premium courses! Download the App here. ------------------------------------------------------------------ Thanks to our amazing sponsors:This episode is brought to you by Appetite for Change, a non-profit in North Minneapolis that uses food as a tool for health, wealth, and social change. To learn more about AFC, listen to Episode 31 of our podcast with one of their co-founders Michelle Horovitz, as well as our bonus episodes with co-founder Princess Haley. For more information or to donate head on over to https://appetiteforchangemn.org/impact/ or visit them on instagram and facebook @appetiteforchange.   This episode is also brought to you by Lakewinds co-op, which is both of our favorite grocery store to shop at in the Twin Cities. We love that Lakewinds has such high standards and vets every single product on their shelves including their amazing personal care and supplements section so we don't have to. You can find out more by going to Lakewinds.coop, and when you're there be sure to check out their delicious recipes.  ------------------------------------------------------------ SPECIAL OFFER FOR OUR LISTENERS: 1. Download our Free brand new "At Home" workout guide! --------------------------------------------------------- Upcoming programs and workshops: 1) 7 Day Functional Medicine DetoxSign-up now $155 - April 5th, 2021 group start   2) The Art of Living Well Membership Tribe: Silver Prioritize YOU, feel amazing in your own skin and thrive with your own tribe You know what to do, sometimes you even get short-term results, but it is so easy to fall into a vicious cycle of old habits.   You love how you feel when you are taking care of yourself whether that's eating well, moving your body, getting good sleep or spending time doing what bring you joy. The problem is, this can be hard to implement and sustain. We believe that having a roadmap and accountability are both super important. This is a monthly program for people like you who deserve to find their Art of Living Well. Does this resonate with you?  If so, let's do this together; let's find your art of living well. Here is how you'll benefit from joining our tribe: Gain mindfulness practices and techniques to help you in all areas of your life, but especially with your nutrition. Thrive with support from like-minded people who will help hold you accountable to yourself.  Successfully implement new habits so that they become second nature. Feel amazing in your own skin. Find clarity about what you need to thrive and the techniques that can work for you.  What will our membership provide you each month? Two 60-minute Live Video/Q&A sessions (with participant input) Downloadable recipe book Short meditations Daily support in a private chat with full access to two certified and experienced Integrative Health Practitioners who will share tips, tricks and strategies that are proven to work. Support and accountability from a group of like minded people Motivation so that you keep true to yourself and your health goals Bonus materials: At Home Workout Guide, guest recordings and movement classes. Stay stuck or jump in with us? Monthly investment- $34.99/month Founding Membership: $399 if paid in full by June 12th, 2021. Use code: AOLWSilver Founders members will be locked into this annual price of $399. ---------------------------------------------------------------   10 Ways to Create a Healthy Relationship with Sugar - Online Workshop. Are you ready to change your relationship with sugar? Take our online sugar workshop and be on your way to having a healthy relationship with sugar in no time. Purchase this 1 hour workshop here. Rate and Review Us!  Please head over to Apple Podcasts and give the Art of Living Well Podcast a rating and review. We would so appreciate it and it helps our podcast get found in searches. Thank you! Don't forget to Subscribe to our podcast The Art of Living Well Podcast so that you can uncover strategies, tips and resources from a variety of experts and our own banks of knowledge as you progress on your journey to living well.  Please share this podcast with a friend or anyone who you think could benefit from this information.  Join our private Art of Living Well Podcast Facebook Community: This is a community where you can directly interact with us and ask us questions and suggest topics for future episodes. Shop our Favorite Products:   https://www.theartoflivingwell.us/products Shop Clean-crafted wines! Instagram: @theartofliving_well FB: theartoflivingwell Sign-up for our Art of Living Well Podcast email list. (We promise not to bombard you with email). Marnie Dachis Marmet's Website (Zenful Life Coaching) Stephanie May Potter's Website 

In this episode, we talk with Uche Eke, an athlete on Michigan's (collegiate) and Nigeria's (national) Men's Gymnastics teams. Uche did his undergraduate studies in Computer Science Engineering at Michigan, and is doing a Master's of Science in Information at Michigan for his graduate degree, and continued his collegiate and national gymnastics duties into his graduate studies. We talk about what life is like if you want to get into athletics at Michigan, and how you can succeed as Wolverine as a student, and as an athlete.

