Podcasts about GIF

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  • 1,101PODCASTS
  • 1,993EPISODES
  • 53mAVG DURATION
  • 2DAILY NEW EPISODES
  • Jan 14, 2022LATEST
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Best podcasts about GIF

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Latest podcast episodes about GIF

Business Over Beer
#103 | Lacey Faught, Part 2 | Humanize Social Media Through Digital Literacy

Business Over Beer

Play Episode Listen Later Jan 14, 2022 39:14


Episode #103 | Lacey Faught, Part 2 | Humanize Social Media Through Digital Literacy On this episode of Business Over Beer, we welcome back Lacey Faught for part 2 of her interview. Lacey is the owner of Spry, a Social Media Marketing Agency in Vancouver, WA.  Not just another Social Media Marketing Agency, Spry is working from their Social Media For Good ethos by serving clients who have a cause and working to bring good into the world.  Spry believes that the true ROI is not measured in dollars and cents, but in building a strong community and injecting humanity back into Social Media.  Prost!   Angie's Mystery Beer: Campanology Brewing - Waunakee, WI Coffee Peanut Butter Cup Porter, 9% ABV   Episode Links: Part 1 with Lacey Faught on Business Over Beer Think Spry Connect with Lacey J. Faught Deep Work by Cal Newport The Four Disciplines of Execution How to pronounce GIF How to really pronounce GIF

Something Rhymes with Purple
Chum (Recorded live at Chichester Festival Theatre)

Something Rhymes with Purple

Play Episode Listen Later Jan 11, 2022 33:34


It's the second instalment from our live show at the Chichester Festival Theatre and in this episode Susie and Gyles take us through the revolving doors of the language of hotels. Gyles re-visits his days as an MP as we uncover the origin of the word ‘lobby' and Susie reveals the icy reason why at 15, she aspired to be a hotel manager! Fortunately for us, Susie instead decided to become a lexicographer and takes us on a few further visits to hostels and chamber chums with detours to pickets and prisons along the way. The 1000 strong crowd at Chichester put Susie and Gyles to the test with their questions (transcribed below) and came up with some very inventive definitions for Susie's Trio. Questions from the live audience - TRANSCRIPTION:  Sarah Brocker, - “Where does the word Trug for a garden basket come from?” David Lambert, Chichester - “What is the origin of the word ‘Flapjacket', it sounds as if it should be made of surgical steel doesn't it?" Audience member 3 - "At university, I used the word ‘somewhen', and people looked at me like I was stupid?" Audience member 4 - “How do you pronounce Gif?” A Somethin' Else production. To buy SRWP mugs and more head to.... https://kontraband.shop/collections/something-rhymes-with-purple If you would like to sign up to Apple Subs please follow this link https://podcasts.apple.com/gb/podcast/something-rhymes-with-purple/id1456772823 and make sure that you are running the most up-to-date IOS on your computer/device otherwise it won't work. If you would like to see Gyles and Susie LIVE and in person on our Something Rhymes With Purple UK Tour then please go to https://www.tiltedco.com/somethingrhymeswithpurple for tickets and more information. Susie's Trio: Griffonage - sloppy or careless handwriting Cachinnate - loud cackle Cancatevate - to heap stuff into a pile Learn more about your ad choices. Visit megaphone.fm/adchoices

Le Super Daily
Youpi, c'est la nouvelle année ! TikTok, Linkedin, Instagram et livraison de repas !

Le Super Daily

Play Episode Listen Later Jan 3, 2022 14:53


Épisode 701 :Youpi, c'est la nouvelle année et elle commence fort avec des actus social média aussi fun que surprenantes !Tiktok qui se lance dans la restauration, Insta dans le NFT et Linkedin dans Tiktok..TikTok s'apprête à se lancer dans la livraison de repasDit comme ça, ça fait sourire, mais ce n'est pas tout à fait déconnant. Qui n'a jamais eu envie de croquer dans son téléphone en voyant une vidéo de mont d'or ou encore un burger hyper sexy sur TikTOk ?Et non, on ne rêve pas, c'est bien de là qu'est partie l'idée. La plateforme regorge de tendances culinaires alors pourquoi pas, mieux que de liker, pouvoir commander ces plats en vrai ?En association avec Virtual Dining Concepts, la plateforme va lancer TikTok va lancer TikTOk Kitchen.Le but étant de livrer ses recettes et plats les plus viraux dans 300 restaurants virtuels américains, et ce à partir de mars 2022 avec objectif à 1000 fin 2022.Les menus seront pensés en fonction des tendances alimentaires de l'application, qui seront donc amenés à changer tous les trimestres.  Concrètement, VDC (virtual dining concept) utilisera la cuisine et les employés existants d'un restaurant, mais fournira la formation, l'emballage des aliments et les recettes provenant de TikTok.Au menu pour commencer :LES PÂTES À LA FETA, AU FOUR, LES RIBS DE MAÏS, LES CHIPS DE PÂTES ET LE SMASH BURGERUn moyen pour l'application de concurrencer directement Uber Eats ou delivery.TikTok affirme même que pour certains plats, l'argent sera directement reversé aux créateurs de contenu.sourceSnapchat lance Story Studio : une application de montage vidéo compatible avec TikTok et Instagram ReelsRappelons le Snapchat n'est pas un réseau social. Ou plutôt Snap n'est mas QUE un Réseau social. C'est aussi un concepteur d'applications photos et vidéos. C'est d'ailleurs comme çc qu'ils se présentent.Dernier exemple en date, Snapchat a lancé Story Studio, une application pour créer et éditer du contenu professionnel sur les smartphones.Il s'agit d'une application qui fonctionne indépendamment de Snapchat.En gros c'est une vraie app de montage vidéo sur mobile avec pas mal de fonctionnalités additionnelles et exclusives.Des outils de rognage, de division et de synchronisation précis à l'image ;Des outils pour ajouter des transitions, des calques, des légendes et des sons ;Et aussi : La bibliothèque complète de Snap Lens ;Evidemment on est sur du montage vidéo au format vertical. 9:16èmeStory Studio permet de publier directement sur SnapChat bien entendu… mais… mais pas que.Les vidéos ne contiennent aucun filigrane et son téléchargeables. Ce qui signifie que l'on peut les publier sans réserve sur TikTok et sur Instagram Reels.Pour l'instant, seuls les utilisateurs des États-Unis, du Canada et de la Grande-Bretagne peuvent tester Story Studio de Snapchat.source demo—Quelles sont les applications social media les plus téléchargées en 2021 ?Le comparateur d'applications Apptopia vient de dévoiler la liste des applications les plus téléchargées de l'année 2021.Il utilise les chiffres d'iOS et de Google Play au niveau mondial.Comme l'an dernier, TikTok reste l'application la plus populaire de l'année 2021 avec 656 millions de téléchargements. Elle devance les apps du groupe Meta : Instagram (545 millions), Facebook (416 millions) et WhatsApp (395 millions). C'est officiel, Instagram explore définitivement les NFTAprès TikTok, l'autre sujet dont on a parlé toute l'année en 2021, ce sont les Non Fongible Token, ces objets numériques basés sur la crypto monnaie Ethereum.Et si on en parle encore beaucoup c'est parce qu'ils sont fortement liés aux réseaux sociaux. D'ailleurs, en Décembre, Adam Mosseri le Boss d'Instagram d'voilait dans un tweet qu'il s'intéressait fortement aux NFT pour sa plateforme.Dans cette vidéo Interview il précise donc que rien est concret pour le moment mais qu'Instagram explore activement les NFT, et comment nous pouvons les rendre plus accessibles à un public plus largeLes NFT auraient également vocation à aider les créateurs. On l'observe depuis le début, ce sont bien eux qui ont tiré leur épingle du jeu en créant et vendant des oeuvres numériques uniques. Et Instagram pourrait être une nouvelle zone d'exposition pour eux.D'ailleurs au passage en Décembre 2 folies se sont produites en NFT > La première page d'accueil Wikipedia éditée en 2001 a été vendue 750k $Et le premier SMS « Merry Christmas » de 1992 a été vendu 108 k $.sourceDes nouveautés sur TikTok avec un partenariat attendu avec GiphyL'effet d'écran vert de TikTok vous permet désormais d'ajouter des GIFTikTok vient d'annoncer la possibilité d'utiliser des GIF dans son effet d'écran vert. Cela signifie que vous pouvez virtuellement balancer un GIF animé, au lieu d'une simple image fixe, derrière vous pendant le tournage d'une vidéo.L'effet d'écran vert de l'application est incroyablement populaire. Les créateurs l'ont utilisé pour planter le décor de diverses vidéos en téléchargeant des images de différents lieux, personnes et paramètres. Ce qui est marrant c'est que Giphy appartient au groupe Meta. Le concurrent direct de TikTok.Autres mises à jour intéressant : des vidéos TikTok en HD "certains pays" peut désormais télécharger des vidéos en 1080p. Pour ce faire, enregistrez ou téléchargez votre vidéo sur TikTok, et sur la page de publication, appuyez sur Plus d'options . Appuyez sur le bouton basculer Télécharger HD pour publier un contenu de meilleure qualité.Linkedin débarque sur TikTokUne actualité rigolote que j'ai vu passer chez J'ai un pote dans la comLinkedin le réseau professionnel s'est lancé sur TikTok avec sa campagne «  #lesCollègues »Son but est d'aider les jeunes entrant sur le marché du travail ou encore étudiants. Pour cette campagne, LinkedIn s'associe aux principaux créateurs de « CarrièreTok » pour aider celles et ceux qui se posent des questions pour trouver leur voie, en les soutenant et en les encourageant.Un moyen pour ces jeunes de rencontrer des « coéquipiers » de confiance.Parmi ces mentors, on retrouve des profils expérimentés qui connaissent déjà bien le monde du travail : MamaJob,Ines Aled,Clément Vannier Et des profils plus novices qui correspondent bien à ceux de la GenZ : Roman Doduik,Manon Pasquier,AntonRacca,Julie Potier, à la tête du Brand Marketing chez LinkedIn France pense que « cette campagne aidera les jeunes qui tentent de trouver leurs marques dans un monde hybride. Avec #LesCollègues de LinkedIn, les créateurs TikTok partageront du contenu qui fera écho avec les attentes des jeunes, pour leur apporter les encouragements dont ils ont besoin pour trouver leur voie. »source

The Ecommerce Opportunity by Chase Dimond
5 Marketing Trends for 2022

The Ecommerce Opportunity by Chase Dimond

Play Episode Listen Later Dec 29, 2021 4:31


I wanted to share 5 Marketing Trends for 2022.1. Personalization within email marketing will become more important to leverage, yet more difficult to implement.With iOS 14, 14.5, and 15, the visibility we have as marketers seems to be diminishing by the day.Yet, we still need to provide just as personalized of an experience as we always have, if not, more.We'll need to tie back as much data as we can into our email platform so we have this data accessible.Everything from where someone discovered us, to the onsite actions someone has taken, to their purchase behavior, and so on.2. Creating experiences directly within the inbox will become more of a focus. With recent technological advances, being able to create experiences within the inbox will become more feasible and more important.And this goes beyond just leveraging something like a GIF within an email.You'll want to allow people to answer surveys within an email, leave a review within an email, and even down the road, transact within an email.Emails will need to act more like landing pages.More info to come on this topic in 2022.3. Every smart brand will be leveraging SMS.This one should be straightforward but the engagement (opens, CTR, and CVR) of SMS is incredible.4. The brands that scale the fastest will be those that perfect word of mouth / referral marketing.Top of funnel has become more difficult and unpredictable.As such, brands that can foster relationships and build true communities will be those that win in 2022 and beyond.Your customers should be creating content, sharing your brand, and providing valuable feedback.5. More brands will mix-in plain-text emails.While my team creates beautiful emails for our clients, and I'm also building a badass email design tool that anyone can use (launching in 2022), I do think plain-text will become more prevalent than it currently is for DTC brands.Plain-text can feel more personal and can potentially lead to hitting the inbox more often than the promotions folder.An attribution solution that works. Triple Pixel gives you more than just first/last-click attribution. Their pixel tracks all your first-party data to help increase your ROI on ad spend.Sign up at trytriplewhale.com & click on Pixel.It is currently invite only, so when you sign up, just put my name (Chase Dimond) in the “How did you hear about us” section & they'll let you skip the line.

Tienes un Email, tu podcast de Email Marketing
118. Cómo utilizar gifs en tus emails

Tienes un Email, tu podcast de Email Marketing

Play Episode Listen Later Dec 27, 2021 16:15


¿Deberías utilizar gifs en tus emails? ¿Cómo pueden ayudarte los gifs a mejorar tus campañas? ¿Cómo saber si te conviene usar gifs en tus emails? En este episodio del podcast, vamos a dar una vuelta de tuerca al tema de las imágenes en los emails (puedes escuchar mi opinión sobre lo que debes saber antes de utilizar imágenes en tus emails haciendo clic aquí). Hoy vamos a profundizar aún más en este tema hablando de un tipo especial de imagen. Uno que, si lo utilizas bien, te puede ayudar mucho a conseguir mejores resultados en tus campañas. Te estoy hablando de los gifs. Esas imágenes animadas o en movimiento y que solemos utilizar para memes varios. Pero, ¿por qué funcionan tan bien? ¿Cómo puedes aprovecharte de su tirón en tus emails? ¿Hay un uso del gif más allá de buscar la carcajada fácil? ¿Qué vamos a ver en este episodio? Los GIFs consisten en una serie de fotogramas que se suceden entre sí, creando una animación sin sonido que se repite en forma de bucle entre 5 y 10 segundos (con excepciones, claro). Estos cuentan con un máximo de 256 colores, por lo que son más livianos que los videos pero más dinámicos que las imágenes convencionales, tomando lo mejor de ambos formatos. La palabra GIF es una sigla que significa Graphics Interchange Format, o en español, Formato de Intercambio de Gráficos y llevan entre nosotros desde el año 1987. ¿Por qué parecen algo “nuevo”? ¿Qué hace que décadas después siga siendo un recurso a tener en cuenta en el marketing de tu negocio digital? Momentos destacados en el episodio Recursos mencionados Comunidad RemitentesEpisodio 89: La mejor forma de enviar imágenes en tus newsletters PARA LA GENTE QUE SABE QUE EL DINERO ESTÁ EN LA LISTA ¿Te gustaría empezar a construir y monetizar tu lista de suscriptores? Pásate por pacovargas.es/empieza y entra a mi masterclass gratuita Tu Email Marketing Mínimo viable. Con esta masterclass aprenderás: Qué escribir en tus emails.Mi estrategia PRO para pasar de suscriptor a cliente desde el primer email.Cómo hacer que tus suscriptores abran y cliquen tus emails.Todo esto, sin gastar ni un euro en publicidad, sin miles de suscriptores y sin saber de tecnología. Además, recibirás un consejo diario sobre Email Marketing. Cada día. En tu bandeja de entrada. Listo para implementar. pacovargas.es/empieza Quiero la masterclass ¿Qué te ha parecido el episodio de hoy? ¿Tienes alguna duda más sobre cómo utilizar ls gifs en tu estrategia de Email Marketing? ¿Quieres profundizar en algo en concreto? Pues ya sabes. Déjame un comentario y te prometo contestar todo lo que se te pase por la cabeza. Y si te ha gustado este episodio y quieres seguir escuchando muchos más, ¡échame una mano suscribiéndote! :)

Sports Card Nation
Ep.159 w/Thumbs Down Guy Gary Dunaier

Sports Card Nation

Play Episode Listen Later Dec 24, 2021 57:10


4 years ago a simple sign of displeasure turned Gary Dunaier into an overnight social media sensation and he was just as surprised as we were, but behind the memes and GIF's is a good down to earth guy who loves his Mets, we talk about baseball and he shares some behind the scenes details of that infamous day. Follow us on Social Media: Website:https://www.sportscardnationpodcast.com Facebook:https://www.facebook.com/Sportscardnationpodcast/ Twitter:https://twitter.com/Sportscardnati1?s=20 Instagram:https://www.instagram.com/sportscardnationpodcast/YouTube:https://youtube.com/c/SportsCardNationPodcasthttps://www.flow.page/sportscardnationpodcast 

Slash Trash
tha chrimbus special: Jack Frost & Silent Night, Deadly Night

Slash Trash

Play Episode Listen Later Dec 23, 2021 187:37


A man tries to change the channel on his television, first with the remote and then with the buttons on the television themselves. It is snowing outside, so the television only shows static. The man gets frustrated and breaks the television, causing it to emit smoke and sparks.The roof of the man's house is seen. Holiday bell jingles play, as a GIF of Santa walking appears. A different 3D GIF of Santa appears, accompanied with the text "I t ' s C l aus ! ! ! !"Santa then enters the house, who sees the man about to hit his television with a bat. The man notices Santa and says "what" with an echo effect. Santa's eye glints, then he holds two objects in his hands: a minature saint and Grinch. He then says the following:"Alright buddy, you have two options here. You can be a saint, or you can be a Grinch. Those are your two choices. Choose wisely. So what's it gonna be, huh, huh? A saint (sainte) or a Grinch (grunch)?"The objects in his hand disappear, and he fades away. The man then turns into a Grinch. He writes into his notebook, "Have I truly become a monster?" He then goes to the park with a boombox, placing it down and moving his hair back before dancing to the music playing throughout the video. He is seen wearing a black jacket with a white shirt and blue jeans with a brown belt. Several bystanders watch him.The video cuts to a red background with random GIFs and images appearing, some being Christmas-related. A voice states, "And that's the tale of the Christmas Cretin" before the song and video end.credit to prs fandom page

AWS Morning Brief

Links: Has its own vulnerability that's actively under exploit: https://arstechnica.com/information-technology/2021/12/patch-fixing-critical-log4j-0-day-has-its-own-vulnerability-thats-under-exploit/ Google Project Zero deep dive into the NSO group's iMessage exploit: https://googleprojectzero.blogspot.com/2021/12/a-deep-dive-into-nso-zero-click.html Three flaws: https://thehackernews.com/2021/12/hackers-begin-exploiting-second-log4j.html How to customize behavior of AWS Managed Rules for WAF: https://aws.amazon.com/blogs/security/how-to-customize-behavior-of-aws-managed-rules-for-aws-waf/ Using AWS security services to protect against, detect, and respond to the Log4j vulnerability: https://aws.amazon.com/blogs/security/using-aws-security-services-to-protect-against-detect-and-respond-to-the-log4j-vulnerability/ Update for Apache Log4j2 Issue: https://aws.amazon.com/security/security-bulletins/AWS-2021-006/ An innocent question: https://Twitter.com/QuinnyPig/status/1473382549535662082?s=20 TranscriptCorey: This is the AWS Morning Brief: Security Edition. AWS is fond of saying security is job zero. That means it's nobody in particular's job, which means it falls to the rest of us. Just the news you need to know, none of the fluff.Announcer: Are you building cloud applications with a distributed team? Check out Teleport, an open-source identity-aware access proxy for cloud resources. Teleport provides secure access for anything running somewhere behind NAT: SSH servers, Kubernetes clusters, internal web apps, and databases. Teleport gives engineers superpowers. Get access to everything via single sign-on with multi-factor, list and see all of SSH servers, Kubernetes clusters, or databases available to you in one place, and get instant access to them using tools you already have. Teleport ensures best security practices like role-based access, preventing data exfiltration, providing visibility, and ensuring compliance. And best of all, Teleport is open-source and a pleasure to use. Download Teleport at goteleport.com. That's goteleport.com.Corey: The burning yule log that is the log4j exploit and its downstream issues continues to burn fiercely. Meanwhile the year winds down, and it's certainly been an eventful one. I'll talk to you next week because that is what I do.Now, let's see from the community what happened. The patch to fix the log4j vulnerability apparently has its own vulnerability that's actively under exploit. Find your nearest InfoSec friend and buy them a beer or forty because this is going to suck for a long time and basically ruin everyone's holiday.Also, I've seen the most hair-raising thing I can remember in InfoSec-land, which is the Google Project Zero deep dive into the NSO group's iMessage exploit. Seriously, this thing requires no clicks on the part of the victim, the exploit uses a bug in the GIF processing inherent to iMessage to build a virtual CPU and assembly instruction set. There is no realistic defense against this short of hurling your phone into the sea, which I heartily recommend at this point as a best practice.Oh, and everything is on fire and somehow worse. There are now at least three flaws in the log4j library that we're counting, so far. Everything is terrible and we clearly should never log anything again.Corey: This episode is sponsored in part by my friends at Cloud Academy. Something special for you folks: If you missed their offer on Black Friday or Cyber Monday or whatever day of the week doing sales it is, good news, they've opened up their Black Friday promotion for a very limited time. Same deal: $100 off a yearly plan, 249 bucks a year for the highest quality cloud and tech skills content. Nobody else is going to get this, and you have to act now because they have assured me this is not going to last for much longer. Go to cloudacademy.com, hit the ‘Start Free Trial' button on the homepage and use the promo code, ‘CLOUD' when checking out. That's C-L-O-U-D. Like loud—what I am—with a C in front of it. They've got a free trial, too, so you'll get seven days to try it out to make sure it really is a good fit. You've got nothing to lose except your ignorance about cloud. My thanks to Cloud Academy once again for sponsoring my ridiculous nonsense.Now, AWS had a few things to say. The most relevant of them are How to customize behavior of AWS Managed Rules for WAF. So, if you're a WAF vendor and you don't link to this blog post as part of your, “Why should I pay you?” sales material, you're missing a golden opportunity. Every time I dig into AWS's Web Application Firewall offering, I end up regretting it, and with a headache.There was also a post on Using AWS security services to protect against, detect, and respond to the Log4j vulnerability. I'm disappointed to see AWS starting to use the log4nonsense stuff to pitch a dizzying array of expensive security services that require customers to do an awful lot of independent work to get stuff configured properly. This kind of isn't the time for that.And they have an update page that they continue to update called Update for Apache Log4j2 Issue, and this post has more frequent updates than AWS's “What's new” RSS feed. It really drives home the sheer scope of the issue, how pervasive it is, and just how much empathy we should have for the AWS security team. Their job has pretty clearly been not fun for the last couple of weeks.And lastly, the tip of the week is more of a request for help, honestly. I asked what I thought was an innocent question on Twitter: “What are people using to read and consume CloudTrail logs?” The answers made it clear that the answer was basically, “A bunch of very expensive enterprise grade things,” or, “Nothing.” This feels like a missed opportunity for some enterprising company out there. If you've got a better answer here, please whack reply and let me know. You know where to find me. Thanks for listening. That's what happened last week in AWS security. Enjoy the time off if you're lucky enough to get any, and I'll talk to you next week.Corey: Thank you for listening to the AWS Morning Brief: Security Edition with the latest in AWS security that actually matters. Please follow AWS Morning Brief on Apple Podcast, Spotify, Overcast—or wherever the hell it is you find the dulcet tones of my voice—and be sure to sign up for the Last Week in AWS newsletter at lastweekinaws.com.Announcer: This has been a HumblePod production. Stay humble.

The Archers
22/12/2021

The Archers

Play Episode Listen Later Dec 22, 2021 13:13


Alan wants Usha and Amy to come home but they are having too much of a good time at Shiv's. Alan donates a hat on Usha's instruction to Clarrie's costume collection for The Ambridge Mystery Plays. Clarrie enquires about Usha's return. Alan explains he's more than occupied with his speech for the Borchester Benevolence fundraiser. Lily tries to help Jazzer with his enunciation, suggesting some phrases he can use to improve his clarity. Alan overhears his efforts and is impressed with all the effort that's going into the show especially so close to Christmas Day. Jazzer's feeling more confused since having notes from Lynda and tips from Lily. Alan helps clarify things for grateful Jazzer. Jazzer sympathises with bemused Alan and shares his experiences of being alone at Christmas. Alan discovers everyone believes Usha's walked out on him over the GIF from the Grundy's vow renewal. Alan clears up the misunderstanding with Jazzer, and feels inspired to rewrite his speech. Susan and Lily are selecting their attendants' costumes. Lily doesn't think Molly Button will agree to wearing something made out of a duvet while Susan points out that her attendant, Denise, won't mind. Lily's keen to pick the most refined look and chooses the flimsier garments. Susan praises Clarrie for all her hard work on the costumes. In return Clarrie says she's proud of Susan for allowing Lily to have first choice over the attendant costumes. Susan knows it was the right thing to do, mischievously adding that it's freezing outside.

No Wednesday
The Outro III

No Wednesday

Play Episode Listen Later Dec 22, 2021 24:59


It's the SEASON 3 FINALE! Emmanuel reviews the season and drops off a cool series of shoutouts. Song (produced by J Keyz) included, of course. #IncreaseYourLexicon: "Beleaguered" (adj) Unsung Black Heroes: Lisa Gelobter, Black female computer scientist responsible for the GIF https://en.wikipedia.org/wiki/Lisa_Gelobter Weird World of Wildlife: Aye-Aye https://en.wikipedia.org/wiki/Aye-aye Joyful Noise: BADBADNOTGOOD - In Your Eyes https://open.spotify.com/track/46aSz462xUFxA5X4O6WlB0?si=a7da8ba5c6654b96 SUPPORT THE SHOW VIA: Patreon: https://www.patreon.com/nowednesdaypod The No Wednesday Podcast Store: https://teespring.com/stores/the-no-wednesday-podcast-store Cashapp: $itsdrlittle Inquire about voice-over work: https://emmanuellittle.com/thevoice/ Twitter & IG: @nowednesdaypod Hashtag #NoWednesday Mailing list: https://docs.google.com/forms/d/e/1FAIpQLSfVlwF4FCTzqXOxHit3_1zAHWJ-lLXp5ekLTyuiOfkzhB8ysw/viewform Personal website: https://emmanuellittle.com/ No Wednesday is produced, written and edited entirely by Dr. C. Emmanuel Little. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/nowednesdaypod/support

The Archers
21/12/2021

The Archers

Play Episode Listen Later Dec 21, 2021 13:13


Clarrie and Susan rifle through bags of material donated for the additional extras' costumes. Clarrie warns Susan not to get any ideas about making late changes to her costume. Meanwhile Alice and Chris meet to discuss arrangements with Martha over Christmas. Alice gives Chris a pair of Christmas socks. Alan passes and ends up explaining that Usha and Amy are spending Christmas at Shiv's but he insists he won't be alone as he'll be so busy with church commitments. Oliver finds Kirsty half-asleep at work. Being the producer of The Ambridge Mystery Plays is taking its toll; it's taken over her life. Oliver tries to help her regain her motivation for the show. She's not sure she can gee up the cast with so many notes on their performances to pass on. Oliver suggests putting on a cast celebration once it's all over. He'll even sponsor some awards. Kirsty thinks it's a great idea. Hearing from Chris that Alan is alone over Christmas, Susan chews this information over with Clarrie as they work in the dairy. Could this be the first crack in Alan and Usha's relationship? Susan feels terrible with Alan being so supportive of Alice and Chris recently. When she prompts Clarrie about the GIF of Alan, Clarrie feels equally bad. Later, Clarrie and Susan find Alan at St. Stephen's and question him about Usha going away. They insist he splits his time on Christmas Day between Ambridge View and Grange Farm. Alan tries to turn down their offers but finds it impossible!

