Podcasts about fsx

In this episode of the InfosecTrain podcast, we explore AWS Cloud Storage Services, their key features, and how businesses can leverage them for scalability, security, and cost efficiency.

HPC is more than just high performance computing. It's also high performance storage and networking. In this episode we discuss how HPC is used to solve important problems in Computational Fluid Dynamics, Genomics, Medicine, AI and more. We also talk about how AWS services such as ParallelCluster, EFA and FSx for Lustre make it easier to deploy high performance workloads in the cloud. AWS Hosts: Nolan Chen & Malini ChatterjeeEmail Your Feedback: rethinkpodcast@amazon.comHPC on AWS Links:https://aws.amazon.com/hpc/https://day1hpc.com/#awsrethink

Welcome to episode 224 of The CloudPod Podcast - where the forecast is always cloudy! This week, your hosts Justin, Jonathan, and Ryan discuss some major changes at Terraform, including switching from open source to a BSL License. Additionally, we cover updates to Amazon S3, goodies from Storage Day, and Google Gemini vs. Open AI.  Titles we almost went with this week: None! This week's title was ✨chef's kiss✨ A big thanks to this week's sponsor: Foghorn Consulting provides top-notch cloud and DevOps engineers to the world's most innovative companies. Initiatives stalled because you have trouble hiring?  Foghorn can be burning down your DevOps and Cloud backlogs as soon as next week.

Welcome episode 223 of The CloudPod Podcast! It's a full house - Justin, Matt, Ryan, and Jonathan are all here this week to discuss all the cloud news you need. This week, cost optimization is the big one, with a deep dive on the newest AWS blog. Additionally, we've got updates to BigQuery, Google's Health Service, managed services for Prometheus, and more. Titles we almost went with this week:

Welcome episode 220 of The Cloud Pod podcast - where the forecast is always cloudy! This week your hosts, Justin, Jonathan, Ryan, and Matthew discuss all things cloud, including virtual machines, an AI partnership between Microsoft and Meta for Llama 2, Lambda functions, Fargate, and lots of security updates including the Outlook breach and WORM protections. This and much more in our newest episode.  Titles we almost went with this week: Too Many Bees died for Honeycode Microsoft announces that AI will only cost you 3 arms and a leg.   The Cloud Pod also detects Recursive Loops in cloud news The cloud pod disables health checks bc who needs them A big thanks to this week's sponsor: Foghorn Consulting, provides top-notch cloud and DevOps engineers to the world's most innovative companies. Initiatives stalled because you have trouble hiring?  Foghorn can be burning down your DevOps and Cloud backlogs as soon as next week.

MotorTrend's Ed Loh & Jonny Lieberman chat with Acura's Chief Brand Officer - Jon Ikeda! The guys talk to Jon about the future of the brand & the first ever all-electric Acura! 2:47 - Acura winning Rolex 24 at Daytona. 7:29 - Jon's history - growing up in Japan, drawing cars, & Hot Wheels sets. 15:03 - Jon's path to studying car design at Art Center. 29:31 - Internships out of Art Center. 34:17 - Path to Honda - Dave Marek took him to see his first F1 race. 46:47 - FSX 1991 Tokyo Motor Show. 56:19 - Joined Acura in 1989. 01:01:23 - Performance-focused design. 01:12:57 - Made GM of Sales to rebuild the brand in 2015. 01:18:17 - Type S & ZDX. 01:23:32 - Acura Integra Type S, Precision EV Concept, & ZDX Type S - the first all-electric Acura! 01:29:57 - The InEVitable future - "The curve is going to be insane." 01:34:38 - Concerns about jobs in Japan & Germany. 01:37:02 - What does a performance brand do with autonomy? 01:39:17 - Pricing on Acura Integra Type S. Type R? 01:43:22 - Integra Type S vs Civic Type R. 01:46:20 - Dinner party brand analogy. 01:52:47 - Jon's personal collection. 01:54:17 - Acura's first EV!

Discover how Dr. Stephen Roop (CEO of FSX) is bridging the gap in the transportation crisis, why he said it's a red flag when someone says "trust me", and when he realized he had a leadership blind spot (10 minutes). CEO Blindspots® Podcast Guest: Dr. Stephen Roop. Dr. Roop is the originator and designer of the Freight Shuttle system and the CEO of Freight Shuttle Xpress (FSX). Beginning in 2005, his work on the FSX focused on developing an approach to goods movement that would enhance this critical industry and overcome the growing challenges associated with rising costs, driver shortages, roadway congestion, infrastructure deterioration, safety, and air quality. With more than 25 years in freight transportation systems and operations research, Dr. Roop's expertise in rail and trucking led to the innovative solution of introducing an entirely new mode of automated, intermodal freight systems. In addition, Dr. Roop holds 17 patents associated with the FSS, awarded in 12 countries. For more information about Dr. Stephen Roop and Freight Shuttle Xpress; https://www.freightshuttle.com/ To ask questions about this or one of the 160+ other CEO Blindspots® Podcast episodes, send an email to birgit@ceoblindspots.com CEO Blindspots® Podcast Host: Birgit Kamps. Birgit was speaking five languages by the age of 10, and lived in five countries with her Dutch parents prior to becoming an American citizen. Birgit's professional experience includes starting and selling an “Inc. 500 Fastest Growing Private Company” and a “Best Company to Work for in Texas”, and serving as a Board Member with various companies. In addition, Birgit is the President of Hire Universe LLC, and the host of the CEO Blindspots® Podcast which was recognized by Spotify for having the “biggest listener growth” in the USA by 733%; https://www.ceoblindspots.com/

SimVenture 2022 will be held across four days on July 14-17, 2022. In this pre-event briefing, Kevin from PilotEdge walks through everything you need to know to participate in this one-of-a-kind flight simulation event. SimVenture allows simmers to fly into Oshkosh, with actual Oshkosh air traffic controllers, using MSFS, X-Plane, Prepar3D, or FSX on PilotEdge. This presentation provides a detailed walk-through of the notice covering procedures for the Fisk and Turbine/Warbird Arrivals. Although PilotEdge is a subscription service, the five hour free trial is enough to cover several arrival flights during SimVenture! Presenter Bio: Webinar host Kevin has been using flight simulators for over 16 years. His personal sim setup began with just a laptop and a joystick, but has evolved into a yoke, rudder pedals, throttles, levers, handles, buttons, switches and more. Kevin believes in the power of using flight simulators to help become a better, and safer, pilot with the convenience and cost-saving being a tremendous added bonus. Chapters: 1. Introduction 2. PilotEdge & Event Intro 3. SimVenture Notice 4. Props: Fisk Arrival 5. Turbine/Warbird Arrival 6. VFR Departure from Oshkosh 7. Helicopters 8. Fond du Lac Procedures 9. Dynamic Flagmen 10. Recommended Moving Map Applications 11. Questions & Answers

On The Cloud Pod this week, the team talks tactics for infiltrating the new Google Cloud center in Ohio. Plus: AWS goes sci-fi with the new Graviton3 processors, the new GKE cost estimator calculates the value of your soul, and Microsoft builds the metaverse.  A big thanks to this week's sponsor, Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. This week's highlights