Today we’re joined by Vered Shwartz, a Postdoctoral Researcher at both the Allen Institute for AI and the Paul G. Allen School of Computer Science & Engineering at the University of Washington. In our conversation with Vered, we explore her NLP research, where she focuses on teaching machines common sense reasoning in natural language. We discuss training using GPT models and the potential use of multimodal reasoning and incorporating images to augment the reasoning capabilities. Finally, we talk through some other noteworthy research in this field, how she deals with biases in the models, and Vered's future plans for incorporating some of the newer techniques into her future research. The complete show notes for this episode can be found at https://twimlai.com/go/461. 

Sridhar, Graduated with a Master of Science in Information Management and Computer Science Engineering, Working in the IT industry for more than 28 years. He is an active and passive Investor in Commercial and Residential. He Co-sponsored 5 multi-family complexes (of a 1300+ in) in Texas (over 125 mil USD). He passively invested over 5500+ multi-family unit syndications in the US (over 500 mil USD). He is an Expert in Financial Analysis and Statistical modeling. He seeks Value Add/ Stable properties in Commercial and Residential Real Estate.

Meet some of Human AI Labs’ co-founders, Kristie Kaiser and Sharon Zhang, who seek to empower all humans with an affordable, unbiased AI-based memory “bank.”. the The tool allows individuals to search for nuggets of information from past events using a variety of AI technologies with the goal of retaining user’s memories to allow for more efficient recall and further utilization.  Kristie found herself in San Diego upon attending San Diego State University in 2010 where she earned a degree in graphic design. She was introduced to San Diego’s tech ecosystem early on, and has worked on a total of four startups since graduation. Human AI is her fourth startup, where she works as Head of Design.  Sharon has spent around 15 years in academia, focusing on industrial AI applications. Upon graduation with a double major in Biology and Electric and Computer Science Engineering from MIT, Sharon wanted to use technology to impact the lives of others. She spent several years working in the healthcare industry, focused on speech recognition and heart disease prediction technology. She brings this experience to Human AI as the Chief Technology Officer.  Both women brought their expertise and passion to Human AI, which is guided by three brand principles: bringing AI to the individual, an emphasis on recall instead of search, and customer data control. The team wants to use recall instead of search as it more closely imitates the way humans recall specific memories. They additionally want to emphasize that the consumer is not the product,meaning the data is in the hands of the consumer, not the company.   With Human AI’s recently acquired $3.2 million, the team plans to further develop their product. They’re looking to generate user value and awareness, while building out the product’s design and AI stores. Listen in to hear Kristie and Sharon talk about how Human AI plans to create the “future of remembering” as well as the startup’s  technology’s use cases and how it will imitate human memory.  Their favorite local tacos:  Sharon’s: Fish District in Del Mar Kristie’s: Oscar’s in Pacific Beach Connect with Kristie and Sharon on LinkedIn: Kristie  Sharon  Keep up with Human AI: Website LinkedIn Facebook: @humanailabs Thanks to our partners at Cox Business for their support in enabling us to grow the San Diego ecosystem.