Video Marketing For Business Podcast
EP40: How Do You Make Money With NFTs?

Video Marketing For Business Podcast

Play Episode Listen Later Dec 21, 2021 11:35


How Do You Make Money With NFTs? Are you a course creator, content creator, entrepreneur, or business leader? It's the best time to rethink how you can start making money with NFTs! Think about that digital asset that you can have, create an offer to your community and provide value to something interesting. Key points covered in this episode: ✔️ 1# Think about bundling an NFT with an existing offer. If you have a course, training and events online or in-person -- you can add value with NFTs for your audience. You can give back, get people excited about what they can collect to use to turn in to come to something else, like an event, like a digital token, a digital live event ticket. ✔️ 2# Think of different ways to repurpose your content. Start with a post, an image or a video you created, and make that into an NFT. You can sell it even if its a content from 2015 because you wouldn't know if somebody may be a fan and could see value in owning that digital asset. If it's a video, a JPEG, a media clip, GIF or whatever that looks like, you can turn around and convert that into an NFT. ✔️ 3# Think of how to create value for your audience. Take a cue from what serial entrepreneur Gary Vaynerchuk (aka GaryVee) has accomplished with his first NFT collection called VeeFriends. See how that took off, where those NFTs are going, and where the price points are currently sitting. Reward your community; that's what Gary is doing with his current book launch. Be sure to subscribe and leave me a review on Apple Podcasts.

The Archers
19/12/2021

The Archers

Play Episode Listen Later Dec 19, 2021 13:13


With the fate of The Ambridge Mystery Plays hanging in the balance, Lynda orders Kirsty to call Hilary Noakes to find out if she was behind the reporting of Brookfield's cows to an animal welfare charity. Kirsty tries to stall Lynda with discussion of costumes for extras but Lynda isn't put off and dials Hilary's number. Alan is frustrated by Usha's lack of concern for his speech for the Operation Borsetshire Benevolence fundraiser. He's under pressure to redeem himself after the GIF of him drunk at the Grundys' vow renewal. Usha agrees to listen to him rehearse in return for not going to an after service drinks with him. Usha isn't impressed with Alan's speech – he's not the best person to talk about quality time with nearest and dearest when he's too busy even to notice Usha and Amy's Christmas preparations. Alan's shocked when she calls him a hypocrite and announces she's spending Christmas with her brother Shiv. Later, Usha kisses Alan goodbye before leaving for Shiv's along with Amy. Lynda and Kirsty celebrate regaining Brookfield for the Mystery Plays. Kirsty's call to Hilary revealed she'd been a puppet of Evangeline Lowminster in making the complaint about the state of Brookfield's cows. And when they filled in Ruth, she was hugely apologetic for jumping to the wrong conclusion last week. Energised by this success they turn their efforts to getting costumes made for all the additional extras. Once again Lynda delegates to Kirsty – she needs to tell Clarrie about the extra effort this will require.

GIF-podden
Ute nu: Lyssna på GIF-podden #127 – med publikfavoriten Robbin Sellin

GIF-podden

Play Episode Listen Later Dec 19, 2021 59:00


If We Were Riding
#179 Ending On An Up?

If We Were Riding

Play Episode Listen Later Dec 17, 2021 37:00


This week: Catch ups with Kelly An update on Kelly's mom, Aggressively competent? A real Gif-fy situation, Becoming the Amazon of the outdoors, Highlights of 2021 (or last 24 hours), And life after pro racing. *Support the podcast & get great discounts* InsideTracker: 25% off at insidetracker.com/feisty Orca Sportswear: 15% off with code ironwomen15 at https://www.orca.com/us-en/ Nuun Hydration: code StayFeisty for 30% off at nuunlife.com

mixxio — podcast diario de tecnología

RAE acepta bitcóin y muchos términos nuevos / Falta grafito / Log4Shell sigue causando caos / Amazon presenta su Internet por satélite / Cómo serán los pagos por WhatsApp Patrocinador: Descubre los nuevos Xiaomi 11T y Xiaomi 11T Pro https://www.mi.com/es/product/xiaomi-11t/, dos móviles de cine que tienen todo lo que necesitas: una pantalla de 120 Hz para el disfrute permanente de tus ojos, y una carga ultra-rápida de 120W que permite recargar tu móvil por completo en tan solo 17 minutos. https://www.mi.com/es/product/xiaomi-11t-pro RAE acepta bitcóin y muchos términos nuevos / Falta grafito / Log4Shell sigue causando caos / Amazon presenta su Internet por satélite / Cómo serán los pagos por WhatsApp

Wiser Than Yesterday
Investing: NFTs (Non-Fungible Tokens), explained

Wiser Than Yesterday

Play Episode Listen Later Dec 8, 2021 39:54


NFTs (Non-Fungible Token), explained A non-fungible token (NFT) is a unique and non-interchangeable unit of data stored on a digital ledger (blockchain). NFTs can be associated with easily-reproducible items such as photos, videos, 3D models, audio, and other types of digital files as unique items (analogous to a certificate of authenticity). NFTs use blockchain technology to provide a public proof of ownership. Copies of the original file are not restricted to the owner of the NFT, and can be copied and shared like any file. The lack of interchangeability (fungibility) distinguishes NFTs from blockchain cryptocurrencies, such as Bitcoin. NFTs have drawn criticism with respect to the energy cost and carbon footprint associated with validating blockchain transactions as well as its frequent use in art scams. Further criticisms challenge the usefulness of establishing proof of ownership in an unregulated market based on digital files that are easy to copy. Resource: Wikipedia (https://en.wikipedia.org/wiki/Non-fungible_token) Key Takeaways The difference between fungible tokens and non-fungible tokens is fungible tokens are cryptocurrencies like Bitcoin while non-fungible tokens are unit of data that represent a unique digital asset stored and verified on the blockchain. NFT represents a lot of things (which is usually a picture). It is also a pointer within the URL to that picture which is usually stored in an interplanetary file system. NFTs are not divisible but can be fractionalized. There are four major types of NFTs which are: cryptopunks, bored ape yacht club crypto (BAYC), game NFTs, and collectible NFTs. Currently, art is the second biggest pillar of NFTs with two types of art which is an original art and generative art. Original art type of NFTs are designed in a software like an image or GIF and sells it as an NFT. Generative art type of NFTs are designed through an algorithm that will create the art on the moment it is minted. Subscribe! If you enjoyed the podcast please subscribe and rate it. And of course, share with your friends! You can also listen and join us on ReasonFM (https://reason.fm/podcast/wiser-than-yesterday) or just ask questions.

The Iran Podcast
Iran-Saudi-US Relations

The Iran Podcast

Play Episode Listen Later Dec 7, 2021 89:20


Panel discussion at the University of Michigan in Ann Arbor's School of Public Policy with Negar Mortazavi, John Limbert, Hesham Alghannam, David Des Roches, and moderated by Dania Thafer of the GIF. --- Send in a voice message: https://anchor.fm/theiranpodcast/message Support this podcast: https://anchor.fm/theiranpodcast/support

一个电台
Vol. 138 出门不捡就算丢,大家夸我是貔恘 | 差点儿FM

一个电台

Play Episode Listen Later Dec 5, 2021 89:09


[主播]大名/粗眉/吱吱[封面]粗眉 | [录音]吱吱 | [剪辑]吱吱 | [上传]吱吱[场地设备]播客公社[节目摘要]“潘飘飞丝”洗完会秃吗?“威猛厨房”?威猛先生挠头.GIF您好,欢迎光临“张姐国际美发沙龙”!独家发财秘笈,88元亲授?你倒是回信呐!占便宜、抠门儿、节俭,听听主播们聊了啥![音乐]Audionautix的Pop Star、Fat Caps根据知识共享署名 4.0许可授权用户使用。 https://creativecommons.org/licenses/by/4.0/音乐人: http://audionautix.com/

Rob Black and Your Money - Radio

META and GIF, Portfolio Strategy, Tesla, Space X

Snacks Daily

Allbirds just reported its first earnings report since the shoe company IPO'd… now the challenge is to get consumers to care about carbon like they care about calories. Facebook was just told by the UK to cancel its acquisition of Gif-platform Giphy, but it may not comply. And just in time for Santa, coal prices are spiking to 10 year highs - just as coal faces a shocking new nemesis. $BIRD $BTU $FB Got a SnackFact? Tweet it @RobinhoodSnacks @JackKramer @NickOfNewYork Want a shoutout on the pod? Fill out this form: https://forms.gle/KhUAo31xmkSdeynD9 Got a SnackFact for the pod? We got a form for that too: https://docs.google.com/forms/d/e/1FAIpQLSe64VKtvMNDPGSncHDRF07W34cPMDO3N8Y4DpmNP_kweC58tw/viewform Learn more about your ad choices. Visit podcastchoices.com/adchoices

差点儿FM | 一起更有趣
Vol. 138 出门不捡就算丢,大家夸我是貔恘 | 差点儿FM

差点儿FM | 一起更有趣

Play Episode Listen Later Nov 30, 2021 89:09


[主播]大名/粗眉/吱吱 [封面]粗眉 | [录音]吱吱 | [剪辑]吱吱 | [上传]吱吱 [场地设备]播客公社 [节目摘要] “潘飘飞丝”洗完会秃吗? “威猛厨房”?威猛先生挠头.GIF 您好,欢迎光临“张姐国际美发沙龙”! 独家发财秘笈,88元亲授?你倒是回信呐! 占便宜、抠门儿、节俭,听听主播们聊了啥! [音乐] Audionautix的Pop Star、Fat Caps根据知识共享署名 4.0许可授权用户使用。 https://creativecommons.org/licenses/by/4.0/ 音乐人: http://audionautix.com/

Mongabay Newscast
Mongabay Reports: Why chimp GIFs aren't funny

Mongabay Newscast

Play Episode Listen Later Nov 30, 2021 6:45


GIFs (animated images) can be a simple and fun way to communicate via text and are increasingly popular. Yet, while a GIF of an ape wearing overalls may seem cute, the animal pictured is often subjected to abuse in the process. All species and subspecies of great apes are endangered or critically endangered. Experts say that GIFs depicting these apes in unnatural situations can also perpetuate the myth that they make good pets which fuels international wildlife trade of these endangered animals.  While campaigners have been successful in coercing some stock photo agencies to stop providing images of apes in unnatural situations, many popular GIF sites still don't have policies against these images. This episode features the popular article, "Think that GIF of the smoking chimp was funny? The chimp wasn't laughing," by Tina Deines: https://news.mongabay.com/2021/11/think-that-gif-of-the-smoking-chimp-is-funny-the-chimp-wasnt-laughing/ Please invite your friends to subscribe to the Mongabay Newscast wherever they get podcasts, or download our free app in the Apple App Store or in the Google Store to have access to our latest episodes at your fingertips. If you enjoy this series, please visit www.patreon.com/mongabay to pledge a dollar or more to keep the show growing, Mongabay is a nonprofit media outlet and all support helps! See all our latest news from nature's frontline at Mongabay's homepage: news.mongabay.com or find us on Facebook, Twitter, and Instagram by searching for @mongabay. Photo Credit: Adult female and infant wild chimpanzee feeding on figs in Kibale National Park, Uganda. Image by Alain Houle via Wikimedia Commons (CC BY 4.0).

CoCoTALK!
Video Episode 239 - Dragon Meetup post show

CoCoTALK!

Play Episode Listen Later Nov 28, 2021 158:16


CoCoTALK! Episode 239 - Dragon Meetup post show 00:00:00 -Start/Intro 00:01:46 -Start of the show! 00:02:55 -Panel Introductions 00:05:00 -Panel Discussion on the Dragon MeetUp in Cambridge UK! 00:13:55 -Game On! Results, With Nick Marotta! Featuring Ken of Canadian Retro Things 00:15:30 -Game On! discussion 00:25:00 -Game On! Challenge LIVE report 00:38:58 -Game On! Game for next week, With(out) Nick Marotta! But... Featuring Ken of Canadian Retro Things 00:41:00 -Thank you to our Patrons! 00:42:26 -Commercial Break 00:45:15 -Who's new to Discord 00:46:50 -Game On! News, with L. Curtis Boyle 00:47:27 -Game On! News} Michael Furman/YT- videos on Game On! games loaded with pyDriveWire 00:49:47 -Game On! News} Paul Thayer/YT- Updates on his upcoming game, CoCoBan 00:52:50 -Game On! News} The Coco Show/YT- Episode 26 released 01:02:35 -Game On! News} Jim Gerrie/YT- video of Speedboat 01:05:07 -Game On! News} I only did it for the calculator watch/YT- added more videos showing games from the "Cassette 50" BASIC game compilations 01:07:42 -End of Line for... Game On! News, with L. Curtis Boyle 01:07:52 -News, with L. Curtis Boyle **CoCo/General News** 01:08:20 -CoCo News} Allen Huffman- part 2 of his exploration of the differences between the original VDG and the T1 VDG, Details on XRoar 1.0.x 01:13:14 -CoCo News} Mike Rojas- An old school 'hacked' CoCo1 01:: -CoCo News} Barry Nelson/FBCG- Thanksgiving themed pictures in GIF format that can be viewed on the Coco 01:15:13 -CoCo News} Simon Jonassen- Plasma 'demo' for the MC-10 01:17:34 -CoCo News} Rick Adams- BASIC preprocessor 01:19:02 -CoCo News} Coco-pi.com- Updates including... XRoar 1.0.2, MAME 0.238, Rick Adams DECB pre-processor 01:20:50 -CoCo News} Color Computer Programing/YT- more BASIC videos **MC-10 News** 01:21:54 -MC-10 News} Reddit/u/SockemBoppersSockem via Jim Gerrie- post about getting an MC-10 running again 01:22:52 -MC-10 News} Jim Gerrie- has ported every game ever made to the MC10, including Crysis... No, not really... but he did make a video of XRoar getting a thorough wringing on its MC10 emulation, which if it can stand up to Jim's MC10 skills... it should be considered the "Gold Standard" of MC-10 emulation! 01:24:00 -MC-10 News} Simon Jonassen- precise timing on the VDG in the MC-10 **Dragon News** 01:29:19 -Dragon News} Chris Hawkins/YT- goes through the magazines and cassettes that he received for the Dragon 32 01:30:30 -Dragon News} John Whitworth/FBDG- doc of pin connections between the Premier Sprite board to the Dragon cartridge port, and also BASIC extensions that support it 01:31:55 -Dragon News} Arctic Retro/YT- video exploring his newly acquired Dragon 32 01:32:55 -End of Line for... News, with L. Curtis Boyle 01:33:13 -Project Updates and Acquisitions 01:33:30 -PUA} Simon Jonasson 01:37:17 -PUA} Rick Ulland 01:46:46 -PUA} Bueller... Bueller... Bueller... 01:50:25 -PUA} Nick Marentes 01:57:97 -PUA} Sloopy 02:27:27 -Richard Harding Live on location at the pub with the Dragon MeetUp peoples! 02:29:54 -People have birthdays, Happy Birthday L. Curtis Boyle! 02:30:25 -Dragon MeetUp Live details! 02:32:10 -NEW! Outtro 02:35:05 -Final Thoughts 02:37:10 -People have birthdays, Happy Birthday L. Curtis Boyle! 02:38:06 -Good Bye Everybody! Email any suggestions you have for the show to cocotalk@cocotalk.live Visit us on the web at http://cocotalk.live Join us for daily conversations on Discord: http://discord.cocotalk.live Custom artwork designed by Instagram artist Joel M. Adams: https://www.instagram.com/artistjoelmadams/ Custom CoCoTALK! and retro merchandise is available at: http://8bit256.com Consider becoming a patron of the show: https://patreon.com/ogsteviestrow

CoCoTALK!
Episode 239 - Dragon Meetup post show

CoCoTALK!

Play Episode Listen Later Nov 28, 2021 158:16


CoCoTALK! Episode 239 - Dragon Meetup post show 00:00:00 -Start/Intro 00:01:46 -Start of the show! 00:02:55 -Panel Introductions 00:05:00 -Panel Discussion on the Dragon MeetUp in Cambridge UK! 00:13:55 -Game On! Results, With Nick Marotta! Featuring Ken of Canadian Retro Things 00:15:30 -Game On! discussion 00:25:00 -Game On! Challenge LIVE report 00:38:58 -Game On! Game for next week, With(out) Nick Marotta! But... Featuring Ken of Canadian Retro Things 00:41:00 -Thank you to our Patrons! 00:42:26 -Commercial Break 00:45:15 -Who's new to Discord 00:46:50 -Game On! News, with L. Curtis Boyle 00:47:27 -Game On! News} Michael Furman/YT- videos on Game On! games loaded with pyDriveWire 00:49:47 -Game On! News} Paul Thayer/YT- Updates on his upcoming game, CoCoBan 00:52:50 -Game On! News} The Coco Show/YT- Episode 26 released 01:02:35 -Game On! News} Jim Gerrie/YT- video of Speedboat 01:05:07 -Game On! News} I only did it for the calculator watch/YT- added more videos showing games from the "Cassette 50" BASIC game compilations 01:07:42 -End of Line for... Game On! News, with L. Curtis Boyle 01:07:52 -News, with L. Curtis Boyle **CoCo/General News** 01:08:20 -CoCo News} Allen Huffman- part 2 of his exploration of the differences between the original VDG and the T1 VDG, Details on XRoar 1.0.x 01:13:14 -CoCo News} Mike Rojas- An old school 'hacked' CoCo1 01:: -CoCo News} Barry Nelson/FBCG- Thanksgiving themed pictures in GIF format that can be viewed on the Coco 01:15:13 -CoCo News} Simon Jonassen- Plasma 'demo' for the MC-10 01:17:34 -CoCo News} Rick Adams- BASIC preprocessor 01:19:02 -CoCo News} Coco-pi.com- Updates including... XRoar 1.0.2, MAME 0.238, Rick Adams DECB pre-processor 01:20:50 -CoCo News} Color Computer Programing/YT- more BASIC videos **MC-10 News** 01:21:54 -MC-10 News} Reddit/u/SockemBoppersSockem via Jim Gerrie- post about getting an MC-10 running again 01:22:52 -MC-10 News} Jim Gerrie- has ported every game ever made to the MC10, including Crysis... No, not really... but he did make a video of XRoar getting a thorough wringing on its MC10 emulation, which if it can stand up to Jim's MC10 skills... it should be considered the "Gold Standard" of MC-10 emulation! 01:24:00 -MC-10 News} Simon Jonassen- precise timing on the VDG in the MC-10 **Dragon News** 01:29:19 -Dragon News} Chris Hawkins/YT- goes through the magazines and cassettes that he received for the Dragon 32 01:30:30 -Dragon News} John Whitworth/FBDG- doc of pin connections between the Premier Sprite board to the Dragon cartridge port, and also BASIC extensions that support it 01:31:55 -Dragon News} Arctic Retro/YT- video exploring his newly acquired Dragon 32 01:32:55 -End of Line for... News, with L. Curtis Boyle 01:33:13 -Project Updates and Acquisitions 01:33:30 -PUA} Simon Jonasson 01:37:17 -PUA} Rick Ulland 01:46:46 -PUA} Bueller... Bueller... Bueller... 01:50:25 -PUA} Nick Marentes 01:57:97 -PUA} Sloopy 02:27:27 -Richard Harding Live on location at the pub with the Dragon MeetUp peoples! 02:29:54 -People have birthdays, Happy Birthday L. Curtis Boyle! 02:30:25 -Dragon MeetUp Live details! 02:32:10 -NEW! Outtro 02:35:05 -Final Thoughts 02:37:10 -People have birthdays, Happy Birthday L. Curtis Boyle! 02:38:06 -Good Bye Everybody! Email any suggestions you have for the show to cocotalk@cocotalk.live Visit us on the web at http://cocotalk.live Join us for daily conversations on Discord: http://discord.cocotalk.live Custom artwork designed by Instagram artist Joel M. Adams: https://www.instagram.com/artistjoelmadams/ Custom CoCoTALK! and retro merchandise is available at: http://8bit256.com Consider becoming a patron of the show: https://patreon.com/ogsteviestrow

A Rational Fear
Labor's 2022 Election Strategy: Rhyming — Matt Okine, Alex Dyson, Dom Knight, Andy Lee, Lewis Hobba, Dan Ilic + Tim Bailey

A Rational Fear

Play Episode Listen Later Nov 26, 2021 42:33


Diz Runs Radio: Running, Life, & Everything In Between
997 QT: Thanksgiving Running and Eating All the Food (Best Of-ish)

Diz Runs Radio: Running, Life, & Everything In Between

Play Episode Listen Later Nov 19, 2021 15:58


With Thanksgiving less than a week away, a few reminders for those of you that will be participating in a Turkey Trot this year. Check out the full blog post for this episode, including my most favoritest GIF ever, at http://DizRuns.com/997. Today's show is sponsored in part by Headsweats. Step up your hat/visor game in 2021 and beyond, and support the show at the same time, by visiting http://DizRuns.com/headsweats. And don't forget to use the code DizRuns40 to save 40% at checkout! Love the show? Check out the support page for ways you can help keep the Diz Runs Radio going strong! http://dizruns.com/support Become a Patron of the Show! Visit http://Patreon.com/DizRuns to find out how. Get Your Diz Runs Radio Swag! http://dizruns.com/magnet Subscribe to the Diz Runs Radio Find Me on an Apple Device http://dizruns.com/itunes Find Me on an Android http://dizruns.com/stitcher Find Me on SoundCloud http://dizruns.com/soundcloud Please Take the Diz Runs Radio Listener Survey http://dizruns.com/survey Win a Free 16-Week Training Plan Enter at http://dizruns.com/giveaway Join The Tribe If you'd like to stay up to date with everything going on in the Diz Runs world, become a member of the tribe! The tribe gets a weekly email where I share running tips and stories about running and/or things going on in my life. To get the emails, just sign up at http://dizruns.com/join-the-tribe The tribe also has an open group on Facebook, where tribe members can join each other to talk about running, life, and anything in between. Check out the group and join the tribe at https://www.facebook.com/groups/thedizrunstribe/

Pulling Tarp Podcast
The Distinct Smell of Clinton (w/ former MiLB Dir. of Media Relations & Broadcasting, Greg Mroz)

Pulling Tarp Podcast

Play Episode Listen Later Nov 18, 2021 67:56


Got to catch up with Greg Mroz about the smell of Clinton, Beloit's new team identity, theme GIF nights, how small of word it is, interviewing a dog live on air, dancing in the press box, and so much more!