About RachelRachel leads product and technical marketing for Chronosphere. Previously, Rachel wore lots of marketing hats at CloudHealth (acquired by VMware), and before that, she led product marketing for cloud-integrated storage at NetApp. She also spent many years as an analyst at Forrester Research. Outside of work, Rachel tries to keep up with her young son and hyper-active dog, and when she has time, enjoys crafting and eating out at local restaurants in Boston where she's based.Links: Chronosphere: https://chronosphere.io Twitter: https://twitter.com/RachelDines Email: rachel@chronosphere.io TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: The company 0x4447 builds products to increase standardization and security in AWS organizations. They do this with automated pipelines that use well-structured projects to create secure, easy-to-maintain and fail-tolerant solutions, one of which is their VPN product built on top of the popular OpenVPN project which has no license restrictions; you are only limited by the network card in the instance. To learn more visit: snark.cloud/deployandgoCorey: Couchbase Capella Database-as-a-Service is flexible, full-featured and fully managed with built in access via key-value, SQL, and full-text search. Flexible JSON documents aligned to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling while reducing cost. Capella has the best price performance of any fully managed document database. Visit couchbase.com/screaminginthecloud to try Capella today for free and be up and running in three minutes with no credit card required. Couchbase Capella: make your data sing.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. A repeat guest joins me today, and instead of talking about where she works, instead we're going to talk about how she got there. Rachel Dines is the Head of Product and Technical Marketing at Chronosphere. Rachel, thank you for joining me.Rachel: Thanks, Corey. It's great to be here again.Corey: So, back in the early days of me getting started, well, I guess all this nonsense, I was an independent consultant working in the world of cloud cost management and you were over at CloudHealth, which was effectively the 800-pound gorilla in that space. I've gotten louder, and of course, that means noisier as well. You wound up going through the acquisition by VMware at CloudHealth, and now you're over at Chronosphere. We're going to get to all of that, but I'd rather start at the beginning, which, you know, when you're telling stories seems like a reasonable place to start. Your first job out of school, to my understanding, was as an analyst at Forrester is that correct?Rachel: It was yeah. Actually, I started as a research associate at Forrester and eventually became an analyst. But yes, it was Forrester. And when I was leaving school—you know, I studied art history and computer science, which is a great combination, makes a ton of sense—I can explain it another time—and I really wanted to go work at the equivalent of FAANG back then, which was just Google. I really wanted to go work at Google.And I did the whole song-and-dance interview there and did not get the job. Best thing that's ever happened to me because the next day a Forrester recruiter called. I didn't know what Forrester was—once again, I was right out of college—I said, “This sounds kind of interesting. I'll check it out.” Seven years later, I was a principal analyst covering, you know, cloud-to-cloud resiliency and backup to the cloud and cloud storage. And that was an amazing start to my career, that really, I'm credited a lot of the things I've learned and done since then on that start at Forrester.Corey: Well, I'll admit this: I was disturbingly far into my 30s before I started to realize what it is that Forrester and its endless brethren did. I'm almost certain you can tell that story better than I can, so what is it that Forrester does? What is its place in the ecosystem?Rachel: Forrester is one of the two or three biggest industry analyst firms. So, the people that work there—the analysts there—are basically paid to be, like, big thinkers and strategists and analysts, right? There's a reason it's called that. And so the way that we spent all of our time was, you know, talking to interesting large, typically enterprise IT, and I was in the infrastructure and operations group, so I was speaking to infrastructure, ops, precursors to DevOps—DevOps wasn't really a thing back in ye olden times, but we're speaking to them and learning their best practices and publishing reports about the technology, the people and the process that they dealt with. And so you know, over a course of a year, I would talk to hundreds of different large enterprises, the infrastructure and ops leaders at everyone from, like, American Express to Johnson & Johnson to Monsanto, learn from them, write research and reports, and also do things like inquiries and speaking engagements and that kind of stuff.So, the idea of industry analysts is that they're neutral, they're objective. You can go to them for advice, and they can tell you, you know, these are the shortlist of vendors you should consider and this is what you should look for in a solution.Corey: I love the idea of what that role is, but it took me a while as a condescending engineer to really wrap my head around it because I viewed it as oh, it's just for a cover your ass exercise so that when a big company makes a decision, they don't get yelled at later, and they said, “Well, it seemed like the right thing to do. You can't blame us.” And that is an overwhelmingly cynical perspective. But the way it was explained to me, it really was put into context—of all things—by way of using the AWS bill as a lens. There's a whole bunch of tools and scripts and whatnot on GitHub that will tell you different things about your AWS environment, and if I run them in my environment, yeah, they work super well.I run them in a client environment and the thing explodes because it's not designed to work at a scale of 10,000 instances in a single availability zone. It's not designed to do backing off so it doesn't exhaust rate limits across the board. It requires a rethinking at that scale. When you're talking about enterprise-scale, a lot of the Twitter zeitgeist, as it were, about what tools work well and what tools don't for various startups, they fail to cross over into the bowels of a regulated entity that has a bunch of other governance and management concerns that don't really apply. So, there's this idea of okay, now that we're a large, going entity with serious revenue behind this, and migrating to any of these things is a substantial lift. What is the right answer? And that is sort of how I see the role of these companies in the ecosystem playing out. Is that directionally correct?Rachel: I would definitely agree that that is directionally correct. And it was the direction that it was going when I was there at Forrester. And by the way, I've been gone from there for, I think, eight-plus years. So, you know, it's definitely evolved it this space—Corey: A lifetime in tech.Rachel: Literally feels like a lifetime. Towards the end of my time there was when we were starting to get briefings from this bookstore company—you might have heard of them—um, Amazon?Corey: Barnes and Noble.Rachel: Yes. And Barnes and Noble. Yes. So, we're starting to get briefings from Amazon, you know, about Amazon Web Services, and S3 had just been introduced. And I got really excited about Netflix and chaos engineering—this was 2012, right?—and so I did a bunch of research on chaos engineering and tried to figure out how it could apply to the enterprises.And I would, like, bring it to Capital One, and they were like, “Ya crazy.” Turns out I think I was just a little bit ahead of my time, and I'm seeing a lot more of the industry analysts now today looking at like, “Okay, well, yeah, what is Uber doing? Like, what is Netflix doing?” And figure out how that can translate to the enterprise. And it's not a one-to-one, right, just because the people and the structures and the process is so different, so the technology can't just, like, make the leap on its own. But yes, I would definitely agree with that, but it hasn't necessarily always been that way.Corey: Oh, yeah. Like, these days, we're seeing serverless adoption on some levels being driven by enterprises. I mean, Liberty Mutual is doing stuff there that is really at the avant-garde that startups are learning from. It's really neat to see that being turned on its head because you always see these big enterprises saying, “We're like a startup,” but you never see a startup saying, “We're like a big enterprise.” Because that's evocative of something that isn't generally compelling.“Well, what does that mean, exactly? You take forever to do expense reports, and then you get super finicky about it, and you have so much bureaucracy?” No, no, no, it's, “Now, that we're process bound, it's that we understand data sovereignty and things like that.” But you didn't stay there forever. You at some point decided, okay, talking to people who are working in this industry is all well and good, but time for you to go work in that industry yourself. And you went to, I believe, NetApp by way of Riverbed.Rachel: Yes, yeah. So, I left Forrester and I went over to Riverbed to work on their cloud storage solution as a product marketing. And I had an amazing six months at Riverbed, but I happened to join, unfortunately, right around the time they were being taken private, and they ended up divesting their storage product line off to NetApp. And they divested some of their other product lines to some other companies as part of the whole deal going private. So, it was a short stint at Riverbed, although I've met some people that I've stayed in touch with and are still my friends, you know, many years later.And so, yeah, ended up over at NetApp. And it wasn't necessarily what I had initially planned for, but it was a really fun opportunity to take a cloud-integrated storage product—so it was an appliance that people put in their data centers; you could send backups to it, and it shipped those backups on the back end to S3 and then to Glacier when that came out—trying to make that successful in a company that was really not overly associated with cloud. That was a really fun process and a fun journey. And now I look at NetApp and where they are today, and they've acquired Spot and they've acquired CloudCheckr, and they're, like, really going all-in in public cloud. And I like to think, like, “Hey, I was in the early days of that.” But yeah, so that was an interesting time in my life for multiple reasons.Corey: Yeah, Spot was a fascinating product, and I was surprised to see it go to NetApp. It was one of those acquisitions that didn't make a whole lot of sense to me at the time. NetApp has always been one of those companies I hold in relatively high regard. Back when I was coming up in the industry, a bit before the 2012s or so, it was routinely ranked as the number one tech employer on a whole bunch of surveys. And I don't think these were the kinds of surveys you can just buy your way to the top of.People who worked there seemed genuinely happy, the technology was fantastic, and it was, for example, the one use case in which I would run a database where its data store lived on a network file system. I kept whining at the EFS people over at AWS for years that well, EFS is great and all but it's no NetApp. Then they released NetApps on tap on FSX as a first-party service, in which case, okay, thank you. You have now solved every last reservation I have around this. Onward.And I still hold the system in high regard. But it has, on some level, seen an erosion. We're no longer in a world where I am hurling big money—or medium money by enterprise standards—off to NetApp for their filers. It instead is something that the cloud providers are providing, and last time I checked, no matter how much I spend on AWS they wouldn't let me shove a NetApp filer into us-east-1 without asking some very uncomfortable questions.Rachel: Yeah. The whole storage industry is changing really quickly, and more of the traditional on-premises storage vendors have needed to adapt or… not, you know, be very successful. I think that NetApp's done a nice job of adapting in recent years. But I'd been in storage and backup for my entire career at that point, and I was like, I need to get out. I'm done with storage. I'm done with backup. I'm done with disaster recovery. I had that time; I want to go try something totally new.And that was how I ended up leaving NetApp and joining CloudHealth. Because I'd never really done the startup thing. I done a medium-sized company at Riverbed; I'd done a pretty big company at NetApp. I've always been an entrepreneur at heart. I started my first business on the playground in second grade, and it was reselling sticks of gum. Like, I would go use my allowance to buy a big pack of gum, and then I sold the sticks individually for ten cents apiece, making a killer margin. And it was a subscription, actually. [laugh].Corey: Administrations generally—at least public schools—generally tend to turn a—have a dim view of those things, as I recall from my misspent youth.Rachel: Yeah. I was shut down pretty quickly, but it was a brilliant business model. It was—so you had to join the club to even be able to buy into getting the sticks of gum. I was, you know, all over the subscription business [laugh] back then.Corey: And area I want to explore here is you mentioned that you double-majored. One of those majors was computer science—art history was sort of set aside for the moment, it doesn't really align with either direction here—then you served as a research associate turned analyst, and then you went into product marketing, which is an interesting direction to go in. Why'd you do it?Rachel: You know, product marketing and industry analysts are there's a lot of synergy; there's a lot of things that are in common between those two. And in fact, when you see people moving back and forth from the analyst world to the vendor side, a lot of the time it is to product marketing or product management. I mean, product marketing, our whole job is to take really complex technical concepts and relate them back to business concepts and make them make sense of the broader world and tell a narrative around it. That's a lot of what an analyst is doing too. So, you know, analysts are writing, they're giving public talks, they're coming up with big ideas; that's what a great product marketer is doing also.So, for me, that shift was actually very natural. And by the way, like, when I graduated from school, I knew I was never going to code for a living. I had learned all I was going to learn and I knew it wasn't for me. Huge props, like, you know, all the people that do code for a living, I knew I couldn't do it. I wasn't cut out for it.Corey: I found somewhat similar discoveries on my own journey. I can configure things for a living, it's fun, but I still need to work with people, past a certain point. I know I've talked about this before on some of these shows, but for me, when starting out independently, I sort of assumed at some level, I was going to shut it down, and well, and then I'll go back to being an SRE or managing an ops team. And it was only somewhat recently that I had the revelation that if everything that I'm building here collapses out from under me or gets acquired or whatnot and I have to go get a real job again, I'll almost certainly be doing something in the marketing space as opposed to the engineering space. And that was an interesting adjustment to my self-image as I went through it.Because I've built everything that I've been doing up until this point, aligned at… a certain level of technical delivery and building things as an engineer, admittedly a mediocre one. And it took me a fair bit of time to get, I guess, over the idea of myself in that context of, “Wow, you're not really an engineer. Are you a tech worker?” Kind of. And I sort of find myself existing in the in-between spaces.Did you have similar reticence when you went down the marketing path or was it something that you had, I guess, a more mature view of it [laugh] than I did and said, “Yeah, I see the value immediately,” whereas I had to basically be dragged there kicking and screaming?Rachel: Well, first of all, Corey, congratulations for coming to terms with the fact that you are a marketer. I saw it in you from the minute I met you, and I think I've known you since before you were famous. That's my claim to fame is that I knew you before you were famous. But for me personally, no, I didn't actually have that stigma. But that does exist in this industry.I mean, I think people are—think they look down on marketing as kind of like ugh, you know, “The product sells itself. The product markets itself. We don't need that.” But when you're on the inside, you know you can have an amazing product and if you don't position it well and if you don't message it well, it's never going to succeed.Corey: Our consulting [sub-projects 00:14:31] are basically if you bring us in, you will turn a profit on the engaging. We are selling what basically [unintelligible 00:14:37] money. It is one of the easiest ROI calculations. And it still requires a significant amount of work on positioning even on the sales process alone. There's no such thing as an easy enterprise sale.And you're right, in fact, I think the first time we met, I was still running a DevOps team at a company and I was deploying the product that you were doing marketing for. And that was quite the experience. Honestly, it was one of the—please don't take this the wrong way at all—but you were at CloudHealth at the time and the entire point was that it was effectively positioned in such a way of, right, this winds up solving a lot of the problems that we have in the AWS bill. And looking at how some of those things were working, it was this is an annoying, obnoxious problem that I wish I could pay to make someone else's problem, just to make it go away. Well, that indirectly led to exactly where we are now.And it's really been an interesting ride, just seeing how that whole thing has evolved. How did you wind up finding yourself at CloudHealth? Because after VMware, you said it was time to go to a startup. And it's interesting because I look at where you've been now, and CloudHealth itself gets dwarfed by VMware, which is sort of the exact opposite of a startup, due to the acquisition. But CloudHealth was independent for years while you were there.Rachel: Yeah, it was. I was at CloudHealth for about three-plus years before we were acquired. You know, how did I end up there? It's… it's all hazy. I was looking at a lot of startups, I was looking for, like, you know, a Series B company, about 50 people, I wanted something in the public cloud space, but not storage—if I could get away from storage that was the dream—and I met the folks from CloudHealth, and obviously, I hadn't heard about—I didn't know about cloud cost management or cloud governance or FinOps, like, none of those were things back then, but I was I just was really attracted to the vision of the founders.The founders were, you know, Joe Kinsella and Dan Phillips and Dave Eicher, and I was like, “Hey, they've built startups before. They've got a great idea.” Joe had felt this pain when he was a customer of AWS in the early days, and so I was like—Corey: As have we all.Rachel: Right?Corey: I don't think you'll find anyone in this space who hasn't been a customer in that situation and realized just how painful and maddening the whole space is.Rachel: Exactly, yeah. And he was an early customer back in, I think, 2014, 2015. So yeah, I met the team, I really believed in their vision, and I jumped in. And it was really amazing journey, and I got to build a pretty big team over time. By the time we were acquired a couple of years later, I think we were maybe three or 400 people. And actually, fun story. We were acquired the same week my son was born, so that was an exciting experience. A lot of change happened in my life all at once.But during the time there, I got to, you know, work with some really, really cool large cloud-scale organizations. And that was during that time that I started to learn more about Kubernetes and Mesos at the time, and started on the journey that led me to where I am now. But that was one of the happiest accidents, similar to the happy accident of, like, how did I end up at Forrester? Well, I didn't get the job at Google. [laugh]. How did I end up at CloudHealth? I got connected with the founders and their story was really inspiring.Corey: Couchbase Capella Database-as-a-Service is flexible, full-featured and fully managed with built in access via key-value, SQL, and full-text search. Flexible JSON documents aligned to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling while reducing cost. Capella has the best price performance of any fully managed document database. Visit couchbase.com/screaminginthecloud to try Capella today for free and be up and running in three minutes with no credit card required. Couchbase Capella: make your data sing.Corey: It's amusing to me the idea that, oh, you're at NetApp if you want to go do something that is absolutely not storage. Great. So, you go work at CloudHealth. You're like, “All right. Things are great.” Now, to take a big sip of scalding hot coffee and see just how big AWS billing data could possibly be. Yeah, oops, you're a storage company all over again.Some of our, honestly, our largest bills these days are RDS, Athena, and of course, S3 for all of the bills storage we wind up doing for our customers. And it is… it is not small. And that has become sort of an eye-opener for me just the fact that this is, on some level, a big data problem.Rachel: Yeah.Corey: And how do you wind up even understanding all the data that lives in just the outputs of the billing system? Which I feel is sort of a good setup for the next question of after the acquisition, you stayed at VMware for a while and then matriculated out to where you are now where you're the Head of Product and Technical Marketing at Chronosphere, which is in the observability space. How did you get there from cloud bills?Rachel: Yeah. So, it all makes sense when I piece it together in my mind. So, when I was at CloudHealth, one of the big, big pain points I was seeing from a lot of our customers was the growth in their monitoring bills. Like, they would be like, “Okay, thanks. You helped us, you know, with our EC2 reservations, and we did right-sizing, and you help with this. But, like, can you help with our Datadog bill? Like, can you help with our New Relic bill?”And that was becoming the next biggest line item for them. And in some cases, they were spending more on monitoring and APM and like, what we now call some things observability, they were spending more on that than they were on their public cloud, which is just bananas. So, I would see them making really kind of bizarre and sometimes they'd have to make choices that were really not the best choices. Like, “I guess we're not going to monitor the lab anymore. We're just going to uninstall the agents because we can't pay this anymore.”Corey: Going down from full observability into sampling. I remember that. The New Relic shuffle is what I believe we call it at the time. Let's be clear, they have since fixed a lot of their pricing challenges, but it was the idea of great suddenly we're doing a lot more staging environments, and they come knocking asking for more money but it's a—I don't need that level of visibility in the pre-prod environments, I guess. I hate doing it that way because then you have a divergence between pre-prod and actual prod. But it was economically just a challenge. Yeah, because again, when it comes to cloud, architecture and cost are really one and the same.Rachel: Exactly. And it's not so much that, like—sure, you know, you can fix the pricing model, but there's still the underlying issue of it's not black and white, right? My pre-prod data is not the same value as my prod data, so I shouldn't have to treat it the same way, shouldn't have to pay for it the same way. So, seeing that trend on the one hand, and then, on the other hand, 2017, 2018, I started working on the container cost allocation products at CloudHealth, and we were—you know, this was even before that, maybe 2017, we were arguing about, like, Mesos and Kubernetes and which one was going to be, and I got kind of—got very interested in that world.And so once again, as I was getting to the point where I was ready to leave CloudHealth, I was like, okay, there's two key things I'm seeing in the market. One is people need a change in their monitoring and observability; what they're doing now isn't working. And two, cloud-native is coming up, coming fast, and it's going to really disrupt this market. So, I went looking for someone that was at the intersection of the two. And that's when I met the team at Chronosphere, and just immediately hit it off with the founders in a similar way to where I hit it off with the founders that CloudHealth. At Chronosphere, the founders had felt pain—Corey: Team is so important in these things.Rachel: It's really the only thing to me. Like, you spend so much time at work. You need to love who you work with. You need to love your—not love them, but, you know, you need to work with people that you enjoy working with and people that you learn from.Corey: You don't have to love all your coworkers, and at best you can get away with just being civil with them, but it's so much nicer when you can have a productive, working relationship. And that is very far from we're going to go hang out, have beers after work because that leads to a monoculture. But the ability to really enjoy the people that you work with is so important and I wish that more folks paid attention to that.Rachel: Yeah, that's so important to me. And so I met the team, the team was fantastic, just incredibly smart and dedicated people. And then the technology, it makes sense. We like to joke that we're not just taking the box—the observability box—and writing Kubernetes in Crayon on the outside. It was built from the ground up for cloud-native, right?So, it's built for this speed, containers coming and going all the time, for the scale, just how much more metrics and observability data that containers emit, the interdependencies between all of your microservices and your containers, like, all of that stuff. When you combine it makes the older… let's call them legacy. It's crazy to call, like, some of these SaaS solutions legacy but they really are; they weren't built for cloud-native, they were built for VMs and a more traditional cloud infrastructure, and they're starting to fall over. So, that's how I got involved. It's actually, as we record, it's my one-year anniversary at Chronosphere. Which is, it's been a really wild year. We've grown a lot.Corey: Congratulations. I usually celebrate those by having a surprise meeting with my boss and someone I've never met before from HR. They don't offer your coffee. They have the manila envelope of doom in front of them and hold on, it's going to be a wild meeting. But on the plus side, you get to leave work early today.Rachel: So, good thing you run in your own business now, Corey.Corey: Yeah, it's way harder for me to wind up getting surprise-fired. I see it coming [laugh]—Rachel: [laugh].Corey: —aways away now, and it looks like an economic industry trend.Rachel: [sigh]. Oh, man. Well, anyhow.Corey: Selfishly, I have to ask. You spent a lot of time working in cloud cost, to a point where I learned an awful lot from you as I was exploring the space and learning as I went. And, on some level, for me at least, it's become an aspect of my identity, for better or worse. What was it like for you to leave and go into an orthogonal space? And sure, there's significant overlap, but it's a very different problem aimed at different buyers, and honestly, I think it is a more exciting problem that you are in now, from a business strategic perspective because there's a limited amount of what you can cut off that goes up theoretically to a hundred percent of the cloud bill. But getting better observability means you can accelerate your feature velocity and that turns into something rather significant rather quickly. But what was it like?Rachel: It's uncomfortable, for sure. And I tend to do this to myself. I get a little bit itchy the same way I wanted to get out of storage. It's not because there's anything wrong with storage; I just wanted to go try something different. I tend to, I guess, do this to myself every five years ago, I make a slightly orthogonal switch in the space that I'm in.And I think it's because I love learning something new. The jumping into something new and having the fresh eyes is so terrifying, but it's also really fun. And so it was really hard to leave cloud cost management. I mean, I got to Chronosphere and I was like, “Show me the cloud bill.” And I was like, “Do we have Reserved Instances?” Like, “Are we doing Committed Use Discounts with Google?”I just needed to know. And then that helped. Okay, I got a look at the cloud bill. I felt a little better. I made a few optimizations and then I got back to my actual job which was, you know, running product marketing for Chronosphere. And I still love to jump in and just make just a little recommendation here and there. Like, “Oh, I noticed the costs are creeping up on this. Did we consider this?”Corey: Oh, I still get a kick out of that where I was talking to an Amazonian whose side project was 110 bucks a month, and he's like, yeah, I don't think you could do much over here. It's like, “Mmm, I'll bet you a drink I can.”