As the Founder & the Chief Product Officer at techwolf.ai, Mikaël Wornoo has a background in Computer Science Engineering and is passionate about all things AI in HR.In this episode, Mikael and I discuss the renewed emphasis on strategic workforce planning, where it’s having the largest impact, and why its principles are essential in designing the hybrid workforces of today.We also strike a more personal note; discussing our shared love of biohacking, with a particular focus on the importance of sleep. I share my recent challenges with chronic fatigue, and the steps I’m taking to resolve them in service to having a greater impact. It was an awesome chat. I hope you enjoy our conversation as much as I did.Mikaël Wornoo Mikaël Wornoo is a Founder & the Chief Product Officer at techwolf.ai. He has a background in Computer Science Engineering and passionate about all things AI in HR.WebsiteLinkedInThinking Inside the BoxConstraints drive innovation. Each week we’ll tackle the most complex issues related to work & culture.LinkedInInstagramTwitterWebsiteApple PodcastsGoogle PodcastsSpotifyStitcherPocket CastMatt BurnsMatt Burns is an award-winning executive, social entrepreneur and speaker. He believes in the power of community, simplicity & technology.LinkedInTwitter

In this episode of ACM ByteCast, Rashmi Mohan hosts ACM Grace Murray Hopper Award recipient Jeffrey Heer. Heer is the co-founder of Trifacta, a provider of interactive tools for scalable data transformation, and the Jerre D. Noe Endowed Professor of Computer Science & Engineering at the University of Washington, where he directs the Interactive Data Lab and conducts research on data visualization, human-computer interaction, and social computing. The visualization tools developed by Heer and his collaborators – Vega(-Lite), D3.js, Protovis, Prefuse – are used by researchers, companies, and data enthusiasts around the world.In the interview, Heer explains how his longstanding interest in psychology and cognitive science led him to focus on human-computer interaction as a student in computing. He describes the deep satisfaction (and fun) of interdisciplinary research drawing on computer science, statistics, psychology, and design, as well as his passion for building open-source tools that people in the real world can use. He also covers some of the challenges particular to building visualizations in the age of big data, starting a company to commercialize academic research, and his current efforts to promote more comprehensive, robust, and transparent analysis results.

Live interview with Founder of HRV4 Training - Marco Altini, looking at using how we can measure and use Heart Rate Variability (HRV) in our training and coaching. HRV looks at the variability between heartbeats. Heart rhythm, and therefore HRV, is regulated by the parasympathetic branch of the autonomic nervous system, the one in charge of rest and relaxation. HRV4 Training states that HRV is an effective way to capture how our body is coping while trying to maintain a state of balance in response to different stressors such as training, lifestyle, etc. We interview Marco to discuss how he developed this app and how we can use it in our everyday training and running. Marco Altini has a PhD cum laude in Data Science, MSc cum laude in Computer Science Engineering, MSc cum laude in Human Movement Sciences, High-Performance Coaching. He is the founder of HRV4Training, ​Data Science Advisor at Oura, Guest Lecturer at Vrije Universiteit Amsterdam (Physiology section of the Department of Human Movement Sciences) and has 10+ years of experience modeling physiological data, and 50+ publications at the intersection between technology, health, and performance. Originally on YouTube here: https://www.youtube.com/watch?v=x4lEDe3fjL8  

About Speaker: After completing Computer Science Engineering, Ranjan worked with tech giants like IBM and GE for nearly 9+ years. An entrepreneur at heart, he decided to co-founded Learnyst with Shankar in 2014. Since then, Ranjan has been instrumental in helping teachers & coaching institutes in India, launch their academies online. Besides helping teachers cross the technology barriers, he guides them towards building their own profitable online teaching business through his live webinars. He is an avid listener and loves knowing about people. Back in 2014, Shankar Mahesh (CEO) & Shivaranjan Kumar (CFO) with a cumulative experience of almost 25 years, kick-started their entrepreneurial journey through a small market survey – enquiring teachers who owned coaching institutes about what kind of solution would help them go digital. Having started its journey in 2014, Learnyst today is one of the fastest-growing LMS companies, catering to 1000+ institutes with more than 3 million students online. The company provides a technology platform for online education - a proposition wherein any educator developing good content can start & grow their online academy without worrying about the technology. --- Send in a voice message: https://anchor.fm/future-school-leaders/message