Screaming in the Cloud
Breaking Down Productivity Engineering with Micheal Benedict

Screaming in the Cloud

Play Episode Listen Later Nov 18, 2021 45:32


About Micheal BenedictMicheal Benedict leads Engineering Productivity at Pinterest. He and his team focus on developer experience, building tools and platforms for over a thousand engineers to effectively code, build, deploy and operate workloads on the cloud. Mr. Benedict has also built Infrastructure and Cloud Governance programs at Pinterest and previously, at Twitter -- focussed on managing cloud vendor relationships, infrastructure budget management, cloud migration, capacity forecasting and planning and cloud cost attribution (chargeback). Links: Pinterest: https://www.pinterest.com Twitter: https://twitter.com/micheal LinkedIn: https://www.linkedin.com/in/michealb/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: You know how git works right?Announcer: Sorta, kinda, not really Please ask someone else!Corey: Thats all of us. Git is how we build things, and Netlify is one of the best way I've found to build those things quickly for the web. Netlify's git based workflows mean you don't have to play slap and tickle with integrating arcane non-sense and web hooks, which are themselves about as well understood as git. Give them a try and see what folks ranging from my fake Twitter for pets startup, to global fortune 2000 companies are raving about. If you end up talking to them, because you don't have to, they get why self service is important—but if you do, be sure to tell them that I sent you and watch all of the blood drain from their faces instantly. You can find them in the AWS marketplace or at www.netlify.com. N-E-T-L-I-F-Y.comCorey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Sometimes when I have conversations with guests here, we run long. Really long. And then we wind up deciding it was such a good conversation, and there's still so much more to say that we schedule a follow-up, and that's what happened today. Please welcome back Micheal Benedict, who is, as of the last time we spoke and presumably still now, the head of engineering productivity at Pinterest. Micheal, how are you?Micheal: I'm doing great, and thanks for that introduction, Corey. Thankfully, yes, I am still the head of engineering productivity; I'm really glad to speak more about it today.Corey: The last time that we spoke, we went up one side and down the other of large-scale environments running on AWS and billing aspects thereof, et cetera, et cetera. I want to stay away from that this time and instead focus on the rest of engineering productivity, which is always an interesting and possibly loaded term. So, what is productivity engineering? It sounds almost like it's an internal dev tools team, or is it something more?Micheal: Well, thanks for asking because I get this question asked a lot of times. So, for one, our primary job is to enable every developer, at least at our company, to do their best work. And we want to do this by providing them a fast, safe, and a reliable path to take any idea into production without ever worrying about the infrastructure. As you clearly know, learning anything about how AWS works—or any public cloud provider works—is a ton of investment, and we do want our product engineers, our mobile engineers, and all the other folks to be focused on delivering amazing experiences to our Pinners. So, we could be doing some of the hard work in providing those abstractions for them in such way, and taking away the pain of managing infrastructure.Corey: The challenge, of course, that I've seen is that a lot of companies take the approach of, “Ah. We're going to make AWS available to all of our engineers in it's raw, unfiltered form.” And that lasts until the first bill shows up. And then it's, “Okay. We're going to start building some guardrails around that.” Which makes a lot of sense. There then tends to be a move towards internal platforms that effectively wrap cloud services.And for a while now, I've been generally down on the concept and publicly so in the general sense. That said, what I say that applies as a best practice or something that most people should consider does tend to fall apart when we talk about specific use cases. You folks are an extremely large environment; how do you view it? First off, do you do internal platforms like that? And secondly, would you recommend that other companies do the same thing?Micheal: I think that's such a great question because every company evolves with its own pace of development. And I wouldn't say Pinterest by itself had a developer productivity or an engineering productivity organization from the get-go. I think this happens when you start realizing that your core engineers who are working on product are now spending a certain fraction of time—which starts ballooning pretty fast—in managing the underlying systems and the infrastructure. And at that point in time, it's probably a good question to ask, how can I reduce the friction in those people's lives such that they could be focused more on the product. And, kind of, centralize or provide some sort of common abstractions through a central team which can take away all that pain.So, that is generally a good guiding principle to think about when your engineers are spending at least 30% of their time on operating the systems rather than building capabilities, that's probably a good time to revisit and see whether a central team would make sense to take away some of that. And just simple examples, right? This includes upgrading OS on your EC2 machines, or just trying to make sure you're patching all the right versions on your next big Kubernetes cluster you're running for serving x number of users. The moment you start seeing that, you want to start thinking about, if there is a central team who could take away that pain, what are the things they could be investing on to help up-level every other engineer within your organization. And I think that's one of the best ways to be thinking about it.And it was also a guiding principle for us within Pinterest to view what investments we could make in these central teams which can up-level each and every different type of engineer in the company as well. And just an example on that could be your mobile engineer would have very different expectations from your backend engineer who was working on certain aspects of code in your product. And it is truly important to understand where you want to centralize capabilities, which both these types of engineers could use, or you want to divest and have unique capabilities where it's going to make them productive. There's no one-size-fits-all solution for this, but I'm happy to talk about what we have at Pinterest, which has been reasonably working well. But I do think there's a lot more improvements we could be doing.Corey: Yeah, but let's also be clear that, as you've mentioned, you are heavily biased towards EC2 instances for a lot of what you do. If we look at the AWS console and we see hundreds of different services now, and it's easy to sit here and say, “Oh, internal platforms are terrible because all of those services are going to be enhanced in various ways and you're never going to be able to keep up with feature parity.” Yeah, but if you can wrap something like EC2 in an internal platform wrapper, that begins to be a different story because sure, someone's going to go and try something new with a different AWS service, they're going to need direct access. But the EC2 product across the board generally does not evolve in leaps and bounds with transformative changes overnight. Let's also not forget that at a company with the scale that Pinterest operates at, “Hey, AWS just dusted off a new feature and docs are still rolling out, and it's not in CloudFormation yet, but we're going to roll it out to production,” probably seems like the wrong direction to go in, I would assume.Micheal: And yes, I think that brings one of the key guardrails, I think, which these groups provide. So, when we start thinking about what teams, centralized teams like engineering productivity, developer tools, developer platforms actually do is they help with a couple of things. The top three are: they can help pave a path for the most common use cases. Like to your point, provisioning EC2 does take a set of steps, all the time. If you're going to have a thousand people doing that every time they're building a new service or trying to expand capacity playing with their launch templates, those are things you can start streamlining and making it simple by some wrapper because you want to address those 80% use cases which are usually common, and you can have a wrapper or could just automate that. And that's one of the key things: can you provide a paved path for those use cases?The second thing is, can you do that by having the right guardrails in place? How often have you heard the story that, “I just clicked a button and that now spun up, like, a thousand-plus instances.” And now you have to juggle between trying to stop them or do something about it.Corey: Back in 2013, you folks were still focusing on this fair bit. I remember because Jeremy Carroll, who I believe was your first SRE there once upon a time, wound up doing a whole series of talks around how Pinterest approached doing an AMI Factory. And back in those days, the challenges were, “Okay. We have the baseline AMI, and that's great, but we also want to do deployments of things and we don't really want to do a new deploy of an entire fleet of EC2 instances for a single line of config change, so how do we wind up weighing off of when you bake a new AMI versus when you just change something that has—in what is deployed to them?” And it was really a complicated problem back then.I'm not convinced it's not still a complicated problem, but the answers are a lot more cohesive. And making sure that every team—when you're talking about a company as large as Pinterest with that many teams—is doing things in the same way, seems like it's critically important otherwise you wind up with a whole bunch of unique-looking instances that each have to be managed by hand as opposed to something that can be reasoned around collectively.Micheal: Yep. And that last part you mentioned is extremely crucial as well because like I said, our audience or our customers are just not the engineers; we do work with our product managers and business partners as well because at times, we have to tie or change our architecture based on certain cost optimizations which would make sense, like you just articulated. We don't want to have all the instance types. It does not add much value to a developer unless they're explicitly seeking a high-memory instance or a [GP-based instance in a 00:10:25] certain way. So, we can then work with our business partners to make sure that we're committing to only a certain type of instances, and how we can abstract our tools to only give you that. For example, our deployment system, Teletraan which is an open-source system, actually condenses down all these instance types to a couple of categories like high-compute, high-memory—and you've probably seen that in many of the new cloud providers as well—so people don't have to learn or know the underlying instance type.When we moved from c3 to c5, it was just called as a high-compute system, so the next time someone provisioned a new service or deployed it using our system, they would just select high-compute as the de facto instance type and we would just automatically provision a C5 for them. So, that just reduces the extra complexity or the cognitive overhead individuals would have to go through in learning each instance type, what is the base AMI that comes on it, what are the different configurations that need to go in terms of setting up your AZ-scaling properties. We give them a good reasonable set of defaults to get started with, and then they can then work on optimizing or making changes to it.Corey: Ignoring entirely your mispronunciation of AMI, which is, of course, three syllables—and that is a petty hill upon which I will die—it occurs to me the more I work with AWS in various ways, the easier it gets. And I used to think in some respects, it was because the platform was so—it was improving so dramatically around me. But no, in many cases, it's because the first time you write some CloudFormation by hand, it's a nightmare and you keep smacking into weird issues. But the second or third time, it's super easy because you just copy the thing you've already built and change the relevant bits around. And that was the learning curve that I went through playing around with a lot of these things.When you start looking at this from a large-scale environment where it's not just about upskilling the people that you have to understand how these things integrate in AWS land, but also the consistent onboarding of engineers at a fairly progressive clip is, great, you effectively have to start doing trainings on all these things, and there's a lot of knobs and dials that can blow up and hurt people. At some point, building the guardrails or building the environment in which you are getting all the stuff abstracted away from where the application engineers have to think about this at all, it eventually reaches a tipping point where it starts to feel like it's no longer optional if you want to continue growing as a company because you don't have the luxury of spending six months of onboarding before you let someone touch the thing they were hired to build.Micheal: And you will see that many companies very often have very similar programming practices like you just described. Even I learned that the same way: you have a base template, you just copy-paste it and start from there on. And no one goes through the bootstrapping process manually anymore; you want to—I think we call it cargo-culting, but in general, just get something to bootstrap and start from there. But one of the things we learned in sort of the hard way is that can also lead to, kind of, you pushing, you know, not great practices because people don't know what is a blessed version of a good template or what actually would make sense. So, some of those things, we have been working on.And this is where centralized teams like engineering productivity are really helpful is we provide you with the blessed or the canonical way to do certain things. Case in point example is a CI/CD pipeline or delivery of software services. We have invested enough in experimenting on what works with some of the more nuanced use cases at Pinterest, in helping generate, sort of, a canonical version which would cover 80% of the use cases. Someone could just go and try to build a service and they could just use the same canonical pipeline without learning much or making changes to it. This also reduces that cargo-culting nature which I called, rather than copying it from unknown sources and trying to like—again, it may cause havoc to our systems, so we can avoid a lot of that because of these practices.Corey: So, let's step a little bit beyond AWS—I know I hate doing it, too—but I'm going to assume that your remit is broader than, oh, AWS whisperer-slash-Wrangler. So, tell me a little bit more about what it is that your day-to-day looks like if there is anything that could be said not to focus purely around AWS whispering.Micheal: So, one of the challenges—and I want to talk about this a bit more—is our environments have become extremely complex over time. And it's the nature of, like, rising entropy. Like, we've just noticed that there's two things: we have a diverse set of customer base, and these include everyone trying to do different workloads or work service types. What that essentially translates into is that we realized that our solution may not fit all of them. For example, what works for a machine-learning engineer in terms of iterating on building a model and delivering a model is not the same as someone working on a long-running service and trying to deploy that. The same would apply for someone trying to operate a Kafka system.And that has made, I think, definitely our job a bit challenging in trying to assess where do you actually draw the line on the abstraction? What is the right layer of abstraction across your local development experience, across when you move over to staging your code in a PR model and getting feedback and subsequently actually releasing it to production? Because this changes dramatically based on what is the workload type you're working on. And we feel like that has been one of the biggest challenges where I know I spent my day-to-day and my team does too, in trying to help provide some of the right solutions for these individuals. There's—very often we'll also get asked from individuals trying to do a very nuanced thing.Of late, we have been talking about thinking about how you operate functions, like provide Functions as a Service within the company? It just put us in a difficult spot at times because we have to ask the hard question, “Is this required?” I know the industry is doing it; it's definitely there. I personally believe, yes, it could be a future, but is that absolutely important? Is that going to benefit Pinterest in any formal way if we invest on some core abstractions?And those are difficult conversations to have because we have exciting engineers coming in trying to do amazing things; it puts us in a hard spot, as well, as to sometimes saying graciously, no. I know many companies deal with it when they have these centralized teams, but I think it's part of that job. Like when you say it's day-to-day, I would say I'm probably saying no a couple of times in that day.Corey: Let's pretend for the sake of argument that I am, tomorrow morning, starting another company—Twitter for Pets—and over the next ten years, it grows to be larger than Pinterest in terms of infrastructure, probably not revenue because it turns out pets are not the lucrative source of ad revenue that I was hoping it would be but, you know, directionally the same thing. It seems to me that building out this sort of function with this sort of approach to things is dramatically early as far as optimizations go when it's just me puttering around on something. I'm always cognizant of the wrong people taking the wrong message when we're talking about things that happen like this at scale. When does having an engineering productivity group begin to make sense?Micheal: I mentioned this earlier; like, yeah, there is definitely not a right answer, but we can start small. For example, this group actually started more as a delivery team. You know, when we started, we realized that we had different ways of deploying services or software at Pinterest, so we first gathered together to figure out, okay, what are the different ways and can we start simplifying that part? And that's where it started expanding. Okay, we are doing button-based deployments right now we have thousand-plus microservices, and we are seeing more incidents than we wanted to because anything where there's a human involved means there's a potential gap for error. I myself was involved in a SEV 0 incident, and I will be honest; we ended up deploying a Hello World application in one of our production fleet. Not the thing I wanted to be associated with my name, but, you know—Corey: And you were suddenly saying hello to the world, in fact—Micheal: [laugh].Corey: —and oops-a-doozy.Micheal: Yeah. So—and that really prompted us to rethink how we need to enable guardrails to do safe production rollouts. And that's how those conversations start ballooning out.Corey: And the healthy correct way. We've all broken production in various ways, and it's—you correctly are identifying, I believe, the direction you're heading in where this is a process problem and a tooling problem; it is not that you are secretly crap and should never have been allowed near anything in production. I mean, that's my excuse for me, but in your case, this is a common thing where it's, if someone can unintentionally cause issues like that, there needs to be better processes and procedures as the organization matures.Micheal: Yep. And that's kind of like always the route or the starting point for these discussions. And it starts growing from there on because, okay, you've helped improve the deploy process but now we're seeing insane amount of slowness, say on the build processes, or even post-deploy, there's, like, issues on how we monitor and look into data.And that I think forces these conversations, okay, where do we have these bespoke tools available? What are people doing today? And you have to ask those hard questions, like what can we actually remove from here? The goal is not to introduce yet another new system. Many a times, to be honest bash just gets the job done. [laugh].Personally, I'm okay with that as long as it's consistent and people, you know, are able to contribute to it and you have good practices in validating it, if it works, we should go for it rather than introducing yet another YAML [laugh] and some of that other aspects of doing that work. And that's what we encourage as well. That's how I think a lot of this starts connecting together in terms of, okay, now this is becoming a productivity group; they're focused on certain challenges where investing probably one person here may up-level a few other engineers who don't have to do that on a day-to-day basis. And I think that's one of the key items for, especially, folks who are running mid-sized companies to realize and start investing in these type of teams to really up-level, sort of, the rest of the engineering.Corey: You've been doing this for a fair while. If you were to go back and start over again on day one—which is always a terrifying question, on some level—what would you have done differently about building out this function as Pinterest continued to scale out?Micheal: Well, first, I must acknowledge that this was just not me, and there's, like, ton of people involved in helping make this happen.Corey: No, that's fair. We'll blame them for the missteps; that is—Micheal: [laugh].Corey: —just fine with me. I kid. I kid.Micheal: I think, definitely the nuances. If I look back, all the decisions that were made then at that point in time, there was a decision made to move to Phabricator, which was back then a great open-source code management system where with the current information at that point in time. And I'm not—I think it's very hard to always look back and say, “Oh, we could have chosen x at one point in time.” And I think in reality, that's how engineering organizations always evolve, that you have to make do with the information you have right now to make a decision that works for you over a couple of years.And I'll give you a small example of this. There was a time when Pinterest was actually on GitHub Enterprise—this was like circa 2013, I would say—and it really served as well for, like, five-plus years. Only then at certain point, we realized that it's hard to hire PHP engineers to support a tool like that, and we had to rethink what is the ROI and the investments we've made here? Can we ever map up or match back to one of the offerings in the industry today? And that's when you make decisions that, okay, at this point in time, it's clear that business continuity talks, you know, and it's hard to operate a system, which is, at this moment not supported, and then you make a call about making a shift or moving.And I think that's the key item. I don't think there's anything dramatically I would have changed since the start. Perhaps definitely investing a bit more individuals into the group and going from there. But that said, I'm really, sort of, at least proud of the fact that usually these teams are extremely lean and small, and they always have an outsized impact, especially when they're working with other engineers, other [opinionated 00:22:13] engineers for what it's worth.This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. 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Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: Most folks show up intending to do good today, and you make the best decision at the time with the context and constraints that you have, but my question I think is less around, “Well, what were the biggest mistakes you made?” But more to do with the idea of, based upon what you've learned and as you have shown—as you've shined light on these dark areas, as you have been exploring it, has anything jumped out at you that is, “Oh, yeah. Now, that I know—if I had known then what I know now, I would definitely have made this other decision.” Ideally, something that applies a little more globally than specific within Pinterest, just because the whole idea, aspirationally, is that people might learn something from our conversation. At least I will, if nothing else.Micheal: No, I think that's a great question. And I think the three things that jump to me, top of mind. I think technology is means to an end unless it gives you a competitive edge. And it's really hard to figure out at what point in time what technology and why we adopted it, it's going to make the biggest difference. Humans always tend to have a bias towards aligning towards where we want to go. So, that's the first one in my mind.The second one is, and we spoke about this last time, embrace your cloud provider as much as possible. You'd want to avoid taking on operational burden which is not going to add value to the business. If there is something you see your operating which can be offloaded—because your provider can, trust me, do a way better job than you or your team of few can ever do—embrace that as soon as possible. It's better that way because then it frees up your time to focus on the most important thing, which I've realized over time is—I really think teams like ours are actually—we're probably the most value as a glue to all the different experiences a software engineer would go through as part of their SDLC lifecycle.If we can simplify someone's life by giving them a clear view as to where their commit or the work is in this grand scheme of rolling out and giving them the right amount of data to take action when something goes wrong, trust me, they will love you for what you're doing because you're saving them ton of time. Many times, we don't realize that when we publish 11 different ways for you to go and check to just get your basic validation of work done. We tend to so much focus on the technological aspect of what the tool does, rather than the experience of it, and I've realized, if you can bridge the experience, especially for teams like ours, people really don't even need to know whether you're running Kubernetes or any of those solutions behind the scenes. And I think that's one of the biggest takeaways I have.Corey: I want to double down on something you said about the fact that you are not going to be able to run these services as effectively as your provider can. And relatively recently—in fact, since the first time we spoke—AWS has released a investment report in Virginia. And from 2011 through 2020, they have invested in building AWS data centers there, $35 billion. I promise almost no company that employs people listening to this that are not themselves a cloud provider is going to make that kind of investment in running these things themselves.Now, do cloud providers have sharp edges? Yes, absolutely. That is what my entire career is about, unfortunately. But you're not going to do a better job of running things more sustainably, more reliably, et cetera, et cetera. But there are other problems with this—and that's what I want to start exploring here—where in the olden days, when I ran things in data centers and they went down a lot more as a result, sometimes when there were outages, I would have the CEO of the company just standing there nervous worrying over my shoulder as I frantically typed to fix things.Spoiler: my typing accuracy did not improve by having someone looming over me. Now, when there's an outage that your cloud provider takes, in many cases the thing that you are doing to fix it is reloading the status page and waiting for an update because it is completely out of your hands. Is that something that you've had to encounter? Because you can push buttons and turn dials when things are broken and you control it, but in an AWS—or other cloud provider—outage, all you can really do is wait unless you have a DR plan that is large-scale and effective enough that you won't feel foolish or have wasted a huge amount of time and energy migrating off and then—because then it gets repaired in ten minutes. How do you approach that, from your perspective? I guess, the expectation management piece?Micheal: It's definitely I know something which keeps a lot of folks within infrastructure up at night because, like you just said, at times we can feel extremely powerless when we obviously don't have direct control—or visibility at times, as well—on what's happening. One of the things we have realized over time as part of running on our cloud provider for over a decade now, it forces us to rethink a bit on our priority workflows, what we want our Pinners to always have access to, what they need to see, what is not important or critical. Because it puts into perspective, even for the infrastructure teams, is to what is the most important thing we should always have it available and running, what is okay to be in a degraded state, until what time, right? So, it actually forces us to define SLOs and availability criteria within the team where we can broadcast that to the larger audience including the executives. So, none of this comes as a surprise at that point.I mean, it's not the answer, probably, you're looking for because is there's nothing we can do except set expectations clearly on what we can do and how when you think about the business when these things do happen. So, I know people may have I have a different view on this; I'm definitely curious to hear as well, but I know at Pinterest at least we have converged on our priority workflows. When something goes out, how do we jump in to provide a degraded experience? We have very clear run books to do that, and especially when it's a SEV 0, we do have clear processes in place on how often we need to update our entire company on where things are. And especially this is where your partnership with the cloud provider is going to be a big, big boon because you really want to know or have visibility, at the minimum some predictability on when things can get resolved, and how you want to work with them on some creative solutions. This is outside the DR strategy, obviously; you should still be focused on a DR strategy, but these are just simple things we've learned over time on how to just make it predictable for individuals within the company, so not everyone is freaking out.Corey: Yeah, from my perspective, I think the big things that I found that have worked, in my experience—mostly by getting them wrong the first time—is explain that someone else running the infrastructure when they take an outage; there's not much we can do. And no, it's not the sort of thing where picking up the phone and screaming at someone is going to help us, is the sort of thing that is best to communicate to executive stakeholders when things are running well, not in the middle of that incident.Then when things break, it's one of those, “Great, you're an exec. You know what your job is? Literally anything other than standing in the middle of the engineering floor, making everyone freak out even more. We'll have a discussion later about what the contributing factors were when you demand that we fire someone because of an outage. Then we're going to have a long and hard talk about what kind of culture you're trying to build here again?” But there are no perfect answers here.It's easy to sit here in the silver light of day with things working correctly and say, “Oh, yeah. This is how outages should be handled.” But then when it goes down, we're all basically an inch away at best from running around with our hair on fire, screaming, “Fix it, fix it, fix it, fix it, now.” And I am empathetic to that. There's a reason but I fix AWS bills for a living, and one of those big reasons is that it's a strictly business-hours problem and I don't have to run production infrastructure that faces anything that people care about, which is kind of amazing and freeing for someone who spent too many years on call.Micheal: Absolutely. And one of the things is that this is not only with the cloud provider, I think in today's nature of how our businesses are set up, there's probably tons of other APIs you are using or you're working with you may not be aware of. And we ended up finding that the hard way as well. There were a certain set of APIs or services we were using in the critical path which we were not aware of. When these outages happen, that's when you find that out.So, you're not only beholden to your provider at that point in time; you have to have those SLO expectations set with your other SaaS providers as well, other folks you're working with. Because I don't think that's going to change; it's probably only going to get complicated with all the different types of tools you're using. And then that's a trade-off you need to really think about. An example here is just like—you know, like I said, we moved in the past from GitHub to Phabricator—I didn't close the loop on that because we're moving back to GitHub right now [laugh] and that's one of the key projects I'm working with. Yeah, it's circle of life.But the thing is, we did a very strong evaluation here because we felt like, “Okay, there's a probability that GitHub can go down and that means people will be not productive for that couple of hours. What do we do then?” And we had to put a plan together to how we can mitigate that part and really build that confidence with the engineering teams, internally. And it's not the best solution out there; the other solution was just run our own, but how is that going to make any other difference because we do have libraries being pulled out of GitHub and so many other aspects of our systems which are unknowingly dependent on it anyways. So, you have to still mitigate those issues at some point in your entire SDLC process.So, that was just one example I shared, but it's not always on the cloud provider; I think there are just many aspects of—at least today how businesses are run, you're dependent; you have critical dependencies, probably, on some SaaS provider you haven't really vetted or evaluated. You will find out when they go down.Corey: So, I don't think I've told this story before, but before I started this place, I was doing a fair bit of consulting work for other companies. And I was doing a project at Pinterest years ago. And this was one of the best things I've ever experienced at a company site, let alone a client site, where I was there early in the morning, eight o'clock or so, so you know, engineers love to show up at the crack of 11:30. But so I was working a little early; it was great. And suddenly my SSH session that I was using to remote into something or other hung.And it's tap up, tap enter a couple of times, tap it a couple more. It was hung hard. “What's the—” and then someone gently taps me on the shoulder. So, I take the headphones off. It was someone from corporate IT was coming around saying, “Hey, there's a slight problem with our corporate firewall that we're fixing. Here's a MiFi device just for you that you can tether to get back online and get worked on until the firewall gets back.”And it was incredible, just the level of just being on top of things, and the focus on keeping the people who were building things and doing expensive engineering work that was awesome—and also me—productive during that time frame was just something I hadn't really seen before. It really made me think about the value of where do you remove bottlenecks from people getting their jobs done? It was—it remains one of the most impressive things I've seen.Micheal: That is great. And as you were telling me that I did look up our [laugh] internal system to see whether a user called Corey Quinn existed, and I should confirm this with you. I do see entries over here, a couple of commits, but this was 2015. Was that the time you were around, or is this before that even?Corey: That would have been around then, yes. I didn't start this place until late 2016.Micheal: I do see your commits, like, from 2015, and I—Corey: And they're probably terrible, I have no doubt. There's a reason I don't read code for a living anymore.Micheal: Okay, I do see a lot of GIFs—and I hope it's pronounced as GIF—okay, this is cool. We should definitely have a chat about this separately, Corey?Corey: Oh, yeah. “Would you explain this code?” “Absolutely not. I wrote it. Of course, I have no idea what it does. That's the rule. That's the way code always works.”Micheal: Oh, you are an honorary Pinterest engineer at this point, and you have—yes—contributed to our API service and a couple of Puppet profiles I see over here.Corey: Oh, yes—Micheal: [Amazing 00:36:11]. [laugh].Corey: You don't wind up thinking that's a risk factor that should be disclosed. I kid. I kid. It's, I made a joke about this when VMware acquired SaltStack and I did some analytics and found that 60 some odd lines of code I had written, way back when that were still in the current version of what was being shipped. And they thought, “Wait, is this actually a risk?”And no, I am making a joke. The joke is, is my code is bad. Fortunately, there are smart people around me who review these things. This is why code review is so important. But there was a lot to admire when I was there doing various things at Pinterest. It was a fun environment to work in, the level of professionalism was phenomenal, and I was just a big fan of a lot of the automation stuff.Phabricator was great. I love working with it, and, “Great, I'm going to use this to the next place I go.” And I did and then it was—I looked at what it took to get it up and running, and oh, yeah, I can see why GitHub is so popular these days. But it was neat. It was interesting seeing that type of environment up close.Micheal: That is great to hear. You know, this is what I enjoy, like, hearing some of these war stories. I am surprised; you seem to have committed way more than I've ever done in my [laugh] duration here at Pinterest. I do managing for a living, but then again—Corey, the good news is your code is still running on production. And we—Corey: Oh dear.Micheal: —haven't—[laugh]. We haven't removed or made any changes to it, so that's pretty amazing. And thank you for all your contributions.Corey: Oh, please, you don't have to thank me. I was paid, it was fine. That's the value of—Micheal: [laugh].Corey: —[work 00:37:38] for hire. It's kind of amazing. And the best part about consultants is, is when we're done with a project, we get the hell out everyone's happy about it.More happy when it's me that's leaving because of obvious personality-related reasons. But it was just an interesting company from start to finish. I remember one other time, I wound up opening a ticket about having a slight challenge with a flickering on my then Apple-branded display that everyone was using before they discontinued those. And I expected there to be, “Oh, okay. You're a consultant. Great. How did we not put you in the closet with a printer next to that thing, breathing the toner?” Like most consulting clients tend to do, and sure enough, three minutes later, I'm getting that tap on the shoulder again; they have a whole replacement monitor. “Can you go grab a cup of coffee? We'll run the cable for it. It'll just be about five minutes.” I started to feel actively bad about requesting things because I did a lot of consulting work for a lot of different companies, and not to be unkind, but treating consultants and contractors super well is not something that a lot of companies optimize for. I can't necessarily blame them for that. It just really stood out.Micheal: Yep, I do hope we are keeping up with that right now because I know our team definitely has a lot of consultants working with us as well. And it's always amazing to see; we do want to treat them as FTs. It doesn't even matter at that point because we're all individuals and we're trying to work towards common goals. Like you just said, I think I personally have learned a few items as well from some of these folks. Which is again, I think speaks to how we want to work and create a culture of, like, we're all engineers; we want to be solving problems together, and as you were doing it, we want to do it in such a way that it's still fun, and we're not having the restrictions of titles or roles and other pieces. But I think I digressed. It was really fun to see your commits though, I do want to track this at some point before we move completely over to GitHub, at least keep this as a record, for what it's worth.Corey: Yeah basically look at this graffiti in the codebase of, “A shit-poster was here,” and here I am. And that tends to be, on some level, the mark we live on the universe. What's always terrifying is looking at things I did 15 years ago in my first Linux admin job. Can I still ping the thing that I built there? Yes, I can. And how is that even possible? That should not have outlived me; honestly, it should never have seen the light of day in production, but here we are. And you never know how long that temporary kluge you put together is going to last.Micheal: You know, one of the things I was recalling, I was talking to someone in my team about this topic as well. We always talk about 10x engineers. I don't know what your thoughts are on that, but the fact that you just mentioned you built something; it still pings. And there's a bunch of things, in my mind, when you are writing code or you're working on some projects, the fact that it can outlast you and live on, I think that's a big, big contribution. And secondly, if your code can actually help up-level, like, ten other people, I think you've really made the mark of 10x engineer at that point.Corey: Yeah, the idea of the superhuman engineer is always been a strange and dangerous one. If for nothing else, from where I sit, excellence is inherently situational. Like we just talked about someone at Pinterest: is potentially going to be able to have that kind of impact specifically because—to my worldview—that there's enough process and things around there that empower them to succeed. Then if you were to take that engineer and drop them into a five-person startup where none of those things exist, they might very well flounder. It's why I'm always a little suspicious of this is a startup founded by engineers from Google or Facebook, or wherever it is.It's, yeah, and what aspects of that culture do you think are one-to-one matches with the small scrappy startup in the garage? Right, I predicting some challenges here. Excellence is always situational. An amazing employee at one company can get fired at a second one for lack of performance, and that does not mean that there's anything wrong with them and it does not mean that they are a fraud. It means that what they needed to be successful was present in one of those shops, but not the other.Micheal: This is so true. And I really appreciate you bringing this up because whenever we discuss any form of performance management, that is a—in my view personally—I think that's an incorrect term to be using. It is really at that point in time, either you have outlived the environment you are in, or the environment is going in a different direction where I think your current skill set probably could be best used in the environment where it's going to work. And I know it's very fuzzy at that point, but like you said, yes, excellence really means you don't want to tie it to the number of commits you have pushed out, or any specific aspect of your deliverables or how you work.Corey: There are no easy answers to any of these things, and it's always situational. It's why I think people are sometimes surprised when I will make comments about the general case of how things should be, then I talk to a specific environment where they do the exact opposite, and I don't yell at them for it. It's there—in a general sense, I have some guidance, but they are usually reasons things are the way they are, and I'm interested in hearing them out. Everything's situational, the worst consultant in the world is the one that shows up, has no idea what's going on, and then asked, “What moron set this up?” Invariably, two said, quote-unquote, “Moron.” And the engagement doesn't go super well from there. It's, “Okay, why is this the way that it is? What constraints shaped it? What was the context behind the problem you were trying to solve?” And, “Well, why didn't you use this AWS service?” “Because it didn't exist for another three years when we were building that thing,” is a—Micheal: Yes.Corey: —common answer.Micheal: Yes, you should definitely appreciate that of all the decisions that have been made in past. People tend to always forget why they were made. You're absolutely right; what worked back then will probably not work now, or vice versa, and it's always situational. So, I think I can go on about this for hours, but I think you hit that to the point, Corey.Corey: Yeah, I do my best. I want to thank you for taking another block of time out of your day to wind up talking with me about various aspects of what it takes to effectively achieve better levels of engineering productivity at large companies, with many teams, working on shared codebases. If people want to learn more about what you're up to, where can they find you?Micheal: I'm definitely on Twitter. So, please note that I'm spelled M-I-C-H-E-A-L on Twitter. So, you can definitely read on to my tweets there. But otherwise, you can always reach out to me on LinkedIn, too.Corey: Fantastic and we will, of course, include a link to that in the [show notes 00:44:02]. Thanks once again for your time. I appreciate it.Micheal: Thanks a lot, Corey.Corey: Micheal Benedict, head of engineering productivity at Pinterest. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a comment telling me that you work at Pinterest, have looked at the codebase, and would very much like a refund and an apology.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Beauty Marketing Simplified podcast
Episode 94 How to Maximize the Gift-Giving Holiday Season