—Rachel: Challenge accepted.Corey: —it's like, “All right. You're on.” Cut it to 40 bucks. And he's like, “How did you do that?” It's because I know what I'm doing and this pattern repeats.And it's, are the architectural misconfigurations bounded by contacts that turn into so much. And I still maintain that I can look at the AWS bill for most environments for last month and have a pretty good idea, based upon nothing other than that, what's going on in the environment. It turns out that maybe that's a relatively crappy observability system when all is said and done, but it tells an awful lot. I can definitely see the appeal of wanting to get away from purely cost-driven or cost-side information and into things that give a lot more context into how things are behaving, how they're performing. I think there's been something of an industry rebrand away from monitoring, alerting, and trending over time to calling it observability.And I know that people are going to have angry opinions about that—and it's imperative that you not email me—but it all is getting down to the same thing of is my site up or down? Or in larger distributed systems, how down is it? And I still think we're learning an awful lot. I cringe at the early days of Nagios when that was what I was depending upon to tell me whether my site was up or not. And oh, yeah, turns out that when the Nagios server goes down, you have some other problems you need to think about. It became this iterative, piling up on and piling up on and piling up on until you can get sort of good at it.But the entire ecosystem around understanding what's going on in your application has just exploded since the last time I was really running production sites of any scale, in anger. So, it really would be a different world today.Rachel: It's changing so fast and that's part of what makes it really exciting. And the other big thing that I love about this is, like, this is a must-have. This is not table stakes. This is not optional. Like, a great observability solution is the difference between conquering a market or being overrun.If you look at what our founders—our founders at Chronosphere came from Uber, right? They ran the observability team at Uber. And they truly believe—and I believe them, too—that this was a competitive advantage for them. The fact that you could go to Uber and it's always up and it's always running and you know you're not going to have an issue, that became an advantage to them that helped them conquer new markets. We do the same thing for our customers. Corey: The entire idea around how these things are talked about in terms of downtime and the rest is just sort of ludicrous, on some level, because we take specific cases as industry truths. Like, I still remember, when Amazon was down one day when I was trying to buy a pair of underwear. And by that theory, it was—great, I hit a 404 page and a picture of a dog. Well, according to a lot of these industry truisms, then, well, one day a week for that entire rotation of underpants, I should have just been not wearing any. But no here in reality, I went back an hour later and bought underpants.Now, counterpoint: If every third time I wound up trying to check out at Amazon, I wound up hitting that error page, I would spend a lot more money at Target. There is a point at which repeated downtime comes at a cost. But one-offs for some businesses are just fine. Counterpoint with if Uber is down when you're trying to get a ride, well, that ride [unintelligible 00:28:36] may very well be lost for them and there is a definitive cost. No one's going to go back and click on an ad as well, for example, and Amazon is increasingly an advertising company.So, there's a lot of nuance to it. I think we can generally say that across the board, in most cases, downtime bad. But as far as how much that is and what form that looks like and what impact that has on your company, it really becomes situationally dependent.Rachel: I'm just going to gloss over the fact that you buy your underwear on Amazon and really not make any commentary on that. But I mean—Corey: They sell everything there. And the problem, of course, is the crappy counterfeit underwear under the Amazon Basics brand that they ripped off from the good underwear brands. But that's a whole ‘nother kettle of wax for a different podcast.Rachel: Yep. Once again, not making any commentary on your—on that. Sorry, I lost my train of thought. I work in my dining room. My husband, my dog are all just—welcome to pandemic life here.Corey: No, it's fair. They live there. We don't, as a general rule.Rachel: [laugh]. Very true. Yeah. You're not usually in my dining room, all of you but—oh, so uptime downtime, also not such a simple conversation, right? It's not like all of Amazon is down or all of DoorDash is down. It might just be one individual service or one individual region or something that is—Corey: One service in one subset of one availability zone. And this is the problem. People complain about the Amazon status page, but if every time something was down, it reflected there, you'd see a never ending sea of red, and that would absolutely erode confidence in the platform. Counterpoint when things are down for you and it's not red. It's maddening. And there's no good answer.Rachel: No. There's no good answer. There's no good answer. And the [laugh] yeah, the Amazon status page. And this is something I—bringing me back to my Forrester days, availability and resiliency in the cloud was one of the areas I focused on.And, you know, this was once again, early days of public cloud, but remember when Netflix went down on Christmas Eve, and—God, what year was this? Maybe… 2012, and that was the worst possible time they could have had downtime because so many people are with their families watching their Doctor Who Christmas Specials, which is what I was trying to watch at the time.Corey: Yeah, now you can't watch it. You have to actually talk to those people, and none of us can stand them. And oh, dear Lord, yeah—Rachel: What a nightmare.Corey: —brutal for the family dynamic. Observability is one of those things as well that unlike you know, the AWS bill, it's very easy to explain to people who are not deep in the space where it's, “Oh, great. Okay. So, you have a website. It goes well. Then you want—it gets slow, so you put it on two computers. Great. Now, it puts on five computers. Now, it's on 100 computers, half on the East Coast, half on the West Coast. Two of those computers are down. How do you tell?”And it turns in—like, they start to understand the idea of understanding what's going on in a complex system. “All right, how many people work at your company?” “2000,” “Great. Three laptops are broken. How do you figure out which ones are broken?” If you're one of the people with a broken laptop, how do you figure out whether it's your laptop or the entire system? And it lends itself really well to analogies, whereas if I'm not careful when I describe what I do, people think I can get them a better deal on underpants. No, not that kind of Amazon bill. I'm sorry.Rachel: [laugh]. Yeah, or they started to think that you're some kind of accountant or a tax advisor, but.Corey: Which I prefer, as opposed to people at neighborhood block parties thinking that I'm the computer guy because then it's, “Oh, I'm having trouble with the printer.” It's, “Great. Have you tried [laugh] throwing away and buying a new one? That's what I do.”Rachel: This is a huge problem I have in my life of everyone thinking I'm going to fix all of their computer and cloud things. And I come from a big tech family. My whole family is in tech, yet somehow I'm the one at family gatherings doing, “Did you turn it off and turn it back on again?” Like, somehow that's become my job.Corey: People get really annoyed when you say that and even more annoyed when it fixes the problem.Rachel: Usually does. So, the thread I wanted to pick back up on though before I got distracted by my husband and dog wandering around—at least my son is not in the room with us because he'd have a lot to say—is that the standard industry definition of observability—so once again, people are going to write to us, I'm sure; they can write to me, not you, Corey, about observability, it's just the latest buzzword. It's just monitoring, or you know—Corey: It's hipster monitoring.Rachel: Hipster monitoring. That's what you like to call it. I don't really care what we call it. The important thing is it gets us through three phases, right? The first is knowing that something is wrong. If you don't know what's wrong, how are you supposed to ever go fix it, right? So, you need to know that those three laptops are broken.The next thing is you need to know how bad is it? Like, if those three laptops are broken is the CEO, the COO, and the CRO, that's real bad. If it's three, you know, random peons in marketing, maybe not so bad. So, you need to triage, you need to understand roughly, like, the order of magnitude of it, and then you need to fix it. [laugh].Once you fix it, you can go back and then say, all right, what was the root cause of this? How do we make sure this doesn't happen again? So, the way you go through that cycle, you're going to use metrics, you might use logs, you might use traces, but that's not the definition of observability. Observability is all about getting through that, know, then triage, then fix it, then understand.Corey: I really want to thank you for taking the time to speak with me today. If people do want to learn more, give you their unfiltered opinions, where's the best place to find you?Rachel: Well, you can find me on Twitter, I'm @RachelDines. You can also email me, rachel@chronosphere.io. I hope I don't regret giving out that email address. That's a good way you can come and argue with me about what is observability. I will not be giving advice on cloud bills. For that, you should go to Corey. But yeah, that's a good way to get in touch.Corey: Thank you so much for your time. I really appreciate it.Rachel: Yeah, thank you.Corey: Rachel Dines, Head of Product and Technical Marketing at Chronosphere. 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, and castigate me with an angry comment telling me that I really should have followed the thread between the obvious link between art history and AWS billing, which is almost certainly a more disturbing Caravaggio.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 RandallRandall Hunt, VP of Cloud Strategy and Solutions at Caylent, is a technology leader, investor, and hands-on-keyboard coder based in Los Angeles, CA. Previously, Randall led software and developer relations teams at Facebook, SpaceX, AWS, MongoDB, and NASA. Randall spends most of his time listening to customers, building demos, writing blog posts, and mentoring junior engineers. Python and C++ are his favorite programming languages, but he begrudgingly admits that Javascript rules the world. Outside of work, Randall loves to read science fiction, advise startups, travel, and ski.Links: Caylent.com: https://caylent.com/ Twitter: https://twitter.com/jrhunt Riot Games Talk: https://youtu.be/oGK-ojM7ZMc James Hamilton Talk: https://youtu.be/uj7Ting6Ckk TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Sysdig. Sysdig is the solution for securing DevOps. They have a blog post that went up recently about how an insecure AWS Lambda function could be used as a pivot point to get access into your environment. They've also gone deep in-depth with a bunch of other approaches to how DevOps and security are inextricably linked. To learn more, visit sysdig.com and tell them I sent you. That's S-Y-S-D-I-G dot com. My thanks to them for their continued support of this ridiculous nonsense.Corey: It seems like there is a new security breach every day. Are you confident that an old SSH key or a shared admin account isn't going to come back and bite you? If not, check out Teleport. Teleport is the easiest, most secure way to access all of your infrastructure. The open source Teleport Access Plane consolidates everything you need for secure access to your Linux and Windows servers—and I assure you there is no third option there. Kubernetes clusters, databases, and internal applications like AWS Management Console, Yankins, GitLab, Grafana, Jupyter Notebooks, and more. Teleport's unique approach is not only more secure, it also improves developer productivity. To learn more visit: goteleport.com. And no, that is not me telling you to go away, it is: goteleport.com.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. About a year ago, from the time of this recording, I had Randall Hunt on this podcast and we had a great conversation. He worked elsewhere, did different things, and midway through the recording, there was a riot slash coup attempt at the US Capitol. Yeah.So, talking to Randall was the best thing that happened to me that day. And I'm hoping that this recording is a lot less eventful. Randall, thank you for joining me once again.Randall: It's great to see you, buddy. It's been a long time.Corey: It really has.Randall: Well, I guess we saw each other at re:Invent.Corey: We did, but that was—re:Invent as a separate, otherworldly place called Las Vegas. But since then, you've taken a new role. You are now the VP of Cloud Strategy and Solutions at Caylent. And the first reaction I had to that was, “What the hell is a Caylent? Let's find out.”So, I pulled up the website, and it was—you're an AWS partner, what I was able to figure out, but you didn't lead with that, which is a great thing because, “We're an AWS partner” is the least effective marketing strategy I can imagine. You are doing consulting on the implementation side the way that I would approach doing consulting implementation if I were down that path. Which I'm very much not, I'm pure advisory around one problem. But you talk about solutions, you talk about outcomes for your customers, you don't try to be all things to all people. You're Randall Hunt; you have a lot of options when it comes to what you do for careers. How did you wind up at Caylent?Randall: Well, you know, I was doing a startup for a little while, and unfortunately, you know, I lost some people in my family. And I was just, like, a little mentally burnt out, so I took a break. And I had already bought my re:Invent ticket and everything. So, then I was like, “Okay, well, I'll go to re:Invent; I'll see everybody and try and avoid getting Covid.” So, I was masked up the whole time.And while I was there, I ran into this group of folks who are on Caylent. And I did some research on them, and then we had some meetings. And I had already been kind of chatting with a bunch of different AWS partners, consulting partners, big and small. And none of them really stood out to me. I'm not trying to diss on any of these other partners because I think they're all pretty amazing in what they do, but then a lot of them are just kind of… the same shop, pushing out the same code. They don't have this operational excellence.Corey: Swap one partner for another in many cases, and there's not a lot of difference perceivable from the customer side of the story. And I know you're going to be shocked by this, but I'm not a huge fan of the way that AWS talks about these things, with their messaging. Imagine that? Like, and sure enough in the partner program, AWS continues what it does with services, and gives things bad names. In this case, it's a ‘competency.' If we used to work together and someone reaches out for a reference check, and I say, “Randall? Oh, yeah. He was competent.”Randall: [laugh].Corey: That has a lot of implications that aren't necessarily positive. It feels almost begrudging when they frame it that way. And it's just odd.Randall: The way that I look at it—so I don't know if you've ever been through this program, but in order to achieve those competencies, you have to demonstrate. So, in order to be able to list them on your little partner card, right, or in the marketplace or whatever, you have to be able to go and say, “These are five customers where we delivered.” And then AWS will go and talk to those customers and ask for your satisfaction scores from those customers. You have to explain which services you use, what the initial set was, and then what the outcome was. And so it's a big matrix that they make you fill out to accomplish each of these, and you have to have real-world customer examples.So, I like that there's that verification for people to know, but I don't think that AWS does a great job of explaining what that means. Like, what goes into getting a competency. And I don't know how to explain it quickly.Corey: Same here. When I look at those partner cards on various websites—in some cases above the fold on the landing page—they list out all the different competencies, and it's, on some level, if I know what all of those things are, and what they imply, and how that works, for a lot of problems I don't need a partner at that point because at that point I'm deep enough in the weeds to do a lot of it myself. To be clear, I have the exact opposite outlier type that most companies probably should not emulate. One of our marketing approaches here at The Duckbill Group has been we are not AWS partners, as a selling point of all things. We're not partnering with any company in the space, just due to real or perceived conflicts of interest.We also do one very specific, very expensive problem in an advisory sense, and that is it. If we were doing implementation, and we lead with, “Oh, yeah. We're not AWS partners,” it doesn't go so well. I once was talking to somebody wanted me to do a security assessment there, and, “All right, it's not what we do, but”—this was early days, and I gave the talk, and it turns out every talking point I've got for what works well in the costing space makes me look deranged when I'm talking about another space, it's like, “Oh, yeah. We're doing security stuff. Yeah, but we're no AWS partners, and we're not part of any vendor in this space.”“That sounds actively dangerous and harmful. What the hell is the matter with you people?” Because security is a big space, and you need to work closely with cloud providers when doing security things there. The messaging doesn't [laugh] land quite the same way. That's why I don't do other kinds of consulting these days.Randall: Yeah. But to your question of what the hell is a Caylent?Corey: [laugh].Randall: So, Caylent's name is derivative of Caylus, which is a God from Roman mythology. And I think it's the root of the word celestial. But I just looked up the etymology, and I can't confirm that. But let's be real, you know—Corey: Well, hang on a second because we look at Athena, which is AWS's service named after the Greek Goddess of spending money on cloud services—Randall: [laugh].Corey: We have Kubernetes, which is the Greek God of cosplaying as a Google engineer. And I'm not a huge fan of either of those things, so why am I going to like Caylent any better?Randall: Oh, it's Roman, not Greek.Corey: Ah, that would do it.Randall: [laugh]. No, I—beyond meeting the team there, and then reading through some of their case studies and projects when I was at re:Invent, in my first day at the company, I just went around and I just spoke with as many of the engineers as I could. And I was blown away at some of the cool stuff that they're working on and some of the talent. And here's the thing is, Caylent was pretty small last year, you know? I think they were at 30 people sometime last year, and now they're—it's, you know, 400% growth, almost.And they've done some really, really cool important work during Covid. For companies like eMed. They've done some work for, you know, all of these other firms. But between you and me—let's get down to business, which is, you know I love space.Corey: Oh, yeah. To be clear, when we're talking about space, that can mean a bunch of different things. Like, “Honestly, don't be near me,” could be how I interpret that.Randall: You know how I love space, and rockets, and orbital mechanics, and satellites, and these sorts of things. And SciFi. And Caylent's whole branding scheme is around this little guy called the [Caylien 00:07:28]. It's our little mascot, a little alien dude, and it is kind of our whole branding persona. And everything else that we do is rockets. And we don't have onboarding, we have launch plans. That whole branding, it seems silly but—Corey: It's very evocative, the Roman mythology, I think that's a great direction to go in. I realized that for the start of this episode, I forgot to give folks who are not familiar with you a bit of backstory. You've done a lot of things: You worked at NASA, and then you were at MongoDB, and you were a boomerang at AWS—your second time there is where I wound up meeting you—in between, you decided to work at a little company called SpaceX. So, yeah, space is kind of a thing for you.And then you were in a few different roles at AWS, and that's where I encountered you. And you had a way of talking to people on stage, or in a variety of different contacts, and building up proofs of concept, where you made a lot of the technical hard things look easy without being condescending to anyone, in the event that the rest of us mere mortals found them a little trickier to do. You did a great job of not just talking about what the service did, but about what problem it solves, and thus by extension, why I should care. And it was really neat to watch you just break things down like that in a way that makes sense. Now that you're over at Caylent as the VP of Cloud Strategy, the two things I see are, on the strength side, you have an ability to articulate the why behind what customers, and companies, and technologists are doing.The caution I have, and I'm curious about how you're challenging that is, your default goto explain things in many cases is to write some code that demonstrates the thing that you're talking about. Great engineer; as a VP, depending on how that expresses itself, that could be something that poses a bit of a challenge. How do you view it?Randall: You gave me some good advice on this. I don't know if you remember, but you said, “Randall, if you're in management, you got to make sure you're not just an engineer with an inflated title.” You know, “You have to lead. Good leaders aren't passive; they're active.” And I kind of took that to heart.I'm never going to stop coding, I'm never going to be hands-off keyboard, but one of the things that I've been focusing on lately, as opposed to doing pure implementation, is what is the Caylent culture and the Caylent way of doing things, and how can we onboard junior talent and get them to learn as much as they can about the cloud so we can cover the cost of their certification and things like that, but how do we make it so we're not just teaching them the things they need to be successful in the role, but the things they need to be successful in their career, even as they leaves Caylent. You know, even beyond Caylent. When you're hiring somebody, when you're evaluating a cloud engineer, if they have Caylent on their resume, I want that to be a very strong signal for hiring managers where they're like, “Oh, I know, Caylent does amazing work, so we're going to definitely put this person in for an interview.” And then I've been an independent consultant many, many times. So, I've done work just off on the side, like, implementation and stuff for probably hundreds of companies over the last decade-plus, but what I haven't done is really worked with a consulting firm before.I have this interesting dilemma that I'm trying to evaluate right now, which is, you work with a very broad set of customers who have a very broad set of values and principles and ways of doing things. And you, as a consultant, are not able to just prescriptively come in and say, “This is how you should do it.” You know, we're not McKinsey; we don't come in and talk to the board and say, “You have to restructure the whole company.” That's not what we do. What we do is we build things and we help with DevOps.And so I've been playing around with this, so let me workshop it on you and you tell me what you think. It's—Corey: Hit me.Randall: At Caylent, we work within the customer's values, but we strive to be ambassadors of our Caylent culture. “Always be on the lookout for values, ideas, tools, and practices that our customers have that would work well here at Caylent. And these are our principles unless you know better ones.” I don't know if you know that phrase, by the way. It's an old Amazon thing.Corey: Oh, yeah. I remember that quite a bit. It's included in most of their tenet descriptions of, “These are ours unless you know better ones.” They don't say that about the leadership principle because—Randall: Right.Corey: —it's like, “These are leadership principles unless you know better ones.” Yes, several. But that's beside the point. The idea of being able to—being about to always learn and the rest. You also hit on something that applies to my entire philosophy of employment.Something we do in this industry is we tend to stay in jobs for, I don't know, ideally, two to five years in most cases, and then we move on. But magically, during the interview process, we all pretend that this is your forever job, and suddenly, this is the place that's going to change all of it, and you're going to be here for 25 years and retire with a gold pocket watch and a pension. And most people don't have either of those things in this century, so it's a little bit of an unrealistic fantasy. Something I like to ask our candidates during the interview process is always, “Great. Ignore this job. Ignore it entirely. What's the job after this one? Where are you going?”Because if you don't plan these things, your career becomes what happens to you instead. And even if what you plan changes, that's great. It keeps you moving, from doing the same thing year after year after year after year. Early in my career, I worked with someone had been at the company for seven years, but it was time for him to go and he couldn't for the life and remember what he did years two through four, which—Randall: Yeah.Corey: —you may as well not have been there.Randall: There's a really good quote from the CEO of GitLab that… says, “At GitLab, we hire people on trajectory, not on pedigree.” And I love that. And—you know, I never finished college, so the fact that I've been able to get the opportunities I've been able to get without a college degree, and without a fancy name on my resume—Corey: We are exactly the same on that, but hang on a second; you have a lot of fancy names on your resume, so slow your roll there, Speed Racer.Randall: Okay. Okay, well, [laugh] but that's after, right? Like, I think once you land one, the rest don't matter. But I—Corey: I still never have. The most impressive thing on my resume is, honestly, The Duckbill Group.Randall: Well, I think that's pretty impressive now, right?Corey: Oh, it is—Randall: [laugh].Corey: —we're pretty good at what we do. But it doesn't have the household recognition that you know, SpaceX does. Yet.Randall: Yet. [laugh]. I'm really loving building things and working with customers, but you're totally right. As you move into leadership, it's not your job to write code day in and day out. I know a couple people. So, Elliot Horowitz, who used to be the CTO over at MongoDB, he would still code all the time. And I'd love to be able to find a way to keep my hands-on keyboard skills sharp, but continue to have the larger impact that you can have in leadership for a larger number of people.Corey: I have the same problem because my consulting clients, it's pure advisory. I don't write production code for a variety of excellent reasons, including that I'm bad at it. And with managing the team here, as soon as I step in and start writing the code myself, in front of—instead of someone else whose core function it is, well, that causes a bunch of problems culturally as well as the problem of I'm suddenly in the critical path, and there's probably something more impactful I could be and should be working on.So, my answer, in all seriousness, has been shitposting. When I build ridiculous things that—you helped out architecturally with one of them: The stop.lying.cloud status page replacement for AWS.Randall: Oh, yeah, that you were regenerating every time? I remember that.Corey: Yeah. I wrote a whole blog post about that. Like, I have a Twitter client that I wrote the first version of, and then paid someone to make better: lasttweetinaws.com, that's out there for a bunch of things.My production pipeline for the newsletter. And the reason I build a lot of these things myself is that it keeps me touching the technology so I don't become a talking head. But if I decide I don't want to touch code this week, nothing is not happening for the business as a direct result of that. Plus, you know, it's nice to have a small-scale environment that I can take screenshots of without worrying about it. And oh, heavens, I'm suddenly sharing data that shouldn't be shared publicly. So, I find a way to still bring it in and tie it in without it being the core function of my role. That may help. It may not.Randall: No, it does help. There's this person in our industry, Charity Majors. I've been reading some of her blog posts about engineering management and how that all kind of shakes out, and I've tried to take as much lessons from that as I can. Because, right, you know, being in leadership is fairly new for me, I don't know if I'm good at this, I might suck at it. And by the way, if Cayliens are listening and you see me screw up, just shoot me a message on Slack, anytime, day or night. It's like, “Hey, Randall, you screwed this up.” Just let me know because—Corey: Or call it out on Twitter; that's more entertaining. I kid. I