Podcasts about devops engineer

„Vorher hab ich programmiert, was man mir gesagt hat. Jetzt überlege ich selbst, was Sinn macht.“Sagt Gerrit, DevOps Engineer bei x-cellentKleines Team, große Wirkung – bei x-cellent läuft DevOps nach den eigenen Vorstellungen. Gerrit erzählt, wie sich sein Blick auf Cloud-Infrastruktur, Linux und APIs verändert hat, warum er gerade Go(lang) feiert und was es bedeutet, wenn Menschen wichtiger sind als Produkte.

Como fazer entregas mais rápidas de código sem comprometer o todo? Neste episódio, Tamiris Souza Fonseca, DevOps Engineer, e Juliana Oliver de Freitas, Líder Técnica, ambas da dti digital, revelam como os Feature Toggles funcionam como "chaves" que controlam a visibilidade do código sem precisar de novos deploys. Além disso, elas compartilham estratégias para acelerar entregas, realizar testes controlados com grupos específicos de usuários, além dos desafios. Dê o play e ouça agora! Procurando uma oportunidade na área de tecnologia? Se você é uma mente criativa, a dti digital é o melhor lugar para você construir uma carreira. Confira as vagas Quer enviar uma dúvida ou ideia para o Entre Chaves? Mande uma mensagem para o nosso Linkedin ou pelo email entrechaves@dtidigital.com.br. Sua resposta pode aparecer em um dos nossos episódios! O Entre Chaves é uma iniciativa da dti digital, uma empresa WPP

Amanda Ruzza is a DevOps Engineer, world famous Jass Bassist, and a Services Architect at Datadog! in this episode she shares how she ‘migrated' traditional music studying techniques into learning Cloud and all things tech related! "Study is fun and it's all about falling in love with the journey

Nana Janashia, the force behind TechWorld with Nana, has helped millions learn DevOps. In this episode, we explore how DevOps has evolved from scripting and configuration management to platform engineering, the growing role of AI in cloud infrastructure, and the challenges engineers face in keeping up with rapidly changing technologies.Nana Janashia is a self-taught DevOps Engineer, instructor, and tech entrepreneur. As the Co-Founder of TechWorld with Nana, she has taught in-demand DevOps skills to millions worldwide through her YouTube channel and online courses. In just four years, her channel has grown to over 1,2 million subscribers, establishing her as a trusted source for high-quality DevOps education. Nana also collaborates with leading tech companies and startups globally, sharing her expertise in Cloud and DevOps technologies.

Разбор резюме в прямом эфире. Разбираем CV программистов, которые хотят работать на американские компании. Frontend Software Engineer, Backend Software Engineer, Full Stack Engineer, Mobile Software Engineer, DevOps Engineer, Site Reliability Engineer (SRE), Machine Learning Engineer, Software Architect, Java Developer, Android, iOS Developer, Python, Django, Flask, JavaScript, React, .NET Developer, C# Engineer и так далее.Присылайте свое резюме для разбора в прямом эфире в телеграм канал https://t.me/prodcastUSA.Маша (Мария) Подоляк (Marsha Podolyak)Автор Телеграм канала "

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 3 x DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 3 x DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 1 x DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 2 x DevOps Engineer Jobs Thüringen und Sachsen► 1 x DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 2 x DevOps Engineer Jobs Metropolregion Nürnberg► 3 x DevOps Engineer Jobs Metropolregion München► 3 x DevOps Engineer Jobs Metropolregion St. Gallen/SchweizAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 2 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 3 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 2 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 3 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 1 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 2 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 1 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 2 x IT-DevOps Engineer Jobs Metropolregion München► 2 x IT-DevOps Engineer Jobs Metropolregion Zürich/Schweiz► 1 x IT-DevOps Engineer Jobs Metropolregion Wien/ÖsterreichAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 1 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 3 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 1 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 2 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 2 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 2 x IT-DevOps Engineer Jobs Metropolregion München► 2 x IT-DevOps Engineer Jobs Metropolregion Zürich/SchweizAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 4 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 4 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 1 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 2 x IT-DevOps Engineer Jobs Metropolregion St. Gallen & Zürich/SchweizAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 3 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 3 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 1 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 2 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 3 x IT-DevOps Engineer Jobs Metropolregion München► 1 x IT-DevOps Engineer Jobs Metropolregion St. Gallen/SchweizAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 2 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 3 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 3 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 3 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 1 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 4 x IT-DevOps Engineer Jobs Metropolregion München► 1 x IT-DevOps Engineer Jobs Metropolregion Zürich/Schweiz► 2 x IT-DevOps Engineer Jobs Metropolregion Wien/ÖsterreichAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.

In this episode Kat interviews Vineela Pappu. Vineela is an accomplished DevOps Engineer at NetSupport, dedicated to enhancing software delivery through automation and process optimization. She specialises in building and managing CI/CD pipelines, overseeing infrastructure across multiple global regions, and maintaining high standards of security and scalability. With a strong foundation in software development and a keen interest in AI and automation, Vineela seamlessly blends technical expertise with innovative problem-solving.  Beyond her professional role, Vineela enjoys drawing and creating web applications with her daughters, nurturing both creativity and a love for technology within the family. Committed to continuous learning, Vineela stays at the forefront of the rapidly evolving tech industry, always seeking to expand her knowledge and skills. Here are some of the questions we asked Vineela: Can you please tell us about your role at NetSupport and what it involves? Who are you outside of NetSupport? How did you get into your role? What are some of your favourite aspects of your role? What has your experience been like working in a tech company (challenges and benefits)? What would be your advice for someone interested in a role in DevOps? Connect with Vineela to learn more: LinkedIn - https://www.linkedin.com/in/vineela-pappu-614b16256/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 2 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 2 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 1 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 2 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 2 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 3 x IT-DevOps Engineer Jobs Metropolregion München► 2 x IT-DevOps Engineer Jobs Metropolregion Zürich/SchweizAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 2 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 3 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 2 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 2 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 1 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 3 x IT-DevOps Engineer Jobs Metropolregion München► 2 x IT-DevOps Engineer Jobs Metropolregion Zürich/SchweizAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 2 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 4 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 3 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 3 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 3 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 1 x IT-DevOps Engineer Jobs Metropolregion MünchenAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Join us as we sit down with Natalia Nam, an AWS DevOps Engineer at Snapper, who shares her inspiring journey from migrating to New Zealand to establishing herself in the tech industry. Natalia discusses overcoming language barriers, building a support system in a new country, and breaking into tech in her 40s. Discover how she forged valuable connections and found mentorship, offering a fresh perspective on resilience, courage, and the power of diverse experiences in technology. Whether you're navigating a career shift or seeking inspiration in your tech journey, Natalia's story is one of triumph and tenacity. #TechBeyondGender #WomenInTech #MigrantsInTech #TechJourney #DiversityInTech #InspiringWomen #BreakingBarriers #DevOpsLife #ResilienceInTech #MentorshipMatters #TechCareer #CourageToChange #WomenEmpowerment #CareerInspiration #TechCommunity

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 1 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 5 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 2 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 1 x IT-DevOps Engineer Jobs Metropolregion NürnbergAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Kisa on DevOps engineer fe menm? --- Support this podcast: https://podcasters.spotify.com/pod/show/cdojoacademy/support

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 4 x IT-DevOps Engineer Jobs Metropolregion Berlin + Deutschland Ost► 2 x IT-DevOps Engineer Jobs Metropolregion Hamburg + Deutschland Nord► 3 x IT-DevOps Engineer Jobs Metropolregion Rhein-Ruhr► 2 x IT-DevOps Engineer Jobs Metropolregion Frankfurt / Rhein-Main► 2 x IT-DevOps Engineer Jobs Thüringen und Sachsen► 3 x IT-DevOps Engineer Jobs Metropolregion Stuttgart + Baden-Württemberg► 1 x IT-DevOps Engineer Jobs Metropolregion Nürnberg► 4 x IT-DevOps Engineer Jobs Metropolregion MünchenAlle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 12 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 2 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 1 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 13 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 4 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 6 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 4 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 9 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 7 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 4 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 2 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 8 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Srikar Kadavakuti (KC) interview on Youtube Senior DevOps Engineer at Boeing Linkedin page Grupo do OsProgramadores no Telegram

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 7 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 5 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 1 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 9 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 0 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 5 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 3 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 12 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 4 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 3 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 6 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 10 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 7 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 1 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 2 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 6 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Mind blowing: I used NotebookLM to generate a podcast of my resume. Check it out.This text is a resume for Etienne Noumen, a Technical Lead and Solutions Architect with extensive experience in data engineering, DevOps, and mobile app development. He holds a Bachelor of Software Engineering and has worked at various companies, including TC Energy and Alberta Transportation, taking on roles such as DevOps Engineer, System Administrator, and Software Release Engineer. His resume highlights his expertise in various technologies, including cloud platforms (AWS, Azure, GCP), databases, containerization, DevOps tools, and programming languages. He is also an active volunteer, coaching soccer and developing educational mobile apps.----For those who aren't using Google NotebookLM, you are missing out. In a nutshell it lets up upload up to 100 docs each up to 200,000 words and generate summaries, quizes, etc. You can interrogate the documents and find out key details. That alone is cool, but TODAY they released a mind blowing enhancement.Google NotebookLM can now generate podcasts (with a male and female host) from your Documents and Web Pages!Try it by going to NotebookLM.google.com uploading your resume or any other document or pointing it to a website. Then click * Notebook Guide to the right of the input field and select Generate under Audio Overview. It takes a few minutes but it will generate a podcast about your documents! It is amazing!!Source: http://notebooklm.google.com/-----Set yourself up for promotion or get a better job by Acing the AWS Certified Data Engineer Associate Exam (DEA-C01) with the book or App below:Google at https://play.google.com/store/books/details?id=lzgPEQAAQBAJApple at https://books.apple.com/ca/book/ace-the-aws-certified-data-engineer-associate/id650457218iOs App at https://apps.apple.com/ca/app/ace-the-aws-data-engineer-exam/id6566170013