Nicole Armstrong is the CEO of TechBridge,  an innovative 501(c)3 charitable, nonprofit organization with a mission to bring creative technology solutions from the robust IT business sector to the vast ecosystem of nonprofit agencies addressing homelessness, food insecurity, living-wage jobs programs, after school education and other critical impact areas. She is a seasoned business executive with more than two decades of experience and a series of successes with the public sector, large and mid-sized organizations, particularly focused on operations and emerging business strategies.  Prior to joining TechBridge, Nicole most recently served as Senior Vice President of Customer Success at Renaissance Learning, one of the nation's largest education technology companies. Prior to Renaissance, she was CEO and Co-Founder of Noodle Markets, K-12's first digital procurement platform, and national marketplace.  Nicole also served as President of CORE Education and Consulting Solutions (ECS), Inc., an Atlanta-based leading global education company providing assessments, interventions, and content solutions for districts and states serving Pre-K, K-12, Employability, Special Education, and Higher Education sectors.  Prior to CORE ECS, Nicole was the Senior Vice President of Client Services for Schoolnet, Inc. and Pearson Education.   Nicole holds a bachelor's degree with honors in Computer Science Engineering from Binghamton University's Watson School of Engineering and graduated Phi Beta Kappa from the University of Maryland University College with a master's degree in Business Administration. Chat Highlights How does your entrepreneurial experience in the for-profit sector inform your leadership at TechBridge? What are some top ways that technology innovation leads nonprofits towards exponential, social impact? Can you share some examples from the clients and technology projects you've been leading particularly in response to the pandemic? What call to action would you have for non-profit leaders when it comes to thinking about investing in new technology? Get In Touch Follow Nicole Armstrong on LinkedIn and visit TechBridge.org to discover ways you can support their community impact through technology innovation. About Our Sponsor This episode is brought to you by Inspiredu, a nonprofit organization that's bridging the digital divide by putting technology into the hands of underserved Atlanta communities. The need for technology devices and access has accelerated due to the pandemic and Inspiredu makes a positive impact on helping marginalized learners. Through its partners and supporters like you, they help students flourish into 21st-century scholars. Learn how you can support their mission at iuatl.org. Follow Inspiredu on LinkedIn, Facebook, and Twitter. See omnystudio.com/listener for privacy information.

in this episode we discuss how to get through and thrive in university courses like CS, Engineering, and Math. Check out the youtube channel to see the video that goes along with this and shoot me a message on LinkedIn

Carol Craig, founder, and CEO of Craig Technologies earned a BA in Computer Science from Knox College and a BS in Computer Science Engineering from the University of Illinois.  Following college Carol was accepted into the Naval Flight Officer Program, spending 3 and a half years in the Navy and becoming the first female aviator to join her P-3C Orion squadron.  Following a medical discharge due to a training injury, Carol earned an MS in Electrical and Computer Engineering from the University of Massachusetts at Amherst.  Carol worked in the private sector as a software engineer until 1999 when Carol started her own federal government contracting business, growing it to the $50M dollar company that it is today.  She has spent the last decade focusing on aerospace and defense with a concentration on commercial opportunities culminating in the creation of Sidus Space Technologies, a framework, and platform for on-orbit in space testing, making possible a one-of-a-kind Space 2.0 company.  Sidus will leverage existing small satellite and space systems engineering, manufacturing, testing, and certification capabilities to fulfill the needs of the United States and international partners.  From project definition to operation, Sidus is a one-stop-shop for customers looking to research, develop, and demonstrate new technologies.  