kid. That's what's known as a career-limiting move in most places. Not because Randall's going to take any objection to it, but because it's—people can see the things that you write, and it's one of those, “Oh, you're just going to call down your own internal company leadership in public?” Even if it's a gag or something people don't have the context on that. It does not look good to folks who lack the context. I've learned as I've iterated forward that appearances count for an awful lot on things like that. I'm sorry, please continue.Randall: And the other thing that I've discovered is that you can have an outsized impact by focusing on education within your own company. So, one of my primary functions is to just stay on top of AWS news. So—Corey: Yeah. Me too.Randall: Exactly, right? So, literally every RSS feed from AWS, I watched every single re:Invent video. So it's, like, 19 days' worth of video. And obviously, you know, I put it on double-speed, and I would skip through a bunch of things. But I go, and I review everything, and I try and create context with the people who are moving and shaking things at AWS and building cool stuff.And my realization is that I need to work to grow my network and connect with people who have accomplished very impressive things in business. And by leveraging that network and learning about the challenges they faced, it becomes a compression algorithm for experience. And I know that's an uncommon, unpopular opinion, that most people will say there is no compression algorithm for experience, but I think taking lessons learned and leveraging them within your own organization is probably one of the most important things you can do.Corey: I would agree with you, but I also going to take it a step further. “There's no compression algorithm for experience.” It sounds pithy, but it's one of the most moronic things I've heard in recent memory because of course there is. We all stand—Randall: It's called machine learning. [laugh].Corey: —on the shoulders of giants. We can hire consultancies, you can hire staff who have solved similar problems before, you can buy a product that bakes all of that experience into it. And, yeah, you can absolutely find ways of compressing experience. I feel like anytime a big cloud company that charges per gigabyte tells you that there's no compression algorithm for anything, it's because, “Ah, I see what's going on here. You're trying to basically gouge customers. Got it.”Randall: I want to come back to that in one second, right, because I do want to talk about cloud networking because I have so many thoughts on this, and AWS did some cool stuff. But there's one other thing that I've been thinking about a lot lately, and one of the hardest things that I found in business is to not slow down as your organization grows. It becomes really easy to introduce excuses for going slower or to introduce processes that create bottlenecks. And my whole focus right now is—Caylent's in this hyper-growth period: We're hiring a lot, we're growing a lot, we have so many inbound customers that we want to be able to build cool stuff for. And help them out with their DevOps culture, and help them get moved into the 21st century, right?How do we grow without just completely becoming bureaucratic, you know? I want people to be a manager of one and be able to be autonomous and feel empowered to go and do things on behalf of customers, but you also have to focus on security and compliance and the checkboxes that your customers want you to have and that your customers need to be able to trust you. And so I'm really looking for good ideas on how to, like, not slow down as we grow.Corey: Today's episode is brought to you in part by our friends at MinIO the high-performance Kubernetes native object store that's built for the multi-cloud, creating a consistent data storage layer for your public cloud instances, your private cloud instances, and even your edge instances, depending upon what the heck you're defining those as, which depends probably on where you work. It's getting that unified is one of the greatest challenges facing developers and architects today. It requires S3 compatibility, enterprise-grade security and resiliency, the speed to run any workload, and the footprint to run anywhere, and that's exactly what MinIO offers. With superb read speeds in excess of 360 gigs and 100 megabyte binary that doesn't eat all the data you've gotten on the system, it's exactly what you've been looking for. Check it out today at min.io/download, and see for yourself. That's min.io/download, and be sure to tell them that I sent you.Corey: That's always an interesting challenge because slowing down is an inherent… side effect of maturity, on some level, and people look, “Well, look at AWS. They do all kinds of super quickly.” Yeah, they release new things from small teams very quickly, but look at the pace of change that comes to foundational services like SQS or S3, like the things that are foundational to all of that? And yeah, you don't want to iterate on that super quickly and change constantly because people depend on the behaviors on the, in some cases, the bugs, and any change you make is going to disrupt someone's workflow. So, there's always a bit of a balance there.I want to talk specifically about how you view AWS because people ask me the same thing all the time, and you stand in a somewhat similar position. You worked there, I never have, but you have been critical of things that AWS has done, rightfully so. I very rarely find myself disagreeing with you. You're also a huge fan of things that they do, which I am as well. And I want to be very clear for anyone who questions this, you work for a large partner now, and there are always going to be constraints, real or imagined, around what you can say about a company with whom a good portion of your business flows through.But I have never once known you to shill for something you don't believe in. I think your position on this is the same as mine, which is—Randall: A hundred percent.Corey: I don't need to say every thought that flits through my head about something, but I will not lie to my audience—or to other people, or my customers, or anyone else for that matter—about something, regardless of what people want me to do. I've turned down sponsorships on that basis. You can buy my attention, but not my opinion, and I've always got a very strong sense of that same behavior from you.Randall: You're totally right there. I mean—Corey: [unintelligible 00:21:39] disagree with that. Like, “No, no, I'm a hell of a shill. What are you—thanks for not seeing it though.” Come on, of course you're going to agree with that.Randall: So, when I was at AWS, I did have to shill a little bit because they have some pretty intense PR guidelines. But—Corey: Rule number one: Never say anything at any time proactively. But okay. Please continue.Randall: No, no, I think they've relaxed it over the years. Because—so Amazon had very strict PR, and then when AWS was kind of coming up, like, a lot of those PR rules were kind of copy-pasted into AWS. And it took a while for the culture of AWS, which is very much engineering-focused, to filter up into PR. So, I think modern-day AWS PR is actually a lot more relaxed than it was, say in, like, 2014. And that's how we have Senior Principal and distinguished engineers on Twitter who are able to share really cool details about services with us.And I love that. You know, Colm's threads are great to read. And then, you know, there are a bunch of people that I follow, who all have cool details and deep-dives into things, Matt Wilson as well. And so when you talk about being authentic and not just reiterating the information that comes from AWS, I have this balance that I have to play that I was honestly not good at earlier on in my career—maybe it was just a maturity thing—where I would say every thought that came through my head. I wouldn't take a beat and think about, you know, how can I say this in a way that's actionable for the team, as opposed to just pure criticism?And now, I am fully committed to being as authentic as possible. So, when a service stinks, I say it. I am very much down on Timestream right now. For what it's worth, I have not tried it this month, but you know, I keep trying to use Timestream, right, and I keep running into issues. That these lifecycle policies, they don't actually move things in the timely manner that you expect them to.And, you know, there's this idea that AWS has around purpose-built databases and they're trying to shove all of these different workloads into different databases, but a lot of times—you know, DynamoDB can be your core data processing engine, and everything else can flow from that. Or you can even use MongoDB. But throwing in Timestream and MemoryDB and all these other things on top of it, it becomes less and less differentiated. And a lot of these workloads are getting served by other native services, like cloud-native services.And anyway, that's a whole tangent, but basically, I wanted to say, you can expect me to continue to be very opinionated about AWS services, and I think that's one of the reasons that customers want us there is we will advise you on the full spectrum of compute, right? We're not going to say, “Oh, you have to go serverless.” There are still some workloads that are not well served by serverless. There's still some stuff that just doesn't work well with serverless. And then there'll be other workloads where EKS is where you want to be running things, you know? Maybe you do need Kubernetes.I used to go on Twitter all the time, and I would say things like, “You don't need Kubernetes. You don't need Kubernetes. Like, you only need Kubernetes at this scale. Like, you're not there yet. Calm down.” That's changed. So, these days, I think Kubernetes is way easier to deal with and it's a lot more mature, so I don't shy away from recommending Kubernetes these days.Corey: What is your take on, I guess, some of the more interesting global infrastructure stuff that they're doing lately because I've been having some challenges, on some level, building some multi-region stuff, and increasingly, it's felt to me like a lot of the region expansions and the rest have been for very specific folks, in very specific places, with very specific—often regulatory—constraints. These aren't designed to the point where anyone would want to use more than two or three in any applications deployment. And I know this because when I try to do it, the [SAs 00:25:13] look at me like I'm something of a loon.Randall: So, there were two really cool launches from AWS, this year at re—or last year at re:Invent. There was Cloud WAN or Cloud Wide Area Network, and there was SiteLink, and there was also VPC Access Analyzer. But when we talk about AWS's global infrastructure, I like going back to James Hamilton's talk. I don't remember if it's 2017 or 2018, but it was, “Tuesday Night Live” with AWS or something, and it walked through what a region is. And so the AWS Cloud these days is 26 regions, there are eight more on the way, and then there's something like 30 local zones.And I think that AWS is focused on getting closer to their customers, creating better peering relationships with different telecom providers, creating more edge locations, creating more regional caches, is transformative for what can be delivered. I play video games, so Riot Games gave a cool talk at re:Invent about how they use a mix of Outposts, and edge locations, and local zones to be able to get their Valorant gamers on to—Valorant is this first-person shooter game—get those gamers on the most local server that minimizes latency and pain for them. And that's the kind of future that I want to see us build towards, and that's something—I'm still incredibly bullish on AWS. I know Azure and Google are making improvements, and great for them for doing that because it raises all of us up to compete, but the thing that AWS has done that separates them from a lot of the other clouds is they have enabled workloads that literally would not have been possible without fundamental investment in global infrastructure. I'm talking things like undersea cables, I'm talking things like net-new applied photonics for fiber: There's researchers at AWS whose sole job is to figure out how to fit more stuff into fiber.So, James Hamilton did this talk, right, and he broke down what an availability zone is—and there are 84 availability zones in all now—and he walked through an availability zone is not a single data center; an availability zone typically comprises multiple data centers that are separated from each other with different infrastructure and stuff. And then he broke down, like, the largest AWS availability zone is 14 data centers. And all new regions, by the way, have three availability zones, and those availability zones, they're meaningfully separated, more than a mile but less than an issue than when, like, speed of light effects come in. And that's where you can build services like Aurora, where you have this shared storage layer on top of a data engine. And that's how you can build FSx for Lustre, and EBS, and EFS.And, like, all of these services are things that are really only possible at scale. And Peter DeSantis talked a lot about this in his keynote, by the way, about the advantages of aggregate workload monitoring. I think AWS's ability to innovate from first principles is probably unparalleled in our global economy right now. That's not to say they will always be there, and that's not to say that they're always going to be that level of innovation, but for the last ten years, they've shown again and again that they can just go gangbusters and release new stuff. I mean, we have 400-gigabit-per-second networking now. Like, what the heck?Corey: And we still charge two cents per gigabyte when we throw that amount of capacity from one availability zone in a region to another. Which, of course I'm still salty about. Remember, my role is economics, so I have a different perspective on these things.Randall: Well, I like that Cloudflare and Google and Microsoft—and even Oracle, by the way; I don't know—at some point we should talk about Oracle Cloud because I used to be really down on them, but now that I've played around with it more, they're like coming up, you know? They're getting better and better.Corey: I am very impressed by a lot of stuff that Oracle Cloud is doing. With the disclaimer that they periodically sponsor this podcast. I think they're still doing that. That's the fun thing is that I have an editorial firewall. But I'm not saying this because they're paying me to say this; I'm saying it because I experimented with it.I was really looking forward to just crapping all over it. And it was good. And… “Who is this really? Like, did someone just slapping Oracle sticker on something pleas”—no. It's actually nice. But yeah, we should dive into that at some point.Randall: I want to say one more thing on global infrastructure, and I know we don't have a lot of time left, but even 800-gigabit-per-second networking on the Trainium instances, by the way now. Which is just mind-blowing.So, the fact that AWS has redone two-inch conduits—and I have this picture that I took at re:Invent that I can share with you later, if you want—of all their different fiber and, like, networking and switches and stuff. In aggregate, one of their regions has 5000 terabits of capacity. 5000 terabits. It's 388 unique fiber paths. It's just—it's absolutely fascinating, and it's a scale that enables the modern economy and the modern world.Like the app we're using to record this podcast, all of these things rely on AWS global infrastructure backbone, and that's why I think they charge what they charge for, you know, these networking services. They're recouping the cost of that fundamental investment. But now, last year they announced 100 gigabytes free for S3 and non-CloudFront services, and then one terabyte per month for free from CloudFront. So, that's a huge improvement. It's a little late, but I mean, they got it done.Corey: I do want to the point of transparency and honesty, the app that we're using to record this does, in fact, use Google Cloud. But again—Randall: Oh.Corey: —it's—yeah, again, it's one of the big ones, regardless. You can always tell which one is it, and not, “No, I'm running this myself on a Raspberry Pi.” Yeah. There's a lot that goes into these things. Honestly, I think the big winners in all this are those of us who are building things on top of these technologies—Randall: Yes.Corey: —because I can just build the ridiculous thing I want to and deploy it worldwide without signing $20 million of contracts first.Randall: Yeah. And going back to your point about multi-region stuff, I think that's getting better and better over time. There's some missteps. So like, let's take DynamoDB global tables, for instance—Corey: Which is not in every region, so it's basically this point, hemispherical tables.Randall: Well, even so, it's good enough, right? Like, it gives you the controls that you need to be able to slide that shared responsibility model and that shared cost model in the way that you need to. Or shared availability model. What is frustrating though, is that while this global availability is getting better and better from a software perspective, it's getting harder and harder from a code perspective. So, actually writing the code to take advantage of some of this global infrastructure is imperfect. And Forrest Brazeal, from Google Cloud, he spoke a little bit about this recently, and we had a cool Twitter discussion.Corey: Fantastic. I'm a big fan of Forrest. I'm glad that he found a place to land. I'm sad that it's not in the AWS ecosystem, but here we are.Randall: I mean, I'll follow that man anywhere. He's the Tom [Lehrer 00:31:48] of cloud. Just glad he's still around to keep making some cool stuff.Corey: I don't want to know what I am of cloud, ever. Don't tell me. Talk about it amongst yourselves, but don't tell me. Randall, I want to thank you for taking the time to speak with me. It is always a pleasure. If people want to learn more about what you're up to, where can they find you these days?Randall: caylent.com. I'm going to be writing a bunch of AWS blog posts on there, so go there. Also go to Twitter, @jrhunt on Twitter.And if you need help building your cloud-native apps and some DevOps consulting, or just a general 30-minute phone call to understand what you should do, reach out to me; reach out to Caylent. We're happy to help. We love taking these conversations and learning what you're building.Corey: And we will, of course, put links to that in the [show notes 00:32:30]. Thank you so much for taking the time to speak with me. I appreciate it.Randall: Thank you for having me on. It's great to see you.Corey: Until the next time. Randall Hunt, VP of Cloud Strategy and Solutions at Caylent. 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 and an angry comment complaining about the differences between Greek and Roman mythology, and the best mythology is the stuff you have on your website about how easy it is to use your company, which is called Corporate Mythology.Randall: I love it.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 WayneProfessionally, I'm a Vice President at Amazon Web Services (AWS) where I lead a set of businesses delivering cloud infrastructure services. In 2013, I founded and continue to lead the AWS Boston regional development center. I'm an always-curious entrepreneur who is passionate about building innovative teams and businesses that deliver highly disruptive value to customers. I love engaging people who build and deliver customer-obsessed solutions, as well as customers wanting to realize value from those solutions. I hold over 40 patents in distributed and highly-available computer systems, digital video processing, and file systems. Personally, I'm a proud dad to great people, I love to cook and grow things, it relaxes and grounds me, and I cherish finding adventure in the ordinary as well as the extraordinary.Links: LinkedIn: https://www.linkedin.com/in/wayneduso/ Twitter: https://twitter.com/wayneduso TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Sysdig. Sysdig is the solution for securing DevOps. They have a blog post that went up recently about how an insecure AWS Lambda function could be used as a pivot point to get access into your environment. They've also gone deep in-depth with a bunch of other approaches to how DevOps and security are inextricably linked. To learn more, visit sysdig.com and tell them I sent you. That's S-Y-S-D-I-G dot com. My thanks to them for their continued support of this ridiculous nonsense.Corey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Way back in the winter of 2017, I went to my first re:Invent, and at that re:Invent, or shortly before, they announced EFS, Elastic File System, which is basically a NetApp in the cloud, killing some of my stuffing a NetApp into us-east-1 jokes. And my initial, considered, reaction—because I'd been writing the newsletter for about six months at that point—was, “What a piece of crap.” And the general manager of the product said, “Hey, can we meet at re:Invent?”And showed up with, as I recall, a couple of engineers who had no neck, and I thought, “Oh, great, this is how I die.” Instead of what I expected, what happened was he asked a bunch of questions and took notes. And one by one, every issue that I had with a service—and it was lengthy—wound up getting knocked out in the next couple of years. And today, it's one of my absolute favorite services and I use it daily. That was an early but lasting impression of how a lot of my interactions with AWS were to go. And I'm very glad today to have that former GM and now VP of Engineering at AWS, Wayne Duso here to suffer more of my slings and arrows. Wayne, thank you for joining me.Wayne: Corey, it's always a pleasure. Thank you.Corey: It really was a transformative moment for me, just because I was still finding my own voice in this. Because my big fear then was, “No one's going to read it; no one's going to listen. I'm going to starve to death and have to get a real job and get fired some more.” And it was just about get out there at any cost. I didn't have the reach that I did, then, and I was a lot more cynical, and in some ways, directly opposed to service launches.I try not to do that anymore; don't always succeed. But I never got the sense that you took any of that feedback personally. And in some cases, you set me straight when I was wrong on things, and in others, you're not only listened, you agreed with me and took steps to make it better. This is not me shining you on. This is very much the course of EFS.Wayne: Yeah, Corey, you know, your feedback was super important. It was early days, and we don't pretend that we get everything right the first time. You know, we don't. You write about how we don't get it right the first time quite often. And it's appreciated because, you know, as engineers, as technologists, as leaders, you're always looking for input.Input is one of the most valuable things we can get. You know, not often people don't provide us input. And when I met you and you had your long scroll of input for us, for me it was a treasure trove. But it really was a treasure trove. And to this day, whether it's you or, you know, the next you, those scrolls are still treasure troves because it means that somebody has a different view than what I currently have.Corey: It stuck with me because suddenly it came crashing home to me that a lot of the criticisms that I was lobbying against AWS weren't just me shouting into the void. They were being heard. And also, it really was one of those reaffirmations back then; it's like, “Oh, yeah, making fun of Amazon Web Services; they're a division of a company that's however many trillions of dollars it was at the time,” and, “That's not a person. There are no people there. It's just a big company.”And the dawning, creeping realization was that companies are made of people. And instead of just saying, “This is crap.” I've got to be able to articulate why that is. And I guess the one enduring criticism that I had about EFS that still holds true on some level, is—it has nothing to do with the capabilities of the service, but more to do with the pattern of if I'm building something to work in the cloud on day one using what is, effectively, NFS that attaches to a bunch of different instances simultaneously—or now containers or Lambdas Function—great, that feels like it's not the direction that cloud architecture has historically gone, but now that the capability is there, that's starting to shift, and its own right once again. So, it's just… it was a service that I didn't fully understand then—I'm not sure that I still do—but I definitely see the use of it and the utility of it. And by just sitting here and doing effectively nothing, it gets better with time. And if there's a better story about cloud, I'm not sure what it is.Wayne: You make it sound like a wine. If you, you know, if you do a proper job mixing those grapes, eventually you put in a bottle, it gets better and better as time goes on, but.Corey: And eventually becomes vinegar, and we can list, like, three or four of those services, too, but let's be charitable here.Wayne: [laugh]. We're not going to go there. So, thank you for popping the cork on this bottle of wine and drinking it on a regular basis. Files are everywhere. You know, when I came to the company in 2012, and I was handed a question, “How should we build? What should we build?”