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 10 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 3 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 3 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 10 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

Zusammenfassung:Alle Job-Details direkt abrufen unter:► ► https://itundtechjobcast.de/ In dieser Sendung: IT-DevOps Engineer Jobempfehlungen für► 3 x IT-DevOps Engineer Jobs Berlin (Job-ID 01)► 5 x IT-DevOps Engineer Jobs Hamburg (Job-ID 02)► 4 x IT-DevOps Engineer Jobs Mannheim, Frankfurt (Job-ID 06)► 7 x IT-DevOps Engineer Jobs Stuttgart, München, Nürnberg (Job-ID 08)Alle weiterführenden Informationen zu den Jobs aus der Sendung direkt, inkl. Link zur Stellenanzeige, abrufen unter Internet: https://itundtechjobcast.de/ Registriere Dich einmalig kostenfrei und unverbindlich und erhalte alle wöchentlichen Job-Updates automatisch in Dein Postfach. Abmeldung direkt und jederzeit möglich.Registriere Dich jetzt: https://itundtechjobcast.de/

В этом видео я пообщалась с двумя выпускниками школы тестирования PASV в США — Сергеем Невзоровым и Зоригто Самбуевым. Они рассказывают о своем пути в профессию QA, почему выбрали именно это направление и как проходило их обучение в PASV. Сергей и Зоригто делятся своим опытом поиска первой работы в США, обсуждают текущую ситуацию на рынке труда для QA в 2024 году, востребованность профессии, конкуренцию и влияние искусственного интеллекта. В завершение мои гости дают советы тем, кто хочет стать тестировщиком в настоящее время. Смотрите видео: https://youtu.be/xwCEvOB-NFc Сергей Невзоров (Sergey Nevzorov) QA Engineer LinkedIn: https://www.linkedin.com/in/nevzorovs/ Зоригто Самбуев (Zorigto Sambuev) QA Engineer | SDET LinkedIn: https://www.linkedin.com/in/zorigtosambuev/ Школа PASV обучает людей с нуля. Это лучшая школа на рынке с самыми качественными курсами и лучшей подготовкой для начинающих. У них есть следующие направления: QA Manual, QA Automation, Full-Stack Developer, Java Developer, UX/UI Design, Дизайн интерфейсов, DevOps Engineer, Machine Learning, iOS Developer, подготовительная программа для новичков на русском и на английском языках.Сайт: https://promo.pasv.us/it-training Facebook: https://www.facebook.com/ProgrammingAcademyInSiliconValley Беспланые уроки https://promo.pasv.us/it-training?utm_source=anna&utm_medium=blog&utm_campaign=free-lessons Курс QA Manual https://pasv.us/ru/course/qa-manual?utm_source=anna&utm_medium=blog&utm_campaign=qamanual Курс QA Automation https://pasv.us/ru/course/qa-automation?utm_source=anna&utm_medium=blog&utm_campaign=qaa Курс Full Stack Developer https://pasv.us/ru/course/full-stack-developer?utm_source=anna&utm_medium=blog&utm_campaign=fsd Курс DevOps https://pasv.us/ru/course/devops?utm_source=anna&utm_medium=blog&utm_campaign=devops Курс UX/UI Design https://pasv.us/ru/course/ux?utm_source=anna&utm_medium=blog&utm_campaign=ux Курс Java Developer https://pasv.us/ru/course/java-developer?utm_source=anna&utm_medium=blog&utm_campaign=java

Send us a Text Message.In this episode, we'll explore what it means to be a DevOps engineer, the scope of this role in India and abroad, the nature of the work involved, the essential skills and qualifications you need, and the potential salary you can expect. So, whether you're curious about DevOps or considering it as a career path, stay tuned to learn everything you need to know to get started in this dynamic field.Connect With Kapeel GuptaWhat You May Learn0:00 Introduction1:10 Mission Statement1:25 Who is a DevOps Engineer?2:07 Scope in India and Abroad2:36 Nature of Work3:02 Role and Responsibilities5:03 Skills and Educational Qualifications6:25  Salary in India and Abroad8:03  Conclusion8:40 Call to Action9:15 Thought to PonderSupport the Show.

Panic has created games such as Firewatch and Untitled Goose Game. They recently ventured into gaming hardware with the Playdate. The console is unique for its inputs, which include a hand crank, and because Panic provides a free SDK, so anyone can develop games for it. James Moore is a DevOps Engineer and Dave Hayden The post Engineering the Playdate Gaming Handheld with James Moore and Dave Hayden appeared first on Software Engineering Daily.

Panic has created games such as Firewatch and Untitled Goose Game. They recently ventured into gaming hardware with the Playdate. The console is unique for its inputs, which include a hand crank, and because Panic provides a free SDK, so anyone can develop games for it. James Moore is a DevOps Engineer and Dave Hayden The post Engineering the Playdate Gaming Handheld with James Moore and Dave Hayden appeared first on Software Engineering Daily.

In this episode of the PowerShell Podcast, we are thrilled to host Jeff Brown, a seasoned educator and PowerShell enthusiast. Jeff takes us on a journey spanning nearly two decades of his prolific blog writing, revealing how it shaped his career trajectory. Delving into the importance of certifications, Jeff emphasizes their role as a structured pathway for acquiring new skills and advancing in the tech industry. We explore Jeff's transition from Azure Engineer to the dynamic realm of DevOps, uncovering valuable insights along the way. Join us as Jeff shares his wealth of experience, offering invaluable advice and perspectives for aspiring IT professionals and seasoned experts alike. Guest Bio and links: Jeff Brown is 16+ year veteran of the IT industry working with Windows Server, Office 365, Azure, and PowerShell. He is an active blogger and course creator for companies like CloudSkills, Cybrary, and PluralSight. He currently works as a DevOps Engineer focusing on Azure Cloud and Terraform.   Watch The PowerShell Podcast on YouTube: https://www.youtube.com/watch?v=2kaOMe2ZP7w https://discord.gg/pdq https://jdhitsolutions.com/blog/powershell/9343/github-scripting-challenge-solution/ https://o365reports.com/2024/03/14/creating-a-free-microsoft-365-e5-developer-tenant-is-no-longer-possible/ https://www.thelazyadministrator.com/2024/03/22/getting-started-with-github-copilot-in-the-cli/ https://www.pdq.com/blog/how-to-manage-powershell-secrets-with-secretsmanagement/ https://www.youtube.com/watch?v=5ucSdX39zZU  

Join Johannes and Allen as they talk about the world of modern CI/CD. The duo describes exactly what CI/CD is and is not and how your pipeline might be a bit more involved than you think. Johannes shares what he considers "the best" pipeline in the industry today, describes his experience with Amazon Code Catalyst, and goes into detail about a project he's working on to make pipeline generation a snap. Whether you're looking to get started with CI/CD or you're an experienced veteran, there's a little bit of something for everyone in this episode. About Johannes Johannes is a Sr. DevOps Engineer at FICO where he contributes to the FICO® Platform. He is a builder at heart and loves to solve problems in different flavors. He believes in full CI/CD automation and everything required to run the solution being written in code.Johannes was in the AWS Community Builders program from 2022 to 2023, he founded the AWS User Group Bergstrasse, helped to start the AWS Community DACH Förderverein, and is part of the team that organizes the AWS Community Day in the DACH region. He also writes about his experiences on his personal blog and recently started a YouTube channel to share experiences and best practices related to CI/CD. His mission is to empower developers to start their new projects with a true CI/CD pipeline, enabling rapid value generation through automation.He enjoys sharing knowledge as a public speaker, but also helping and mentoring engineers who are starting their cloud journey. He believes in true collaboration within the AWS community to make the individuals successful. Links LinkedIn - https://www.linkedin.com/in/johannes-koch-353b2158 Twitter - https://twitter.com/lockhead Blog - https://lockhead.info YouTube channel - https://www.youtube.com/@cicdonaws --- Send in a voice message: https://podcasters.spotify.com/pod/show/readysetcloud/message Support this podcast: https://podcasters.spotify.com/pod/show/readysetcloud/support

Glossary: Vikram is the name of the lunar lander. Chandarayaan2 is the name of the mission. ISRO, Indian Space Research Organisation is India's space agency. Here is a video of the Chandrayaan 2 mission during the landing of its Vikram lander. I've set the time stamp to a few minutes before the landing problem occured (21km above the moon's surface): https://youtu.be/lqQe7WsFVQg?t=2084 Contact Shan via Twitter: @Ramanean Here is a link: https://twitter.com/Ramanean This is Shan's homepage: https://www.ramanean.com Sanmuga in the Papers: New York Times article: NASA Finds India's Vikram Moon Lander Crash Site, With Amateur's Help: https://www.nytimes.com/2019/12/02/science/india-moon-mission-vikram-lander-found.html New York Times article: A Billion Pixels and the Search for India's Crashed Moon Lander: https://www.nytimes.com/2019/12/06/science/india-moon-mission-vikram-found.html?smid=spacecal Shanmuga on the News: NDTV: https://www.youtube.com/watch?v=B3PLSM6-1kg India Today: https://www.youtube.com/watch?v=tLPIzoPxaf8 Crux: https://www.youtube.com/watch?v=YZXAVhLAGqM Republic World: https://www.youtube.com/watch?v=MXznwsnT4AI