Jenita Theodore is a second year student at the Georgia Institute of Technology pursuing a Computer Engineering masters degree. While being a female in STEM puts her at a disadvantage, she used that as motivation to amplify her voice and strive towards becoming one of the best software engineers. In this episode, you'll learn how to find your true passion and genuinely start to enjoy learning. You will also learn so much about how to deal with competition, stress, and imposter syndrome at college. ***8 Voices is a series where we help you create the life you want by sharing unique stories of passionate students who are pursuing their own dreams. We are welcoming guest speakers from a wide variety of colleges, majors, and backgrounds to show how you can use college as an opportunity to elevate your personal goals and ultimately achieve success.*** FOLLOW OUR IG: https://www.instagram.com/campus.hq/

This week I had the honor of having Josh Lynch (@JMYSTIC) on the podcast. Josh and I met when we both worked in tech retail and always connected on content creation and having an online presence. He's currently finishing up his Computer Science Engineering degree and continues his online brand JMYSTIC with his streaming, various youtube channels, social media, and interacting with the community he's built online. As an admirer of everyone building their own legacy, I've been wanting to talk to him about the journey and challenges of building a brand online. Josh is not only an engineer, but he uses his knowledge of the technical and combines it with the artistic to put out some great content. I enjoy watching his stuff whenever it comes up on my feed. There are some video games I know only from watching him play them.  Josh recently put out this reaction video on one of his new channels, and he had an incredible message from his perspective as a young black man in America. We discussed the murder of George Floyd and what's needed for change in the future. I thank him for coming on the podcast and sharing - make sure to follow him @jmystic everywhere. Look for that part 2 on his channel here soon:  https://youtu.be/twDMPyPLQaM JMYSTIC: https://www.youtube.com/channel/UCJF-UROnfHVvi7d8JExtkxA/channels Meditation Video: https://youtu.be/6p_yaNFSYao

Key insights and mental models:1. Pivoting to unconventional and unchartered career paths2. Understanding the governance consulting models and landscape in India3. Unit and scale of change in the context of governance in IndiaGaurav Goel is the Founder & CEO of Samagra | Transforming Governance, a mission-driven governance consulting firm. Gaurav holds a dual degree in Computer Science & Engineering from IIT Delhi and an MBA from IIM Calcutta. After graduating from IIM Calcutta, he joined McKinsey & Company as a Management Consultant where he worked across sectors and geographies, solving diverse corporate problem statements. While he was enjoying his stint at McKinsey, he knew that eventually he wanted to use his skills towards improving the lives of Indian citizens by engaging with the governance process. In 2012, he set up Samagra so that he could translate his passion into reality and create impact at scale. Samagra is currently driving 9 state-wide transformations across diverse domains, while also working with the Ministry of Skill Development and Entrepreneurship and NITI Aayog at the Centre. Through its engagements, Samagra is impacting the lives of more than 65 million citizens. Gaurav's path-breaking efforts to tackle intractable governance challenges led him to be recognized in BusinessWorld’s 40 Under 40 list of changemakers in India in 2019.

In this episode of the podcast, I talk to Miguel Angel Cuen. He's a Computer Science Engineering student at Arizona State University and a National Board Member at SHPE. In our conversation, we talk about how joining SHPE has changed his life and why every student should consider joining a student organization. Joining a student organization gives you the ability to expand your network, develop your leadership capabilities, and build critical skills that employers are looking for. So if you're currently in a student organization or if you've ever thought of joining one, this is an episode that you can't miss.

In this episode of the podcast, I talk to Miguel Angel Cuen. He’s a Computer Science Engineering student at Arizona State University and a National Board Member at SHPE.  In our conversation, we talk about how joining SHPE has changed his life and why every student should consider joining a student organization.  Joining a student organization gives you the ability to expand your network, develop your leadership capabilities, and build critical skills that employers are looking for.  So if you’re currently in a student organization or if you’ve ever thought of joining one, this is an episode that you can’t miss.