—in terms of a file offering—I asked why in the same way that I'm sure you asked why when we launched. And the truth of the matter is that doesn't matter what type of operating system you're on or what you're doing files are a fundamental abstraction.And every operating system—every language—has an interface, which is file-based. It's a really good abstraction. And you know, objects are great abstraction blocks are great abstraction, like, they all exist for a reason. They all serve a purpose. If they didn't, they would have gone away.And files have, you know, been around for at least 50 years, and honestly, they'll be around for at least another 50, and probably beyond. So, it was really important to build a capability that customers—builders—could use straight out of the tools that they use every day without having to go through any transformation. It was important.Corey: When I say that EFS is a contender out of maybe four others for my favorite service, that people think that it's because I love files or I love storage, and okay, fine, but that's not the real reason; that's sort of irrelevant. I mean, I like SSL certificates too, but ACM isn't on that list either. What I found valuable about it, what I love about it as an exemplar service is that if I go through the console wizard to spin up an EC2 instance—which of course I do because the ultimate form of managing cloud resources is using the console and then lying about it; it's called ClickOps—and as I go through that process, adding an EFS file system to it is built into that wizard and it just works. When you spin up an EFS volume, it automatically configures AWS Backup to begin taking backup snapshots of what's going on in there.And there's a bunch of niceties built into that. Recently, at re:Invent, there were additional changes rolled out—or pre-re:Invent—rolled out to EFS that enable automatic data tiering where, “Oh, that file hasn't been touched in a while; we're going to move that to the infrequent access tier and charge you less for it.” And this all happens transparently in the background. It is a service that gets better without requiring active customer interaction, and you're sort of swimming against the stream of the typical AWS service approach by talking to other service teams and integrating into them in a way that is transparent to the customer. And I'm looking at this and I'm tapping the screen going, “More like this, please.” How did you get there?Wayne: I'm a lucky guy in many ways. You know, I use this term inside of teams on a regular basis, which is, “We stand on the shoulders of giants.” And EFS was not the first service to launch at AWS; we know that… it wasn't SQS, it was S3. And—Corey: We're talking beta or general availability—Wayne: [laugh].Corey: Those are the two teams that will wind up fighting to the death, and I just stay out of it.Wayne: I know. I just wanted to beat you on that one. And so many great services, whether it's Dynamo or S3 or EBS, came before the services that I built for customers—or my teams have built for customers. And so I get to stand on their shoulders and look far out onto the horizon; and also, I get to look backwards at mistakes or issues that we may have made, you know, earlier. And if I make the same mistakes, shame on me. I should be able to ensure that what we produce takes from the lessons that are already been learned.So, for EFS as an example, I make sure that I look at all the lessons that came from EBS or S3 or Dynamo in terms of their scale and their usability and so on and so forth and say, “How do we make sure that we're as good if not better for our customers?” And at some point, somebody will stand on the shoulders of EFS and they'll look forward and say, “Oh, we got to do better than what they did in their first couple of years.” And I look forward to that.Corey: I want to be clear that your portfolio has expanded significantly. It turns out that you were the GM and then now you're a VP of Engineering. And so what changed? “Oh, same job, just different title.” And that is very much not true.You own a bunch of other services as well—largely storage-oriented—including the snow family, which means that you are the person to, basically, harangue into—that I get to a point being able to check that item off my lifelong bucket list of beeping the horn on a snowmobile. It's going to happen someday; I just don't know how or when, but I feel like you're someone who can help me set that up.Wayne: But I live in a part of the country where we need snowmobiles, so it behooves me. [laugh].Corey: Oh, yes. Growing up in New England, I remember those days, too. It's, “Okay. Don't plow the street. That's fine. I'll just cross-country ski to school.”Wayne: I have stories but we won't go there.Corey: Oh, yes.Wayne: You know, Corey, in my tenure, which is now a roughly a little over nine years at AWS, I've had the opportunity to meet with a lot of enterprise customers, I have a very rich enterprise background base on my career, so it was very natural for me to engage cohorts of customers, storage administrators, IT administrators, application administrators, network administrators, all of which have a rich history in success in the enterprise. And in speaking with them, it became incredibly clear that there were a series of enterprise-based services that needed to be built for cloud-scale, the cloud model of consumption, that just didn't exist. And I'm not a big fan for creating services for the sake of creating services, just like you are not a big fan of us doing that, so I wanted to make sure that everything we built was filling a need that could not be filled any other way. And in that nine years, my teams and I have built roughly ten services covering storage, edge compute, edge storage, and data services like data protection, data movement, data management. And each of these services has deep roots in those enterprise cohorts.Corey: One thing that's become obvious to anyone who pays attention in the space has been that when we look at the sweep of history when it comes to technology, it's that the tide always rises. When I first started playing around with technology, firewall engineer was a specific job. Now, any network administrators expected to be able to handle that just in due course. And when you're talking about storage, the same thing happens. Now, there have been people who spent 30 years of their career as storage admins or working on specific technologies, and now that cloud is disrupting so many aspects of this, there's a tendency that technologists have to push back against anything that disrupts the thing that they work on because they equate their identity to the thing that they build.And let me be very clear here. I don't think most people are immune to this. I know I'm not. It's one of the reasons I tend to get so irritated about things that are disruptors to the way I thought about doing things. Why do you think I hate containers so much? It's because well, that's something that sounds like a different paradigm, and I'm not good at that, but I'm very good at this older thing.And letting go, like, I've done that a few times and changed my focus throughout my career, but it's always been challenging to do it. When I tell the story. “Oh, yes. I saw this thing and then I pivoted.” “Yeah, it wasn't that easy.” There was angst and pain tied to it, and the constant awareness that I'm going to become a dinosaur if I don't change my area of focus—and by the way, I'm 26 years old at the time—it was a hard thing to do.Storage is such a important thing for so many companies in so many environments, that it's such a nuanced deep area, that there is significant disruption happening there. How have you found those conversations to go with the folks at your customers who probably identify themselves as, “I hate the cloud. We should build more data centers.” Which is not actually what they're saying, but it's how it's expressed.Wayne: Yeah. Evolutionary change is something that the folks that you're talking about understand, they embrace evolutionary change; they're curious people, they love to learn; they're passionate about what they do, and they're passionate about their customers. It's the revolutionary change that is hard. And they often view the cloud consumption model versus the traditional IT consumption model of receiving equipment, setting it up, putting on the floor, so on and so forth, they see that as an evolution, where they saw cloud as a revolution. And they don't want to necessarily embrace such a big change.It's part of my job and the job of my peers to have those folks, the storage administrators, the application administrators understand that it's not as revolutionary as it may seem. And I want to give you an example of how we've done that. We've talked at length about EFS; EFS has a sibling and it's known as FSx. And that really stands for File System X, which is any file system. What does that really mean?Corey: I figured that one out a—what was it? It was something like three years after FSx launched, two years, something like that—I thought FSx was some storage term I'd never heard before. And nope, I was over-complicating it. It turns out—surprise—I don't know everything either.Wayne: Yeah, well, we were wrestling really hard with what we should name FSx. Look, I'll tell you that story in a second, but what FSx is, is it's a sibling service to EFS. EFS was built to be a cloud-native set-and-forget super-simple file system on AWS. Now, with that, there are 30 years of features that we did not implement when we launched EFS because the vast majority of those aren't needed by everyone, so we didn't complicate the solution.That being said, if you think about storage administrators and application administrators in the enterprise, today, they use very specific file systems and the characteristics of those file systems, whether it's performance, or durability, or—more importantly—management APIs, Snap APIs, replication APIs, all sorts of various data management capabilities, data service capabilities. FSx is a service that was designed to bring those file systems to AWS as fully managed offerings so they could be consumed in a cloud-native fashion. You've seen the launch of four of those to date. The first one we launched was FSs for Windows Server so that customers that used Windows servers on-prem could lift and shift their applications their workloads to a like offering on AWS. It's bit-compatible.The second was Lustre, we talked to a whole bunch of customers, amazing use cases, you know, FMI that is helping have cancer treatments that are specific to individual patients, they needed to be able to run high-performance workloads on AWS. Lustre was a great solution for them, but everybody knew that Lustre was a little hard to run on-prem. It took a lot of energy, took people to keep it up and running. But we took all of that away from them and provided them a fully managed Lustre offering, which they just create the file system, load the data into the file system, and go, and they worry about nothing after that.Those were the first two. With the success of those, we heard customers coming to us—same customers say, “Hey, listen. I got a floor full of NetApps. I would love to run my NetApp-based workloads and applications on AWS. Can you help us?”And we partnered with NetApp—it was a very deep partnership for two years—to create a bit-compatible like-for-like, no excuses, NetApp offering on FSx. And then we quickly followed it a couple months later, with a ZFS offering, which is FSx for OpenZFS because for the folks that aren't running NetApp, there's a whole bunch of on-pram that are running ZFS-based file systems, and they rely on the data management APIs of that file system. So, you know, for this cohort, we took what seemed to be a revolutionary change, and we turned it into an evolutionary change. And now our job is to go speak to all of those folks and have them understand that they can make that switch without losing the 20 years, the 30 years of expertise, without losing the trust of their customers, the folks that are running on their storage because they can guarantee them that what they have today is what they will have when they move. Super important.Corey: I think that it does come down to trust that it does come down as well to the challenge that you're in when it comes to storage. As we look at the broad sweep of where cloud business is coming from. It's easy to sit here and pretend that we're all somehow—we're all doing net new; we're building out this thing in a garage somewhere. “I have an idea.” “What is it?” “Twitter for Pets.” “Is that a good idea?” “Absolutely not, but I just raised 200 million in seed funding, so we're going to do it anyway.”A lot of this stuff is existing legacy workloads. And legacy is, of course, a condescending engineering term for, “It makes money.” But that is what you have to be able to address because to move your workload to cloud is a heavy lift. It becomes borderline impossible with oh and to do that, you're going to have to completely re-architect the entire data layer, because that thing you're doing right now, not so much. On tap in the cloud as an FSx NetApp offering was transformative for me.Because back when I was in data center land, NetApp was the only way I would willingly run NFS in production. And I ran production MySQL databases on top of it. Professional advice, if you're listening to this elsewhere, don't do that. But it can be done, and it was amazing. And WAFL remains one of my favorite file systems ever.And I kept joking that I just wish I could get it in AWS, but they won't let me shove a filer into us-east-1. I know because I've asked. Well, you went ahead and did that for me. So thanks.Wayne: You're welcome. It's our pleasure. [laugh].Corey: I really hope that is still relevant to places I worked back in 2007, but let's face it, “This is a temporary fix,” and 20 years later, it's still load-bearing in production. So, here we are.Wayne: You know, you'll never hear me use the word ‘legacy.' And in fact, within the company, we'll be in rooms and people use the word legacy—it's a very popular word people love to use it—and what I often will tell them is that if an application workload is important to a customer and it is helping run their business. There is nothing legacy about it. It is current, it is real, and we need to think about it in the way they think about it, not in a way, which has us in any way deprecate its importance, the customers will deprecate its importance if that's important to them, so our job is to embrace what they have and help them, if they so choose, to bring those workloads to AWS without change. I'm going to give you an example. I'm not sure I can use the customer's name because I often lose track of who I can talk about in public and who I can't. So, I [crosstalk 00:20:32]—Corey: I long ago stopped paying attention to the details of NDAs, which sounds like a terrifying statement to make until you realize the way I do that is I just assume every conversation I have is confidential until I can affirmatively prove otherwise. And I'll ask people sometimes like, “Hey, remember the thing you said to me? Can I quote that in public?” And they look at me strangely, and say, “It was on a podcast and we put it out to the world. Yes. Yes you can.” Oh, good.Wayne: [laugh]. Well, in this particular case, I can tell you the country and I ca—and actually continent in this case. It was a customer down in Australia, and they ran into a situation where they needed to move out of their data centers, and they needed a place to go and AWS was already provided to them. And they moved 40 Windows-based applications to AWS over a weekend. I feel bad for the folks; hope they get a few weeks off—at least a few days off after that event.But they were able to move almost their entire business to AWS and FSx for windows over a weekend because the experience simply was, create the file system, spin up the application, mount the file system and go. And it worked exactly as it had on-prem. Exactly as it had on-prem. When I hear stories like that, as a builder, as an engineer, as a human, I am incredibly happy. It is a day worth living when you know that you've helped a customer.Corey: When you come in and look at an architecture like that, see it for the first time. And you look at like, “Hey, you're using the cloud like it's a data center. What's the deal here?” And if you say that in a condescending, insulting way, they're sitting around talking about what an amazing achievement something like that is—and let's be clear; having done those projects, it's an amazing achievement—but to have someone come in with no context, “Oh, you should have done this in a more cloud-native way.” It's, “Thank you, Seymour. Yes, if we were building this stuff bespoke today, greenfield, we would have radically different constraints and radically different capabilities, but we don't have a time machine so instead we have to move forward and we can't just burn everything down every 18 months and start over from scratch.” There's value there.Wayne: Yeah. And they have the ability over time, Corey, to—I'm using this term lightly—to modernize. Because I don't really know what that means; I'm a big fan of mid-century modern furniture, which is no longer modern. [laugh]. But it is lovely.Corey: A glimpse of the future that didn't happen. An alternate path, a speculative fiction expressed through furniture. I hear you.Wayne: But what I'd like to make sure people understand is that they can move today. They can utilize these capabilities and these services today and move, and then they can take their time and how they want to evolve those applications based on the needs of their customers, based on needs of their business. I do not want to slow people down. The entire intent of the portfolio that I've had the privilege to build and provide to customers over these years, its intention is to enable customers to move as quickly as they want, and to then take whatever time they need to evolve that, based on your business needs. It's really that simple.Corey: Today's episode is brought to you in part by our friends at MinIO the high-performance Kubernetes native object store that's built for the multi-cloud, creating a consistent data storage layer for your public cloud instances, your private cloud instances, and even your edge instances, depending upon what the heck you're defining those as, which depends probably on where you work. It's getting that unified is one of the greatest challenges facing developers and architects today. It requires S3 compatibility, enterprise-grade security and resiliency, the speed to run any workload, and the footprint to run anywhere, and that's exactly what MinIO offers. With superb read speeds in excess of 360 gigs and 100 megabyte binary that doesn't eat all the data you've gotten on the system, it's exactly what you've been looking for. Check it out today at min.io/download, and see for yourself. That's min.io/download, and be sure to tell them that I sent you.Corey: There's a lot that you said that I want to dive into, but that the piece that I want to focus on specifically is you said you'll never use the word legacy. And I'm going to challenge you on that because in one of our conversations that we had, I asked you what product you enjoyed building the most? And your answer was, “Leaders.” And that gets into a different form of legacy. And yes, I'm playing semantic games here, but it's the question there of what are you going to be remembered for, because God willing, none of us are building technological solutions that are still going to be at least in common use in 40 years from now, but I don't necessarily know that the same can be said of people.Tell me more about this because you no longer oversee a product; you oversee a bunch of products. And something I learned the hard way is that when you become management and later different forms of management, you can do very little of the work yourself, if any. Your only tool is delegation, and that means you need to have the right people to delegate to which means hiring and handling leaders is effectively your IDE for lack of a better term. Talk to me about that.Wayne: It's a really important point. And one of the mental frameworks I put in place to myself a handful of years back, which guided me to AWS in fact, is ‘who,' ‘how,' and ‘what.' Who I work with is most important to me, how I do my work come second, and what I work on comes a distant third. And the reason for that is so simple to me now—it wasn't when I was a young engineer where ‘what' was the most important thing on the planet; you know, what I worked on define me. And it took me years to understand that what I work on doesn't define me, it's who I work with and how I do that work that defines who I am. You know, a really, really lousy day with great people is still a good day. And a really great day with people you don't want to be around is still not a great day.Corey: I think that a lot of companies, maybe all companies, tend to get a somewhat unfair reputation once they hit a certain point of size and scale. There have been all kinds of exposés in various places about how a company X—and it doesn't matter who X is; it can be Amazon, it can be any company people have heard of—is a terrible place to work. But I was talking to a friend at AWS recently who is coming back from parental leave, and they told me that, “So, get this. AWS changed their policy while I was out on parental leave. I have another month of it to take later in the year, and I'm really looking forward to that.” It's like, “That's amazing.” As opposed to the constant stories of oh, this thing is awful and this thing is terrible.It's very hard to see from the outside what a company is actually like. And I apply that to me. I only have the faintest glimmer of what it's like to actually work at AWS. But talking to the people that I get to talk to and seeing how things are built, is it perfect? No. No place is. But I hear stories about different approaches to leadership and different teams, and, on some level, I become intensely grateful that I never tried to work on any of those teams because I would have given everything I was building up to have the chance to be a part of those groups, and then where would the industry be? Certainly without my snark, and that—we would all be the poorer for it.Wayne: That's true.Corey: But there are always pockets of amazing things, same way there are pockets of terrible things. AWS at its—what—however many tens or hundreds of thousands of employees it has now doesn't have a corporate culture. It has hundreds of thousands of corporate cultures because it is a team-by-team structure there. And culture—there are—from a principles perspective, has to flow from the top, but then you have management and how they run their organizations and their teams, and the blast radius attached to that is tremendous. And that's the sort of thing that always scared the hell out of me when I was debating. Do I stop being an independent contractor—independent consultant and start hiring people here full-time?Because the biggest blocker I had was that, yeah, if I say something wrong and get smacked off the earth by AWS, okay, great. I had it coming. Asking people to risk the next phase of their careers on me saying or doing the right thing was a hell of a responsibility. That's the stuff that keeps me up at night. Not that I'm going to have a wrong take or something. It's the letting down the people who are depending on me to get things right.Wayne: Yeah. So, leadership is a, it's a lot of fun; it's a lot of responsibility as well. And so to your question, the thing that I will build—going back to the who, how, and what—the thing that I will build will the most important—the last thing I build will the most important—is the leaders I leave behind. Those leaders will go on for decades and build more leaders. They'll build more products, they'll build more businesses, they'll do great things, but my job is to ensure that I build the right leaders that ensure that the culture that we do have at AWS—or wherever else they decide to go in the fullness of time—they will carry with them the best elements of the AWS or Amazon culture, through AWS or into other companies.I'll use the word: That will be my legacy. And right now, I look at doing that, not just with folks I bring into management roles, but I look at that in terms of the young engineers, the young data scientists, the young DevOps folks that we bring into the company, and say, “Where can I find incredibly passionate and curious learners, regardless of their background, regardless of where they come from, who can, in the fullness of the next five to seven years, become those leaders?” At that point, we will have a company that continues to represent the people, continue to represent the customers and the communities we serve. We will understand our customer. That to me is what it means to be customer-obsessed is to understand your customer. And you can understand your customer best by being a representative population of who they are.Corey: One thing that we often decry in this industry is the pox of short-term thinking and over-emphasis on next quarter's numbers. Think longer-term. But when people say that, they're often thinking in three to five years out. You're talking about something that spans decades and that is borderline unheard of in corporate life.Wayne: Yeah, well. Thanks. [laugh].Corey: [laugh]. I mean, I had to think about this stuff a fair bit myself recently because let's face it, I have rendered myself completely unemployable. I went into this knowing it was, like, burn the boats behind me because this, for better or worse, is the last job I will ever have. And—maybe because I'm going to get killed in two months; we don't know–but it's—I'm very good at antagonizing people with a lot of bigger spite budget than I have—but that is how I have to think about these things. In the context of something at your scope and scale—because if your storage service or services have a bad day, so to all of your customers. That is something that weighs on the mind of every Amazonian I've ever spoken to, including someone who's joined their first job out of school, two weeks ago.It's a culture of not fear, but awareness of the weight of responsibility. And some folks obviously carry that better than others, but it is one of those things when I start talking to people who are new Amazon employees, and I'm starting to be able to categorize them mentally how they talk about certain things of, “You're going to go far at this company,” versus the, “Let's see how this plays out.” You can pick up on some of these things, in the fullness of time.Wayne: Having this level of responsibility, knowing that everything from entertainment to critical life care is dependent on the decisions you make and on the product you build and operate is a great responsibility. I can speak personally, it motivates me every day. You know, I can probably pick three days out of the near ten years I've been building at AWS where I just wanted the day off. [laugh]. I didn't want that responsibility.Now, of course, we have the leadership I just talked about that runs the services every day, who was there to make sure that on those three days that I didn't show up, everything was going to be fine. And it, of course, was fine. But doing what we do is hard work. But I've never found anything more rewarding. And just speaking to a customer—a single customer—who's had a great day, or a customer hasn't had a great day, but you've done the right thing and there trust in you is strong, they're unhappy with you, but their trust in you is strong. That is also a great day.Corey: So, much of what happens in cloud is thankless. We started off this episode talking about how the EFS integration into other services. It is just this thing that I remark upon about how wonderful and great it is, but for most customers, like, “Okay.” They just click it and it's great. When it's not there, they find it obnoxious and challenging, but when it's there, just, “Okay, this is working as it should,” and move on. So, much of the work and challenge and victories are unsung, and I try not to pass those things idly by and just take the time to appreciate the things that I see.Because as I said, companies are made of people, and there's a tremendous amount of innovation and improvement that's going on constantly. I sometimes say—probably not enough—that 90, to 95% of what AWS does is excellent. That missing gap to get to 100 is both frustrating and, honestly, rife with opportunities for hilarity. So yeah, I don't want to spend all my time talking how great all this stuff is—I should just work in marketing if that's the case—I want to talk about what it takes to go from great to perfect, and you're never going to get there, but that's okay; it means I've going to have a job for as long as I want one.Wayne: You know, there's a term that we often use, and that is for our customers, we need to operate our services so that they're indistinguishable from perfect. That's a tall bar.Corey: Mistakes show.Wayne: Yeah. But it is our responsibility. And frankly, as builders and strong owners, it comes with a lot of fun. It's really hard, but it comes with a lot of fun. Like, being able to do that… you know, this conversation we're having right now is likely traveling over some piece of the cloud… everything that was enabled during… the pandemic, which has been very challenging for a lot of people—for everybody—for your haircut for a while it was very challenging for.Corey: Oh, that was one of the hardest parts of the pandemic. I expect to find that the list of pandemic-related fallout on Wikipedia someday.Wayne: [laugh]. And, you know, what we do enabled a large part of people's personal lives, business lives, the economy to continue at some level of normalcy, which if it did not exist, it would have been a very different place. And we're very grateful for being able to be able to do that. We're very proud that we've been able to do that at the scale we do during the last couple of years. It's taught us a lot of lessons. It's been fantastic.Corey: I'm very light-hearted about some of the workloads I put on AWS. I have a Last Tweet in AWS Twitter client that basically does shitposting threads in long-form. And it's great. And if it winds up breaking, then there's no big deal. I don't care about that.But I don't have to care about that; you do have to care about that because just because I don't take one of my workload seriously, you as AWS can never have that context. And that's why you take every weird blip, everything, “I don't understand this,” or, “This hasn't lived up to my expectations on it,” as if it were a life-critical system because for some customers they are. And I have always appreciated how—and been bemused at times—by how deadly seriously AWS folks take my complaints about, “Yeah, my shitposting app isn't posting shit quite the way I want it to.” [unintelligible 00:36:05] anything but the utmost of professionalism and respect when I'm talking about service gaps and challenges I'm having building and deploying things. And I feel a little bad at times, just because I'm making people care so seriously about things that don't actually matter for crap. But I've always appreciated it.Wayne: Our frame of reference is the millisecond and the penny. We worry about every penny you spend, and we want to make sure you—Corey: Oh, there are times that, in some cases, for some services—I believe it was trillionths of a cent is how a couple of them have a granularity in the billing system. So, all you care about far smaller denominations than pennies.Wayne: Well, I might be a little generous in what I'm saying right now, but for the frame of reference for the listener, you know, we don't think about things at the quarter and the million dollars. That's not our frame of reference. We think about things in terms of the millisecond a penny. And you know, yes, you're right, we now think more in microseconds than we do milliseconds, and we do think in fractions of pennies, not pennies. But it's a frame of reference.What matters is the details. And there is no workload is unimportant. If it's your workload, it's just as important to us as any other workload. Even if it does poke snark at us. We're okay with that.Corey: And sometimes there is the idea of a memento mori, or someone yelling at the emperor that they have no clothes. The problem is in the story of the emperor not having any clothes, the kid would at least occasionally shut up once in a while, and I never seem to so there is that part of it too.Wayne: Springs hope eternal.Corey: Exactly. Wayne, I want to thank you for taking so much time to speak with me today. If people want to learn more about what you're up to, and how you view these things, where can they find you?Wayne: Well, the two places they can find me most often, Corey, not at my desk or at a local bar; they can find me on LinkedIn, and it's Wayne Duso. There's only two of us on LinkedIn, so find the guy who wears glasses that has no hair, and that's me. And the second place they can find me is on Twitter, which my handle is not obfuscated at all. It's @wayneduso.Corey: And we will, of course, put links to both of those in the [show notes 00:38:05]. Thank you so much for your time today. I really appreciate it.Wayne: Corey, it's always a pleasure. And I'm looking forward to sharing maybe a drink at that bar with you soon.Corey: I look forward to it. I can't wait to go back out to bars again. Oh, my God. [sigh]. Wayne Duso VP of Engineering at AWS. 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 telling me that I'm completely wrong when it comes to using EFS for things that I should instead be using a better storage system that's more cloud-native. Like Route 53 [unintelligible 00:38:48].Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