Julian Joseph is a Salesforce DevOps Engineer that has built hugely valuable experience during his time at Salesforce, Salesforce customers, and partners. Julian has built his career following best practice engineering principles and believes that a DevOps mindset has transformative power when combined with sound business strategy. In this episode Jack and Julian dive into the importance of high-quality testing in the Salesforce delivery lifecycle, and how Julian has levelled up his career to help teams speed up and maintain high-quality Salesforce releases. They also explore the differences between developing Salesforce applications on the customer side and the partner side.Tune in to also hear Julian's recommendations for source control branching, his take on effective sandbox strategy, his predictions for the DevOps ecosystem as we approach 2024, and a surprisingly simple hidden challenge in Salesforce development.Useful links based on key themes from this episode: Should you use a sandbox or a scratch org?How to automate unit testing for SalesforceWhat are the salesforce version control best practices?How to refresh a Salesforce sandboxA complete overview to Salesforce test automationHow to avoid merge conflicts in SalesforceConnect with JulianLinkedInLinktreeConnect with Jack X/TwitterLinkedInPodcast produced and sponsored by Gearset, the complete Salesforce DevOps platform. Try Gearset free for 30 days. 

In this episode of The New Stack Makers, technologist and author John Willis emphasized caution when considering AI solutions from vendors. He advised against blindly following vendor recommendations for "one-size-fits-all" AI products, likening it to discouraging learning Java in the past in favor of purchasing a product.Willis stressed that DevOps serves as an example of how human expertise, not just products, solves problems. He urged C-level executives to first understand AI's intricacies and then make informed purchasing decisions, suggesting a "DevOps redo" to encourage experimentation and collaboration, similar to the early days of the DevOps movement.Willis highlighted that early adopters of DevOps, like successful banks, heavily invested in developing their human capital. He cautioned against hasty product purchases, as the AI landscape is rife with startups that may quickly disappear or be acquired by larger companies.Instead, Willis advocated for educating teams on effective data management techniques, including retrieval augmentation, to fine-tune large language models. He emphasized the need for data cleansing to build robust data pipelines and prevent LLMs from generating undesirable code or sensitive information.According to Willis, the process becomes enjoyable when done correctly, especially for companies using LLMs at scale with retrieval augmentation. To ensure success, he suggested adding governance and structure, including content moderation and red-teaming of data, which vendors may not prioritize in their offerings.Learn more from The New Stack about DevOps and AI:AIOps: Is DevOps Ready for an Infusion of Artificial Intelligence?How to Build a DevOps Engineer in Just 6 MonthsPower up Your DevOps Workflow with AI and ChatGPT

جیسون فعال در زمینه دواپس هست که به تازگی به کانادا مهاجرت کرده. تخصصی که کمتر ازش تو شرکت ها و کمپانی ها یاد میشه اما به قول جیسون، قلب تپنده هر شرکتیه. با جیسون از تجربیات و چالش ها این تخصص کلی گپ زدیم.متخصص دواپس کسی که به غیر از تسلط به علم توسعه نرم افزار، به علوم آی تی و زیر ساخت شبکه هم کاملا اشراف داره و اینکه یه متخصص دواپس را برای هر مجموعه تبدیل به یه نقش کلیدی میکنه.حامی این قسمت از پادکست هم فروشگاه روژا ست یکی از بزرگترین فروشگاه های زنجیره ای در حوزه ی محصولات آرایشی، بهداشتی و عطری در ایران با 25 سال سابقه که درحال حاضر 12 شعبه فعال در تهران و 5 شعبه در شهرستان داره Rojashop۲۵ درصد کد تخفیف | قابل استفاده روی همه محصولات سایتحداکثر مبلغ تخفیف : 150 هزار تومانکد: Tabaghe16لینک وب سایتhttps://bit.ly/roja-discount-6mJasonLinkedin https://www.linkedin.com/in/jasonjafariTabaghe 16----------Castbox https://castbox.fm/channel/id3083907Spotify https://spoti.fi/2CiyRoHTwitter https://twitter.com/soh3ilInstagram https://www.instagram.com/tabaghe16/Everywhere else https://redl.ink/tabaghe16/links#پادکست #طبقه۱۶ Hosted on Acast. See acast.com/privacy for more information.

Join our new host Michaela Flatau in episode 24 as we dive into the incredible career transition of Brandi McCall, who navigated from a 20-year career in healthcare to the tech world of DevOps. Discover how Brandy tackled the intensive Level Up in Tech bootcamp, the importance of expanding your network, and her experiences with Sparkle Academy's upskilling program. As a firm advocate for more women in tech, Brandy shares her insights on the gender gap in the industry and the potential for change. Get inspired by Brandy's fearless journey and the hard-earned triumph of her career switch. Don't miss out on this invigorating story of transformation from Nurse Practitioner to DevOps Engineer.

Jonah Anderson, Senior IT Consultant • Developer • Cloud & DevOps Engineer at Forefront Consulting, shares her tech story of bravery and resilience and how she got started working as a developer and became one of the women who code in Sweden in the IT industry today.

What skills do devs want from the DevOps engineer?

This week Bekah and Dan sat down with Carmen Kohole, a DevOps Engineer based in Portland, Oregon, to chat about the benefits of collaboration and the valuable opportunities you can gain just by asking for help. We also discussed the benefits of fostering strong relationships in the tech industry, and what it means to be a DevOps engineer.About CarmenDevOps Engineer based in Portland, Oregon. Big fan of house plants, hiking, hats and cats. Here to help build stuff, break stuff, learn stuff and make friends.@carmenkolohe on GitHub@carmenkolohe on TwitterSponsor Virtual Coffee! Your support is incredibly valuable to us. Direct financial support will help us to continue serving the Virtual Coffee community. Please visit our sponsorship page on GitHub for more information - you can even sponsor an episode of the podcast! Virtual Coffee: Virtual Coffee: virtualcoffee.io Podcast Contact: podcast@virtualcoffee.io Bekah: dev.to/bekahhw, Twitter: https://twitter.com/bekahhw, Instagram: bekahhw Dan: dtott.com, Twitter: @danieltott

Hila Fish is a Sr. DevOps Engineer at Wix, a HashiCorp Ambassador, and an AWS Community Builder(Whew!)! In this episode she discusses best practices for deploying Terraform at scale! Resources: https://www.linkedin.com/in/hila-fish/ https://twitter.com/Hilafish1 https://bit.ly/3QwhL7t https://docs.aws.amazon.com/tag-editor/latest/userguide/tagging.html https://bit.ly/3D9NfNy https://bit.ly/3RQyUtC https://bit.ly/3TWoV80 https://bit.ly/3Brt7Fp https://bit.ly/3KZUQjG https://bit.ly/3U8xJYz

James Barlow is a highly accomplished tech and business leader and the Founder of Triumph Technology Solutions LLC, a leading AWS cloud-native services provider with over a decade of experience in the industry. As a skilled entrepreneur, James has a deep understanding of the development of IT Services and Software Businesses with domain expertise in AWS, Fintech, Healthcare, E-Commerce, and more. He has started numerous tech companies, including an eBay-based business, and was generating close to $1m in revenue from eBay sales monthly at the age of only 20 as a “power seller.” James is also a highly skilled DevOps Engineer with experience in various web development technologies. Prior to founding Triumph Technology Solutions, he worked at Jurisdesk Business Web Development as a Lead DevOps Engineer, helping companies develop their online presence and generate leads for their sales teams. With his commitment to staying current with emerging technologies, James has earned certification as an AWS Certified Cloud Practitioner and Solutions Architect. He is also a passionate volunteer and deeply committed to several causes, including civil rights and social action, economic empowerment, education, disaster and humanitarian relief, politics, and science and technology. --- Support this podcast: https://podcasters.spotify.com/pod/show/john-aidan-byrne0/support