Beauty Marketing Simplified podcast

Play Episode Listen Later Nov 15, 2021 26:39


What you will learn from this episode: Discover ideas to put your holiday promotion together without giving discounts. Find out what will get your audience to buy your services over other deals and do it quickly now. Learn about creative ways to think out of the box and be strategic in your action plans for the holiday specials. As you know, the holidays are around the corner, which means we are entering the most significant consumer spending season. Do you want to earn extra profits this 4th Quarter and holiday after holiday? Are you already prepared with your holiday promotion action plan? Or are you still stuck thinking of what to do and how to go about it? In today's episode, April shares a system that you can rinse and repeat in all the holiday specials you will have year after year without discounting your services or products. At this time of the year, when people's wallets are wide open and they're predisposed to splurge a bit more, you don't want to miss it. Therefore, it is critical that your beauty business is ready to seize the opportunity and that you have a sales system you can implement time after time. Topics Covered: 01:51 - How creating a holiday sales system will work for you repeatedly 02:57 - Statistics showing how sales are increasingly impacted yearly with Black Friday and Cyber Monday specials 04:35 - Maximizing people's peak spending time 07:16 - A strategy that has the highest conversion rate 09:06 - What you can do to achieve omnipresence on all platforms 09:35 - Converting cold vs. warm audiences 10:12 - Takeaway from April's personal story 14:23 - Creating urgency, scarcity, and an irresistible offer 15:05 - Segmenting your audience 17:05 - Ways you can build up anticipation and excitement 20:11 - Marketing and targeting strategies for different buyers 22:09 - Announcement for Early specials you won't want to miss Key Takeaways: "You need to have your landing page, at least the homepage optimized for mobile, meaning that the speed and loading time is quick. And your pictures are optimized and things like that because that's how people check out our business. They're on their phones. They're checking out what's happening." - April Meese "I've had students that have actually applied what I teach them and made an extra $5k to $10,000 in just that weekend, just from extra sales, because they got people to get off the fence. They had a little bit of urgency. And they had a little scarcity. And they had a deadline, and it moved people to take action. And that's what you want." - April Meese "Are you appealing to them to buy something for themselves? Or are you marketing it as a give a gift? Actually, I like a little bit of a combination of both, where you say, hey, buy a gift certificate, and I give you $25 gift certificates. Instead of giving a discount, you're giving a value add, and then you can use that $25 gift certificate for a friend. And you see how that's a win-win." - April Meese "A cold audience usually needs more social proof. They need to see more testimonials. And usually video testimonials are going to be super powerful here." - April Meese "Your warm audience, they already know you. They've seen some of your content. So this is going to be more before and after pictures. This is going to be probably like a catchy GIF, like an eye-catching animation." - April Meese Resource: Special Pricing on the Holiday Profit Maximizer Workshop https://www.aprilmeese.com/bf Be the first to know about our Black Friday specials by registering for our Early Bird here: https://www.aprilmeese.com/early Connect with April Meese: aprilmeese.com Email: support@aprilmeese.com LinkedIn Instagram Facebook

Balcony Chatter Podcast
Bruins Chatter w/Marina Maher

Balcony Chatter Podcast

Play Episode Listen Later Nov 12, 2021 51:04


This week we are joined by the one and only Marina Maher. Barstool blogger, master GIF maker, and Patrice Bergeron superfan. Marina joins us to talk about the Bruins play so far this season. Although it's early we got some good insight into how she thinks the team is doing and what the future might hold for this year. 

Bleav in Bravo! East Coast Housewives
Potomac Reunion Feels and Jen Shah Drama with Jenny Blaze

Bleav in Bravo! East Coast Housewives

Play Episode Listen Later Nov 10, 2021 67:04


Today I have entrepreneur, Jenny Blaze, joining me to discuss all of her Bravo obsessions. We get into my classic questions about her all star roster, analysis of the Potomac season, her feelings with Nicki Minaj making an appearance at the reunion, and of course, her kick ass tagline! Why do we both find Austen from Winter House/Southern Charm just 'meh'? Which franchise is Jenny's ultimate love? Tune in now to blaze it up with Jenny! Be sure to check out Jenny's Ultimate RHOP Giveaway with @sarakathleendesigns on her page linktr.ee/BravoAndBlaze Follow Jenny @bravoandblaze (IG and Twitter). Check her website www.bravoandblaze.com for her merch. Give her a shout! Get her merch @bravoandblazed Follow ME @bravoyinzer Follow us @bleavpodcasts and @bleavpopculture on the IG, honey! See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Cat in The Box - A Podcast On Remote Viewing
CITB 59 - The Same Card Game

Cat in The Box - A Podcast On Remote Viewing

Play Episode Listen Later Nov 7, 2021 125:43


On this episode of Cat In The Box we welcome our guest Andreas Lopez for his first Remote Viewing Experience plus we take a David Lynch transcendental meditation dive and explore what it has in common with remote viewing.   Email your results or comments to catintheboxpodcast@gmail.com or go to catinthebox.space to see previous results, Ep. GIF art,  remote viewing 101 or support the show.   Adam: CITB-59A  Jestin: CITB-59J   View target results        Music by Arcade High   Opening theme  Arcade High - Save State   Bumper Music Arcade High - One Year Ago Today   Closing Music Arcade High - Pixel Passion   Links David Lynch Transcendental Meditation Video   Cruzin With Steak Podcast Cryptid Con T-Shirt CITB T-Shirt  

Diz Runs Radio: Running, Life, & Everything In Between

You ask, I answer. It's an end of the month tradition around these parts, it's time once again for the Listener Q&A episode. This month, I'm taking Qs on casual dining restaurants, 50 State racing, race day strategy, and a whole lot more. Check out the blog post for a list of all the questions and my meme/GIF answers at http://DizRuns.com/991. Love the show? Check out the support page for ways you can help keep the Diz Runs Radio going strong! http://dizruns.com/support Become a Patron of the Show! Visit http://Patreon.com/DizRuns to find out how. Get Your Diz Runs Radio Swag! http://dizruns.com/magnet Subscribe to the Diz Runs Radio Find Me on an Apple Device http://dizruns.com/itunes Find Me on an Android http://dizruns.com/stitcher Find Me on SoundCloud http://dizruns.com/soundcloud Please Take the Diz Runs Radio Listener Survey http://dizruns.com/survey Win a Free 16-Week Training Plan Enter at http://dizruns.com/giveaway Join The Tribe If you'd like to stay up to date with everything going on in the Diz Runs world, become a member of the tribe! The tribe gets a weekly email where I share running tips and stories about running and/or things going on in my life. To get the emails, just sign up at http://dizruns.com/join-the-tribe The tribe also has an open group on Facebook, where tribe members can join each other to talk about running, life, and anything in between. Check out the group and join the tribe at https://www.facebook.com/groups/thedizrunstribe/

The Nathan Barry Show
053: Kimberly Brooks - Taking Intentional Breaks To Reignite Creativity