On The Cloud Pod this week, the team finds out whose re:Invent 2021 crystal ball was most accurate. Also Graviton3 is announced, and Adam Selipsky gives his first re:Invent keynote.  A big thanks to this week's sponsors: Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. JumpCloud, which offers a complete platform for identity, access, and device management — no matter where your users and devices are located.  This week's highlights

On The Cloud Pod this week, the team wishes there was something else on tap, not just NetApp. Also, AWS Storage Day has come and gone again, and Azure is springing into the enterprise cloud. A big thanks to this week's sponsors: Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. JumpCloud, which offers a complete platform for identity, access, and device management — no matter where your users and devices are located.  This week's highlights

In my quest to profile the most interesting products and services that are going global, this podcast interview is with Dr. Stephen Roop, the CEO of Freight Shuttle Express, a global leader in zero emissions heavy freight systems. FSX's systems are targeting cross-border, seaport, and highway corridor freight movement and decongestion with a highly innovative and green solution. Learn more about Freight Shuttle Express at www.freightshuttle.com and get in touch directly with Steve Roop at steveroop@freightshuttle.com. You can see a video of the Freight Shuttle Express goods movement system on their YouTube channel at https://www.youtube.com/channel/UCScCkjrjMb6c-3pVAOK57sg

Is sending the former CEO of one of the biggest technology companies in the world to space a good idea? On The Cloud Pod this week, the team discusses the potential economic catastrophe that could follow if Jeff Bezos becomes space junk.  A big thanks to this week's sponsors: Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. Jumpcloud, which provides cloud directory services, enables remote access, eases onboarding and offboarding of users and enables zero trust access models. This week's highlights Amazon is sending the old junk it found in the attic into space. Google is now fully qualified to direct traffic. Azure turned its out-of-office message on and hoped no one would notice. General News: Frenemies  Snowflake had its annual user conference and announced some new tools and features. Pretty good!  Jeff Bezos is joining the first human flight to space with his company Blue Origin. This is super risky, even if he's no longer CEO.  Fastly blames global internet outage on a software bug. This is the right way to address outages — nice one, Fastly!  Amazon Web Services: Watch This Space Amazon announces auditing feature for FSx for Windows File Server. This needs an acronym.  AWS has added a third availability zone to the China (Beijing) region operated by Sinnet. Nice to see.  AWS Sagemaker Data Wrangler now supports Snowflake as a data source. Smart move.        Google Cloud Platform: Sneaky Sales Tactics Google announces the release of container-native Cloud DNS for Kubernetes. Powerful building block or Achilles heel?  Google announces new capabilities for Cloud Asset Inventory. Makes so much sense to come from the provider because they know what you have.    Google releases new Microsoft and Windows demos on Google Cloud Demo center. This is absolutely not a sales tool…  Introducing Google Cloud Service, Kf for Cloud Foundry, on Kubernetes. Another good pathway to Google. Google’s Artifact repository now supports Java, Node.JS and Python. We think it's great it's included Python.   Google is releasing a fully managed zero-trust security solution using traffic director. We wish there was a demo for this.      Azure: Getting Fit Azure announces a name change and new features for Windows Virtual Desktop service. This is really just a rebranding exercise.   Azure is changing the pricing structure for Azure Sentinel and Monitor Log analytics. The cheaper it gets, the more you will store.     TCP Lightning Round After a slightly subdued round, Justin takes this week's point, leaving scores at Justin (10), Ryan (5), Jonathan (7).  Other headlines mentioned: Identify and Copy existing objects to use S3 Bucket Keys, reducing the costs of Server-Side Encryption with AWS Key Management Service (SSE-KMS) Amazon EKS pods running on AWS Fargate now support custom security groups Amazon Keyspaces now supports customer-managed customer master keys (CMKs) for encryption of data at rest to help you meet your compliance and regulatory requirements Amazon SNS now supports SMS Sandbox and displays available origination IDs in your account AWS Glue Studio now allows you to specify streaming ETL job settings Amazon SageMaker model registry now supports rollback of deployed models Google Cloud VMware Engine now HIPAA compliant Azure: Advancing in-datacenter critical environment infrastructure availability  Things Coming Up Announcing Google Cloud 2021 Summits [frequently updated] Harness Unscripted Conference — June 16–17 Google Cloud Next — Not announced yet (one site says Moscone is reserved June 28–30) Amazon re:Inforce — August 24–25 — Houston, TX Google Cloud Next 2021 — October 12–14, 2021 AWS re:Invent — November 29–December 3 — Las Vegas Oracle Open World (no details yet)