In this episode, Dave and Linda sit down with Johannes Koch, a Sr. DevOps Engineer, Developer Experience at FICO. As an AWS Community Builder, an AWS Usergroup Leader, and veteran speaker at AWS Community Days and AWS re:Invent, Johannes brings a wealth of experience to the table. Get ready to dive deep into Johannes' developer journey, as he recounts his first foray into the world of CI/CD and automation. He offers invaluable insights into the current state of CI/CD and covers popular developer approaches including pre-commit hooks, micro commits, and feature flagging. Johannes also reveals the must-have AWS Services that developers can use to supercharge their CI/CD productivity. Whether you're a seasoned developer or just starting out, this episode is packed with tips and tricks to help you level up your game. Johannes' YouTube Show - CICDONAWS: https://www.youtube.com/@CICDONAWS Johannes on LinkedIn: https://www.linkedin.com/in/johannes-koch-353b2158 Johannes's Blog: https://www.lockhead.info Johannes on Twitter: https://twitter.com/lockhead Linda on Twitter: https://twitter.com/lindavivah Linda's Website: https://lindavivah.com/ Linda on TikTok: https://www.tiktok.com/@lindavivah Linda on Instagram: https://www.instagram.com/lindavivah/ Linda's Medium: https://medium.com/@LindaVivah [GIT] CI/CD on AWS Example Project - https://github.com/Lock128/cicdonaws-example-projects [YOUTUBE] CICDONAWS Show - https://www.youtube.com/@CICDONAWS [YOUTUBE] CICDONAWS Show - CI/CD with Community Builders - https://www.youtube.com/watch?v=NR0pyPODfcM&list=PLSEiMZ6cyJvY4lB0VJk22eI4mP7wWoavE [YOUTUBE] CICDONAWS Show - Amazon CodeCatalyst - https://www.youtube.com/watch?v=elj3X4h96tc&list=PLSEiMZ6cyJva8Y9ZyUdGg6v5NNSfKTeSf [PORTAL] Amazon CodeCatalyst - https://codecatalyst.aws [PORTAL] AWS Community Builders Program - https://aws.amazon.com/developer/community/community-builders/ [PORTAL] AWS Builders Library - My CI/CD Pipeline is My Release Captain- https://aws.amazon.com/builders-library/cicd-pipeline/ DPRA - https://pipelines.devops.aws.dev/ AWS Community Day DACH - https://www.aws-community-day.de/ Planetarion – https://www.planetarion.com/ Subscribe: Spotify: https://open.spotify.com/show/7rQjgnBvuyr18K03tnEHBI Apple Podcasts: https://podcasts.apple.com/us/podcast/aws-developers-podcast/id1574162669 Stitcher: https://www.stitcher.com/show/1065378 Pandora: https://www.pandora.com/podcast/aws-developers-podcast/PC:1001065378 TuneIn: https://tunein.com/podcasts/Technology-Podcasts/AWS-Developers-Podcast-p1461814/ Amazon Music: https://music.amazon.com/podcasts/f8bf7630-2521-4b40-be90-c46a9222c159/aws-developers-podcast Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5zb3VuZGNsb3VkLmNvbS91c2Vycy9zb3VuZGNsb3VkOnVzZXJzOjk5NDM2MzU0OS9zb3VuZHMucnNz RSS Feed: https://feeds.soundcloud.com/users/soundcloud:users:994363549/sounds.rss

Guest: Saman Fatima, Host of the Off The Record With Saman — Student Abroad PodcastOn ITSPmagazine