The Nathan Barry Show

Play Episode Listen Later Oct 25, 2021 66:51


Kimberly Brooks is a contemporary American artist and author. Kimberly integrates landscape, figuration and abstraction to address subjects of history, memory and identity. Her work has been exhibited and featured internationality.Kimberly received her bachelor's degree in literature from U.C. Berkeley, and was Valedictorian. She has taught art as a lecturer and adjunct faculty instructor, and was a featured speaker at TEDx Fullerton.In this episode, I talk with Kimberly about her work as an artist, author, and editor. We talk about how she uses ConvertKit to reach and grow her audience. We talk about what people can learn from fine art, and apply it to their newsletters. We also cover the path to becoming a successful creator, and much more.In this episode, you'll learn: The secret to achieving your breakthrough moment A job most creators should charge for, but rarely do What you should be doing instead of blogging Should you be posting on Instagram? Links & Resources Huffington Post ConvertKit Craft and Commerce Steve Jobs John Baldessari Adobe Photoshop Adobe Leonard Shlain Milton Glaser Macworld Walt Disney's Imagineering Warner Music Group Seth Godin Leonardo da Vinci Arianna Huffington Huffington Post: Fine Art Later Anderson Ranch Arts Center Otis College of Art and Design Kimberly Brooks's Links Find Kimberly on Instagram Kimberly's website Kimberly's Ted Talk Huffington Post article, “The Gap Logo, New Coke and the Legendary Walter Landor” Kimberly's book, The New Oil Painting Episode Transcript[00:00:00] Kimberly:The fundamental way to learn is, you imitate, assimilate, and then you can improvise with anything. You're going to be thwarted in the beginning many times, and you can't give up. You have to say, “Okay, well, I don't care if it sucks. I don't care if I'm going to fail. If I'm gonna fail, I'm gonna fail big. Let's just go on.”[00:00:29] Nathan:In this episode I talk to Kimberly Brooks. She is a fine artist. So, painting, she has all of her art in galleries, that whole world, which is super fascinating to me. She also plays in the creative world. Newsletters, podcasts, and interviews.She built the whole art editorial section of the Huffington Post. She built that to millions of readers. She's done all kinds of things in the design community from the early days. So, we riff on that; Mad Men-style ad agencies in the ‘80s and ‘90s. Some great stuff.Then she brings it all the way through to talking about what she does with ConvertKit. How she sets up her sequences, and everything else, and things that people can learn from fine art, and apply to their email newsletters and sequences.So, it's a fun episode. We have to do a part two, because we filled up all the time we had, and I think I only got through half my questions.So, anyway, I'm going to get out of the way and dive in. So, here we go.Kimberly, welcome to the show.[00:01:37] Kimberly:Thank you for having me, Nathan.[00:01:39] Nathan:There's so many things I to talk about, because you come to the creator world from a different perspective than I do, though we both share a love for Photoshop.[00:01:50] Kimberly:Oh, yeah.[00:01:51] Nathan:We'll start with where we met. It was at Craft and Commerce, some number of years ago.I can't even think. Three years ago? Four?[00:02:01] Kimberly:I think it was three years ago, and it was such a random whim. I don't even know how I ended up finding it. I fell in rabbit hole. And then I came upon ConvertKit.I was actively looking for a better way to send art show announcements. Because I'm a painter, I'm an artist.I just felt after my previous experiences, I knew how important having a subscriber-based service was. I don't want to get too nerdy, but I didn't really like the competitor who shall remain unnamed. But, I found you guys, and I started getting the advertisement for the conference, and it was in Boise, Idaho.And so I thought, I'll just go. It was like a Ted conference for really creative nerdy people like me, but it was exactly what I was wanting. It was about marketing, which is really such a weird word because it's really about sharing, and I loved the title.I loved everything about it. I met some of the people that I'm really, really close with now. Then the next year it was canceled because of the pandemic, but it was amazing, and I met you, actually.[00:03:28] Nathan:And, and we had a really fun conversation. one thing that I want to talk about, for you is the intersection between fine art, right. And painting and that world. And then now you're also in this world of being a writer and a creator in the sense, right. You you've been a writer and creative for a long time, but, but it's, it's like a different world of the selling things to your audience.And. Earning money directly in that way. And so I want, like, I want to hear that as you like weave in and out of these two worlds and then just your experience there.[00:04:02] Kimberly:Yeah, it's interesting. I, when I was in elementary school, we had a really competitive game of tetherball constantly going on on the playground. And it was just sort of that pole with a ball attached to a rope we would, people would line up and we would get it, and it was, see how many times, and it was just sort of like, it was very intense and I always felt like being an artist.Being an art to me was it was the pole, you know? So like my pole is art is making art and everything about what I do. I write about it. I interview people about it. I interview other artists about their work. I make paintings 90% of the time in my studio. Like, it's all about art, you know? So that's like the beginning.So I do see myself sashaying between different worlds. And I think everybody kind of does that. And then as the bicycle of technology was being built to use kind of like a vague reference to like Steve jobs is, you know, what happens if you put a man on a bicycle and you know, like how fast can he, as the bicycle was kind of entering our world, I thought, what if you kind of mixed art with the bicycle?You know, what, what happens if you, you know, Make an artist's website. So I was like one of the first people I knew that made an artist's website. And I remember, it was, I had, was having lunch with my mentor. Who's, the late John Baldessari. He was a great, great, great artist. And, he's famous for, you know, he burned all this stuff and graduate school and then became a conceptual painter, you know, very, you know, Howard work in, you know, conceptual anyway.So I brought my laptop to this Mexican restaurant in Venice, and I said, I wanted to show you something. I made a website and our studios were really near each other. And he said, Oh, I, I don't know if I would do that. If I were you, I was like, why not? He said, because you're, you'll piss off the dealers, the galleries, the galleries, you shouldn't be selling directly.It's going to take away from what their job is. You know, when you hang a show and you have art in the gallery, the gallery is selling the artist and it's their job, you know, and artists are supposed to be kind of this, you know, semi mute, black turtleneck wearing, you know, mysterious, mystical ShawMan goddess.I call it goddess on the hill. Like you're not supposed to really get in the way of what your artists about. And so I thought, oh gosh, you know, this is, and I had put the paintings for a show was about to have. And so I started making, so my postcard for that show had the name of the show and it had the name of the website, cause no galleries had website.Then this is in like the two thousands, you know, this is a long time ago. And I remember meeting people when I handed them a postcard. If like I felt comfortable with them, I would like secretly write a password so that they could see the website,[00:07:20] Nathan:Oh was you were, you had the website, but it was[00:07:24] Kimberly:Yeah. So I password protected it. I password protected it because John Baldessari told me that it's probably not a good idea to have a website.This is again, no artists ad website.[00:07:35] Nathan:How did the galleries and the community[00:07:37] Kimberly:The galleries didn't have websites either. And the galleries, I remember. They started it. Like some of them had websites, but it was super janky. It was like sometimes most of the time they did an, and it was just sort of this mysterious world that 99.9, nine, 9% of the public didn't understand.Doesn't understand it's better now. And you'd have to be walking down the street or you'd have to know somebody who knows somebody, you know, it's, it was just a different world then.[00:08:08] Nathan:But did any of those negative things come about? Like, did anyone look down on you on it for having a website and for[00:08:14] Kimberly:No, no, no. Eventually I just said, screw it. And I took the password off.And, interestingly, I don't want to date myself, but I think I already have, but the at the time flash was very. sexy. And it was like, and so artists would have, if they did have website, firstly, they would be horribly designed and they would have like a flash animation of a curtain opening and a door.And it was very like CD rom mentality. Like, you know, it was pre-internet thinking, you know, anyway, like I said, the big nerd here.[00:08:48] Nathan:Flash was big until 2000, like the iPhone 2007.[00:08:52] Kimberly:Until Steve jobs killed it, just took a knife. He took a sword and he just, during a keynote, just, you know,[00:09:01] Nathan:Yeah. Oh, and the two biggest reasons were, that the bandwidth of the phones couldn't handle it. And then also the battery life on the phones couldn't handle it.[00:09:10] Kimberly:Wasn't there another reason there was another technical reason that had to do with plays well with others. I can't remember exactly what it was,[00:09:20] Nathan:Yeah. I mean, it was a restricted technology. Like it was owned Macromedia. And so probably that apple was trying to do to get to play. And Adobe was playing hardball and apple was probably like, okay,[00:09:31] Kimberly:Yeah,[00:09:32] Nathan:You know, we'll play this[00:09:33] Kimberly:Yeah. It was, was, it was, it was just the evolution of, you know, of Photoshop and Adobe products. And so I grew up with Adobe. I learned I was an early adopter, always, you know, I just sort of like analogy. Yeah.[00:09:49] Nathan:I want to dive into all kinds of things. I want to talk about, more in the financial world and the business of that and everything else. But back and maybe start earlier in your career.[00:10:01] Kimberly:Than elementary school.[00:10:04] Nathan:I guess we didn't go to elementary school a little bit after elementary school. What what did the early days of your career look like[00:10:12] Kimberly:I was a, you know, I'm a first, or I guess I'm a second generation American, so, and I'm Jewish. So of course I was supposed to be a doctor. So my, we used to get, you can be anything you want just as long as you're a surgeon first. So I got the makings of a woman's surgeon and, you know, it was just like, as a book that was a book that I received many times in my middle school years.And then, you know, it was like, that's great, you're so talented. But you know, you really, you know, after you get out of medical school, you can, it was just sort of what you did in my family. And, and my father he was a well-known surgeon and he became an, I don't want to say artist. He became a writer, so he's a well-known writer.And he started writing. So he kind of became an artist before my eyes, you know, so as I was getting out, as I was graduating college, he published his first bestselling. That was just, and I would like sit at the book, you know, when he gave a lecture at an art gallery, because it was called art and physics.His name is Leonard Shlain so I would like sell, watch him, sell the books, you know, like give a lecture and then I would check out and I would get, take people's cash and then give them a book, you know, at the end of the lecture. And he used to tell me, he used to say, honey, you have to be shameless.You have to be willing to just talk in front of four people. It doesn't matter. You just need to do it. If it's just, it was just a big, it did. It made an imprint on me because I was watching him grow out of his own discomfort zone, which I still struggle with of talking to people like instead of through your paintings or, you know, talking to an audience saying being on video, it took me six months to figure out how to be on video, but I'm getting ahead of it.So you asked me like my CR about my career. So I was an English major. I went to an English, major architecture, minor at UC Berkeley. And at the time that I was graduating, painting was considered dead. And I know that that for artists today, they don't quite appreciate that. But after abstract expressionism, there was sort of this mood in the art world that everything had been done and like, forget about figuration was the last thing people wanted to see, you know, and I wanted to paint people.So I just figured, okay, I'm going to just do that on my own, but I'm going to, I love reading. I love writing. So I became an English major and I was valedictorian of, of the UC Berkeley English department. And so my first job, I wanted to combine my love for art and literature. So my first job was.Design. So my, so I, was mentored by a gentleman named Walter Lander, who is the founder of landlord associates. And he was sort of the west coast, Milton Glaser, Milton Glaser from a design point of view, like he was, he just recently passed in the last five or so years, but he like did the, I love New York, you know, like he's this famous, famous graphic designer because the field of graphic design is, is relatively new.It's relatively, it's like a century old, you know, like th the serious field of it. And Walter was a pioneer in it. And he did, you know, my first job was like working cause I, cause I minored in architecture was, helping design the shell oil, gas station, you know,So I was doing like architecture design, and then he asked me to write speeches.And so they had, their company was kind of designed like a brain. So they had like a language division and they had like the design division, like they did the loose soon milk and they were so famous then such leaders. They had 1800 people in offices all over the world and it was like a big deal. And they had an office on a ferry boat.So that was my first job out of college. I was a speech writer for Walter and I was in the, I was in the word department. Like I think I designed, I helped name, a cigarette, you know, like was just a weird, but it was fascinating, you know? And it was meeting fascinating people. The grateful dead would like come over on the boat after it was, it was, it was a wild time at, in San Francisco in the late eighties, early nineties.Totally wild. So, So I was like, so all the designers are starting to learn Photoshop. So there was this thing called Photoshop because they were doing everything by hand, you know? And then I was like, oh, so I got Photoshop 1.0, you know, and then I had th there was no layers. So you had to do everything in alpha channels.And it's interesting just to be a big nerd. Cause you're a designer too, right? I mean that's yeah. Yeah. So if you can try to imagine there was Photoshop without layers, it meant that you had to do everything inside the masking tool that's built in that nobody really uses or knows about now called alpha channels.So I had to create everything using masks, but it was very oddly more similar to what you did with your Exacto knife and ruler, know, I still think one of the biggest, the saddest things about Photoshop. I mean, I think everybody should know it, but it has some feature bloat, but I think it kind of buries the power of alpha channels.And I think that if people knew how to use it, it would like, it's like a little thing to know that would hugely leap them out of the more artificial aspects of doing those filters on things.[00:16:00] Nathan:Right.[00:16:01] Kimberly:Anyway, like I you have to be careful with me because I can go into real. I can crawl real deep into these nerdy things.But anyway,[00:16:08] Nathan:Are there other things from those early days of, of the graphic design art agency, like that kind of world, that you still take with you today[00:16:19] Kimberly:Thousands of Gillian percent. One of them is the four DS that every project is discover, design develop, deploy. And I know I lost that. I also saw that, like, if you could name it, you could charge it.[00:16:32] Nathan:Is there a story behind that? If you could name it, you could charge for it.[00:16:35] Kimberly:You know, you'd see these hundreds of thousands of million dollar contracts going out to these major people. And I used to have to help write the proposals and I would see how they would divide they'd phase out, like a lot of designers. Again, I don't, I hope we're so not too off topic, but a lot of designers will not charge for discovery.You know what I mean? Because they haven't named it. They didn't name it They'd Just be like, oh, let me Research all about your company. And then you're going to pay me to give you some designs, and then I'll give you the designs and then hopefully they're smarter. Anyway, like I said, big, big topic.[00:17:10] Nathan:Yeah. But think there are a lot of people listening who are in the either freelance or agency space and they, provide services to newsletters or creators or they're growing their own on the side. And I think it's a really important point that, if you're if you're structuring your proposals and all your interactions with clients around the deliverable, then you're failing to talk about a substantial portion of the work And probably the part of the work that differentiates you from the other freelancers who are just like, oh, you need a logo. And they dive like right into Photoshop or whatever tool. Whereas if you're good at what you do, you're probably taking a step back and looking at the whole landscape and spending probably more than half of your time in that Research discovery and learning stage rather than the deliverable stage.[00:17:56] Kimberly:It's actually the most important time intensive stage of any project. And so not just design. I mean, I think you saw my Ted talk, the creative process in eight stages. And I think I talked about how as an artist, I don't want to give anybody whiplash, but like you, as an artist, you have, a period of time where it's like a rest in music where you don't, you're not making work.It doesn't look like you're doing anything on the outside, but that's the most important part. And it's when. Gathering, but you're doing it in a subconscious, like in many different ways when I'm, when I'm making a painting, I'm having to listen a lot, you know, you have to listen and look and just inhale before you can exhale.So anyway, that, but I mean, we could, I think, I think we could do a whole hour on Landour. Cause that was just a, such an interesting, you know? And, and I was actually, I was actually there, I dunno. Well, you're, you probably weren't born, but there was a, Coke released a new design and they, they, and Landour was the leader of this new design.And I was like in the boardroom, in my. In pantyhose. Cause that's what we that's what, like you had aware that it was very far, it was like mad men. It was like mad men where like everybody smoked and the women were gorgeous and the men would like have these glass offices on the side of the boat. And they would like go in and light up a cigarette and call London, you know, like they were like, or Japan and, and they had, it was just extreme, chic, crazy environment, very male dominated.And I was like, I'll often the lone woman in a room, you know, but anyway, that's a separate side conversation and they were introducing the new Coke and it was a flop. It was like, it was like, there was a backlash against the new design because it had like big fat. It was like, whereas the old Coke kind of has that Victorian, which they still use now that, that very Sarah fee or Nate almost like your create above your head, but more, you know, whereas.Where the new version they were doing was super kind of chunky. It was like new Coke, you know, anyway. But, it was a wild experience. I wrote an essay about it and I'll, I'll give it to you if you, if[00:20:35] Nathan:Yeah, we'll put it the Shona[00:20:36] Kimberly:Yeah,[00:20:38] Nathan:On time on that.[00:20:39] Kimberly:Yeah, no, the whole, here's the thing. I wanted to be an artist, and a lot of times I believe a lot of, and I believe there's a lot of people who have an artist inside them and a lot of times they will, work in a field that brings them near art decisions to make themselves feel better.That they're not being an actual artist. And I was one of those people.[00:21:08] Nathan:Okay. So how did that play out for you of your you're close to the design and that sort of[00:21:14] Kimberly:I was like, yeah, it was, I couldn't be closer. I was like, I was like in, I was behind the curtain of Oz doing the, with the, with the best people and everything. Again, this is so long ago, but, but I felt like technology at the time, again, Photoshop was just starting. There was no whatever. I was like, you know, I needed, I need a break.I need to like push the table over. So I quit. I moved to Paris to paint for a year. I played piano in bars at night. That was like a whole other wild. We could do a whole show on that, but, you know, then I was like, well, I can't, I'm not going to be able to make a living doing this. Like I was painting, I was sitting at the sore bone and I was like, I had this little gig in this bar, but it was a couple of Franks and I wasn't legal in Paris.And I just had this big because of my literature background I have does such a, you know, I love you. I was so somewhat of afraid.[00:22:11] Nathan:So how old were you when you[00:22:14] Kimberly:I was in my early twenties.[00:22:16] Nathan:Okay. When you, quit and said it's time to do painting.[00:22:20] Kimberly:Yeah. I was like, it wasn't a straight line. And that's another thing. Like most artists don't like some artists grow up and everybody goes, oh, you're so talented.Which by the way, like hate that expression. I must like tell people, like don't ever tell people they're talented. Say you have great raw material, you know, just say, you know, just like great mom material, but like, you have to like do it for eight hours a day in order to like express something. Great. And then, then we'll talk about talent, but in any case, so some people have parents that say, you're honey, you're so talented.I want to send you to art school. I want to spend a couple hundred grand and I'm going to send you to art school. Undergrad, let's say a good, let's say a typical artist, a college education is this amount. And then I want you to get an MFA from Yale or the best school and have that checked off. And then I want you to go get in galleries and be an artist there's 0.01% of artists have that route.They have parents that say, we support this. This is good. This is a good plan. I would say that's like a very rarefied small group. Cause you have to have, well, there's so many things that need to happen in order to have that setup. Most people, most artists, even artists that I know, like one of my good friends Enrique he was a PA getting his PhD in physics read my dad's book, art and physics and decided he wanted to be a painter[00:23:49] Nathan:Okay,[00:23:50] Kimberly:So like, there's a whole bunch of artists that were doctors that were lawyer, you know, that, that, that they, they were catching the train of you know, the I'm a good student, I'm a diligent worker and they, they, you get routed onto a track and then you're on that track. And then suddenly you wake up at at 30 or whatever, and you say, you know, I'm here and I'm super successful, but this isn't necessarily really how I want to be spending my time.You know? I mean, th this is the conversation, right? You know, how do you, how do you decide and what you can want changes in your life? You know, but if you know what you're pull, the tether poll is like, if you know what, your deep inner core desires. are And, you know, and you, you have, you're remotely in touch with that and you, you need to go, you need to go towards that light.You need to go towards that center then everything will radiate out from you afterwards.[00:24:58] Nathan:Was there a catalyst that pushed you, you know, you were thinking about it, you're feeling this, but what was the thing that made you go like, all right, I'm[00:25:06] Kimberly:Well, okay. Like I said, we don't have enough time to get into all of this, but there were, I made three huge dramatic, you know what? I don't know. Maybe it's a Monty Python movie, I don't know. But like when you push the table over and you throw all the plates and you break everything, like you just come, it's not a reboot, it's way more violent than that.Just kind of like you take the tablecloth out and you just say I'm out of here. You know, I think I did that three times before I got closer to. You know what it is. And one of them was moving to LA after moving to Paris, I moved to New York and then, then I moved to LA and I was like, okay, this time is going to be it I'm being artist.Like, and you know, it's a couple of years later, it's after Paris. Like, you know, cause you have to get, you have to, I had to make money. You know, I had to make a, I had to have a job. And so I had to kind of like do, do design work and stuff like that. So when I moved to LA, my first, I went to a Mac conference, like it was like 60 booths.It was so small, like Mac was seen a teeny little thing and, and Microsoft was the big thing windows and,[00:26:18] Nathan:Yeah.[00:26:19] Kimberly:And I made a business cards and I said, it said artist. And then when I, I walked, went to this conference and I was practically like often the only woman, you know, and I would say, yeah, I'm an artist.And I know. And so the first job I got was making the first CD rom for apple computer that they said distributed to every single apple. So they distributed over 2 million copies worldwide, and my name was on it. And that kind of, that was a huge breakthrough because suddenly I was being offered insane jobs.And next thing you know, I was anyway, like, I don't want to dwell on this because we haven't talked about newsletters yet.[00:27:01] Nathan:That is okay. that is okay. So you just made a leap from, I went to this conference to,[00:27:08] Kimberly:Yeah, by the way speaking, we started with going to a conference.Yeah.[00:27:12] Nathan:A big deal. We are we talking about that as well, but this leap from going to the conference to your work, being on the CD,[00:27:19] Kimberly:Well, so they were, it was like, again, I was on the bleeding edge. I could not explain to my father Who would come down and visit me. In the warehouse. I, it was, it was an artist and a coder who, but they had both met in art school and they brought me on to be the creative director.And it was like, it was almost no money at first. And then it became like a bigger thing and apple, the more that apple saw it, the more they were like, wow, this is really good. so then the next conference I went to was in San Francisco was Macworld and my art was everywhere, everywhere, and I got job offers from Imagineering. They wanted me to design why the Disney, they wanted to be the head. Of Warner music was doing a new interactive division and digital don't digital.I can't remember the names, but it was very, it was a very heady time. It was very, it was very fun. I felt like, wow, I found this place that has it's the intersection of art design, narrative and technology. And it was exactly where I want it to be. And that was just, that was sort of, and I set up an easel in my office, I had a lot of people working for me and it was just, it got very, it got very fancy, you know, and I, and I took a lot of, I took a lot of like what I knew at Landour to attach in this before email this before the internet.[00:28:45] Nathan:You're talking early nineties at this point,[00:28:48] Kimberly:Yeah. Like you no, like a mid yeah. Mid nineties, you know, 96, maybe. So, yeah. So I took a lot of my, knowledge that I gleaned from working at land or like the discover design develop, deploy to whip these engineers and designers into shape, you know? And anyway, I was still stalking what I really wanted to do, you know?[00:29:10] Nathan:Okay. So tell me more about the difference between what you wanted to do and what you were doing, because you just described your art being on everything.[00:29:17] Kimberly:No, no, no, actually, honestly, honestly like I would listen to like Liz fairs, exile in Guyville, as I drove downtown by the toy factory in downtown Los Angeles back and forth, like every day, like at these, I was a big album listener.And when I was designing, I would listen to full albums and I was just like, wow, this is it. I am so excited and energized and everything. then I started studying painting again. So I started so like I had taken a hiatus. And then I got into the, Otis, which is the art school here, You know, when you get professional, when you become a professional in anything, even being an artist, there's a, single-minded rigor focus and clarity. one brings their whole self to what they're doing, you know? And if you know that if If you've been successful in anything else or anything like that, you can, if you bring that to your art, there's literally nothing that can stop.You. You become a wire cutter. It's like, you're going to munch through like, I, you know, really understanding, painting in the deepest way possible. Like I was thinking if I can understand alpha channels, I can figure out how to tone a canvas. You know, just like I just, because painting is a technology, honestly.I took everything in my being to it. And that was like a third moment. Like that was like another moment I skipped some moments, but there was like where I was knocking at the door, knocking at the door. And then I knew that in my art would become the, that I had when I started painting in full force.Like not just having it in my office, but saying this is what I'm going to do. And I'm going to do it as so ferociously, like stand back, everybody, nothing is going to get in my way.[00:31:13] Nathan:So you were painting, I mean, you had is this like painting a few hours a week, a few hours a day, and then you dove into doing that, just like.[00:31:22] Kimberly:This is like 40 hours. I mean, I basically gave myself an assignment and my assignment was I was going to paint a hundred new. Because that's the hardest thing to do as a body. Cause you have to deal with the translucency of skin. And I could literally talk about painting all day, but you have to deal with light form and shadow and thinking in three dimensions and it creates it's.I don't want to knock marketing and technology and the stuff that you do, but painting is that most people do, but painting is a true, like you have to really, it's a very intellectual as well as mindful and spiritual, but it's a very, it's a very deep, deep, deep way to approach the world. And when you become a painter or you actually like listen to the little voice inside you that says that they want to learn this.It's a skill, it's a skill. And when you do that, your brain expands and your world expands and you see things differently. So it's a very transformative thing and it takes years. It takes years and years. So my assignment was I'm going to paint a hundred nudes and, and if I have like 10 good ones, I can have a show.[00:32:41] Nathan:So I want to tie that to maybe the experience that other creators listening would have, or anyone who's on the fence about getting started. Right. It might not be painting that they're trying to do, but they've had these fits and starts of like, I'm going to, learn to code, start a podcast, start a newsletter, any of these things, you know, learning to play an instrument, whatever it is.And then like start and it goes, maybe it goes well for a week or a month, or like what, what advice would you[00:33:11] Kimberly:Isn't there, isn't there like a guru isn't there like a guru in the subject that calls it, the. Who's that guy. Do you know what I'm talking about? Yeah. Somebody told me that, cause I was saying this to somebody and they were like, oh yeah, that's somebody's Seth, Godin's the dip. But yes. You know, when I was younger and all through all through my, you know, middle school and high school and college, I played piano quite seriously.I was a classical pianist and whenever I would learn a difficult piece, I would play it over and over and over again. And I would have to, like, I would start to suck. I would get better, but then I would start to suck and I'd have to walk away and then come back at it the next day before I would be able to play it perfectly.Like, I mean, you know,[00:34:01] Nathan:Yeah.[00:34:04] Kimberly:Learning an instrument actually teaches you this better than anything, because if you make a painting at first and it sucks, you can be easily thwarted, like a, you know, a drawing or whatever. But, but in order to like worry the bone of like how to get that legato, right. And that Greek piano concerto or something like you got to just sort of do it again and again, and again and again, you know, like it's, the fundamental way to learn is you, you imitate, assimilate, and then you can improvise.So you have to like, you play these pieces. And so with anything, you're going to be thwarted in the beginning many times and you can't give up, you have to say, okay, well, I don't care if it even sucks. I don't care if I'm going to fail. If I'm gonna fail, I'm gonna fail big. Like I'm[00:34:52] Nathan:Right[00:34:52] Kimberly:Go all out.Let's just go on.[00:34:54] Nathan:But that specific assignment that you gave yourself of painting 100 nudes, do you think that an assignment like that is a good way to go as a creator of saying this is the commitment that I'm going to make, I'm going to get to a hundred podcast episodes or I'm going to, I don't know, write a hundred blog posts, and then I can decide if this is something I actually want to pursue.[00:35:13] Kimberly:Absolutely. I think that when you make a commitment like that, to devote your energy into building a body of work of any kind in any media, you, your life will change everything. You are going to gain skills that involve every facet of that media. So like, if you're a podcaster and let's say you record in iMovie you're going to learn iMovie or whatever they, whatever they edit podcasts.In And, and I think if, you know, if Leonardo DaVinci were alive today, trusts me. He would know Photoshop He would know he would be all over this stuff, you know, he would love, he would love it in this nether world space, because there's, I'm, I'm going off topic a little bit because there's a little bit of a prejudice in the art world where people were thinking they were resisting the newer technological versions of artwork.But back to process, what you were saying is that if you do something in a committed way and you basically measure it and say, I'm going to do it until I get to this point, I think a hundred might be excessive, but you're going to get the hang of it.[00:36:28] Nathan:Yeah[00:36:28] Kimberly:I mean, I haven't mixed feelings though, about blogging cause I started a blog again, when I was, really getting into.Consuming. I mean, consuming isn't the right word. When I was throwing my entire body into the art world, one of the things that I did to expand my own knowledge was to write about other artists. And I think that's also something that's super unspoken, especially in the art world, because a lot of artists are just saying Me me me I want attention.I want to get people to focus on my show and my work, and I want a gallery and I want this and that. And I think one of the most important, aspects of breaking through to any next level of anything is generosity. Generosity of your attention to other people who are doing the same thing. And that for me, that general, I mean, I didn't think of this.This is red, this is a in retrospect, but at the time when I look back on it, I was airlifting artists that nobody had heard of and writing about them along with other big art, you know? And so I had a successful weekly column where I was keeping a blog again, this was before social media and that's how, and then the Huffington post came along and then I started publishing it, the, having a post.And that's how I said, I was asked by Arianna Huffington to be the, to found an art section. And so I was like, I was perfectly positioned because I was, I was a big nerd. I had had these other experiences. I was a full-on painter. I was having shows galleries the whole thing. And then she was building this incredible Site to celebrate bloggers. And I was one of the bloggers So I had to build an audience from zero to 10 million people within two years. I didn't have to that's what happened.[00:38:26] Nathan:Right.I have so many things that I want to ask about in this, one thing that I want to highlight that you talked about is as you're doing the painting, there's the side of it, of, Research where you're researching other painters, learning from them and all that. Most people keep that Research to themselves, right?That is not a public thing that happens. And I think a lot of the most successful creators that I see are the ones who do that recent. And, and share their notes and share that and work in public and do the interviews and all of that that you were doing. because it does a couple things. One people follow you, not only for your own work, but then also for your notes on other people.And then too, it's incredible for meeting people. Like when you do a profile, either if they're a, say an upcoming artist or someone who's established either way, they're going to be like, when you, you know, when you send them an email, they'll like respond and be interested and engaged. And, you know, I mean, that's a reason that I do this podcast is so that I can meet and hang out with people that I want to more aboutIt's amazing for network.[00:39:30] Kimberly:Yes. I think you're exactly spot on. This is no different than what I did with artists, this, except for I wasn't involving video, I was writing about it and interviewing them. You're right. You're absolutely right. I also think that you can get too carried away with that though. Like you have to be careful, you have to make sure that you're, you know, I can become easily like Clydesdale the horse.I'm like, well, that's another month and I have to do another,[00:39:57] Nathan:It becomes more important than the art, which was the[00:40:00] Kimberly:Well, yeah,[00:40:01] Nathan:It feels more time than[00:40:02] Kimberly:Yeah, yeah. Like, so eventually I had to leave, because it was just sort of eclipsing. It became so much bigger than everything else I was doing that I had to like go, okay, this isn't, you know, I've got a show coming up. I can't devote all this time and energy. And then of course, social media kind of made it all really different.[00:40:24] Nathan:Like in what way?[00:40:25] Kimberly:Well, because not only we could, you know, writing a really thoughtful piece about an artist and looking at their work and, you know, relating it with art history. And I also found that if I could relate it to like a contemporary event, like there was this one painter who painted battle scenes and we were just going to war with Iraq, I think, anyway, we were going to war somewhere.You know, it was a horrible time, but like, I would talk about going, you know, this contemporary news event. And I would link it with the artist who was painting these battle scenes. And then seeing that it went, go.[00:41:04] Nathan:Right.[00:41:04] Kimberly:Was another, that was another big learning lesson is like, if you put a number in a headline, like 10 things, you, you should tell, you know, 10 rules for your kids and screens, you know, then people would read that more.So I could see the analytics of what people clicked on. You know, that was like a interesting learning experience. But when social media happened, then suddenly you also had to tweet it. You had to post it on Facebook and then you had to tweet about it and then it just got to be social media. here's my take, if I could just say one thing, because I want to get it out there.I think social media is great for first impressions so that when people see you for the first time they're going to go that person's like a real artist or they're a real whatever, and they're legit. And they don't just have like three things that they've said about the subject. They've actually like, I trust that they've done some deep things.Like me painting a hundred nudes, you know, like this person knows how to paint.So I think social media, it's just so easy to get carried away. I hope one day it goes away. Is that terrible to say? I think emails should be everything. It should just go away.[00:42:14] Nathan:I don't think it's terrible to say at all. You have something in your Ted talk. you talked about like the compulsion to paint being taken away by your smartphone and these distractions, And I'd love for you to talk about that because I think there's so many things of like, if I'm on Twitter or checking my email, or even interacting with the ConvertKit team 2,700 times a day, you know, it makes it so much harder as a creator.And so I like, I just want to hear more of your experience there.[00:42:45] Kimberly:Well, I mean, in order to even get into my zone mentally to paint, I have to like have at least 90 minutes where I haven't spoken with anybody. Like I just need to kind of like clear it. Like I need to, I mean, I can be in it and I've got all these, you know, because people everybody's different. Some people like beginnings, some people like middles, other people's like ends.So you have to get in touch with which person you are, you know? So I, I love middles and beginning. I actually like all of them, but like, I'm better at certain things. So whenever I go into the studio, I have to start in paintings that are in the middle, that many going on at once. so you have to get in touch with like what time of day you're best at.And I always begin things at the end of the day when I'm already like nice and a well-oiled machine, well-oiled creating Machine.I never begin things in the morning. I always begin. at the end of the day, I never begin paintings in the morning. I was beginning, you know, I mean, I, I'm not, I know I'm not answering your question.Your question is, compartmentalizing your time to protect it away from social media. I teach a master class and I teach a Masterclass with artists who are building their first body of work, or they, they want to build a body of work in the masterclass.I make them take an oath an Instagram oath Instagram is it's so draining psychologically, emotionally, mentally, and the effort that you put into it that you really have to like commit and, and, and artists feel pressure to post their progress and post once a day and stuff like that.And the truth is, that algorithm, the algorithm is so fraught right now because you really only see the last 20 people that you liked more often than not. And you're not, it it's just, it's not healthy. It's not healthy for a visual artist Because you'll be on it. You check it like a diabetic checking their insulin level.It's just like, oh, did it get enough? Likes all that. It's like, Ugh. So I use, later to post once a week because I don't really want to deal with it. So I'll do like four months at a time. But if like I have a museum show opening up on Saturday, so I have to make a post this week. And so that that's like in my brain, oh God, I got to make a post this week.And when my book was coming out, like that's a whole other topic about promote, you know, how to tell people and that a book is coming out. yeah. So I just kind of look at it like, you know, kind of like a creative sinkhole,[00:45:15] Nathan:Yeah. And so it[00:45:15] Kimberly:So it[00:45:15] Nathan:Makes sense to avoid it. I think we hear that advice from a lot of talented creators and it's easy to be like, yeah. Yeah. But I can, I'm the person who can sit down and write with a moment's notice, you know? And then you you get totally stuck on writer's block or whatever thing, because you're like, you actually didn't create that space.And, like you talked about in the Ted talk of that time to like daydream and to actually be there, present with yourself and your thoughts.[00:45:42] Kimberly:Yeah, it's true. I mean, there's this thing in neuroscience called empathetic mirroring. Do you know about[00:45:48] Nathan:I don't know.[00:45:49] Kimberly:It's this, it's like when you see somebody, for example, write on a chalkboard, the neurons in your brain, I'm not going to say this. Right? So if a neuroscientist says I'm like slightly wrong, but like, it, it, it has this effect where you feel like you're doing it, you know, like, and it's, that's why people love to watch people write things.That's why a chalkboard is an excellent device for, I actually have a chalkboard in my office because I started to. Take videos of me make with my talking points of me writing it on a chalkboard, because even though it's considered like, you know, yesteryear technology, it actually helps people receive the information better to see it written[00:46:34] Nathan:Rather than being next[00:46:36] Kimberly:Rather than just show a PowerPoint slide.Yeah. And so this, the act of seeing it rhythm, but so if, if you think about the power of empathetic mirroring, that's going on in your brain, when you look at something happening, think about how much it can pollute your brain. If you're watching a stream of all these things happening in your Instagram feed or your Facebook feed, it's like dangerous.Like you have to be protective of what is going inside your mind. It's that they say like garbage in, garbage out, you know,[00:47:04] Nathan:I want to hear about you getting into the world of, of like teaching classes and that side of it, and then you have a book as well. There's a lot.[00:47:12] Kimberly:Oh yes. So I have this book,[00:47:15] Nathan:There[00:47:15] Kimberly:So, you know, around a decade into, you know, being a serious painter, I started to feel bad from the fumes because painting isn't really taught the way other things are taught. Painting is sort of like, there's, there's been this somewhat mystical, you know, here's a bunch of art supplies go to the art store and then let's see what you come up with.And then the, the, the classes tend to be more about critiques, about what you've done versus about,[00:47:45] Nathan:How do something.[00:47:46] Kimberly:About the, the true, true granular house, you know, the, how, like the basics, like things that you should know. And, so I started to get sick and I happened to be the arts editor at the time of the Huffington post.And I reached out to, and blogging was a very interesting, it was around 2004 or five, I think. Maybe, maybe it was a little bit later, but it was an interesting time because other people were thinking what I was thinking and I could see it in search for it. Whereas I couldn't, I couldn't have done that a decade earlier.And so I would reach out to leaders in the field, scientists, whatnot, to write about this topic of safety, you know, like that. And, but then when I read and I had, by the way, been consuming, Disneyland books, everything about painting, and I just saw this huge gaping hole of knowledge of how. Communicated. So I started writing this book all about painting and the book that I ended up publishing with Chronicle books is just one small piece of it because it was kind of too big.It was like James Joyce's Ulysses, you know, it was like a tone. It was like a Magnum Opus. and it's one of the key things that people don't realize is that you don't need to use solvent's P many people believe that you need to have like an open can of turpentine or some kind of solvent to dip your brush and defend the oil paint.So it's like super basic and most people when they go to the art store, and this is just my short, my short, skinny on the book. As most people, when they go to the art store, it would be like only buying canned or prepackaged. They don't know what's in it, you know, they don't know like that you don't need all those things.Like, but if you were like learning how to cook, you would know the difference between a garlic and a shallot and when to use canola oil or olive oil extra-virgin, you know, so I wanted to create, to start a book called the Y that was like Strunk and White's elements of style, but for oil paintings. So that's like the famous book that most writers use and just sort of shows you.And it's funny, actually, it's like a great book. So I wrote that book and that's called the new oil painting and it's published by Chronicle and it came out in June and it's like staying at the top, like five books of oil painting, which is great, you know? So I'm very excited about that. But in any way, in that journey of writing the book, the book, the book deal I got was two years ago.It was like a while ago. And so Susan. Did that I thought, you know, I would be a fool to not have a class that went with the book. So to the summer of 2019, I had, I had like four solo exhibitions in a row and I thought, okay, I'm going to devote six months and I'm going to record videos and I'm going to do that.You know? So I created this class that I wish that I had, and it was way bigger than the book. It was like everything I've ever thought about oil painting and that's called oil painting, fluency and flow. And, so yeah, so I launched a class, so the classes are out there[00:50:52] Nathan:Are the classes something that, you know, you're teaching in an online course? Are you there in person or through a partnership with.[00:50:58] Kimberly:So once I, once I learned about. That you can oil paint anywhere like you, Nathan tomorrow could decide, you know what? I w I've got an artist in me. I want to, I want to learn how to paint and you could set it up next year, you know, like in a little side table next to your computer, and there would be no fumes, no nothing.And it's much better for the environment it's not made out of plastic. It's like, you know, you could do it. So I wanted to get the word out. And, so my first class is, and so I was started teaching at major institutions. So the Anderson ranch in Colorado and the Otis where I actually took lessons, I taught there.And then, I just thought to myself, you know, this is highly inefficient because I have to like schlep over there and go there for, you know, hours at a time. And I could reach so many more people if I recorded. Instruction. And so I made these recordings, that's a hybrid of recordings and live sessions and critiques.And I have, you know, I have about 78 students right now. They're from all over the world and it's like the boast enriching wonderful, fabulous thing I've ever done[00:52:08] Nathan:Yeah.[00:52:09] Kimberly:To being an artist, you know,[00:52:11] Nathan:And so how does that interact with the newsletter that you have?[00:52:14] Kimberly:Well, I mean, so all of my experience, just as an artist has taught me that you, your value that you bring to any situation is the people that you can tell about what you do. It's like a tree falls in the forest. Nobody knows you're having a show. You know, you can't just rely on your art dealer.And the The dynamic has changed where. People don't have one, rarely do people have one gallery that represents them. And then they've got a bunch of satellite galleries. So you kind of have to be a little bit more entrepreneurial as an artist. And so you need to gather an email list. And so I stopped blogging and instead I have a newsletter because I want, you know, and I I have a narrative of stories that I tell about creativity about, about like I'll crawl deeply inside the making of a single painting of mine, or maybe another one.And I, and each email I send out, I spend a lot of time on, and it's like a work of art by itself because it's, again, it may be a different thing. a newsletter may be slightly different than a blog, but it's still words and image and it's just how. It's like another work of art, it's another work of art.And I love, using ConvertKit. I mean, I really, really do I tell people about it. I tell people about it all the time, because I think it's, it's the first software I've encountered that, allows you to very easily create a sequence. And, you know, you can I tell people, I say like, if you want to think about it, you could unspool Tolstoy's war and peace.If you wanted, like you could, every week you could give like a little section and you can start at the beginning and it takes the pressure off needing to constantly have every email be a first impression. So you can really get, let people to get, to know you in a much deeper, more personal way, because you create a sequence of letters to them that[00:54:23] Nathan:Right[00:54:24] Kimberly:Over time.[00:54:24] Nathan:Well, I think that's a really important point about starting at the beginning, because when you're sending these one-off emails to your newsletter, you don't know where people are joining. Some people for years and other people that is the very first thing. And so every time I find myself adding these caveats are like, Hey, if you're new here, you know, any of those things and with a, an email sequence, you know, the automated series, it starts at the beginning every time and it works people through it.And so I've had that. I've had so much fun creating those because you can chip away at them. Like I have one that I'm kind of writing now on, I guess it's on personal finance, you know? And it's just things that I wish that I had known as like, Moderately successful creator. Like, Hey, you're now earning a full-time living, what what's next?And so I can just write about that when I feel like it and add to this, that's now like 10 or 12 emails long.[00:55:20] Kimberly:And what's your frequent.[00:55:22] Nathan:That one I said to every week, but if I don't write for it, everyone just kind of pulls up at the end and weights, you know, for the next email. So it's 10 emails And then I add to it. And so like last week I didn't add a new one. And so now there's like a hundred people that are all the way at the end and they didn't get an email last week,[00:55:41] Kimberly:Yeah, no, I have that situation. I have a two year sequence[00:55:45] Nathan:Oh, wow.[00:55:45] Kimberly:I mean, I know like I sound, I probably seem super extroverted and voluble and everything like that, but like, I, I, it's very difficult for me to sell. It's very, it's very not. It's not cool for an artist to be. So like, I mean, it's just hard.It's also just hard for me. It's my personality. Like I even posting on Instagram is like a stressful thing for me. It's like, did I get everything that, you know, like I just, it's just not, I'm not one of those people that just casually throw stuff out there. I just, I'm very thoughtful and I want it, you know, it to be meaningful.And, but anyway, I was having trouble announcing that a workshop was over. Like serious trouble. Like I would put it off and I'd say, I can't do it. I can't press the send button. Like I just, even though you have the schedule feature on the broadcast, I was like, I can't do it. I can't do it. And you know, I, I can't remember the name of the marketing guru who was, have the five day sequence or, you know, basically a launch sequence is a series of emails where you first email is all about it.The second email might address one's reservations about it. The third Emile email might be testimonials. And then the fourth and fifth email are like last chance to get it. Like that to me is like, I would rather have needle eyes surgery than do that, you know, so I built it in, so I basically have the sequence where every quarter there's a launch sequence.Is that crazy[00:57:13] Nathan:No, it's fantastic[00:57:14] Kimberly:Because then, so, so that way, like I can just set it and forget it, like back to the Crock-Pot thinking like, you know, like, you know, just set it and forget it. You're going to sign up. You're going to get an announcement for a walk shop, a workshop a couple months after you've gotten to know me.[00:57:30] Nathan:Do you think that, well actually I guess really quick, the thing that I love about that is you can be completely immersed in your painting, right? And there you are selling a workshop and you're like, you don't, you have to think about it or know about it. Cause you did that work once and now you've finished a whole day of, of painting.Start something new at the end of the day. Cause that's the way that you roll. And then also you can say like finish up and check those sales and check that engagement. See, oh, people.[00:57:58] Kimberly:Yyeah, yeah. I mean, it's, it's just, it's I think people before they're going to buy anything, need to feel. Most people need to feel, you know, a level of comfort about what that person is about. so, you know, I haven't touched you tube. I haven't really, I honestly, I haven't made, I haven't made a huge effort because I've had the book coming out and I F I ha I had a big exhibition in June because, I designed a series of, excuse me.I designed, I painted a series of abstract paintings, for the cover of the book, because I wanted the cover, the book to be stellar and represent like a specified stroke, like hanging in air, like, to just convey the idea of painting and not be like a landscape, because for some crazy reason, if you, if you look up oil, painting, all the books, About oil painting are so poorly designed.It's like, it's strange because you would think people who are artists would care about design, but it's like pink pallet, Tino, bold 14 point font over like a green sunset. it's[00:59:07] Nathan:Yeah, well, design and painting are not necessarily the same thing you happen to come from a world where you have a lot of this. Even those two worlds have intertwined for you a lot over your career. So it makes sense to[00:59:18] Kimberly:Yes, but, but when, when, but if you get, but the painting books, like if you see a PA a painting book that has like a landscape on it, what if you don't like the landscape or they all have a landscape, or it has like the, the, you know, a face that's loosely drawn with, you know, painted with turbine, you know, Alla prima anyway.I've had so many exhibitions and like, I have a, I have a show coming up on Saturday and I've got to tell people about it. So like, I have to be, I'm already out there as an artist. So I have two different sequences and newsletters. I've got like a workshops for people who express interest in a workshop within the main newsletter.Like if, if, like, I'll say like I have this one great newsletter where the subject line is, who is this gorgeous woman? And then I show a picture cause they used to paint these beautiful renditions of the faces of the Egyptian mummies inside the sarcophagus, like beyond gorgeous. Like if you looked it up, you'd say, oh my God, this most beautiful painting I've ever seen.And it looks a lot like Francesco Clemente, which is an artist that like paint uses the same aspect ratio. It's like, you sort of go, oh, that's where that guy got that idea, you know? But. I'll talk about the pigments and that they used to, like, they used to burn mummies and then take the ashes and make a pigment called mummy brown.I know that sounds really kind of gross, but like, but, but they that's what they did. And I I'll say like, if this interests you, you might be interested in like a workshop. then if they say yes, then they'll go into my workshop sequence and they'll get notified when I open them.[01:01:00] Nathan:Are there other things that you do with email and with your newsletter[01:01:04] Kimberly:Yeah. Like I, like, I really want, I really want people to easily update their preferences. So I created a jot form like that simple select, you know, check box check if you're no longer interested in, workshops. No problem. Let me know. And I don't get enough work. Ominous, but hopefully, hopefully you'll put that feature in soon.[01:01:30] Nathan:We're actually working on building that feature now. So,[01:01:33] Kimberly:Are you kidding? When does it come out[01:01:34] Nathan:It's one of those asking where the paintings are done. It'll be done when it's done.[01:01:40] Kimberly:The other thing that I do is I really think gifts are important. And I think the marketer, the marketing community is really cheesy about it. Like they always do like outtakes from friends for reaction shots.And it's just so horrible, but I mean, it's just corny and you know who I'm talking about, but, you know, anyway, a gift is a beautiful thing because it's a movie that plays automatically and it doesn't have sound and. it can be so beautiful and subtle, you know, so every time I make a news that I usually have like an, it's like a work of art to me, you know?And sometimes if I want to emphasize a word, I'll paint a picture of that word and I'll integrate it in it. So like I really spend, I really love making them special. Yeah. I have one about the creative process and about not, not the Ted talk that you saw, but like I have one that's on the lead up to talking about the masterclass.Where it's called the curse of perfection. And I show, I talk about how, when I was a kid, my mother used to always like, she would sometimes wear like super smudge makeup and it was psych, it was called the smoky eye. I mean, they still do it now, but now the beauty people make it super specific, but then it was not that it was a little bit more like, woo.And I found a beautiful GIF of like a smokey eye, like slowly opening and closing. And I then go off on this whole subject about how, you know, it's as a painter, you have to let go of that, of the chains of perfection. You have to let it go in order to.[01:03:22] Nathan:Yeah. Well, I love that you're taking a medium that you know, of email or gifts or any of these things that a lot of people use in one way. And you're bringing those styles in that like class and sophistication and really just the level of effort. I think a lot of people are like hearing. Oh, I'm supposed to have, images or gifts.I'm supposed to be funny. And so they just look for something and slap it in there. And there's a level of effort that's not happening there, but because you're doing these automated sequences and you know that if you put this effort into it, it will last and work for you for years, then it's worth it.You can do a custom painted, you know, word or something like that to illustrate a point.[01:04:04] Kimberly:I mean, I have the luxury of having hundreds of paintings, and pieces of paintings, and video of—there's nothing sexier and more beautiful than watching somebody mix paint. There's literally nothing more gorgeous than that—So, I'm lucky.And I understand that other creators have to find other things, but there's a way to do things that have like a metaphorical—I here's what I would say. I would recommend that people seek to enhance their ability to think in metaphor when they write.So if they're gonna talk about a subject, and they're talking about a roadblock, instead of drawing a boulder on a road, find some other image or GIF. I use a lot of GIFs from ballet. You can find beautiful GIFs just by searching “Swan Lake” GIF, and it implies a physical movement.It goes back into that empathetic mirroring, where you feel that your own body is doing these movements that are surrounding this idea. It's not directly about what you're talking about, but it's like a little bit to the left, or it's just kind of a metaphorical version of it. It creates the space in between what you're literally saying, and what you're actually seeing that ignites the imagination and the view.[01:05:35] Nathan:Yeah. I love that. Just putting that extra bit of effort into defining the thing that's adjacent, rather than blatantly the first thing that came to mind. I think that makes a huge difference.[01:05:46] Kimberly:Yeah,[01:05:46] Nathan:We need to do a part two, because I have like 25 more questions to ask you, and we're out of time.[01:05:52] Kimberly:I'm in. I'm in.[01:05:54] Nathan:This has been amazing. Where should people go to subscribe to the newsletter?[01:05:58] Kimberly:They should go to KimberlyBrooks.com. The newsletter's right there in the footer and on the top. I really love communicating this way, and it's been an honor to be on this podcast, because I really love the product you've created. I really couldn't do it without you—without ConvertKit.So, I just, I'm such a fan, and I'm an evangelist, so kudos to you.[01:06:19] Nathan:Wow, thank you.Well, we're exci