Julie and Casey sit down with Rev. Dr. Courtney Pace to talk about social justice, racism and sexism within religious traditions, how to have difficult conversations, the powerful story of civil rights activist Prathia Hall, and how both faith traditions and workplaces can decentralize power and uplift everyone.  And also figure skating. TOP TAKEAWAYS: To understand people who are different from us, we have to understand intersectionality, and how everyone carries multiple identities that often complicate their experience of discrimination. Sometimes, an environment doesn’t have to TELL you to be quiet if it teaches you effectively to quiet yourself.  And sometimes you don’t realize how weird that is until you get out - the fish doesn’t understand what water is, because it’s just their world. Courtney’s philosophy: the central deity in faith is working toward liberation and dismantling hierarchy where everyone treats everyone else with love - but because people think in terms of dominance and power, we project our own stuff onto God and create toxic systems. The worst thing that can happen if you ask a question (even of something as big as GOD) is that you don’t get an answer . . . but often you find information that helps you understand and participate in the world in a richer way. Difficult conversations require practice.  Telling people the truth is important (and sometimes the kindest thing you can do for the community and the individual), and how we do it and the intention with which we do it with is incredibly important. Prathia Hall (the subject of Courtney’s book) was central to the story of the Selma march, a leading voice in the civil rights movement, and one of the most formidable minds of her generation. When people can be their real selves, they are happier, more productive, and more creative.  When everyone has what they need, it leads to community thriving. Re: the patriarchy and/or toxic circumstances: “If my tombstone reads “That Girl Was a Problem”, then glory be.” Mentioned in the episode: Jes Kast https://www.revjeskast.com Broderick Greer  http://www.broderickgreer.com Allyson Dylan Robinson  http://allysonrobinson.com Robyn Henderson Espinosa  https://irobyn.com Emmy Keggler  http://emmykegler.com Hear Prathia Hall preach: https://www.iheart.com/podcast/256-stole-sisters-31041590/episode/rev-dr-prathia-hall-a-38236357/ https://soundcloud.com/dradambanks/01-between-the-wilderness-and Read Courtney's work for Forbes. Read “Freedom Faith: The Womanist Vision of Prathia Hall” Courtney Pace is Associate Vice President of Talent at FedEx Credit Association, overseeing Human Resources, Training, Leadership Development, and Volunteering. She joined the invitation-only Forbes Human Resources Council in 2019. Her research interests include race and gender, Baptist history, the Civil Rights Movement, and social justice in American religion. Her first book, Freedom Faith (UGA Press, 2019), is the first ever biography of Rev. Dr. Prathia Hall, a womanist Baptist preacher and civil rights activist. She is currently completing an anthology of Hall’s sermons and essays. She has a PhD in Religion from Baylor University (2014), a Masters of Divinity in Theology from George W. Truett Theological Seminary (2007), and an Honors Bachelor of Science in Computer Science Engineering, with minors in Mathematics and Psychology, from The University of Texas at Arlington (2004) and is the Prathia Hall Scholar in Residence of Social Justice History for Equity for Women in the Church. She is ordained through the Cooperative Baptist Fellowship and works closely with the Alliance of Baptists and Baptist Women in Ministry. She is a board member of Equity for Women in the Church, a non-profit organization that promotes the acceptance and placement of women in ministry as well as interracial and ecumenical cooperation, and is frequently invited as guest preacher to churches across the country. She is also the founder and chair of the Clergy Advocacy Board for Planned Parenthood of Greater Tennessee and North Mississippi. Rev. Dr. Pace also created popular podcast “Stole Sisters,” which features women preachers representing multiple denominations, races, and regions.