About MikeBesides his duties as The Duckbill Group's CEO, Mike is the author of O'Reilly's Practical Monitoring, and previously wrote the Monitoring Weekly newsletter and hosted the Real World DevOps podcast. He was previously a DevOps Engineer for companies such as Taos Consulting, Peak Hosting, Oak Ridge National Laboratory, and many more. Mike is originally from Knoxville, TN (Go Vols!) and currently resides in Portland, OR.Links Referenced: Twitter: https://twitter.com/Mike_Julian mikejulian.com: https://mikejulian.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is brought to us in part by our friends at Datadog. Datadog is a SaaS monitoring and security platform that enables full-stack observability for modern infrastructure and applications at every scale. Datadog enables teams to see everything: dashboarding, alerting, application performance monitoring, infrastructure monitoring, UX monitoring, security monitoring, dog logos, and log management, in one tightly integrated platform. With 600-plus out-of-the-box integrations with technologies including all major cloud providers, databases, and web servers, Datadog allows you to aggregate all your data into one platform for seamless correlation, allowing teams to troubleshoot and collaborate together in one place, preventing downtime and enhancing performance and reliability. Get started with a free 14-day trial by visiting datadoghq.com/screaminginthecloud, and get a free t-shirt after installing the agent.Corey: Forget everything you know about SSH and try Tailscale. Imagine if you didn't need to manage PKI or rotate SSH keys every time someone leaves. That'd be pretty sweet, wouldn't it? With Tailscale SSH, you can do exactly that. Tailscale gives each server and user device a node key to connect to its VPN, and it uses the same node key to authorize and authenticate SSH.Basically you're SSHing the same way you manage access to your app. What's the benefit here? Built in key rotation permissions is code connectivity between any two devices, reduce latency and there's a lot more, but there's a time limit here. You can also ask users to reauthenticate for that extra bit of security. Sounds expensive?Nope, I wish it were. tail scales. Completely free for personal use on up to 20 devices. To learn more, visit snark.cloud/tailscale. Again, that's snark.cloud/tailscaleCorey: Welcome to Screaming in the Cloud, I'm Corey Quinn and I'm having something of a crisis of faith based upon a recent conversation I've had with my returning yet again guest, Mike Julian, my business partner and CEO of The Duckbill Group. Welcome back, Mike.Mike: Hi, everyone.Corey: So, the revelation that had surfaced unexpectedly was, based upon a repeated talking point where I am a terrible employee slash expensive to manage, et cetera, et cetera, and you pointed out that you've been managing me for four years or so now, at which point I did a spit take, made all the more impressive by the fact that I wasn't drinking anything at the time, and realized, “Oh, my God, you're right, but I haven't had any of the usual problems slash friction with you that I have with basically every boss I've ever had in my entire career.” So, I'm spiraling. Let's talk about that.Mike: My recollection of that conversation is slightly different than yours. Mine is that you called me and said, “Mike, I just realized that you're my boss.” And I'm like, “How do you feel about that?” He's like, “I'm not really sure.”Corey: And I'm still not entirely sure how I feel if I'm being fully honest with you. Just because it's such a weird thing to have to deal with. Because historically, I always view a managerial relationship as starting from a place of a power imbalance. And that is the one element that is missing from our relationship. We each own half the company, we can fire each other, but it takes the form of tearing the company apart, and that isn't something that we're really set up to entertain.Mike: And you know, I actually think it's deeper than that because you owning the other half of the company is not really… it's not really power in itself. Like, yeah, it is, but you could easily own half the company and have no power. Because, like, really when we talk about power, we're talking about political power, influence, and I think the reason that there is no power imbalance is because each of us does something in the company that is just as important as the other. And they're both equally valuable to the company and we both recognize the other's contributions, as that, as being equally valuable to the company. It's less to do about how much we own and more about the work that we do.Corey: Oh, of course. The ownership starts and stops entirely with the fact that neither one of us can force the other out. So it's, as opposed to well, I own 51% of the company, so when I'm tired of your bullshit, you're leaving. And that is a dynamic that's never entered into it. I'm also going to add one more thing onto what you just said, which is, both of us would sooner tear off our own skin than do the other's job.Mike: Yeah. God, I would hate to do your job, but I know you'd hate to do mine.Corey: You look at my calendar on a busy meeting day and you have a minor panic attack just looking at it where, “Oh, my God, talking to that many people.” And you are going away for a while and you come back with a whole analytical model where your first love language feels like it's spreadsheets on some days, and I look at this and it's like, “Yeah, I know what some of those numbers mean.” And it just drives me up a wall, the idea of building out a plan and an execution thing and then delegating a lot of it to other people, it does not work for my worldview in so many different ways. It's the reason I think that you and I get along. That and our shared values.Mike: I remember the first time that you and I did a consulting engagement together. We went on a multi-day trip. And at the end of, like, three days of nonstop conversations, you made a comment, it was like, “Cool. So, what are we going to do that again?” Like, you were excited by it. I can tell you're energized. And I was just thinking, “Please for love of God, I want to die right now.”Corey: One of the weirdest parts about all of it, though, is neither one of us is in a scenario where what we do for a living and how we go about it works without the other.Mike: Right. Yeah, like, this is one of the interesting things about the company we have built is that it would not work with just you or just me; it's us being co-founders is what makes it successful.Corey: The thing that I do not understand and I don't think I ever will is the idea of co-founder speed dating, where you basically go to some big networking mixer event, pick some rando off the street, and congratulations, that's your business partner. Have fun. It is not that much of an exaggeration to say that co-founding a company with someone else is like a marriage. You are creating a legal entity that without very specific controls and guidelines, you are opening yourself up to massive liability issues if the other person decides to screw you over. That is part of the reason that the values match was so important for us.Mike: Yeah, it is surprising to me how similar being co-founders and business partners is to being married. I did not expect how close those two things were. You and I spend an incredible amount of time just on the relationship for each of us, which I never expected, but makes sense in hindsight.Corey: That's I think part of it makes the whole you managing me type of relationship work is because not only can you not, “Fire me,” quote-unquote, but I can't quit without—Mike: [laugh].Corey: Leaving behind a giant pile of effort with nothing to show for it over the last four years. So, it's one of those conversation styles where we go into the conversation knowing, regardless of how heated it gets or how annoyed we are with each other, that we are not going to blow the company up because one of us is salty that week.Mike: Right. Yeah, I remember from the legal perspective, when we put together a partnership agreement, our attorneys were telling us that we really needed to have someone at the 51% owner, and we were both adamant that no, that doesn't work for us. And finally, the way that we handled it is if you and I could not handle a dispute, then the only remedy left was to shut the entire thing down. And that would be an automatic trigger. We've never ever, ever even got close to that point.But like, I like that's the structure because it really means that if you and I can't agree on something and it's a substantial thing, then there's no business, which really kind of sets the stage for how important the conversations that we have are. And of course, you and I, we're close, we have a great relationship, so that's never come up. But I do like that it's still there.Corey: I like the fact that there's always going to be an option to get out. It's not a suicide pact, for lack of a better term. But it's also something that neither one of us would ever entertain lightly. And credit where due, there have been countless conversations where you and I were diametrically opposed; we each talk through it, and one or the other of us will just do a complete one-eighty our position where, “Okay, you convinced me,” and that's it. What's so odd about that is because we don't have too many examples of that in public society, it just seems like there's now this entire focus on, “Oh, if you make an observation or a point, that's wrong, you've got to double down on it.” Why would you do that? That makes zero sense. When you've considered something of a different angle and change your mind, why waste more time on it?Mike: I think there's other interesting ones, too, where you and I have come at something from a different angle and one of us will realize that we just actually don't care as much as we thought we did. And we'll just back down because it's not the hill we want to die on.Corey: Which brings us to a good point. What hill do we want to die on?Mike: Hmm. I think we've only got a handful. I mean, as it should; like, there should not be there should not be many of them.Corey: No, no because most things can change, in the fullness of time. Just because it's not something we believe is right for the business right now does not mean it never will be.Mike: Yeah. I think all of them really come down to questions of values, which is why you and I worked so well together, in that we don't have a lot of common interests, we're at completely different stages in our lives, but we have very tightly aligned values. Which means that when we go into a discussion about something, we know where the other stands right away, like, we could generally make a pretty good guess about it. And there's often very little question about how some values discussion is going to go. Like, do we take on a certain client that is, I don't know, they build landmines? Is that a thing that we're going to do? Of course not. Like—Corey: I should clarify, we're talking here about physical landmines; not whatever disastrous failure mode your SaaS application has.Mike: [laugh]. Yeah.Corey: We know what those are.Mike: Yeah, and like, that sort of thing, you and I would never even pose the question to each other. We would just make the decision. And maybe we tell each other later because and, like, “Hey, haha, look what happened,” but there will never be a discussion around it because it just—our values are so tightly aligned that it wouldn't be necessary.Corey: Whenever we're talking to someone that's in a new sector or a company that has a different expression, we always like to throw it past each other just to double-check, you don't have a problem with—insert any random thing here; the breadth of our customer base just astounds me—and very rarely as either one of us thrown a flag on something just because we do have this affinity for saying[ yes and making money.Mike: Yeah. But you actually wanted to talk about the terribleness of managing you.Corey: Yeah. I am very curious as to what your experience has been.Mike: [laugh].Corey: And before we dive into it, I want to call out a couple of things that make me a little atypical for your typical problem employee. I am ADHD personified. My particular expression of that means that my energy level is very different at different times of day, there are times where I will get nothing done for a day or two, and then in four hours, get three weeks of work done. It is hard to predict and it's hard to schedule around and it's never clear exactly what that energy level is going to be at any given point in time. That's the starting point of this nonsense. Now, take it away.Mike: Yeah. What most people know about Corey is what everyone sees on Twitter, which is what I would call the high highs. Everyone sees you as your most energetic, or at least perceived as the most energetic. If they see you in person at a conference, it's the same sort of thing. What people don't see are your lows, which are really, really low lows.And it's not a matter of, like, you don't get anything done. Like, you know, we can handle that; it's that you disappear. And it may be for a couple hours, it may be for a couple of days, and we just don't really know what's going on. That's really hard. But then, in your high highs, they're really high, but they're also really unpredictable.So, what that means is that because you have ADHD, like, the way that your brain thinks, the way your brain works, is that you don't control what you're going to focus on, and you never know what you're going to focus on. It may be exactly what you should be focusing on, which is a huge win for everyone involved, but sometimes you focus on stuff that doesn't matter to anyone except you. Sometimes really interesting stuff comes out of that, but oftentimes it doesn't. So, helping build a structure to work around those sorts of things and to also support those sorts of things, has been one of the biggest challenges that I've had. And most of my job is really about building a support structure for you and enabling you to do your best work.So, that's been really interesting and really challenging because I do not think that way. Like, if I need to focus on something, I just say, “Great. I'm just going to focus on this thing,” and I'll focus on it until I'm done. But you don't work that way, and you couldn't conceivably work that way, ever. So, it's always been hard because I say things like, “Hey, Corey, I need you to go write this series of emails.” And you'll write them when your brain decides that wants to write them, which might be never.Corey: That's part of the problem. I've also found that if I have an idea floating around too long, it'll linger for years and