Love Wrestling
Smark & Friends: Episode 76 | Rename the Hot Dog and Other Challenges

Love Wrestling

Play Episode Listen Later Oct 21, 2021 16:42


Do The Vörös Twins believe in ghosts? How does Michael Richard Blais pronounce GIF? Could Alicia Atout kill her clone?! This and more hard-hitting journalism in this week's episode as we head to Change The Game, this past Friday in Edmonton, Alberta. Featuring appearances by Ravenous Randy Myers, Taryn From Accounting, Leo London, and more of the luminaries in Canada's pro-wrestling scene! Featured: Alicia Atout, Ava Lawless, The Canadian Goose, Chris Perish, Holden Albright, Kevin Faber, Michael Richard Blais, Ravenous Randy Myers, Spencer Love, Steven Crowe, Syd Greed, Taryn From Accounting, Tex Gaines, Thaddeus Archer The Third, Tom Hughes, The Vörös Twins, Zoe Sager Smark & Friends is available through Love Wrestling's Podbean and other major podcatchers. While we thank all listeners, this episode is perhaps best enjoyed as video, which can be done immediately at Twitch.tv./LoveWrestling, on YouTube.com/lovewrestlingca two days after this publishing. Love Wrestling is Proudly Sponsored by RK Athletics https://www.rkathletics.ca/ PODCAST EDITING: Tina Lulham VIDEO PRODUCTION: Zak Ralph MUSIC: Trevor Nemethhttps://lovewrestling.podbean.com/ https://podcasts.apple.com/ca/podcast/love-wrestling/id1544146794https://www.youtube.com/lovewrestlingca https://www.twitch.tv/lovewrestlingca

Ross King -- Unfinished
Track 5: Believe in the Desert

Ross King -- Unfinished

Play Episode Listen Later Oct 20, 2021 25:54


The story of writing and recording "Believe in the Desert" includes an amateur exegesis of Psalm 42, an attempt to add some appropriate drama to the idea of "disappointment," a passionate GIF texting kerfuffle (for a good cause of course), and much more.

Naptime Empires with Nikki Elledge Brown: Refreshingly Honest Conversations for Entrepreneurial Moms

Since I am and work with a lot of humans who care about building businesses that fit into LIFE (vs. the other way around), this concept comes up a lot in conversations with my clients, my friends, mySELF. I'm anchoring this idea here so we have it when we're feeling a bit aimless and sneaky, avoiding the work that we KNOW will lead to the results we deeply desire. It's time we talk profitable priorities. (*Profitable prios* for obnoxiously short. Check your local GIF library for stickers.) It's not so much about the time we have in a given day. It's not even just about the energy. It's about confidently knowing that, even if we only have a teeny pocket of time to dedicate to moving our businesses forward in a given day, we're crystal clear on our personal paths to least resistance and the most profit (for ourselves, our teams, our fams, and our clients). This episode is a mini coworkshop -- I'm inviting you to do the work with me in real time: What specific action(s) led to you enrolling the last client you LOVED working with? And what about the time before that? And the time before that?Did you send an email? Publish a podcast? Reach out to a past client or friend to say "hey, I'm offering this - know someone who would benefit?"Maybe you did some EFT / tapping videos without making a public PEEP. Your energy shift was enough to call 'em in.Maybe you updated your sales page.MAYBE you relistened to the DIY copywriting course you created years ago in podcast form and remembered how valuable it is!Perhaps it was a client magnet-themed guided visualization that did the trick… seeing all the people from around the world who are the PERFECT match for what you most love to offer feeling drawn to you with a clear, heart-centered KNOWING. Your challenge right now, should you choose to accept it, is to make a list of the top three to five activities that consistently bring clients into your sphere. Think and be SUPER honest. It's okay if they seem weird. If they've worked at least a couple times, it's worth testing to see if they continue to work! And if it's just one or two main things that work, consider this your sign that it's time to double DOWN on those activities. Refresh your list at least once a quarter so you've got it handy. Keep it in your phone via Notes or Google docs. Post it by your computer screen.I venture to guess that even if you only have 25 minutes today - one micro-hustle pomodoro sprint… if you allow yourself to focus ONLY on profitable prios, you will feel amazing.You did what you could do to turn your “open for business” light on today. You showed up so you could engage in a mutually beneficial exchange with the people who need you the most right now, which benefits THEM, benefits YOU, and benefits the people you love and care for. Take a listen to the full episode here or in your fave pod player when you wanna and as always – let me know your fave takeaway by taking a screenshot (or a selfie as you listen) + tagging me on Instagram @nikkielledgebrown with #naptimeempires. I'll meet you there!   ______________________________ If you enjoyed this episode, safe to say you will LOVE The Naptime Empires Survival Guide - a free email-and-audio series I created to help get you out of overwhelm / hiding in the bathroom and back into aligned, imperfect action. Get started here: http://naptimeempires.com/guide ________________________________ SHOW NOTES: http://naptimeempires.com/080  FB GROUP: http://naptimeempires.com/facebook INSTA: http://instagram.com/nikkielledgebrown MUSIC: "So Far So Close" by Jahzzar is licensed under an Attribution-ShareAlike License.

Cat in The Box - A Podcast On Remote Viewing
CITB 58 - A Jedi, a Monk or Jack The Ripper

Cat in The Box - A Podcast On Remote Viewing

Play Episode Listen Later Oct 18, 2021 117:59


On this episode of Cat In The Box we explore I Love Lucy hidden knowledge, paired universes and Annie Jacobs.   Email your results or comments to catintheboxpodcast@gmail.com or go to catinthebox.space to see previous results, Ep. GIF art,  remote viewing 101 or support the show.   Adam: CITB-58A  Jestin: CITB-58J   View target results        Music by Arcade High   Opening theme  Arcade High - Save State   Bumper Music Arcade High - Green Hill Zone Cover   Closing Music Arcade High - Save State https://wheredidtheroadgo.com/show-archive/2020/item/683-laird-scranton-primal-wisdom-of-the-ancients-oct-3-2020 https://www.innertraditions.com/books/primal-wisdom-of-the-ancients Cruzin With Steak Podcast Cryptid Con T-Shirt CITB T-Shirt  

Keeping Up With the Cardassians
Episode 46 - Star Trek: DS9, S4 Episodes 20 & 21

Keeping Up With the Cardassians

Play Episode Listen Later Oct 11, 2021 87:09


Is it pronounced "GIF or JIF"? There is only one answer! Also, there is some recent controversy in the world of Star Trek. What do Rob, Joe, and Nick think about it? Finally, the trio reviews two episodes of Star Trek:DS9, "The Muse" and "For The Cause". Hint: one of the episodes was okay, and the other one was one of the worst of all time. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/keepingupcardassians/support

Cat in The Box - A Podcast On Remote Viewing
CITB 57 - Throw the Cards

Cat in The Box - A Podcast On Remote Viewing

Play Episode Listen Later Oct 4, 2021 106:28


On this episode of Cat In The Box we explore Tarot as a language, learn DMX is a Wolfin and find out what Jestin and the Gilmore Girls have In common. Email your results or comments to catintheboxpodcast@gmail.com or go to catinthebox.space to see previous results, Ep. GIF art,  remote viewing 101 or support the show.   Adam: CITB-57A  Jestin: CITB-57J   View target results        Music by Arcade High   Opening theme  Arcade High - Save State   Bumper Music Arcade High - In The Dark   Closing Music Arcade High - High Score Summer Cruzin With Steak Podcast Cryptid Con T-Shirt CITB T-Shirt  

Season 14, Time For A Podcast
7.02 - Hello, Cruel World

Season 14, Time For A Podcast

Play Episode Listen Later Oct 3, 2021 105:28


The Leviathans are loose and Cas is gone. Who said this was a good idea? Oh right, Sera Gamble. We discuss how we have a GIF for that, the confusion about how much time did or did not pass during the episodes, and debate whether or not the Leviathans are smart. Patreon Twitter Instagram Tumblr Facebook

Kimmer Show
Kimmer Show 323

Kimmer Show

Play Episode Listen Later Sep 28, 2021 99:13


Kimmer Show #323, Biden Afghanistan lies comes to fruition, Explaining a GIF,  Monday night football with Payton & Eli, Grilling of the generals, Fudge and Marines, More Fauci Bull S*@t, Governor of New York - God and vaccine, Another shooting at Lenox, John Hinckley jr released, Bad texting theatre and other jollies on today's episode of the Kimmer-castSupport the show (http://Patreon.com/KimmerShow)