Links: Cloud FinOps: https://www.amazon.com/Cloud-FinOps-Collaborative-Real-Time-Management/dp/1492054623 FinOps Foundation: https://www.Finops.org/ AWS cost management blog: https://aws.amazon.com/blogs/aws-cost-management/ Mastering AWS Cost Optimization: https://www.amazon.com/Mastering-AWS-Cost-Optimization-operational/dp/965572803X TranscriptCorey: This episode is sponsored in part by LaunchDarkly. Take a look at what it takes to get your code into production. I’m going to just guess that it’s awful because it’s always awful. No one loves their deployment process. What if launching new features didn’t require you to do a full-on code and possibly infrastructure deploy? What if you could test on a small subset of users and then roll it back immediately if results aren’t what you expect? LaunchDarkly does exactly this. To learn more, visit launchdarkly.com and tell them Corey sent you, and watch for the wince.Pete: Hello, and welcome to the AWS Morning Brief: Fridays From the Field. I am Pete Cheslock.Jesse: I’m Jesse DeRose.Pete: Wow, we’re back again. And guess what? We have even more questions. I am… I am… I don’t even know. I have so many emotions right now that are conflicting between a pandemic and non-pandemic that I just—I’m just so happy. I’m just so happy that you listen, all of you out there, all you wonderful humans out there are listening. But more importantly, you are going into lastweekinaws.com/QA and you’re sending us some really great questions.Jesse: Yeah.Pete: And we’re going to answer some more questions today. We’re having so much fun with this, that we’re just going to keep the good times rolling. So, if you also want to keep these good times rolling, send us your questions, and we’ll just—yeah, we’ll just roll with it. Right, Jesse?Jesse: Absolutely. We’re happy to answer more questions on air, happy to let you pick our brains.Pete: All right. Well, we got a couple more questions. Let’s kick it off, Jesse.Jesse: Yeah. So, the first question today is from Barry. Thank you, Barry. “New friend of the pod here.” Always happy to have friends of the pod. Although I do feel like that starts to get, like, Children of the Corn, kind of. I think we started that, and I also am excited about it, and also upset with myself for starting that.Pete: That’s all right. Friend of the pod. Friend of the pod.Jesse: “New friend of the pod here. I work in strategic sourcing and procurement and I was curious if there are any ways that you recommend to get up to speed with managing cloud spend. This is usually closely monitored by finance or different groups in product, but I can see a significant potential value for a sourcing professional to help, also.” And that’s from Barry, thank you, Barry.Pete: Well, I’m struggling not to laugh. “This is usually closely monitored by finance or different groups in product.”Jesse: Yeah…Pete: But I mean, let’s be honest, it’s not monitored by anyone. It’s just running up a meter in a taxi going 100 miles an hour.Jesse: Yeah, that’s the hardest part. I want everybody to be involved in the cloud cost management practice, but there’s that same idea of if it’s everyone’s responsibility, it’s no one’s responsibility. And so this usually ends up at a point where you’ve got the CFO walking over to the head of engineering saying, “Why did the spend go up?” And that’s never a good conversation to have.Pete: No, never a good one. Well, Barry because you’re a friend of the pod, we will answer this question for you. And honestly, I think it’s a great question, which is, we actually have been working with a lot of larger enterprises and these enterprises still have their classic sourcing and procurement teams. That’s not an expertise that is going away anytime soon, but like most teams within the company that are adopting cloud, it’s obviously going to evolve as people are moving away from, kind of, capital intensive purchases and into, honestly, more complex, multi-year OpEx style purchases, with cloud services and all the different vendors that come with it. It’s going to just get a lot harder.I mean, it’s probably already a lot harder for those types of teams. And so there’s a bunch of places I think that you can go that can help level up your skills around cloud spend. And I would say the first place that I personally got to dive in a little bit more—I mean, my history has been using Amazon cloud and being a person who cared about how much my company spent on it, but when you—joining Duckbill, you need to dive into other areas around the FinOps world. And the book, the O’Reilly book, Cloud FinOps is actually a really great resource.Yeah, I think it’s really well written and there’s a lot of great chapters within there that you can kind of pick and choose based on what you’re most interested in learning about. If you’re trying to learn more about unit economics, or you’re trying to learn more about how to monitor and track things like that, it’s a great book to dive into, and becomes a really great reference that you can leverage as you’re trying to level up this expertise within yourself or your team.Jesse: It’s a really, really great resource. The other thing to think about is any kind of collaborative social spaces where you can be with like-minded individuals who also care about cloud costs. Now, there’s a number of meetups that exist under the FinOps title that may be worth looking into. Obviously, we’re recording this during the pandemic so I don’t recommend doing those in person. But as you are able to, there may be opportunities for in-person meetups and smaller local groups focusing on cloud cost management strategies together. But also check out the FinOps Foundation. They have a Slack space that I would love to tell you more about, but unfortunately, we’re not allowed to join. So—Pete: Yep.Jesse: —I can’t really say more about it than that. I would hope that you’re allowed to join, but they have some strict guidelines. So, I mean, the worst that can happen is they say no; it’s definitely worth signing up.Pete: Yeah, and they have to us. [laugh].Jesse: Yeah.Pete: I think when you get into the FinOps Foundation, you should angrily say that we should have more FinOps experts in here like the great Jesse DeRose should be a member of this one because right now, he’s just framed his rejection notice from there, and—Jesse: Oh, yeah.Pete: —while it looks beautiful on the wall, while I’m on a Zoom with him, I want more for you, Jesse.Jesse: I want more for me, too. I’m not going to lie.Pete: So, I don’t know this might sound a little ridiculous that I’m going to say something nice about AWS, but they have a fantastic cost management blog. This is a really fantastic resource, really incredible resource, with a lot more content more recently. They seem to be doing some great work on the recruiting side and bringing on some real fantastic experts around cost management.I mean, just recently within the past few months they talk about unit economics: How to select a unit metric that might support your business, talking more about unit metrics in practice. They start at the basics, too. I mean, obviously, we deal a lot in unit economics and unit metrics; they will start you off with something very basic and say, “Well, what even is this thing?” And talk to you more about cost reporting using AWS organizations for some of this. It’s a really fantastic resource.It’s all free, too, which is—it’s weird to say that something from AWS is free. So, anytime that you can find a free resource from Amazon, I say, highly recommend it. But there are a lot of blogs on the AWS site, but again, the Cost Management Blog, great resource. I read it religiously; I think what they’re writing is some of, really, the best content on the blog in general.Jesse: There’s one other book that I want to recommend called Mastering AWS Cost Optimization and we’ll throw links to all these in the [show notes 00:07:30], but I, unfortunately, have not read this book yet, so I can’t give strong recommendations for it, but it is very similar in style and vein to the Cloud FinOps book that we just mentioned, so might be another great resource to pick up to give you some spot learning of different components of the cloud cost management workflow and style.Pete: Awesome. Yeah, definitely agree. I’d love to see, again, more content out here. There’s a lot of stuff that exists. And even A Cloud Guru has come up with cost management training sessions.Again, we’d like to see more and more of this. I’d love to see more of this come from Amazon. I’d love to see—you know, they have a certification path in all these different areas; I’d love to see more of that in the cost management world because I think it’s going to become more complex, and having that knowledge, there is so much knowledge, it’s spread so far across AWS, helping more people get up to speed on it will be just critical for businesses who want to better understand what their spend is doing. So, really great question, Barry, friend of the pod. We should get some pins for that, right? Friend of the pod pins?Jesse: Oh, yeah.Pete: And yeah, really great question. Really appreciate you sending it and hopefully that helps you. And if not, guess what? You can go to lastweekinaws.com/QA, and just ask us a follow-up question, Barry. Because you’re a friend of the pod. So, we’ll hopefully hear from you again soon.Jesse: Thanks, Barry.Pete: Thanks.Announcer: If your mean time to WTF for a security alert is more than a minute, it’s time to look at Lacework. Lacework will help you get your security act together for everything from compliance service configurations to container app relationships, all without the need for PhDs in AWS to write the rules. If you’re building a secure business on AWS with compliance requirements, you don’t really have time to choose between antivirus or firewall companies to help you secure your stack. That’s why Lacework is built from the ground up for the cloud: Low effort, high visibility, and detection. To learn more, visit lacework.com.Pete: All right, we have one more question. Jesse, what is it?Jesse: “All right, most tech execs I speak with have already chosen a destination hyperscaler of choice. They ask me to take them there. I can either print out a map they can follow, procedural style, or I can be their Uber driver. I could be declarative. I prefer the latter for flexibility reasons, but having said that, where does one actually start?Do you start with Infrastructure as a Service and some RDS to rid them of that pesky expensive Oracle bill? Do we start with a greenfield? I mean, having a massive legacy footprint, it takes a while to move things over, and integrating becomes a costly affair. There’s definitely a chicken and egg scenario here. How do I ultimately find the best path forward?” That question is from Marsellus Wallace? Thank you, Marsellus.Pete: Great question. And I’m not just saying that. I guess I have a question. Or at least, maybe we have different answers based on what this really looks like. Is this a legacy data center migration?The solution here is basically lift-and-shift. Do it quickly. And most importantly, don’t forget to refactor and clean up after you shut down your old data center. Don’t leave old technical debt behind. And, yeah, you’re going to spend a lot, you’re going to look at your bill and go, “Holy hell, what just happened here?”But it’s not going to stay that way. That’s probably—if you do it right—the highest your bill is going to be because lift-and-shift means basically just moving compute from one location to another. And if you’re—as we spoken about probably a million times, Jesse and I, if you just run everything on EC2 like a data center, it’s the most expensive way to do the cloud stuff. So, you’re going to then refactor and bring in ephemerality and tiering of data and all those fun things that we talk about. Now, is this a hybrid cloud world?That’s a little bit different because that means you’re not technically going to get rid of, maybe, physical locations or physical data centers, so where do you start? It’s my personal opinion—and Jesse has his own opinion, too, and guess what it’s our podcast and we’re going to tell it like it is.Jesse: [laugh].Pete: [laugh]. You know, my belief is, starting with storage is honestly a great way to get into cloud. Specifically S3. Maybe even your corporate file systems, using a tool like FSX. It’s honestly why many businesses start their cloud journey, by moving corporate email and file systems into the cloud.I mean, as a former Microsoft Exchange administrator, I am thoroughly happy that you don’t have to manage that, really, anymore and you can push that in the cloud. So, I think storage is honestly a great way to get started within there: Get S3 going, move your file systems in there, move your email in there if you haven’t yet. That’s a really great way to do it. Now, the next one that I would move probably just as aggressively into and, Marsellus, you mentioned it: RDS, right? “Should we move into RDS, get rid of expensive Oracle bills?”Yeah, anytime you can pay ol’ Uncle Larry less money is better in my mindset. Databases are, again, another really great way of getting into AWS. They work so well, RDS is just such a great service, but don’t forget about DMS, the database migration service. This is the most underrated cloud service that Amazon has in there, it will help you migrate your workloads into RDS, into Amazon Aurora. But one thing I do want to call out before you start migrating data in there, talk to your account manager—you have one even if you don’t think you have one—before starting anything, and have them help you identify if there are any current programs that exist to help you migrate that data in.Again, Amazon will incentivize you to do it, they will provide you credits, like map credits or other investment credits, maybe even professional services that can help you migrate this data from an on-premise Oracle into AWS, I think you will be very pleasantly surprised with how aggressive that they can be to help you get into there. The last thing that I would say is another great thing to move in our data projects. So, let’s say you want to do a greenfield one, greenfield type of project into Amazon, data projects are a really great way to move in there. I’m talking things like EMR, Databricks, Qubole, you get to take advantage of Spot Fleets with EMR, but also Databricks and Qubole can manage Spot infrastructure and really take advantage of cloud ephemerality. So if, like I said, you started by pushing all your data into S3, you’re already halfway there on a really solid data engineering project, and now you get to leverage a lot of these other ancillary services like Glue, Glue DataBrew, Athena, Redshift.I mean, once the data is in S3, you have a lot of flexibility. So, that’s my personal opinion on where to get started there. But Jesse, I know you always have a different take on these, so where do you think that they should start?Jesse: Yeah, I think all of the recommendations you just made are really, really great options. I always like to look at this from the perspective of the theory side or the strategy side. What ultimately do these tech execs want to accomplish? Is it getting out of data centers? Is it better cost visibility?Is it optimizing spend? Is it better opportunity to move fast, get new R&D things that you can’t get in a data center? What do these tech execs ultimately want to accomplish? And ask them. Start by asking them.Prioritize the work that they want to accomplish first, and work with teams to change their behaviors to accomplish their goals. One of the biggest themes that we see in the space moving from data centers into cloud providers or even just growing within a given cloud provider is cost visibility. Do teams know why their spend is what it is? Do they know why it went up or down month-over-month? Can they tell you the influences and the drivers that cause their spend to go up or down?Can they specifically call out which teams or product usage increased or decreased, and what ultimately led to your spending changing? Make sure that every team has an architecture diagram and they can explain how they use AWS, how data moves from one service to another, both within their product and to other products. Because there’s definitely going to be sharp edges with data transfer between accounts. We’ve seen this happen to a number of clients before; I’ve gotten bit by this bullet. So, talk to your teams, or talk to your tech executives and have those tech executives talk to their teams to understand what do they ultimately want to accomplish?Can they tie all of what they’re trying to accomplish back to business metrics? Maybe a spike in user logins generated more usage? If you’re a photo storage company, did a world event prompt a lot of users to upload photos prompting higher storage costs? Are you able to pull out these specific insights? That’s ultimately the big question here. Can you boil it down to a business KPI that changed, that ultimately impacted your AWS spend?Pete: I think this is a scenario of where you get started. Why not both? Just maybe do both of these things that we’re saying.Jesse: Yeah.Pete: And honestly, I think you’ll end up in a pretty great place. So, let us know how that works out, Marsellus, and thank you for the question. Again, you also can send us your questions, and we will maybe answer these on a future episode; lastweekinaws.com/QA, drop a question in there, put your name, or not or a fake name, or even a joke. That’s fine, too. I don’t know what the text limit is on the name, Jesse. Can you put a joke there? I don’t know. You know what? Test that out for us. It’s not slash QA for nothing. So, give that a little QA, or a question and answer and [unintelligible 00:17:29]. All right. Well, thanks, Jesse, for helping me out answering more questions.Jesse: Thanks, everybody for the awesome questions.Pete: If you enjoyed this podcast, please go to lastweekinaws.com/review, give it a five-star review on your podcast platform of choice, whereas if you hated this podcast, please go to lastweekinaws.com/review and give it a five-star rating on your podcast platform of choice and tell us, what would be the last thing that you would move to AWS? It’s QuickSight, isn’t it?Jesse: [laugh].Pete: Thanks, everyone. Bye-bye.Announcer: This has been a HumblePod production. Stay humble.

Willy and Jeff talks about his amazing add-on for Flight Simulator, X-Plane, P3d and FSX – we’ll be giving away 4 free licences for FS Flying School! Check out the free demo right here: https://www.fsflyingschool.com/ See the video below for the FS2020 version – FS Flying School is compatible with FSX, P3d, X-Plane and FS2020

On the next Haggis and Poutine Show, Willy sits down with Peter to talk about his innovative multiplayer utility that allows simmers to fly together using any of the major sim platforms! Peter tells us all about his amazing application that connects simmers from X-Plane, FS2020, FSX and P3d into a single, unified multiplayer environment. He also lets us in on an amazing feature as well as some of the exciting new ideas he wants to bring to online simming. Set to classic rock and 80’s score of great hits, this Sunday’s show will get you eager to call up your buddies and fly together with your simulators of choice. Check out and download JoinFS from Peter’s website at: https://pmem.uk/joinfs/ You can also check out Peter’s favourite online flying club: CIX VFR

Join Pete and Jesse as they talk about AWS Storage Day 2020, how AWS events differ from Apple events, how storage plays a major role in virtually every AWS service, how basically no one uses FSx, the S3 Intelligent-Tiering class and why it was Pete’s favorite product announcement from the event, why Pete and Jesse don’t recommend turning on Intelligent-Tiering automatically, all the caveats you need to know about the new product, why you should reach out to your AWS account manager if you’re not sure how to optimize storage, and more.