I'll never write anything about it, whereas there are times when I have—the inspiration strikes, I write a one- to 2000-word blog post every week that goes out, and there are times it takes me hours and there are times I bust out the entire thing in first draft form in 20 minutes or less. Like, if it's Domino's, like, there's not going to be a refund on it. So, it's kind of wild and I wish I could harness that somehow I don't know how, but… that's one of the biggest challenges.Mike: I wish I could too, but it's one of the things that you learn to get used to. And with that, because we've worked together for so long, I've gotten to be able to tell in what state of mind you are. Like, are you in a state where if I put something in front of you, you're going to go after it hard, and like, great things are going to happen, or are you more likely to ignore that I said anything? And I can generally tell within the first sentence or so of bringing something up. But that also means that I have other—I have to be careful with how I structure requests that I have for you.In some cases, I come with a punch list of, like, here's six things I need to get through and I'm going to sit on this call while we go through them. In other cases, I have to drip them out one at a time over the span of a week just because that's how your mind is those days. That makes it really difficult because that's not how most people are managed and it's not how most people expect to manage. So, coming up with different ways to do that has been one of the trickiest things I've done.Corey: Let's move on a little bit other than managing my energy levels because that does not sound like a particularly difficult employee to manage. “Okay, great. We've got to build some buffer room into the schedule in case he winds up not delivering for a few days. Okay, we can live with that.” But oh, working with me gets so much worse.Mike: [laugh]. It absolutely does.Corey: This is my performance review. Please hit me with it.Mike: Yeah. The other major concern that has been challenging to work through that makes you really frustrating to work with, is you hate conflict. Actually, I don't actually—let me clarify that further. You avoid conflict, except your definition of conflict is more broad than most. Because when most people think of conflicts, like, “Oh, I have to go have this really hard conversation, it's going to be uncomfortable, and, like—”Corey: “Time to go fire Steven.”Mike: Right, or things like, “I have to have our performance conversation with someone.” Like, everyone hates those, but, like, there's good ways and bad ways to them, like, it's uncomfortable even at the best of times. But with you, it's more than that, it's much more broad. You avoid giving direction because you perceive giving direction as potential for conflict, and because you're so conflict-avoidant, you don't give direction to people.Which means that if someone does something you don't like, you don't say anything and then it leaves everyone on the team to say, like, “I really wish Corey would be more explicit about what he wants. I wish he was more vocal about the direction he wanted to go.” Like, “Please tell us something more.” But you're so conflict-avoidant that you don't, and no amount of begging or we're asking for it has really changed that, so we end up with these two things where you're doing most of the work yourself because you don't want to direct other people to do it.Corey: I will push back slightly on one element of that, which is when I have a strong opinion about something, I am not at all hesitant about articulating that. I mean, this is not—like, my Twitter is not performance art; it's very much what I believe. The challenge is that for so much of what we talk about internally on a day-to-day basis, I don't really have a strong opinion. And what I've always shied away from is the idea of telling people how to do their jobs. So, I want to be very clear that I'm not doing that, except when it's important.Because we've all been in environments in the corporate world where the president of the company wanders past or your grand-boss walks into the room and asks an idle question, or, “Maybe we should do this,” and it never feels like it's really just idle pondering. It's, “Welp, new strategic priority just dropped from on high.”Mike: Right.Corey: And every senior manager has a story about screwing that one up. And I have led us down that path once or twice previously. So—Mike: That's true.Corey: When I don't have a strong opinion, I think what I need to get better at is saying, “I don't give a shit,” but when I frame it like that it causes different problems.Mike: Yeah. Yeah, that's very true. I still don't completely agree with your disagreement there, but I understand your perspective. [laugh].Corey: Oh, he's not like you can fire me, so it doesn't really matter. I kid. I kid.Mike: Right. Yeah. So, I think those are the two major areas that make you a real challenge to manage and a challenge to direct. But one of the reasons why I think we've been successful at it, or at least I'll say I've been successful at managing you, is I do so with such a gentle touch that you don't realize that I'm doing anything, and I have all these different—Corey: Well, it did take me four years to realize what was going on.Mike: Yeah, like, I have all these different ways of getting you to do things, and you don't realize I'm doing them. And, like, I've shared many of them here for you for the first time. And that's really is what has worked out well. Like, a lot of the ways that I manage you, you don't realize are management.Corey: Managing shards. Maintenance windows. Overprovisioning. ElastiCache bills. I know, I know. It's a spooky season and you're already shaking. It's time for caching to be simpler. Momento Serverless Cache lets you forget the backend to focus on good code and great user experiences. With true autoscaling and a pay-per-use pricing model, it makes caching easy. No matter your cloud provider, get going for free at gomomento.co/screaming That's GO M-O-M-E-N-T-O dot co slash screamingCorey: What advice would you have for someone for whom a lot of these stories are resonating? Because, “Hey, I have a direct report is driving me to distraction and a lot sounds like what you're describing.” What do you wish you'd known sooner about how to coax performance out of me, for lack of a better phrasing?Mike: When we first started really working together, I knew what ADHD was, but I knew it from a high school paper that I did on ADHD, and it's um—oh, what was it—“The Overdiagnosis of ADHD,” which was a thing when you and I were at high school. That's all I knew is just that ADHD was suspected to be grossly overdiagnosed and that most people didn't have it. What I have learned is that yeah, that might have been true—maybe; I don't know—but for people that do have any ADHD, it's a real thing. Like, it does have some pretty substantial impact.And I wish I had known more about how that manifests, and particularly how it manifests in different people. And I wish I'd known more earlier on about the coping mechanisms that different people create for themselves and how they manage and how they—[sigh], I'm struggling to come up with the right word here, but many people who are neurodivergent in some way create coping mechanisms and ways to shift themselves to appear more neurotypical. And I wish I had understood that better. Particularly, I wish I had understood that better for you when we first started because I've kind of learned about it over time. And I spent so much time trying to get you to work the way that I work rather than understand that you work different. Had I spent more time to understand how you work and what your coping mechanisms were, the earlier years of Duckbill would have been so much smoother.Corey: And again, having this conversation has been extraordinarily helpful. On my side of it, one of the things that was absolutely transformative and caused a massive reduction in our interpersonal conflict was the very simple tool of, it's not necessarily a problem when I drop something on the floor and don't get to it, as long as I throw a hand up and say, “I'm dropping this thing,” and so someone else can catch it as we go. I don't know how much of this is ADHD speaking versus how much of it is just my own brokenness in some ways, but I feel like everyone has this neverending list of backlog tasks that they'll get to someday that generally doesn't ever seem to happen. More often than not, I wind up every few months, just looking at my ever-growing list, reset to zero and we'll start over. And every once in a while, I'll be really industrious and knock a thing or two off the list. But so many that don't necessarily matter or need to be me doing them, but it drives people to distraction when something hits my email inbox, it just dies there, for example.Mike: Yeah. One of the systems that we set up here is that if there's something that Corey does not immediately want to do, I have you send it to someone else. And generally it's to me and then I become a router for you. But making that more explicit and making that easier for you—I'm just like, “If this is not something that you're going to immediately take care of yourself, forward it to me.” And that was huge. But then other things, like when you take time off, no one knows you're taking time off. And it's an—the easiest thing is no one cares that you're taking time off; just, you know, tell us you're doing it.Corey: Yeah, there's a difference between, “I'm taking three days off,” and your case, the answer is generally, “Oh, thank God. He's finally using some of that vacation.”Mike: [laugh].Corey: The problem is there's a world of difference between, “Oh, I'm going to take these three days off,” and just not showing up that day. That tends to cause problems for people.Mike: Yeah. They're just waving a hand in the air and saying, “Hey, this is happening,” that's great. But not waving it, not saying anything at all, that's where the pain really comes from.Corey: When you take a look across your experience managing people, which to my understanding your first outing with it was at this company—Mike: Yeah.Corey: What about managing me is the least surprising and the most surprising that you've picked up during that pattern? Because again, the story has always been, “Oh, yeah, you're a terrible manager because you've never done it before,” but I look back and you're clearly the best manager I've ever had, if for no other reason than neither one of us can rage-quit. But there's a lot of artistry to how you've handled a lot of challenges that I present to you.Mike: I'm the best manager you've had because I haven't fired you. [laugh].Corey: And also, some of the best ones I have had fired me. That doesn't necessarily disqualify someone.Mike: Yeah. I want to say, I am by no means experienced as a manager. As you mentioned, this is my first outing into doing management. As my coach tells me, I'm getting better every day. I am not terrible [laugh].The—let's see—most surprising; least surprising. I don't think I have anything for least surprising. I think most surprising is how easy it is for you to accept feedback and how quickly you do something about it, how quickly you take action on that feedback. I did not expect that, given all your other proclivities for not liking managers, not liking to be managed, for someone to give feedback to you and you say, “Yep, that sounds good,” and then do it, like, that was incredibly surprising.Corey: It's one of those areas where if you're not embracing or at least paying significant attention to how you are being perceived, maybe that's a problem, maybe it's not, let's be very clear. However, there's also a lot of propensity there to just assume, “Oh, I'm right and screw everyone else.” You can do an awful lot of harm that way. And that is something I've had to become incredibly aware of, especially during the pandemic, as the size of my audience at this point more than quadrupled from the start of the pandemic. These are a bunch of people now who have never met me in person, they have no context on what I do.And I tend to view the world the way you might expect a dog to behave, who caught a car that he has absolutely no idea how to drive, and he's sort of winging it as he goes. Like, step one, let's not kill people. Step two, eh, we'll figure that out later. Like, step one is the most important.Mike: Mm-hm. Yeah.Corey: And feedback is hard to get, past a certain point. I often lament from time to time that it's become more challenging for me to weed out who the jerks are because when you're perceived to have a large platform and more or less have no problem calling large companies and powerful folk to account, everyone's nice to you. And well, “Really? He's terrible and shitty to women. That's odd. He's always been super nice to me.” Is not the glowing defense that so many people seem to think that it is. It's I have learned to listen a lot more clearly the more I speak.Mike: That's a challenge for me as well because, as we've mentioned, my first foray into management. As we've had more people in the company, that has gotten more of a challenge of I have to watch what I say because my word carries weight on its own, by virtue of my position. And you have the same problem, except yours is much more about your weight in public, rather than your weight internally.Corey: I see it as different sides of the same coin. I take it as a personal bit of a badge of honor that almost every person I meet, including the people who've worked here, have come away, very surprised by just how true to life my personality on Twitter is to how actually am when I interact with humans. You're right, they don't see the low sides, but I also try not to take that out on the staff either.Mike: [laugh]. Right.Corey: We do the best of what we have, I think, and it's gratifying to know that I can still learn new tricks.Mike: Yeah. And I'm not firing anytime soon.Corey: That's right. Thank you again for giving me the shotgun performance review. It's always appreciated. If people want to learn more, where can they find you, to get their own performance preview, perhaps?Mike: Yeah, you can find me on Twitter at @Mike_Julian. Or you can sign up for our newsletter, where I'm talking about my upcoming book on consulting at mikejulian.com.Corey: And we will put links to that into the show notes. Thanks again, sir.Mike: Thank you.Corey: Mike Julian, CEO of The Duckbill Group, my business partner, and apparently my boss. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry comment that demonstrates the absolute worst way to respond to a negative performance evaluation.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.