Greater Than Code
251: Diplomatic Accessibility Advocacy with Todd Libby

Greater Than Code

Play Episode Listen Later Sep 22, 2021 46:41


01:09 - Todd's Superpower: Advocacy For Accessibility * Getting Started * Designing With Web Standards by Jeffrey Zeldman (https://www.amazon.com/Designing-Web-Standards-Jeffrey-Zeldman/dp/0321616952) * The A11Y Project (https://www.a11yproject.com/) * W3C (https://www.w3.org/) 06:18 - Joining The W3C * The W3C Community Page (https://www.w3.org/community/) 07:44 - Getting People/Companies/Stakeholders to Care/Prioritize About Accessibility * Making A Strong Case For Accessibility by Todd Libby (https://www.smashingmagazine.com/2021/07/strong-case-for-accessibility/) * Diplomatic Advocacy * You Don't Want To Get Sued! / $$$ * “We are all temporarily abled.” 15:20 - The Domino's Pizza Story * Supreme Court hands victory to blind man who sued Domino's over site accessibility (https://www.cnbc.com/2019/10/07/dominos-supreme-court.html) 18:21 - Things That Typically Aren't Accessible And Should Be * The WebAIM Million Report (https://webaim.org/projects/million/) * WCAG (https://www.w3.org/WAI/standards-guidelines/wcag/) * Color Contrast * Missing Alt Text on Images * Form Input Labels * What's New in WCAG 2.1: Label in Name by Todd Libby (https://css-tricks.com/whats-new-in-wcag-2-1-label-in-name/) * Empty Links * Not Using Document Language * Triggering GIFS / Flashing Content * Empty Buttons – Use a Button Element!! * Tab Order * Semantic HTML, Heading Structure 26:27 - Accessibility for Mobile Devices * Target Size * Looking at WCAG 2.5.5 for Better Target Sizes (https://css-tricks.com/looking-at-wcag-2-5-5-for-better-target-sizes/) * Dragging Movements 28:08 - Color Contrast * Contrast Ratio (https://contrast-ratio.com/) 33:02 - Designing w/ Accessibility in Mind From the Very Beginning * Accessibility Advocates on Every Team * Accessibility Training 36:22 - Contrast (Cont'd) 38:11 - Automating Accessibility! * axe-core-gems (https://github.com/dequelabs/axe-core-gems) Reflections: Mae: Eyeballing for contrast. John: We are all only temporarily abled and getting the ball rolling on building accessibility in from the beginning of projects going forward and fixing older codebases. Mandy: Using alt-tags going forward on all social media posts. Todd: Accessibility work will never end. Accessibility is a right not a privilege. This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode) To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Transcript: JOHN: Welcome to Greater Than Code, Episode 251. I'm John Sawers and I'm here with Mae Beale. MAE: Hi, there! And also, Mandy Moore. MANDY: Hi, everyone! I'm Mandy Moore and I'm here today with our guest, Todd Libby. Todd Libby is a professional web developer, designer, and accessibility advocate for 22 years under many different technologies starting with HTML/CSS, Perl, and PHP. Todd has been an avid learner of web technologies for over 40 years starting with many flavors of BASIC all the way to React/Vue. Currently an Accessibility Analyst at Knowbility, Todd is also a member of the W3C. When not coding, you'll usually find Todd tweeting about lobster rolls and accessibility. So before I ask you what your superpower is, I'm going to make a bet and my bet is that I'm 80% positive that your superpower has something to do with lobster rolls. Am I right? [laughter] Am I right? TODD: Well, 80% of the time, you'd be right. I just recently moved to Phoenix, Arizona. So I was actually going to say advocacy for accessibility, but yes, lobster rolls and the consumption of lobster rolls are a big part. MAE: I love it. That's fantastic. MANDY: Okay. Well, tell me about the advocacy. [chuckles] TODD: So it started with seeing family members who are disabled, friends who are disabled, or have family members themselves who are disabled, and the struggles they have with trying to access websites, or web apps on the web and the frustration, the look of like they're about ready to give up. That's when I knew that I would try to not only make my stuff that I made accessible, but to advocate for people in accessibility. MAE: Thank you so much for your work. It is critical. I have personally worked with a number of different populations and started at a camp for children with critical illnesses and currently work at an organization that offers financial services for people with disabilities – well, complex financial needs, which the three target populations that we work with are people with disabilities, people with dementia, and people in recovery. So really excited to talk with you today. Thanks. TODD: You're welcome. JOHN: When you started that journey, did you already have familiarity with accessibility, or was it all just like, “Oh, I get to learn all this stuff so I can start making it better”? TODD: So I fell into it because if you're like me and you started with making table-based layouts way back in the day, because what we had—Mosaic browser, Netscape Navigator, and Internet Explorer—we were making table-based layouts, which were completely inaccessible, but I didn't know that. As the web progressed, I progressed and then I bought a little orange book by Jeffrey Zeldman, Designing with Web Standards, and that pretty much started me on my journey—semantic HTML, progressive enhancement in web standards, and accessibility as well. I tend to stumble into a lot of stuff [laughs] so, and that's a habit of mine. [laughs] MAE: It sounds like it's a good habit and you're using it to help all the other people. So I hate to encourage you to keep stumbling, but by all means. [laughter] Love it. If you were to advise someone wanting to know more about accessibility, would you suggest they start with that same book too, or what would you suggest to someone stumbling around in the dark and not hitting anything yet? TODD: The book is a little outdated. I think the last edition of his book was, I want to say 2018, maybe even further back than that. I would suggest people go on websites like The A11Y project, the a11yproject.com. They have a comprehensive list of resources, links to learning there. Twitter is a good place to learn, to follow people in the accessibility space. The other thing that, if people really want to dive in, is to join The W3C. That's a great place and there's a lot of different groups. You have the CSS Working Group, you have the accessibility side of things, which I'm a part of, the Silver Community Group, which is we're working on the Web Content Accessibility Guidelines 3.0, which is still a little ways down the road, but a lot of great people and a lot of different companies. Some of those companies we've heard of—Google, Apple, companies like that all the way down to individuals. Individuals can join as individuals if your company isn't a member of the W3C. So those are the three things that I mainly point to people. If you don't really want to dive into the W3C side of things, there's a lot of resources on the a11yproject.com website that you can look up. MANDY: So what does being a member entail? What do you have to do? Do you have to pay dues? Do you have to do certain projects, maybe start as an individual level, because I'm sure we have mostly individuals listening to the show. Me as a newbie coder, what would I do to get started as a member of this initiative? TODD: Well, I started out as an individual myself, so I joined and I can get you the link to The W3C Community Page. Go to sign up as an individual and someone will approve the form process that you go through—it's nothing too big, it's nothing complicated—and then that will start you on your way. You can join a sub group, you can join a group, a working group, and it doesn't cost an individual. Companies do pay dues to the W3C and if your company is in the W3C, you get ahold of your company's liaison and there's a process they go through to add you to a certain group. Because with me, it was adding me to The Silver Community Group. But as an individual, you can join in, you can hop right into a meeting from there, and then that's basically it. That's how you start. JOHN: What are the challenges you see in getting not only the goals of a W3C, but I'm assuming specifically around accessibility? TODD: Some of the things that I've seen is buy-in from stakeholders is probably the number one hurdle, or barrier. Companies, stakeholders, and board members, they don't think of, or in some cases, they don't care about accessibility until a company is getting sued and that's a shame. That's one of the things that I wrote about; I have an article on Smashing Magazine. Making A Strong Case for Accessibility, it's called and that is one of few things that I've come across. Getting buy-in from stakeholders and getting buy-in from colleagues as well because you have people that they don't think about accessibility, they think about a number of different things. Mostly what I've come across is they don't think about accessibility because there's no budget, or they don't have the time, or the company doesn't have the time. It's not approved by the company. The other thing that is right up there is it's a process—accessibility—making things accessible and most people think that it's a big this huge mountain to climb. If you incorporate accessibility from the beginning of your project, it's so much easier. You don't have to go back and you don't have to climb that mountain because you've waited until the very end. “Oh, we have time now so we'll do the accessibility stuff,” that makes it more hard. MAE: John, your question actually was similar to something I was thinking about with how you developed this superpower and I was going to ask and still will now. [chuckles] How did you afford all the time in the different places where you were overtime to be able to get this focus? And so, how did you make the case along the way and what things did you learn in that persuasion class of life [chuckles] that was able to allow you to have that be where you could focus and spend more time on and have the places where you work prioritize successful? TODD: It was a lot of, I call it diplomatic advocacy. So for instance, the best example I have is I had been hired to make a website, a public facing website, and a SAAS application accessible. The stakeholder I was directly reporting to, we were sitting down in a meeting one day and I said, “Well, I want to make sure that accessibility is the number one priority on these projects,” and he shot back with, “Well, we don't have the disabled users,” and that nearly knocked me back to my chair. [laughs] So that was a surprise. MAE: There's some groaning inside and I had to [chuckles] do it out loud for a moment. Ooh. TODD: Yeah, I did my internal groaning at the meeting so that just was – [chuckles] Yeah, and I remember that day very vividly and I probably will for the rest of my life that I looked at him and I had to stop and think, and I said, “Well, you never know, there's always a chance that you're able, now you could be disabled at any time.” I also pointed out that his eyeglasses that he wore are an assistive technology. So there was some light shed on that and that propelled me even further into advocacy and the accessibility side of things. That meeting really opened my eyes to not everyone is going to get it, not everyone is going to be on board, not everyone is going to think about disabled users; they really aren't. So from there I used that example. I also use what I call the Domino's Pizza card lately because “Oh, you don't want to get sued.' That's my last resort as far as advocacy goes. Other than that, it's showing a videotape of people using their product that are disabled and they can't use it. That's a huge difference maker, when a stakeholder sees that somebody can't use their product. There's numbers out there now that disabled users in this country alone, the United States, make up 25% of the population, I believe. They have a disposable income of $8 trillion. The visually disabled population alone is, I believe it was $1.6 billion, I think. I would have to check that number again, but it's a big number. So the money side of things really gets through to a stakeholder faster than “Well, your eyeglasses are a assistive technology.” So once they hear the financial side of things, their ears perk up real quick and then they maybe get on board. I've never had other than one stakeholder just saying, “No, we're just going to skip that,” and then that company ended up getting sued. So that says a lot, to me anyways. But that's how I really get into it. And then there was a time where I was working for another company. I was doing consulting for them and I was doing frontend mostly. So it was accessibility, but also at the same time, it was more the code side of things. That was in 2018. 2019, I went to a conference in Burlington, Vermont. I saw a friend of mine speaking and he was very passionate about it and that talk, and there was a couple others there as well, it lit that fire under me again, and I jumped right back in and ever since then, it's just then accessibility. MAE: You reminded me one of the arguments, or what did you say? Diplomatic advocacy statements that I have used is that we are all temporarily abled. [chuckles] Like, that's just how it is and seeing things that way we can really shift how you orient to the idea of as other and reduce the othering. But I was also wondering how long it would be before Pizza Hut came up in our combo. [laughter] MANDY: Yeah, I haven't heard of that. Can you tell us what that is? TODD: [chuckles] So it was Domino's and they had a blind user that tried to use their app. He couldn't use their app; their app wasn't accessible. He tried to use the website; the website wasn't accessible. I have a link that I can send over to the whole story because I'm probably getting bits and pieces wrong. But from what I can recall, basically, this user sued Domino's and instead of Domino's spending, I believe it was $36,000 to fix their website and their app, they decided to drag it out for a number of years through court and of course, spent more money than just $36,000. In the end, they lost. I think they tried to appeal to the Supreme Court because they've gone up as high as federal court, but regardless, they lost. They had to – and I don't know if they still have an inaccessible site, or not, or the app for that matter because I don't go to Domino's. But that's basically the story that they had; a user who tried to access the app and the website, couldn't use it, and they got taken to court. Now Domino's claimed, in the court case, that he could have used the telephone, but he had tried to use the telephone twice and was on hold for 45 minutes. So [laughs] that says a lot. JOHN: Looks like it actually did go to the Supreme Court. TODD: Yeah. Correct me if I'm wrong, I think they did not want to hear it. They just said, “No, we're not going to hear the case.” Yeah, and just think about all these apps we use and all the people that can't access those apps, or the websites. I went to some company websites because I was doing some research, big companies, and a lot of them are inaccessible. A little number that I can throw out there: every year, there's been a little over 2,500 lawsuits in the US. This year, if the rate keeps on going that it has, we're on course for over 4,000 lawsuits in the US alone for inaccessible websites. You've had companies like Target, Bank of America, Winn-Dixie, those kinds of companies have been sued by people because of inaccessible sites. MAE: Okay, but may I say this one thing, which is, I just want to extend my apologies to Pizza Hut. [laughter] MANDY: What kinds of things do you see as not being accessible that should be or easily could be that companies just simply aren't doing? TODD: The big one, still and if you go to webaim.org/projects/million, it's The WebAIM Million report. It's an annual accessibility analysis of the top 1 million home pages on the internet. The number one thing again, this year is color contracts. There are guidelines in place. WCAG, which is the Web Content Accessibility Guidelines, that text should be a 4.5:1 ratio that reaches the minimum contrast for texts. It's a lot of texts out there that doesn't even reach that. So it's color contrast. You'll find a lot of, if you look at—I'm looking at the chart right now—missing alt texts on images. If you have an image that is informative, or you have an image that is conveying something to a user, it has to have alternative text describing what's in the picture. You don't have to go into a long story about what's in the picture and describe it thoroughly; you can just give a quick overview as to what the picture is trying to convey, what is in the picture. And then another one being another failure type a is form input labels; labels that are not labeled correctly. I wrote a article about that [chuckles] on CSS-Tricks and that is, there's programmatic and there's accessible names for form labels that not only help the accessibility side of it, as far as making the site accessible, but also it helps screen reader users read forms and navigate through forms, keyboard users also. Then you have empty links and then a big one that I've seen lately is if you look up in the source code, you see the HTML tag, and the language attribute, a lot of sites now, because they use trademarks, they don't have a document language. I ran across a lot of sites that don't use a document language. They're using a framework. I won't name names because I'm not out to shame, but having that attribute helps screen reader users and I think that's a big thing. A lot of accessibility, people don't understand. People use screen readers, or other assistive technologies, for instance, Dragon NaturallySpeaking voice input. But at the same time, I've got to also add accessibility is more than just deaf, or blind. I suffer from migraines, migraine headaches so animation, or motion from say, parallax scrolling can trigger a migraine. Animations that are too fast, that also trigger migraine headache. You have flashing content that can potentially cause seizures and that's actually happened before where an animated GIF was intentionally sent to someone and it caused a seizure and almost killed the person. So there's those and then the last thing on this list that I'm looking at right now, and these are common failures, empty buttons. You have buttons that don't have labels. Buttons that have Click here. Buttons need to be descriptive. So you want to have – on my site to send me something on the contact form, it's Send this info to Todd, Click here, or something similar like that. MAE: Can you think of any, John that you know of, too? I've got a couple of mind. How about you, Mandy? MANDY: For me, because I'm just starting out, I don't know a whole lot about accessibility. That's why I'm here; I'm trying to learn. But I am really conscious and careful of some of the GIFs that I use, because I do know that some of the motion ones, especially really fast-moving ones, can cause problems, migraines, seizures for people. So when posting those, I'm really, really mindful about it. JOHN: Yeah, the Click here one is always bothers me too, because not only is it bad accessibility, it's bad UX. Like HTML loves you to turn anything into a link so you can make all the words inside the button and it's just fine. [laughs] There's so many other ways to do it that are just – even discounting the accessibility impact, which I don't want it. TODD: Yeah, and touching upon that, I'm glad you brought up the button because I was just going to let that go [chuckles] past me. I have to say and I think it was in the email where it said, “What's bothering you?” What bothers me is people that don't use the button. If you are using a div, or an anchor tag, or a span, stop it. [laughs] Just stop it. There's a button element for that. I read somewhere that anchor tag takes you somewhere, a div is a container, but button is for a button. MAE: I love that. The only other ones I could think of is related to something you said, making sure to have tab order set up properly to allow people to navigate. Again, I liked your point about you don't have to be fully blind to benefit from these things and having keyboard accessibility can benefit a lot of people for all kinds of reasons. The other one is, and I would love to hear everybody's thoughts on this one, I have heard that we're supposed to be using h1, h2, h3 and having proper setup of our HTML and most of us fail just in that basic part. That's another way of supporting people to be able to navigate around and figure out what's about to be on this page and how much should I dig into it? So more on non-visual navigation stuff. TODD: Yeah, heading structure is hugely important for keyboard users and screen reader users as well as tab order and that's where semantic HTML comes into play. If you're running semantic HTML, HTML by default, save for a few caveats, is accessible right out of the box. If your site and somebody can navigate through using let's say, the keyboard turns and they can navigate in a way that is structurally logical, for instance and it has a flow to it that makes sense, then they're going to be able to not only navigate that site, but if you're selling something on that site, you're going to have somebody buying something probably. So that's again, where tab order and heading structure comes into play and it's very important. JOHN: I would assume, and correct me if I'm wrong, or if you know this, that the same sort of accessibility enhancements are available in native mobile applications that aren't using each HTML, is that correct? TODD: Having not delved into the mobile side of things with apps myself, that I really can't answer. I can say, though, that the WCAG guidelines, that does pertain to mobile as well as desktop. There's no certain set of rules. 2.2 is where there are some new features that from mobile, for instance, target size and again, I wrote another article on CSS-Tricks about target size as well. So it's if you ever noticed those little ads that you just want to click off and get off your phone and they have those little tiny Xs and you're sitting there tapping all day? Those are the things target size and dragging movements as well. I did an audit for an app and there was a lot of buttons that were not named. A lot of the accessibility issues I ran into were the same as I would run into doing an audit on a website. I don't know anything about Swift, or Flutter, or anything like that, they pretty much fall into the same category with [inaudible] as far as accessible. JOHN: I also wanted to circle back on the first item that you listed as far as the WebAIM million thing was color contrast, which is one of those ones where a designer comes up with something that looks super cool and sleek, but it's dark gray on a light gray background. It looks great when you've got perfect eyesight, but anybody else, they're just like, “Oh my God, what's that?” That's also one of the things that's probably easiest to change site-wide; it's like you go in and you tweak the CSS and you're done in a half hour and you've got the whole site updated. So it's a great bit of low-hanging fruit that you can attach if you want to start on this process. TODD: Yeah. Color contrast is of course, as the report says, this is the number one thing and let me look back here. It's slowly, the numbers are dropping, but 85.3%, that's still a very high number of failures and there's larger text. If you're using anything over 18 pixels, or the equivalent of 18—it's either 18 points, or 18 pixels—is a 3:1 ratio. With that color contrast is how our brains perceive color. It's not the actual contrast of that color and there are people far more qualified than me going to that, or that can go into that. So what I'll say is I've seen a lot of teams and companies, “Yeah, we'll do a little over 4.5:1 and we'll call it a day.” But I always say, if you can do 7:1, or even 10:1 on your ratios and you can find a way to make your brand, or whatever the same, then go for it. A lot of the time you hear, “Well, we don't want to change the colors of our brand.” Well, your colors of your brand aren't accessible to somebody who that has, for instance, Tritanopia, which is, I think it's blues and greens are very hard to see, or they don't see it at all. Color deficiencies are a thing that design teams aren't going to check for. They're just not. Like you said, all these colors look awesome so let's just, we're going to go with that on our UI. That's one thing that I actually ran into on that SAAS product that I spoke about earlier was there was these colors and these colors were a dark blue, very muted dark blue with orange text. You would think the contrast would be oh yeah, they would be all right, but it was horrible. JOHN: You can get browser plugins, that'll show you what the page looks like. So you can check these things yourself. Like you can go in and say, “Oh, you're right. That's completely illegible.” TODD: Yeah. Firefox, like I have right here on my work machine. I have right here Firefox and it does this. There's a simulator for a visual color deficiencies. It also checks for contrast as well. Chrome has one, which it actually has a very cool eyedropper to check for color contrast. If you use the inspector also in Firefox, that brings up a little contrast thing. The WAVE extension has a contrast tool. There's also a lot of different apps. If you have a Mac, like I do, I have too many color contrast because I love checking out these color contrast apps. So I have about five different color contrast apps on my Mac, but there's also websites, too that you can use at the same time. Just do a search for polar contrast. Contrast Ratio, contrast-ratio.com, is from Lea Verou. I use that one a lot. A lot of people use that one. There's so many of them out there choose from, but they are very handy tool at designer's disposal and at developers' disposal as well. JOHN: So I'm trying to think of, like I was saying earlier, the color contrast one is one of those things that's probably very straightforward; you can upgrade your whole site in a short amount of time. Color contrast is a little trickier because it gets into branding and marketing's going to want to care about it and all that kind of stuff. So you might have a bit more battle around that, but it could probably be done and you might be able to fix, at least the worst parts of the page that have problems around that. So I'm just trying to think of the ways that you could get the ball rolling on this kind of a work. Like if you can get those early easy wins, it's going to get more people on board with the process and not saying like, “Oh, it's going to take us eight months and we have to go through every single page and change it every forum.” That sounds really daunting when you think about it and so, trying to imagine what those easy early wins are that can get people down that road. TODD: Yeah. Starting from the very outset of the project is probably the key one: incorporating accessibility from the start of the project. Like I said earlier, it's a lot easier when you do it from the start rather than waiting till the very end, or even after the product has been launched and you go back and go, “Oh, well, now we need to fix it.” You're not only putting stress on your teams, but it's eating up time and money because you're now paying everybody to go back and look at all these accessibility issues there. Having one person as a dedicated accessibility advocate on each team helps immensely. So you have one person on the development team, one person on the dev side, one person on the marketing team, starting from the top. If somebody goes there to a stakeholder and says, “Listen, we need to start incorporating accessibility from the very start, here's why,” Nine times out of ten, I can guarantee you, you're probably going to get that stakeholder onboard. That tenth time, you'll have to go as far as maybe I did and say, “Well, Domino's Pizza, or Bank of America, or Target.” Again, their ears are going to perk up and they're going to go, “Oh, well, I don't really, we don't want to get sued.” So that, and going back to having one person on each team: training. There are so many resources out there for accessibility training. There are companies out there that train, there are companies that you can bring in to the organization that will train, that'll help train. That's so easier than what are we going to do? A lot of people just sitting there in a room and go, “How are you going to do this?” Having that person in each department getting together with everybody else, that's that advocate for each department, meeting up and saying, “Okay, we're going to coordinate. You're going to put out a fantastic product that's going to be accessible and also, at the same time, the financial aspect is going to make the company money. But most of all, it's going to include a lot of people that are normally not included if you're putting out an accessible product.” Because if you go to a certain website, I can guarantee you it's going to be inaccessible—just about 99% of the web isn't accessible—and it's going to be exclusive as it's going to – somebody is going to get shut out of the site, or app. So this falls on the applications as well. Another thing too, I just wanted to throw in here for color contrast. There are different – you have color contrast text, but you also have non-text contrast, you have texts in images, that kind of contrast as well and it does get a little confusing. Let's face it, the guidelines right now, it's a very technically written – it's like a technical manual. A lot of people come up to me and said, “I can't read this. I can't make sense of this. Can you translate this?” So hopefully, and this is part of the work that I'm doing with a lot of other people in the W3C is where making the language of 3.0 in plain language, basically. It's going to be a lot easier to understand these guidelines instead of all that technical jargon. I look at something right now and I'm scratching my head when I'm doing an audit going, “Okay, what do they mean by this?” All these people come together and we agree on what to write. What is the language that's going to go into this? So when they got together 2.0, which was years and years ago, they said, “Okay, this is going to be how we're going to write this and we're going to publish this,” and then we had a lot of people just like me scratching their heads of not understanding it. So hopefully, and I'm pretty sure, 99.9% sure that it's going to be a lot easier for people to understand. MAE: That sounds awesome. And if you end up needing a bunch of play testers, I bet a lot of our listeners would be totally willing to put in some time. I know I would. Just want to put in one last plug for anybody out there who really loves automating things and is trying to avoid relying on any single developer, or designer, or QA person to remember to check for accessibility is to build it into your CI/CD pipeline. There are a lot of different options. Another approach to couple with that, or do independently is to use the axe core gems, and that link will be in the show notes, where it'll allow you to be able to sprinkle in your tests, accessibility checks on different pieces. So if we've decided we're going to handle color contrast, cool, then it'll check that. But if we're not ready to deal with another point of accessibility, then we can skip it. So it's very similar to Robocop. Anyway, just wanted to offer in some other tips and tricks of the trade to be able to get going on accessibility and then once you get that train rolling, it can do a little better, but it is hard to start from scratch. JOHN: That's a great tip, Mae. Thank you. TODD: Yeah, definitely. MANDY: Okay. Well, with that, I think it's about time we head into reflections; the point of the show, where we talk about something that we thought stood out, that we want to think about more, or a place that we can call for a call of action to our listeners, or even to ourselves. Who wants to go first? MAE: I can go first. I learned something awesome from you, Todd, which I have not thought of before, which is if I am eyeballing for “contrast,” especially color contrast, that's not necessarily what that means. I really appreciate learning that and we'll definitely be applying that in my daily life. [chuckles] So thanks for teaching me a whole bunch of things, including that. TODD: You're welcome. JOHN: I think for me, it's just the continuing reminder to – I do like the thinking that, I think Mae have brought up and also Todd was talking about earlier at the beginning about how we're all of us temporarily not disabled and that I think it helps bring some of that empathy a little closer to us. So it makes it a little more accessible to us to realize that it's going to happen to us at some point, at some level, and to help then bring that empathy to the other people who are currently in that state and really that's, I think is a useful way of thinking about it. Also, the idea that I've been thinking through as we've been talking about this is how do we get the ball rolling on this? We have an existing application that's 10 years old that's going to take a lot to get it there, but how do we get the process started so we feel like we're making progress there rather than just saying, “Oh, we did HTML form 27 out of 163. All right, back at it tomorrow.” It's hard to think about, so feeling like there's progress is a good thing. TODD: Yeah, definitely and as we get older, our eyes, they're one of the first things to go. So I'm going to need assistive technology at some point so, yeah. And then what you touched upon, John. It may be daunting having to go back and do the whole, “Okay, what are we going to do for accessibility now that this project, it's 10 years old, 15 years old?” The SAAS project that I was talking about, it was 15-year-old code, .net. I got people together; one from each department. We all got together and we ended up making that product accessible for them. So it can be done. [laughs] It can be done. JOHN: That's actually a good point. Just hearing about successes in the wild with particularly hard projects is a great thing. Because again, I'm thinking about it at the start of our project and hearing that somebody made it all through and maybe even repeatedly is hard. TODD: Yeah. It's not something that once it's done, it's done. Accessibility, just like the web, is an ever-evolving media. MANDY: For me. I think my reflection is going to be, as a new coder, I do want to say, I'm glad that we talked about a lot of the things that you see that aren't currently accessible that can be accessible. One of those things is using alt tags and right now, I know when I put the social media posts out on Twitter, I don't use the alt tags and I should. So just putting an alt tag saying, “This is a picture of our guest, Todd” and the title of the show would probably be helpful for some of our listeners. So I'm going to start doing that. So thank you. TODD: You're welcome. I'm just reminded of our talk and every talk that I have on a podcast, or with anybody just reminds me of the work that I have to do and the work that is being done by a lot of different people, other than myself as well, as far as advocacy goes in that I don't think it's ever going to be a job that will ever go away. There will always be a need for accessibility advocacy for the web and it's great just to be able to sit down and talk to people about accessibility and what we need to do to make the web better and more inclusive for everybody. Because I tweet out a lot, “Accessibility is a right, not a privilege,” and I really feel that to my core because the UN specifically says that the internet is a basic human and I went as far as to go say, “Well, so as an accessibility of that internet as well.” So that is my reflection. MAE: I'll add an alt tag for me right now is with a fist up and a big smile and a lot of enthusiasm in my heart. MANDY: Awesome. Well, thank you so much for coming on the show, Todd. It's been really great talking with you and I really appreciate you coming on the show to share with us your knowledge and your expertise on the subject of accessibility. So with that, I will close out the show and say we do have a Slack and Todd will be invited to it if he'd like to talk more to us and the rest of the Greater Than Code community. You can visit patreon.com/greaterthancode and pledge to support us monthly and again, if you cannot afford that, or do not want to pledge to help run the show, you can DM anyone of us and we will get you in there for free because we want to make the Slack channel accessible for all. Have a great week and we'll see you next time. Goodbye! Special Guest: Todd Libby.

CrabDiving Radio Podcast
CrabDiving – Fri 091721 – GOP Christian Extremists Like Kristi Noem Want To Force Their Religion On Us All

CrabDiving Radio Podcast

Play Episode Listen Later Sep 18, 2021 116:51


GOP Christian extremists like Kristi Noem want to force their religion on us all. The FDA rejected the Pfizer booster vaccine. Fascist Pillow Czar Mike Lindell has been begging FOX to air his ads after yanking them most publicly and piously not that long ago. A lunatic, fixated on backdoor action, went bonkers at a school board meeting over a book found in the library where the term "cornhole" is used as a verb. RWNJ and COVID denier Laura Loomer has been stricken with coronavirus. A "Kevin" at the Atlanta Airport caterwauled like a big angry child over a mask requirement. In New York, a restaurant host was attacked by patrons after she asked them to mask up. A Florida country celebrated Hispanic heritage month with a post that featured a GIF of a dancing taco complete with moroccos. Even though coronavirus hospitalizations have been spiking in Alaska, former Governor Palin blathered a bunch of anti-science crap alongside virus denier Dr. Drew.  