In the first episode of the Deep Neural Notebooks podcast, I talk with Shanmuganathan Raman, who is an Associate Professor of Electrical & Computer Science Engineering at IIT Gandhinagar. He has been my mentor for my research internship at IIT. He has obtained his MTech and PhD degrees from IIT Bombay and was a post-doc research associate at Department of Electrical Engineering, Indian Institute of Science (IISc), Bangalore. His PhD thesis on 'Low Dynamic Range solution to High Dynamic Range Imaging problem' received the IIT Bombay Excellence in PhD Thesis Work' Award. His research interests include Computer Vision, Computational Photography, Machine Learning and Computer Graphics. In this episode we discuss his educational background, his theses, the state of HDR imaging and computational photography. We also talk about deep learning, the scope of traditional algorithms in a DL-minded society and the road ahead. Relevant links: Prof. Shanmuganathan Raman: people.iitgn.ac.in/~shanmuga/ Deep Neural Notebooks: Deep Neural Notebooks is a podcast where I like to discuss a multitude of topics, ranging from Deep Learning and Computer Vision to Neuroscience and Open Source Software, through conversations with experts about their thoughts on the state of their specialisations, how things fit into the bigger picture, their journey so far and the road ahead. I believe that it is through conversations like these that we can boil down the essence of vast resources of knowledge and expertise into more consumable bits that can enrich our understanding of concepts and technologies that are shaping our world. If you like the content, please subscribe to the channel and leave a thumbs up, or a star rating, depending on the streaming platform. Youtube: youtube.com/channel/UC66w1T4oMv66Jn1LR5CW2yg Apple Podcasts: podcasts.apple.com/in/podcast/deep-neural-notebooks/id1488705711 Spotify: open.spotify.com/show/2eq1jD7V5K19aZUUJnIz5z Anchor: anchor.fm/deep-neural-notebooks Connect: Website: mukulkhanna.github.io LinkedIn: linkedin.com/in/mukulkhanna/ Twitter: twitter.com/mkulkhanna

This video is episode 1 of UNDER THE HOOD PODCAST which is-IS CODING EVERYTHING? In this video, we have discussed if coding (like c++ or c or JAVA programs) is necessary for someone who wants to pursue a different stream like Automobile or Mechanical or Electrical for that instance?We have discussed the reason why this confusion and misconception as come in the first place. And how the young viewers who are still to decide there future and are confused on this topic gets a proper insight and who better than someone who has been in there shoes.General points discussed in this PODCAST-1- Coding or Computer Science Engineering is the best and only stream to secure a good job?2- Learning computer programs or language (like c++ JAVA OR C) helps to give better or higher package during placements?3-Why student of every stream should have a basic knowledge of programming language(C, C++, JAVA).4- Are companies for placement expecting students of other streams to know coding or Programming Language.

Dr. Sameer Kishore, Senior Lecturer, and Judhi Prasetyo, Lecturer in the Department of Engineering and Informatics at Middlesex University Dubai, speak to Edarabia about the Master’s Degree in Robotics. Through this postgraduate programme, students are prepared to take a leading role in the research and development of future generations of robotics and AI systems. Career opportunities are vast, and graduates may find themselves working in business and projects focusing on security and surveillance, manufacturing, logistics, inventory management, and many more.About the Speakers:Judhi holds a Bachelor’s Degree in Electronics and Electrical Engineering from the National Institute of Technology of Bandung (Indonesia), and a Master of Science in Engineering Management from Middlesex University Dubai.His teaching and learning interests include Robotics and Physical Computing, Realtime and Embedded Systems, and Data Communications and Security. His research areas include Collective Decision Making, Autonomous Robots and Vehicles, and Data Communications and Security.Dr. Sameer holds a PhD from the University of Barcelona (Spain), an MSc in Computer Graphics (Vision and Imaging) from University College London (UK), and a BEng in Computer Science Engineering from BITS Pilani University (Dubai, UAE).His teaching and learning interests cover Humanoid Robots, Applications of Robotics, Human-Robot Interaction, Virtual and Augmented Reality, Real-time Computer Graphics, Telepresence, Embodiment and Body-Ownership Illusions.He was previously the Head of Medical Rehabilitation & Virtual Reality Innovation at Virtual Bodyworks (Barcelona, Spain) and was a Postdoctoral Research at the University of Barcelona (Spain).Support the show (https://www.edarabia.com/edtalk/)