About MikeBeside his duties as The Duckbill Group's CEO, Mike is the author of O'Reilly's Practical Monitoring, and previously wrote the Monitoring Weekly newsletter and hosted the Real World DevOps podcast. He was previously a DevOps Engineer for companies such as Taos Consulting, Peak Hosting, Oak Ridge National Laboratory, and many more. Mike is originally from Knoxville, TN (Go Vols!) and currently resides in Portland, OR.Links Referenced: @Mike_Julian: https://twitter.com/Mike_Julian mikejulian.com: https://mikejulian.com duckbillgroup.com: https://duckbillgroup.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at AWS AppConfig. Engineers love to solve, and occasionally create, problems. But not when it's an on-call fire-drill at 4 in the morning. Software problems should drive innovation and collaboration, NOT stress, and sleeplessness, and threats of violence. That's why so many developers are realizing the value of AWS AppConfig Feature Flags. Feature Flags let developers push code to production, but hide that that feature from customers so that the developers can release their feature when it's ready. This practice allows for safe, fast, and convenient software development. You can seamlessly incorporate AppConfig Feature Flags into your AWS or cloud environment and ship your Features with excitement, not trepidation and fear. To get started, go to snark.cloud/appconfig. That's snark.cloud/appconfig.Corey: Forget everything you know about SSH and try Tailscale. Imagine if you didn't need to manage PKI or rotate SSH keys every time someone leaves. That'd be pretty sweet, wouldn't it? With Tailscale SSH, you can do exactly that. Tailscale gives each server and user device a node key to connect to its VPN, and it uses the same node key to authorize and authenticate SSH.Basically you're SSHing the same way you manage access to your app. What's the benefit here? Built in key rotation, permissions is code, connectivity between any two devices, reduce latency and there's a lot more, but there's a time limit here. You can also ask users to reauthenticate for that extra bit of security. Sounds expensive?Nope, I wish it were. Tailscale is completely free for personal use on up to 20 devices. To learn more, visit snark.cloud/tailscale. Again, that's snark.cloud/tailscaleCorey: Welcome to Screaming in the Cloud. I'm Cloud Economist Corey Quinn, and my guest is a returning guest on this show, my business partner and CEO of The Duckbill Group, Mike Julian. Mike, thanks for making the time.Mike: Lucky number three, I believe?Corey: Something like that, but numbers are hard. I have databases for that of varying quality and appropriateness for the task, but it works out. Anything's a database. If you're brave enough.Mike: With you inviting me this many times, I'm starting to think you'd like me or something.Corey: I know, I know. So, let's talk about something that is going to put that rumor to rest.Mike: [laugh].Corey: Clearly, you have made some poor choices in the course of your career, like being my business partner being the obvious one. But what's really in a dead heat for which is the worst decision is you've written a book previously. And now you are starting the process of writing another book because, I don't know, we don't keep you busy enough or something. What are you doing?Mike: Making very bad decisions. When I finished writing Practical Monitoring—O'Reilly, and by the way, you should go buy a copy if interested in monitoring—I finished the book and said, “Wow, that was awful. I'm never doing it again.” And about a month later, I started thinking of new books to write. So, that was 2017, and Corey and I started Duckbill and kind of stopped thinking about writing books because small companies are basically small children. But now I'm going to write a book about consulting.Corey: Oh, thank God. I thought you're going to go down the observability path a second time.Mike: You know, I'm actually dreading the day that O'Reilly asks me to do a second edition because I don't really want to.Corey: Yeah. Effectively turn it into an entire story where the only monitoring tool you really need is the AWS bill. That'll go well.Mike: [laugh]. Yeah. So yeah, like, basically, I've been doing consulting for such a long time, and most of my career is consulting in some form or fashion, and I head up all the consulting at Duckbill. I've learned a lot about consulting. And I've found that people have a lot of questions about consulting, particularly at the higher-end levels. Once you start getting into advisory sort of stuff, there's not a lot of great information out there aimed at engineering.Corey: There's a bunch of different views on what consulting is. You have independent contractors billing by the hour as staff replacement who call what they do consulting; you have the big consultancies, like Bain or BCG; you've got what we do in an advisory sense, and of course, you have a bunch of MBA new grads going to a lot of the big consultancies who are going to see a book on consulting and think that it's potentially for them. I don't know that you necessarily have a lot of advice for the new grad type, so who is this for? What is your target customer for this book?Mike: If you're interested in joining McKinsey out of college, I don't have a lot to add; I don't have a lot to tell you. The reason for that is kind of twofold. One is that shops like McKinsey and Deloitte and Accenture and BCG and Bain, all those, are playing very different games than what most of us think about when we think consulting. Their entire model revolves around running a process. And it's the same process for every client they work with. But, like, you're buying them because of their process.And that process is nothing new or novel. You don't go to those firms because you want the best advice possible. You go to those firms because it's the most defensible advice. It's sort of those things like, “No one gets fired for buying Cisco,” no one got fired for buying IBM, like, that sort of thing, it's a very defensible choice. But you're not going to get great results from it.But because of that, their entire model revolves around throwing dozens, in some cases, hundreds of new grads at a problem and saying, “Run this process. Have fun. Let us know if you need help.” That's not consulting I have any experience with. It's honestly not consulting that most of us want to do.Most of that is staffed by MBAs and accountants. When I think consulting, I think about specialized advice and providing that specialized advice to people. And I wager that most of us think about that in the same way, too. In some cases, it might just be, “I'm going to write code for you as a freelancer,” or I'm just going to tell you like, “Hey, put the nail in here instead of over here because it's going to be better for you.” Like, paying for advice is good.But with that, I also have a… one of the first things I say in the beginning of the book, which [laugh] I've already started writing because I'm a glutton for punishment, is I don't think junior people should be consultants. I actually think it's really bad idea because to be a consultant, you have to have expertise in some area, and junior staff don't. They haven't been in their careers long enough to develop that yet. So, they're just going to flounder. So, my advice is generally aimed at people that have been in their careers for quite some time, generally, people that are 10, 15, 20 years into their career, looking to do something.Corey: One of the problems that we see when whenever we talk about these things on Twitter is that we get an awful lot of people telling us that we're wrong, that it can't be made to work, et cetera, et cetera. But following this model, I've been independent for—well, I was independent and then we became The Duckbill Group; add them together because figuring out exactly where that divide happened is always a mental leap for me, but it's been six years at this point. We've definitely proven our ability to not go out of business every month. It's kind of amazing. Without even an exception case of, “That one time.”Mike: [laugh]. Yeah, we are living proof that it does work, but you don't really have to take just our word for it because there are a lot of other firms that exist entirely on an advisory-only, high-expertise model. And it works out really well. We've worked with several of them, so it does work; it just isn't very common inside of tech and particularly inside of engineering.Corey: So, one of the things that I find is what differentiates an expert from an enthusiastic amateur is, among other things, the number of mistakes that they've made. So, I guess a different way of asking this is what qualifies you to write this book, but instead, I'm going to frame it in a very negative way. What have you screwed up on that puts you in a position of, “Ah, I'm going to write a book so that someone else can make better choices.”Mike: One of my favorite stories to tell—and Corey, I actually think you might not have heard this story before—Corey: That seems unlikely, but give it a shot.Mike: Yeah. So, early in my career, I was working for a consulting firm that did ERP implementations. We worked with mainly large, old-school manufacturing firms. So, my job there was to do the engineering side of the implementation. So, a lot of rack-and-stack, a lot of Windows Server configuration, a lot of pulling cables, that sort of thing. So, I thought I was pretty good at this. I quickly learned that I was actually not nearly as good as I thought I was.Corey: A common affliction among many different people.Mike: A common affliction. But I did not realize that until this one particular incident. So, me and my boss are both on site at this large manufacturing facility, and the CFO pulls my boss aside and I can hear them talking and, like, she's pretty upset. She points at me and says, “I never want this asshole in my office ever again.” So, he and I have a long drive back to our office, like an hour and a half.And we had a long chat about what that meant for me. I was not there for very long after that, as you might imagine, but the thing is, I still have no idea to this day what I did to upset her. I know that she was pissed and he knows that she was pissed. And he never told me exactly what it was, only that's you take care of your client. And the client believes that I screwed up so massively that she wanted me fired.Him not wanting to argue—he didn't; he just kind of went with it—and put me on other clients. But as a result of that, it really got me thinking that I screwed something up so badly to make this person hate me so much and I still have no idea what it was that I did. Which tells me that even at the time, I did not understand what was going on around me. I did not understand how to manage clients well, and to really take care of them. That was probably the first really massive mistake that I've made my career—or, like, the first time I came to the realization that there's a whole lot I don't know and it's really costing me.Corey: From where I sit, there have been a number of things that we have done as we've built our consultancy, and I'm curious—you know, let's get this even more personal—in the past, well, we'll call it four years that we have been The Duckbill Group—which I think is right—what have we gotten right and what have we gotten wrong? You are the expert; you're writing a book on this for God's sake.Mike: So, what I think we've gotten right is one of my core beliefs is never bill hourly. Shout out to Jonathan Stark. He wrote I really good book that is a much better explanation of that than I've ever been able to come up with. But I've always had the belief that billing hourly is just a bad idea, so we've never done that and that's worked out really well for us. We've turned down work because that's the model they wanted and it's like, “Sorry, that's not what we do. You're going to have to go work for someone else—or hire someone else.”Other things that I think we've gotten right is a focus on staying on the advisory side and not doing any implementation. That's allowed us to get really good at what we do very quickly because we don't get mired in long-term implementation detail-level projects. So, that's been great. Where we went a little wrong, I think—or what we have gotten wrong, lessons that we've learned. I had this idea that we could build out a junior and mid-level staff and have them overseen by very senior people.And, as it turns out, that didn't work for us, entirely because it didn't work for me. That was really my failure. I went from being an IC to being the leader of a company in one single step. I've never been a manager before Duckbill. So, that particular mistake was really about my lack of abilities in being a good manager and being a good leader.So, building that out, that did not work for us because it didn't work for me and I didn't know how to do it. So, I made way too many mistakes that were kind of amateur-level stuff in terms of management. So, that didn't work. And the other major mistake that I think we've made is not putting enough effort into marketing. So, we get most of our leads by inbound or referral, as is common with boutique consulting firms, but a lot of the income that we get comes through Last Week in AWS, which is really awesome.But we don't put a whole lot of effort into content or any marketing stuff related to the thing that we do, like cost management. I think a lot of that is just that we don't really know how, aside from just creating content and publishing it. We don't really understand how to market ourselves very well on that side of things. I think that's a mistake we've made.Corey: It's an effective strategy against what's a very complicated problem because unlike most things, if—let's go back to your old life—if we have an observability problem, we will talk about that very publicly on Twitter and people will come over and get—“Hey, hey, have you tried to buy my company's product?” Or they'll offer consulting services, or they'll point us in the right direction, all of which is sometimes appreciated. Whereas when you have a big AWS bill, you generally don't talk about it in public, especially if you're a serious company because that's going to, uh, I think the phrase is, “Shake investor confidence,” when you're actually live tweeting slash shitposting about your own AWS bill. And our initial thesis was therefore, since we can't wind up reaching out to these people when they're having the