Welcome to episode 25 of Inflight. In today's episode, we have two very special guests: Microsoft Flight Simulator's Head, Jorg Neumann & Asobo CEO Sebastian Wloch. In this episode, we go through all of MSFS's history: from its first days as a concept to the present-day and all it has become. Join us as we discuss everything Microsoft Flight Simulator related with the two people that made it happen. Check out Microsoft Flight Simulator today: https://www.flightsimulator.com/ This podcast is brought to you by Orbx Simulation Systems. Orbx are developers of world-class flight sim scenery, airports, and add-ons for all major flight sim platforms. This includes a wide range of products for FSX, Prepar3D, X-Plane 11, Aerofly, and the all-new Microsoft Flight Simulator. Expand your horizons with Orbx today. Check out their range of products at orbxdirect.com Thank you for listening to this episode of Inflight! If you would like to hear more, continue through our SoundCloud library. If you want to experience more from the Threshold editorial, visit: https://www.thresholdx.net Questions, comments, concerns? Our Director of Media can be reached at: sol@thresholdx.net Interested in advertising with us? Our CEO can be reached at: magnus@thresholdx.net Music used in Inflight is licensed under Creative Commons. Intro: Watch Me by Geographer — Can be found here: https://bit.ly/2SR7oA9 Produced by Threshold. Threshold A.S. © 2020

In this weeks episode we discuss the current state of Microsoft Flight Simulator one week after the launch of the title. Also, we get the opportunity to interview Totoritko, the founder of Hot Start Simulations and creator of the excellent TBM900 for Xplane 11.  Link to the HotStart Discord: https://discord.gg/qDCsxkv Purchase the HotStart TBM Here: X Aviation Leave us a message on the hotline! 850-462-8414 Please consider leaving us a review on iTunes!

Welcome to our podcast, where we share our opinions about the new simulator from Microsoft, link it with our passion for aviation, software and hardware combined. This podcast is co-hosted by Flying Cookie and Far Isle Pilot each Thursday at 7PM Eastern Time on the official Microsoft Flight Simulator discord server in the Events Voice channel (Invite to the discord: discord.gg/msfs) Apologies for the quality of the recording, we are working on improving it! Episode 3 timestamps: 00:01:30 Last minute updates before release for pre-install? 00:02:45 NDA & insider preview after release 00:05:15 Career mode & maintaining the simulator position as realistic 00:07:15 Managing your expectations if you are new to flight swimming 00:09:30 Bing Maps vs Simulator scenery 00:19:00 Liveries & Airlines & SDK & addons 00:30:15 Vatsim possible integration 00:32:15 Force Feedback controllers with msfs 00:36:00 Scenery development question 00:40:45 addon management 00:43:30 Engine options for planes 00:48:00 Plane substitution in multiplayer 00:54:00 Multiplayer on region servers 00:57:00 Hardware support for more advanced setups 00:59:40 crash settings & Aerosoft article : https://forum.aerosoft.com/index.php?/topic/155247-thoughts-on-a-new-simulator-flight-models/&tab=comments#comment-992579 01:10:00 Answering questions 01:38:30 Easter Eggs & third party addon pricing 01:45:32 What do you think is still missing in msfs2020? (failure systems) 01:58:00 Possibilities to play as ground grew & passenger in cabin 02:02:30 FSX mission, challenges & Far Isle Pilot's experience 02:07:36 mouse yoke

Choosing storage service is critical when designing a cloud architecture. Read on to learn about the characteristics, limitations, typical use cases, and a decision tree for the following options to store data on AWS: Instance Store, EBS, EFS, FSx, and S3.

Man explores the world of file formats, the auto pc, history or computing and more, leave a voicemail at 313-MAN-0231. File formats for PC SGI bitmap (x2) Shapes (x4) Shape Coding (.IDR, .TGA, .TGZ, .FIT, .IMG, .DXF, .XPM, .DXF, .PPT, .PNT, .PSD, .S3D, .SGR, .ETC, .OSD, .BLT, .NPT, .DDS, .ZIP, .DXG, .DAC) PCM files : M4A audio (Vorbis) PCM formats : Dolby Digital TrueHD PCM series files : MPEG-1,------------ OpenRCT2: XRCT2c, FSX, GCS RunRCT2: WinRCT2, CGFiler, GCS, NaviX3, GCT, ECP OpenRCT3: DXT1, DXT3, rCT, D2X (non-Windows version only) OpenRCT3d: rCT, GCS, D2X (non-Windows version only) Windows Runtime: D2X (non-Windows version only) Galeon 2: D2X (non-Windows version only) Wild Force: rCT, FSX, NaviX3, GCS (ASIO and WMA Archive files for PC ..............................................FreeLinx and WMA Archive files for PC ..............................................Shortwave and RM-64 (64k) Archive files for PC ..............................................TurtleLib, mplib3, sndfile and sysnull (can be combined) Archive files for PC ..............................................TurtleLib, sndfile, sndcard, ogg, wma and oggVorbis Archive files for PC ..............................................TurtleLib, SndCard, SndWMA and SndVorbis (Can be combined) ..............................................All versions of VDMSound based on RTEMS ISO (Open Disk Image) Dragon Ball series images: *.png (Nintendo Wii), *.tif (3DS), *.jpeg (Apple Macintosh), *.gif (MS Windows), *.bmp (Lion, Adobe Flash), *.eot (Open Office) for Macintosh; *.bmp (Lion, Adobe Flash), *.obj (OpenOffice), *.xnb (OpenOffice) for Windows; *.ds (Daume software; Microsoft Windows), *.d2k (Daume software; Microsoft Windows), *.jpeg (Lion, Adobe Flash), *.jpe (Open Office), *.jps (ZIP:

In this Episode of AWS TechChat, I cover some of the missed but very important updates that occurred in the last few months (November 2019 to January 2020) whilst we embraced re:Invent 2019. The show starts with the introduction of AWS Lambda Destinations. It’s a new feature of Lambda that provides visibility into a Lambda functions invocation and routes the execution results to AWS services, which simplifying event-driven applications when a function is invoked asynchronously, I pivot to a raft of EC2 updates, starting with some house keeping with longer Amazon EC2 Resource IDs. From now until the end of April 2020, you can test your systems with the longer format and opt in when you are ready but after April 2020. All new resources will be created with longer resource IDs by default. It applies only to new resources and i encourage you test out before April 2020. Amazon ElastiCache and Amazon Relational Database Service (RDS) are now having new Amazon EC2 instance types available for you. Saving you money and increasing performance. I also touch on how the credit system works on our T instances. Next, I introduce an entirely new service - AWS Data Exchange, which is a new service that makes it easy to securely find, subscribe to, and use third-party data in the cloud. Before jumping in to five FSx for Windows updates around De-Duplication, Encryption, PowerShell, Smaller Volume Sizes and File Share Witnesses for SQL, I talk about Amazon GuardDuty. You can now export findings from across regions and also export findings from all associated member accounts and all AWS regions to a single S3 bucket. To close out the show, I share a unique but important update on Amazon Route53. It now supports overlapping name spaces, simplifying complex AWS accounts Speakers: Shane Baldacchino - Solutions Architect, ANZ, AWS Resources: Introducing AWS Lambda Destinations https://aws.amazon.com/blogs/compute/introducing-aws-lambda-destinations/ Longer Format Resource IDs are Now Available in Amazon EC2 https://aws.amazon.com/about-aws/whats-new/2019/11/longer-format-resource-ids-are-now-available-in-amazon-ec2/ Amazon ElastiCache now supports T3-Standard cache nodes https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-elasticache-now-supports-t3-standard-cache-nodes/ RDS New Instance Types https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-rds-for-sql-server-now-supports-additional-instance-sizes/ Amazon EC2 Auto Scaling Now Supports Maximum Instance Lifetime https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-ec2-auto-scaling-supports-max-instance-lifetime Amazon EC2 Auto Scaling Now Supports Instance Weighting https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-ec2-auto-scaling-supports-instance-weighting/ Introducing AWS Data Exchange https://aws.amazon.com/about-aws/whats-new/2019/11/introducing-aws-data-exchange/ Amazon GuardDuty Supports Exporting Findings to an Amazon S3 Bucket https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-guardduty-supports-exporting-findings-to-an-amazon-s3-bucket/ Amazon FSx for Windows File Server now supports Data Deduplication, reducing storage costs by 50-60% for general file shares https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-fsx-windows-file-server-supports-data-deduplication-reducing-storage-costs/ Amazon Route 53 Now Supports Overlapping Namespaces For Private Hosted Zones https://aws.amazon.com/about-aws/whats-new/2019/11/amazon-route-53-now-supports-overlapping-namespaces-for-private-hosted-zones/ AWS Events: AWS Builders Online Series https://aws.amazon.com/events/builders-online-series/ AWS Innovate AIML Edition https://aws.amazon.com/events/aws-innovate/machine-learning/ AWS Innovate DeepRacer Challenge https://aws.amazon.com/events/aws-innovate/machine-learning/deepracer/

Simon speaks with Andrew Crudge (Senior Product Manager, FSx) about this newly released service, capabilities available to customers and how to make the best use of it in your environment. https://aws.amazon.com/fsx/windows/

Have you ever looked up in the sky and started to drool… Maybe it is just me. I love planes and I constantly think about flying. So much so, that I got into flying flight simulators many years ago. When I started flying sims, it was on FSX. I know, some of you may have […] The post Does Flying in VR Feel Like the Real Thing? appeared first on VR Flight World.

In this episode I wearily walk you through the swiss cheese model that led to having to reinstall P3D. During my ramblings I cover LatinVFR's BWI, FSDreamTeams' Charlotte, Drzewiecki Design's Seattle and New York and the good old QW 787. All this as I limp along in a 737 leg from Austin to Seattle in FSX. Care to ride along? --- Send in a voice message: https://anchor.fm/nicnacjak/message

Join Lamaroc of FSX/7$/MZK as he speaks about breakbeats, DJ’s, Turntablism, the Essence of Hiphop and the late-DJ Kuya... Rest In Paradise

In this episode I review The QualityWings 787 for FSX. My general reaction is that it is a disappointing release that flies poorly and lacks fidelity in the required automation systems. I also talk about The VAS issues that Orbx Arlanda suffers from in FSX noting that wouldn't be an issue is P3D V4. Finally I talk about the future of the podcast. Check out On Approach for an additional podcast you can listen to. --- Send in a voice message: https://anchor.fm/nicnacjak/message

In this episode I talk about what I am learning from the manual QuailityWings released for their upcoming 787. I also talk about where the 787 will fit into the fleet of my personal VA. Finally, I insult P3D user and talk about how I am going to milk my FSX investment for as long as I can. It is no doubt an ego thing on both sides. --- Send in a voice message: https://anchor.fm/nicnacjak/message

In this episode I talk about my flight sim addiction. I also talk about The Aerosoft CRJ, the end of FSX, P3D, Xplane and the wait for the Qualitywings 787. I talk about how my reduced flight sim spending and my resistance to P3D is going to make doing this podcast hard. But, rest assured I will not podfade! Welcome to Season 4! --- Send in a voice message: https://anchor.fm/nicnacjak/message

In this episode I react to Rob Randazzo's comments on Next Gen sims and bring out an old review of FSX     --- Send in a voice message: https://anchor.fm/nicnacjak/message

In this episode more FSX issues drive me nuts. I start helping people set up flight sim. And, I commit to more time with X-Plane 11 and maybe P3D when it goes 64 bit. Please like and share. It helps with booking guests! --- Send in a voice message: https://anchor.fm/nicnacjak/message

This week I talk about my current journey into a manic phase. A process that has taken me from applying to Truck School and hitchhiking to maxing out the credit card for things from Amazon and FSX add ons (yet again). Rest assured this will not be the last episode of my long strange trip   --- Send in a voice message: https://anchor.fm/nicnacjak/message

In this episode we talk to Collin Biedenkapp CEO of TFDi about their 717. Collin goes into detail about what his team learned from their freshman project, how they plan to continue to support it as time goes on. For more about TFDi Design go to tfdidesign.com. Their 717 is available for FSX and P3D for $59.99 --- Send in a voice message: https://anchor.fm/nicnacjak/message

Photo Credit: Evan Schoo Get your Acme Airlines t-shirts here: Teespring NEWS Ghostrider gunship scrapped after inverted flight scare A Pilot's career in the balance after MILITARY STRENGTH LASER attack on plane at Heathrow Aviatraffic B733 at Osh on Nov 22nd 2015, hard landing collapses all gear American Airlines officials allow passengers on a flight from Mexico to skip customs and leave JFK airport… days after ISIS threaten to attack New York FEEDBACK Airbus Official Urges Major Changes to Recurrent Training - Charath Ram Ranganathan Kevin - Tesla Autopilot Air Traffic Control Chatter... - Tim VanRaam Feedback - Yunus EROL Automation Survey - Aysen Nick Carson - Most Memorable Flight?, How long does it take?, Feedback (Before Thanksgiving??) Mechanic Bob - Centrifugal Compressors, Ignitors Mayday the Passenger Who Landed a Plane - Miklos Justin - Funny photo & question about Balanced Field Mike - How to Land a Helicopter After Your Pilot Has Been Killed Charath - APG 193 Feedback Brittany - New Atlanta Scenery out for FSX and Prepar3d T-Shirt Ideas and Feedback - Ryan the Champ Flyer Klaus Berkling - Real Stick Shaker Nick Acosta - Cameron Air Show 2014 Bruce - Microsoft Flight Simulator Could Save Your Life Steve Ward - Discipline; http://www.jetstreamtv.net/ Swedish Jim - Finally green! Michael C. from TN - Reverse Thrust question Old.Curmudgeon - Engineers Nick Anderson - "For the want of a nail" Trading cards - Micah Hillel - balloons! Micah - The Community of Passion and The Passion of Community Dispatcher Mike - fuel, EFC's and redispatch VIDEO Audible.com Trial Membership Offer - Get your free audio book today! Give me your review in iTunes! I'm "airlinepilotguy" on Facebook, and "airlinepilotguy" on Twitter. feedback@airlinepilotguy.com (304) 99-PILOT (304) 997-4568 airlinepilotguy.com ATC audio from http://LiveATC.net Intro/Outro music by Tim Brown, BrownHouseMedia, iStockphoto.com Copyright © AirlinePilotGuy 2015, All Rights Reserved

Den moderna musiken är en stjärnhimmel av stilar och sounds som under decenniernas lopp tillkommit, steg för steg, genom djärva, ovetande musiker och förts vidare. En rörlig skog av stafettpinnar som i varje stund utvecklar det förunderliga universum vi kallar musik. Vad ligger bakom varje steg? Varifrån kommer idéerna, milstolparna? Svaret är häpnadsväckande. Musik av Jimmy Högfeldt & Pyromantikerna, FSX, Holmes & Brus, August Rex.

This episode we speak with two members behind the FSX Beyond GameSpy website as we speak about the future of FSX multiplayer, and also talk with Matt Wagner, producer for DCS about DCS and DCS World.

Summary Twitter announces Vine, PlayStation 4 announcement coming soon, Rim renamed Blackberry, we take a look at some Windows 8 Tablets and Hybrids, a new asteroid mining venture is announced, talk about ways of getting to Mars, some fresh new add-ons for FSX and more. Listen Download here Video version here. Show Notes Twitter announces Vine […]

We talk with Chuck of FlightSimCon 2013, and Ben Supnik updates us on some X Plane 10 64 Bit News!

Santa goes over some of the FSBreak teams most favorite moments of 2012.

Summary We talk with the guys from the REX Game Studios team, a cutting edge add-on creator for FSX and Prepar3D Flight Simulators, discuss the launch of Tvii, Google Maps, Mars organic compounds and more. Listen Download here Video version here. Show Notes REX Game Studios Discussion REX Essential Plus Overdrive Latitude Storm – The Game […]

Keith Smith of PilotEdge.net, FTX EU England Released, and more.

REX Essential Plus and REX Latitude

The FSBreak crew covers some topics helpful to new flight sim folks, including the sims on the market, and how to get started with a sim and addons for free. They also cover some of the news that happened after their 2 month vacation!

Ramzzess and Philipp talk about the upcoming 777-200LR for X-Plane, and KCFS Releases Republic Seabee V2 with P3D support, and an upcoming X-Plane version. Kevin also joins us to speak about the demise of MS Flight.

This Show's Topic: Flight Sim's place in Real World Aviation.