pain because there's no external indication of it, instead what we have to do is be loud enough and notable in this space, where they find us where it shouldn't take more than them asking one or two of their friends before they get pointed to us. What's always fun as the stories we hear is, “Okay, so I asked some other people because I wanted a second opinion, and they told us to go to you, too.” Word of mouth is where our customers come from. But how do you bootstrap that? I don't know. I'm lucky that I got it right the first time.Mike: Yeah, and as I mentioned a minute ago, that a lot of that really comes through your content, which is not really cost management-related. It's much more AWS broad. We don't put out a lot of cost management specific content. And honestly, I think that's to our detriment. We should and we absolutely can. We just haven't. I think that's one of the really big things that we've missed on doing.Corey: There's an argument that the people who come to us do not spend their entire day thinking about AWS bills. I mean, I can't imagine what that would be like, but they don't for whatever reason; they're trying to do something ridiculous, like you know, run a profitable company. So, getting in front of them when they're not thinking about the bills means, on some level, that they're going to reach out to us when the bill strikes. At least that's been my operating theory.Mike: Yeah, I mean, this really just comes down to content strategy and broader marketing strategy. Because one of the things you have to think about with marketing is how do you meet a customer at the time that they have the problem that you solve? And what most marketing people talk about here is what's called the triggering event. Something causes someone to take an action. What is that something? Who is that someone, and what is that action?And for us, one of the things that we thought early on is that well, the bill comes out the first week of the month, every month, so people are going to opened the bill freak out, and a big influx of leads are going to come our way and that's going to happen every single month. The reality is that never happened. That turns out was not a triggering event for anyone.Corey: And early on, when we didn't have that many leads coming in, it was a statistical aberration that I thought I saw, like, “Oh, out of the three leads this month, two of them showed up in the same day. Clearly, it's an AWS billing day thing.” No. It turns out that every company's internal cadence is radically different.Mike: Right. And I wish I could say that we have found what our triggering events are, but I actually don't think we have. We know who the people are and we know what they reach out for, but we haven't really uncovered that triggering event. And it could also be there, there isn't a one. Or at least, if there is one, it's not one that we could see externally, which is kind of fine.Corey: Well, for the half of our consulting that does contract negotiation for large-scale commitments with AWS, it comes up for renewal or the initial discount contract gets offered, those are very clear triggering events but the challenge is that we don't—Mike: You can't see them externally.Corey: —really see that from the outside. Yeah.Mike: Right. And this is one of those things where there are triggering events for basically everything and it's probably going to be pretty consistent once you get down to specific services. Like we provide cost optimization services and contract negotiation services. I'm willing to bet that I can predict exactly what the trigger events for both of those will be pretty well. The problem is, you can never see those externally, which is kind of fine.Ideally, you would be able to see it externally, but you can't, so we roll with it, which means our entire strategy has revolved around always being top-of-mind because at the time where it happens, we're already there. And that's a much more difficult strategy to employ, but it does work.Corey: All it takes is time and being really lucky and being really prolific, and, and, and. It's one of those things where if I were to set out to replicate it, I don't even know how I'd go about doing it.Mike: People have been asking me. They say, “I want to create The Duckbill Group for X. What do I do?” And I say, “First step, get yourself a Corey Quinn.” And they're like, “Well, I can't do that. There's only one.” I'm like, “Yep. Sucks to be you.” [laugh].Corey: Yeah, we called the Jerk Store. They're running out of him. Yeah, it's a problem. And I don't think the world needs a whole lot more of my type of humor, to be honest, because the failure mode that I have experienced brutally and firsthand is not that people don't find me funny; it's that it really hurts people's feelings. I have put significant effort into correcting those mistakes and not repeating them, but it sucks every time I get it wrong.Mike: Yeah.Corey: Another question I have for you around the book targeting, are you aiming this at individual independent consultants or are you looking to advise people who are building agencies?Mike: Explicitly not the latter. My framing around this is that there are a number of people who are doing consulting right now and they've kind of fell into it. Often, they'll leave one job and do a little consulting while they're waiting on their next thing. And in some cases, that might be a month or two. In some cases, it might go on years, but that whole time, they're just like, “Oh, yeah, I'm doing consulting in between things.”But at some point, some of those think, “You know what? I want this to be my thing. I don't want there to be a next thing. This is my thing. So therefore, how do I get serious about doing consulting? How do I get serious about being a consultant?”And that's where I think I can add a lot of value because casually consulting of, like, taking whatever work just kind of falls your way is interesting for a while, but once you get serious about it, and you have to start thinking, well, how do I actually deliver engagements? How do I do that consistently? How do I do it repeatedly? How to do it profitably? How do I price my stuff? How do I package it? How do I attract the leads that I want? How do I work with the customers I want?And turning that whole thing from a casual, “Yeah, whatever,” into, “This is my business,” is a very different way of thinking. And most people don't think that way because they didn't really set out to build a business. They set out to just pass time and earn a little bit of money before they went off to the next job. So, the framing that I have here is that I'm aiming to help people that are wanting to get serious about doing consulting. But they generally have experience doing it already.Corey: Managing shards. Maintenance windows. Overprovisioning. ElastiCache bills. I know, I know. It's a spooky season and you're already shaking. It's time for caching to be simpler. Momento Serverless Cache lets you forget the backend to focus on good code and great user experiences. With true autoscaling and a pay-per-use pricing model, it makes caching easy. No matter your cloud provider, get going for free at gomemento.co/screaming That's GO M-O-M-E-N-T-O dot co slash screamingCorey: We went from effectively being the two of us on the consulting delivery side, two scaling up to, I believe, at one point we were six of us, and now we have scaled back down to largely the two of us, aided by very specific external folk, when it makes sense.Mike: And don't forget April.Corey: And of course. I'm talking delivery.Mike: [laugh].Corey: There's a reason I—Mike: Delivery. Yes.Corey: —prefaced it that way. There's a lot of support structure here, let's not get ourselves, and they make this entire place work. But why did we scale up? And then why did we scale down? Because I don't believe we've ever really talked about that publicly.Mike: No, not publicly. In fact, most people probably don't even notice that it happened. We got pretty big for—I mean, not big. So, we hit, I think, six full-time people at one point. And that was quite a bit.Corey: On the delivery side. Let's be clear.Mike: Yeah. No, I think actually with support structure, too. Like, if you add in everyone that we had with the sales and marketing as well, we were like 11 people. And that was a pretty sizable company. But then in July this year, it kind of hit a point where I found that I just wasn't enjoying my job anymore.And I looked around and noticed that a lot of other people was kind of feeling the same way, is just things had gotten harder. And the business wasn't suffering at all, it was just everything felt more difficult. And I finally realized that, for me personally at least, I started Duckbill because I love working with clients, I love doing consulting. And what I have found is that as the company grew larger and larger, I spent most of my time keeping the trains running and taking care of the staff. Which is exactly what I should be doing when we're that size, like, that is my job at that size, but I didn't actually enjoy it.I went into management as, like, this job going from having never done it before. So, I didn't have anything to compare it to. I didn't know if I would like it or not. And once I got here, I realized I actually don't. And I spent a lot of efforts to get better at it and I think I did. I've been working with a leadership coach for years now.But it finally came to a point where I just realized that I wasn't actually enjoying it anymore. I wasn't enjoying the job that I had created. And I think that really panned out to you as well. So, we decided, we had kind of an opportune time where one of our team decided that they were also wanting to go back to do independent consulting. I'm like, “Well, this is actually pretty good time. Why don't we just start scaling things back?” And like, maybe we'll scale it up again in the future; maybe we won't. But like, let's just buy ourselves some breathing room.Corey: One of the things that I think we didn't spend quite enough time really asking ourselves was what kind of place do we want to work at. Because we've explicitly stated that you and I both view this as the last job either of us is ever going to have, which means that we're not trying to do the get big quickly to get acquired, or we want to raise a whole bunch of other people's money to scale massively. Those aren't things either of us enjoy. And it turns out that handling the challenges of a business with as many people working here as we had wasn't what either one of us really wanted to do.Mike: Yeah. You know what—[laugh] it's funny because a lot of our advisors kept asking the same thing. Like, “So, what kind of company do you want?” And like, we had some pretty good answers for that, in that we didn't want to build a VC-backed company, we didn't ever want to be hyperscale. But there's a wide gulf of things between two-person company and hyperscale and we didn't really think too much about that.In fact, being a ten-person company is very different than being a three-person company, and we didn't really think about that either. We should have really put a lot more thought into that of what does it mean to be a ten-person company, and is that what we want? Or is three, four, or five-person more our style? But then again, I don't know that we could have predicted that as a concern had we not tried it first.Corey: Yeah, that was very much something that, for better or worse, we pay advisors for their advice—that's kind of definitionally how it works—and then we ignored it, on some level, though we thought we were doing something different at the time because there's some lessons you've just got to learn by making the mistake yourself.Mike: Yeah, we definitely made a few of those. [laugh].Corey: And it's been an interesting ride and I've got zero problem with how things have shaken out. I like what we do quite a bit. And honestly, the biggest fear I've got going forward is that my jackass business partner is about to distract the hell out of himself by writing a book, which is never as easy as even the most pessimistic estimates would be. So, that's going to be awesome and fun.Mike: Yeah, just wait until you see the dedication page.Corey: Yeah, I wasn't mentioned at all in the last book that you wrote, which I found personally offensive. So, if I'm not mentioned this time, you're fired.Mike: Oh, no, you are. It's just I'm also adding an anti-dedication page, which just has a photo of you.Corey: Oh, wonderful, wonderful. This is going to be one of those stories of the good consultant and the bad consultant, and I'm going to be the Goofus to your Gallant, aren't I?Mike: [laugh]. Yes, yes. You are.Corey: “Goofus wants to bill by the hour.”Mike: It's going to have a page of, like, “Here's this [unintelligible 00:25:05] book is dedicated to. Here's my acknowledgments. And [BLEEP] this guy.”Corey: I love it. I absolutely love it. I think that there is definitely a bright future for telling other people how to consult properly. May just suggest as a subtitle for the book is Consulting—subtitle—You Have Problems and Money. We'll Take Both.Mike: [laugh]. Yeah. My working title for this is Practical Consulting, but only because my previous book was Practical Monitoring. Pretty sure O'Reilly would have a fit if I did that. I actually have no idea what I'm going to call the book, still.Corey: Naming things is super hard. I would suggest asking people at AWS who name services and then doing the exact opposite of whatever they suggest. Like, take their list of recommendations and sort by reverse order and that'll get you started.Mike: Yeah. [laugh].Corey: I want to thank you for giving us an update on what you're working on and why you have less hair every time I see you because you're mostly ripping it out due to self-inflicted pain. If people want to follow your adventures, where's the best place to keep updated on this ridiculous, ridiculous nonsense that I cannot talk you out of?Mike: Two places. You can follow me on Twitter, @Mike_Julian, or you can sign up for the newsletter on my site at mikejulian.com where I'll be posting all the updates.Corey: Excellent. And I look forward to skewering the living hell out of them.Mike: I look forward to ignoring them.Corey: Thank you, Mike. It is always a pleasure.Mike: Thank you, Corey.Corey: Mike Julian, CEO at The Duckbill Group, and my unwilling best friend. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. 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