Screaming in the Cloud
The Sly Skill of the Subtle Tweet with Laurie Barth

Screaming in the Cloud

Play Episode Listen Later Sep 16, 2021 40:14


About LaurieLaurie is a Senior Software Engineer at Netflix. You can also find her creating content and educating the technology industry as an egghead instructor, member of the TC39 Educators committee, and technical blogger.Links: Twitter: https://twitter.com/laurieontech Netflix: https://www.netflix.com Egghead: https://egghead.io The Art of the Subtle Subtweet: https://laurieontech.com/book-launch/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: You could build you go ahead and build your own coding and mapping notification system, but it takes time, and it sucks! Alternately, consider Courier, who is sponsoring this episode. They make it easy. You can call a single send API for all of your notifications and channels. You can control the complexity around routing, retries, and deliverability and simplify your notification sequences with automation rules. Visit courier.com today and get started for free. If you wind up talking to them, tell them I sent you and watch them wince—because everyone does when you bring up my name. Thats the glorious part of being me. Once again, you could build your own notification system but why on god's flat earth would you do that?Corey: This episode is sponsored in part by our friends at VMware. Let's be honest—the past year has been far from easy. Due to, well, everything. It caused us to rush cloud migrations and digital transformation, which of course means long hours refactoring your apps, surprises on your cloud bill, misconfigurations and headache for everyone trying manage disparate and fractured cloud environments. VMware has an answer for this. With VMware multi-cloud solutions, organizations have the choice, speed, and control to migrate and optimizeapplications seamlessly without recoding, take the fastest path to modern infrastructure, and operate consistently across the data center, the edge, and any cloud. I urge to take a look at vmware.com/go/multicloud. You know my opinions on multi cloud by now, but there's a lot of stuff in here that works on any cloud. But don't take it from me thats: VMware.com/go/multicloud and my thanks to them again for sponsoring my ridiculous nonsense.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I'm joined this week by Laurie Barth, but no one really knows that's her last name. In fact, @laurieontech is how most people think of her. She's a senior software engineer at a company called Netflix, which primarily streams movies and gives conference talks—in the before times—about how you're doing it wrong.She also creates a lot of content and educates the technology industry as an instructor at Egghead. She's a member of the TC39 Educator's Committee, and of course, is a technical blogger. Laurie, thank you for suffering the slings and arrows I'm no doubt going to be hurtling your way.Laurie: This is the most fun I've had all week. [laugh].Corey: Well, it's a pandemic on, so presumably that isn't that high of a bar for the pony to stumble over.Laurie: Yeah, unfortunately not. I think that's maybe the problem.Corey: So, you're someone that I have been aware of for an awfully long time. You're always sort of omnipresent in conversations. You are someone who has a lot of great opinions that present well; you talk about an awful lot of things that are germane to my interests, educating the next generation of engineers, for example. And of course, you recently started at Netflix, at which point, well, if you're not familiar with what Netflix is doing in the cloud, have you ever even talked to an AWS employee for more than 35 seconds because they'll go reference Netflix for a variety of wonderful reasons, both based on technical excellence, as well as because AWS is so bad at telling the story of what you can build out of their popsicle stick service collection that they just punt to companies like Netflix to demonstrate what you could do. So, you're sort of this omnipresent force on Twitter, but we've never really had a conversation before, so it was long past time to rectify this.Laurie: I mean, you sent me two cents. So… I think that was pretty—[laugh].Corey: That's what the Tip Jar is for. You just wind up hurling very small amounts of money at people along with insulting comments, and it's a new form of social media. That is the micro-transaction way.Laurie: I quite enjoyed that. So, for context, I was one of the first people to be part of the A/B testing for Tip Jar on Twitter and Corey was the first person to send me money with, of course, a very on-brand Corey message, which there's a screenshot of on Twitter somewhere. And a couple of people followed, but it was great fun. And I think that's the first time we had ever directly interacted in a message or something, other than obviously, in threads and that sort of thing.Corey: Yeah, that's an interesting point to lead into here because I'm also in the A/B test for Tip Jar and I've largely turned it off, except for when I'm doing something very small and very focused, usually aimed at some sort of charitable benefit or whatnot, and even then, it's not the right way to do it. And it's weird, there was a time I absolutely would have turned it on, but it doesn't seem right for me to do it now and that's partially due to the fact that—first, I don't need tips from the audience in order to sustain myself. I'm not that kind of creator. I have a company that solves very expensive problems for large companies and that works out really well for, you know, keeping the lights on here.I'm not trying to disparage creators in any way, folks who are in a position of needing that to cover their lifestyle a variety of different ways. And even if they're well beyond that, I don't begrudge that to them at all. I mean, from a very selfish capitalist perspective, I don't want you to feel that you've paid your debt to me for entertaining you by sending me $5. I want you to repay that debt by signing a five-figure consulting agreement.Laurie: Yeah, those aren't really the same thing, are they?Corey: No, no. Turns out signing authority caps out at different places for different folks.Laurie: [laugh].Corey: Who knew? But it was a fun experiment. I'm glad that they're doing it. I'm glad to see Twitter coming out of its stasis for a long time and trying new things, even if we don't like some of them.Laurie: Well, they have this whole Super Follows thing now, and I got waitlisted for it the other day because they said they accepted too many people, whatever that means. I think—Corey: Same here.Laurie: Yeah, I think a bunch of us got that. And I'm interested, my sense is it's sort of like a Patreon hosted in Twitter sort of thing. And I've never had a Patreon; I have a mailing list that I made based on an April Fool's joke this past year where I made an entire signup workflow for the pre-order of my new book, The Art of the Subtle Subtweet. I was very pleased with this joke.This was, like, very elaborate: I had a whole website, I had a signup flow, and I now have a mailing list which I've done nothing with. So, I have all of these things, but that's not really been my—there's too many things to do as a content creator, and so I've sort of not explored most of those other avenues. And so, Super Follows, I was like, “This could be interesting. I could try doing it,” but, you know, alas, they don't want me to. So, [laugh] I don't know that it matters.Corey: It's an interesting problem, too, because at the start of the pandemic, I had a third of the Twitter followers that I do as of the time of this recording, which is something like 63,000. When I started what I do, five years ago, and I had just left a company which was highly regulated, so, “Don't tweet,” was basically their social media policy, it was a, okay, I had something like 2000 followers at the time. I was—it had taken me seven years to get there, let's be very clear here. And since then, my following has exploded, and yours has as well. You have, I think the last time we checked, was it something like 30,000 and change?Laurie: Yeah, something like that.Corey: And it changes the way that people interact with you. This is one of those things that there aren't that many people that we can have this kind of honest conversation with because let's be very clear here, for folks who have not established an audience like that it sounds absolutely like it's either a humblebrag—which I'm not intending that to come across that way—or it's one of those, “Wish I had those problems.” And in some ways, yeah, it's a weird problem to have, and it's also not a sympathetic problem to have, but something that has been very clear to me has been that the way that people perceive me and the way that they interact with me has shifted significantly as my Twitter notoriety has increased.Laurie: Yeah.Corey: I'm curious about how you have experienced that?Laurie: Yeah, so I'm half your size and especially in the front-end universe, there's plenty of people with between 100,000 to, you know, I think Dan Abramov is at, like, 400,000 at this point. Like—Corey: Oh yeah, my Twitter following would explode if I either knew JavaScript or was funny. Either one would just absolutely kick me into the stratosphere, but we work with what we've got.Laurie: I either don't know JavaScript or I'm not funny or maybe both because apparently not. But yeah, there's these huge, huge, huge, huge scales, and I'm sure by many people's judgment, pretty, pretty large. But comparing to other people in my ecosystem, maybe not so much. And I didn't understand it until I was living it. I actually had the opportunity to meet Emily Freeman at a conference in DC, probably… three years ago now, when I had less than a thousand followers. And I thought getting my first hundred was a big deal; I thought getting my first 500—and it is. Don't get me wrong. Those things are very cool milestones. And I [crosstalk 00:07:18]—Corey: I still celebrate the milestones, but I do it less publicly now.Laurie: Yeah, exactly. And I had a whole conversation with her and she gave me some really, really helpful advice: sort of, don't look at your follower count as it goes back and forth, five people, six people you'll think people are unfollowing you; they're probably not. It doesn't matter. And recognize that the larger you get, the more careful you have to be, and try to keep me sane before I was ever there. And it's all sort of come true.There's two things that have stuck out to me, I think, during the pandemic, especially. One is I can write the most nonsensical, silly tweet and people will like it because they think it says something insightful whether it does or it doesn't. They're projecting onto the tweet something funnier, or more relevant than the reason I wrote it in the first place. Which, okay, that's cool. I'm not as smart as you're giving me credit for, but sure.The other thing which is the downside to that is, everyone assumes that if they're having a conversation with me, they're having a conversation with me. So one-on-one, back and forth. That's not untrue, but I'm having a similar conversation in parallel with—if it's a popular tweet—a hundred other people at the same time. And what that means is, if you're being a little bit of a jerk, and a little bit troll-y, you're not being a little bit troll-y, you're being a little bit troll-y times the a hundred other little bit troll-y people. And so my reaction to you is not going to be necessarily equivalent to what you say, and that can get me in trouble. But there's no mental, emotional spectrum that was designed to work with the scale of social media.Corey: Oh, absolutely not. In fact, let's do an experiment now, while we're having this conversation. I am making a tweet as we speak. “Some mornings, it's just not worth chewing through the leather straps.” It's not particularly insightful.It's not particularly deep, and before the end of this episode, we will check and see what that does in terms of engagement just because you can say anything, and there's some folks who will wind up automatically engaging. And again, that's fine; everyone engages with Twitter in a bunch of different ways. For me, what's been very odd is I have talked to a couple of very large companies who I talk about on Twitter from time to time, and it turns out that they are reluctant to engage with me directly on Twitter or promote anything that I do or do retweets of me, not because of me, but because of an element of the audience, in some cases, of what people will chime in and say because it doesn't align with corporate brands and a bunch of different perspectives. Which, again, I have some sympathy for this; it's hard to deal with folks who are now suddenly given a soapbox and a platform that rewards clever insults better than it does meaningful heartfelt content, and that is something that I think everyone is still struggling with. Let's also be very clear here. I'm a white dude in tech; my failure mode is a board seat and a book deal.Laurie: [laugh].Corey: When I post something about Git, for example—which I did a few days ago—and someone responds explaining the joke back to me, my response to them was, “Thank you for explaining Git to me.” And that was all I said, and it's led to a mini-pile-on of this person because it's like—Laurie: Oh, yeah.Corey: “Don't you know who Corey is?” Yet I have seen the same dynamic happen with women tweeting about these things and it's not just one response that explains Git; it's all of them. And when people say—like, Abby Fuller, for example—Laurie: Yep.Corey: —will tweet about password manager challenges and how annoying some of them are, and it leads to a cavalcade of people suggesting password managers to her. That is not why she's tweeting it, and she explicitly says, “I do not want you to recommend password managers to me.” And people continue to do it. And I don't for the life of me understand what goes on in some people's heads.Laurie: Yeah. I mean, I've watched that happen countless times. I think the frustration—there's a point at which no matter how big of a following you have, you just want to be yourself. I think most people who get to that amount of interaction have been theirself most of the way, along the way. Or they're just being totally fake for the sense of growth hacking, in which case, okay, you do you.But most people, I think, are being themselves because it's exhausting to spend that much time on a platform and pretend to be someone else or be fake the whole time. So, I'm pretty much myself. And that means that sometimes when someone's being a total jerk, I really want to treat them and be like, “Yeah, you suck.” But the problem is when I say that, I'm siccing 30,000 other people on them to defend me. And I can't do that.So instead, I've become sort of famous for subtweeting. And I will wait a couple of days to do it, or I will totally change the framing of the situation so I can get out my same sort of frustration, and annoyance, and just needing to blow off steam, or venting, or whatever it is and not point at the person. Because if I point at the person, I discovered very, very quickly that there's a whole crowd of people willing to take them down. If they're being blatantly terrible, I will do it. There is a line here.Someone recommending that I use a different tool because I decided to bitch about TypeScript, for example, or telling me I don't understand TypeScript, okay, fine. Someone's saying, “You only have followers because you're a pretty girl.” Yeah, you're an asshole. No, I'm not protecting you. Also, by the way, I tweeted two minutes ago, do all tweets deserve a ‘like,' question mark, and we'll see how much that—Corey: Yeah.Laurie: —interaction gets. [laugh].Corey: I'm looking forward to seeing how that plays out. It's a responsibility, which sounds odd, but if I complain about a company, what I'm fundamentally doing is I have the potential to be calling out an airstrike on top of them. And not every customer service failure deserves that. I deleted all of my tweets prior to 2015 a while back. And the reason most people delete tweets, or the reason we hear about most people deleting tweets, there was nothing especially problematic in my tweets other than jokes that were mean in different ways and punching down in ways that I didn't realize were at the time.It was not full of slurs; it was just things that weren't particularly great. But that wasn't the real reason I did it. The honest reason was is that I looked at my early tweets and they were cringy beyond belief. I was shilling for the company I worked for in many respects, and there were swaths which I didn't engage with Twitter, and the only time I really did is I was out there complaining about various customer service failures, so it's just this neverending stream of complaints about different companies that had wronged me in trivial ways.Laurie: [laugh].Corey: And, I don't know at some point if somebody is going to build something where it's easy to explore early tweets of a particular account. I don't want them to do that and then figure out that this is how you get started being me. It's like, I succeeded in spite of that nonsense, not because of it. And it's not something good that I want to put out into the world.Laurie: Yeah. So, I have, I think, only once added a company when I was having a customer service issue on a weekend, and we were in really dire straits. And I was just like, “Okay, it's a weekend. I'm going to at.” And I've never gotten a response so fast.And my husband looked at me and he was like, “Wait, what?” And I'd done this with an ol—I have this really ancient Twitter account that I got rid of because I was mostly just screaming about politics [laugh] and I didn't want—I think I got @laurieontech in like, 2016, 2017—and I'd done that before. I'd been like, “Hey, you know”—I'm making something up—“At Spirit Airlines”—they seem like an easy one to—I've never flown Spirit, so—but I mean, I never got a response. And so there—realizing that you have power from a brand perspective is really weird.But I almost want to go back to your point when you were talking about when you worked for a company and you had your account and, you know, they don't want you to tweet, basically. Or companies are not going to tweet at you now, in your current state. I think it's really hard to be a company on the internet in tech because you're either going to make a joke that lands well, or everyone's going to think that you're shilling for yourself. There's no in-between and so—this is a hot take and I might get in trouble for that—companies have realized that the best way to get around that is to hire people who have their own personal names and get your company name associated with them. And all of a sudden, it looks less disingenuous.Corey: And even that's a problem because I've talked to companies who are hiring folks with large followings for DevRel style jobs, and—I've interviewed for a few of those, once upon a time, about midway through when I was debating do I shut this consulting thing down and get a real job again because that's always how I sort of assumed it would be for the first couple years. And then, “No, I'm going to get serious about it.” And I took on a business partner and got very serious, and here we are. But talking to folks, my question was, in the interview process, I would talk to my prospective manager and ask questions of the form, “So, what is your plan for when we eventually part ways? How are you structuring that?”And they looked at me like that was a bizarre question. It's, understand that, done right, my personal brand will, in some areas and some corners, eclipse that of the company, so as soon as I leave for whatever reason, the question is going to be, “Were you mistreated? Did someone wrong you there? We'll drag them just preemptively on the off chance.” And you need to have a plan in place to mitigate some of that and have a structured exit for what that is going to look like. And they looked at me like I was coming from a different planet. But I still think I'm right.Laurie: You are right. And, oh goodness, I've seen this in a lot of different places. I mean, I have left companies in the past and I have had to decide how I was going to position that publicly. And how much I was going to say or not say, how complimentary I was going to be or not because the thing is, when you leave a place, you're not just leaving the company, you're also leaving your colleagues. And what does that mean for their experience?You're gone. You don't want to be saying, “Hey, this place is horrible, while your really close friends you were working with on Friday are still there.” At the same time, companies don't think about this from the DevRel perspective and, I want to be very clear, I have friends who work in DevRel who are themselves brands. They are all fantastic people; they work incredibly hard; this is not a knock on them in any way—Corey: It looks easy from the outside. I want to be very clear on that.Laurie: [laugh]. It's not easy. All this stuff is great, but part of the reason I decided to go to a place like Netflix is because I knew my brand had no bearing on them and so I could be myself and just do my own thing and they weren't going to try and leverage me, or there was no hit to them based on who I was. Granted, did I go after someone the other day, sort of, in deep in a thread for being a jerk and did they try and at Netflix engineering and say, “Is this the kind of person you want representing your brand?” And at egghead.io, “Is this the kind of person wanting your brand?” Yeah, they did.So, that part's still a problem, but that's a problem for me rather than being a problem for my company, if I decide that, you know, I don't always want to—like, no one cares if I talk about the new Marvel show. No one cares. I like Marvel; I'm allowed to like Marvel. I also love the stuff on Netflix, right, but when you're at a company that isn't like that, honestly, when I was at Gatsby, I couldn't be tweeting about Next or Nuxt, or even Vue for that matter, because it just doesn't look right. Because my brand had more of an impact in that smaller pond than it does now.Corey: People have said, “Oh, well, what if AWS acquires you so you can work on their behalf?” Or, “What if Google acquires you?” Or something like that, and it's—what people don't get is that my persona—again, to be clear, I am genuine on Twitter. I emphasize aspects of my personality, but I don't get up there and say things I don't necessarily believe. We'll get back to that in a minute.But what I do as a small company, making fun of trillion-dollar publicly traded entities is funny and it works, but if suddenly I work at a different publicly-traded company, it just looks like I work for my employer, bagging on a competitor. And even if I'm speaking in ‘an opinions my own' sense, which is apparently Amazon's corporate motto, based on how often I see it in their employee's Twitter bios—Laurie: Oh, yeah. [laugh].Corey: —is going to be perceived as me smacking at a competitor regardless. Further, I will not be the person that craps on my own employer on Twitter because that sends terrible signal in many respects. I won't even crap on previous employers who frankly kind of deserve it because when you do that, it does not look good to people who are not familiar with the situation, and no one's as familiar with it as you are. It just looks like sour grapes, regardless of how legitimate your grievance was. To be very clear, I'm not saying don't call out abuse when you encounter it—Laurie: Yeah.Corey: —that's fine. I'm not going down that path—Laurie: Yeah, yeah, yeah, yeah.Corey: —let's clear here. But, “Yeah, they have a terrible management culture, and they don't promote internally, and I hate those people,” it just makes you look bad, and it doesn't help anything.Laurie: Yeah. I had always made a commitment to never talk about a former employer in any way that was easily identifiable. I've changed that policy a little bit. There's a story I shared a couple of times where my CEO didn't want to give me a pay raise because he thought it was my parents' and boyfriend at the time's job to take care of me financially. Like, that kind of stuff, I will say publicly.No one's going to know who it is; you'd have to go back and figure it out and, like, you don't have enough context so how would you know? But it's stuff like that, that I'm like, okay. I don't want to hide stories like that because that's not protecting anybody.Corey: No, I'm not talking about covering up for misbehavior. I'm talking run-of-the-mill just bad management, poor company culture, terrible technical decisions, et cetera. Yeah, if it's like, yeah, they sexually harassed every woman on the team, out. Yeah, tell that story. I—thank you, I should absolutely clarify my stance. Heaven forbid I get letters.Laurie: But yeah, it's the problem is that you can't—and everyone has a slightly different experience with this, but from what I've seen, it doesn't matter if you say their management is shitty and they didn't promote versus there was a ton of sexual harassment. If you're one person saying it—if it's the Blizzard situation where there's tons of receipts and it's made it into national media, then that's a little bit different. But if you're one person saying it about one company, people are going to think it's sour grapes. And unfortunately, it doesn't reflect on the company; it reflects on you. So, unless there's a sort of like, where there's smoke, there's fire situation where a bunch of people are doing it at once, you have to weigh stuff really carefully.Especially because your next employer doesn't want you out there talking about your previous employer because then their fear is what are you going to say about them when you leave? There's lots of nuance and it gets—if you are screaming into the void—we're screaming into the cloud here—Corey: Ahhhh. Yes.Laurie: Ahhhh. [laugh]. If you're screaming into the void, it doesn't matter if you're you. And I mean… [sigh] I hate saying, “If you're me,” right? That's such an obnoxious statement to make, but at 30,000, they probably care.Corey: There are inflection points. I started seeing—around 40,000 is when I started seeing a couple of brands reaching out to me to, “Hey, you want to promote some nonsense.” And I've never sold any social media promotion for anything. I sell sponsorships for newsletters, this podcast, I do webinars stuff, I do paid speaking engagements. My Twitter account is mine.It is not the company's and that is by design. It's me; that's what it comes down to. That does lead to challenges in some arenas because I talk to companies about their AWS bill and these companies do not have much of a sense of humor about spending tens of millions of dollars, in some cases a month, on a cloud provider. These are serious problems and they're a little worried, in some cases, the first time we have conversations that they're dealing with some kind of internet clown.Laurie: [laugh].Corey: And often with talking to folks to convince them to come on this podcast, it's, “Look, this is not me dragging you and making you look awful because if I do that, I'll never get another guest again.” And if I do it in the context of a consulting project it's, “That was a hilarious entertaining intro here. Get out and never come back.” It is not useful. People have generally taken a risk personally on bringing the Duckbill Group in.If we can't deliver and cannot present professionally, then they have some serious damage control to do, for a variety of excellent reasons. And we've never put someone in that position and we won't. I talked to brands who sponsor all of these things, and the ones that are the best sponsors intrinsically understand it, that [unintelligible 00:23:56] once I start getting after some serious maleficence style stuff—no one is going to not do business with you because I make fun of your company on Twitter—Laurie: Yeah.Corey: —but an awful lot of people are going to hear about you for the first time and advertising in the newsletter and having fun with that, or I talk about you in the podcast ads, it winds up being engaging in many cases depending how far I can stretch it. And it works. I did a tour at re:Invent last year—virtual re:Invent—where I led a Twitch tour for an hour around the virtual expo hall into a bunch of different sponsored virtual booths and made fun of them all, and I got thank you notes from the sponsors because that led to a bunch of leads because people cared about the—oh, people paying attention because Amazon did a crap job of advertising the Sponsor Expo. And it was something that people could grasp, and have fun with, and get attention for. It's top-of-funnel work and that's fine, but I just don't do it with the boring stodgy stuff. I like to have fun with it. Bring a personality or don't bother.Laurie: Yeah. And you can't take yourself too seriously. I'm not the stand-up comedian that you are. I like to fashion myself as a little bit funny but not that funny. I'm not a stand-up comedian and I don't have a consultancy to represent anymore.There was a time where I did; I was not the owner of it but I worked there. So, now it's sort of, I represent me, which is good in the way that you say it. Like, it's clearly you. It's not Duckbill Group; it's your account. But at the same time, it freaks me out when in real life people know that it's me.So, in my brain, Twitter is the internet and I have my actual real day-to-day life, and never the two shall cross. [laugh]. And my—one of my—I had this popular tweet where I talked about all the companies I'd been rejected from, and it turned into a bit of a retweet situation with everyone sharing all these companies that they'd been rejected from. And the screenshots made it onto LinkedIn and made it into my cousin's feed, and she sent me a text message with a screenshot. And she's like, “You're on my LinkedIn.”And I was like, “No, no, this is not okay. This is not”—I have my little circle of the world and it should not expand beyond that. I go to a conference, even a tech conference, and someone's like, “Oh, you're blue shirt, crossed arms.” I'm like, “No, this is not okay.” Like, [laugh] I only exist on the internet.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance accelerator for the Oracle MySQL Database Service. Although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLTP and OLAP, don't ask me to ever say those acronyms again, workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: My business partner was, a week or so ago, at a cafe and someone came by and saw his Last Week in AWS sticker on his laptop. It's like, “Oh, you read that, too? I love Corey's work.” Turns out the guy works at IBM Cloud. And yes, you should hear the air quotes around the word, ‘cloud' in there. But still.Laurie: [laugh].Corey: It's—I haven't been out in the world since I really started focusing on this, and now it's—like, I wear a mask so it's fine, but I'm starting to wonder, am I going to get stopped on the street when I go back into the universe out there? And it's weird because you can't really unring that bell?Laurie: No.Corey: It's a weird transition, and on some level, it's constraining in some ways. Like, at some point of celebrity—I don't know if I'm there yet or not—there's going to become a day where I can't just unload on a waiter for crappy service at a restaurant—not that that's how I—Laurie: I mean, you shouldn't do that anyway. [laugh].Corey: —operate anyway—without it potentially going viral, and, “Oh, he's a jerk when you actually get to know him.” And everyone has this idea of you and this impression of who you are, based upon the curated selection of what it is you put out into the world. I've tried to be as true to life as I can on this. In conversations, I generally don't drop nothing but one-liners, but I think I'm pretty true to life as far as how I present on the internet versus how I present in person.Laurie: More than I expected, to be honest.Corey: Yeah. That also does surprise people. Like, they think there's some sort of writing team behind me. And it's, if you look at the timing of some of my tweets where I will respond with a witty, snarky thing in less than a minute, it's, I wish I had a writing team with that kind of latency. I think that'd be terrific.Laurie: I always assumed it was you, but I figured there was like a persona that you turn on and turn off and I realize now that it's an always on sort of thing. [laugh].Corey: One thing I did experiment with for a little bit was having my team write tweets for my approval to promote episodes of this podcast, for example, because I am not the sort of person going to sit there and build the thing out correctly and schedule at the right time. And I have people who can do things like that, but it's the sort of thing that led to a situation of never getting much engagement and those tweets never did very well, so why even bother? We have a dedicated Twitter feed for that stuff and everyone's happier. Especially since I don't have to share access to this thing through anyone. Speaking of, let's see her tweets did.Laurie: Oh, yeah. Okay, hold on. How'd we do? All right. So, I have, “Do all tweets deserve a like?” Was posted 19 minutes ago. It has 12 comments, 1 retweet, and 22 likes.Corey: My, “Some mornings, it's just not worth chewing through the leather straps.” Was posted at a similar timeframe has 10 likes and 3 replies. Someone said that, “Organic, eh? Probably better than nylon.” Someone said, “Is this an NDA subtweet?” And someone said—with a GIF of Leonardo DiCaprio, saying, “You had my curiosity. Now, you have my attention.” That's it. So yeah, not exactly a smash-it-out-of-the-park success.Laurie: Yeah, but I got to say, “Do all tweets deserve a like?” Is pretty mundane. For that amount of response.Corey: You included a question mark, which is an open invitation—Laurie: Oh, right.Corey: —to the internet randos to engage, so there is—Laurie: Oh, yeah.Corey: —a potential there.Laurie: I going to have to retweet this and say that I'm not grifting and it was done for this podcast [laugh] and they should all listen to it. [laugh].Corey: Oh, of course. By all means. I am thrilled in any point to wind up helping people learn more things about the environment.Laurie: [laugh].Corey: I want to thank you so much for taking the time to speak with me. I have to honestly say that I wasn't quite sure what was coming, but of all the things you could have asked me to predict about this episode, not talking about how Netflix works in cloud was absolutely not one of them. So wow, are you sure you work at Netflix? That's one of those odd moment things.Laurie: Yeah, I got to say I'm pretty abstracted from the cloud these days, so that—maybe that means that I don't know enough to talk about it intelligently.Corey: I would argue that extends to lots of folks. To be clear, Netflix has a lot of really neat thing.Laurie: That never stopped anyone before? Bu-dum-shh.Corey: Oh, yeah. It's like, I like to get up there, sometimes I'll talk about how we do things at Netflix, periodically, on conference stages even though I've never worked there, but people don't correct me because why not? I'm a white man in tech. And I say something, of course, it's right. It's just—if you don't want them to get right, you just don't have enough context. That's the rule.Laurie: Corey, I'm going to need you to take the last minute or so of this episode, and please explain your feelings on how to optimize your use of JavaScript on the front-end, please.Corey: Oh, wonderful; you pay smart people who know what they're doing to look deep into the JavaScript side of it—Laurie: [laugh].Corey: —because honestly, every time I've tried to get into JavaScript, I go back at it and I feel even more foolish than when I started. Async stuff just completely blows my mind, especially by default. How in God's flat earth is that supposed to work? And—Laurie: You work in cloud. [laugh].Corey: It doesn't make sense to me, in a clear sense. At least with Python, which is the—I would say it's the language I know best, but it's not. Crappy Python is. And I can at least do things top to bottom and it works about like I would expect unless explicitly instructed otherwise. But the JavaScript world is just a big question mark and doesn't work the way that I would expect to. To be clear, the failure here is entirely mine.Laurie: ‘JavaScript is a big question mark and doesn't work the way I would expect it to' should be JavaScript's tagline.Corey: That's fair because I have this ridiculous belief from the Dark Ages—because I spent 20 years as a systems admin—that computer behavior should be deterministic and if there's one thing that we learned about the internet, it's not.Laurie: Yeah, no. There's that whole user thing, and then that whole browser thing, and then that whole device thing. It's a whole bunch of non-deterministic behaviors. Just stick to the cloud, and there's one consumer and one producer, and you're good.Corey: One thing I will say—in the moment of pure seriousness here—is that if I were looking at getting into tech today, the first language I would learn would be JavaScript. It is clearly the way of the future. It is a first-class citizen on every platform out there. It is the lingua franca of, effectively, everyone coming out of a boot camp. And it is going to be the way that computers are built.I say this not from a position of being an advocate for JavaScript. I don't know it; I can't stand it personally, but it is clear as day to me that is the direction the world is moving in, so if you're debating what language to pick up, you'd be hard-pressed to convince me not to recommend JavaScript as the first one.Laurie: And do you want me to be my serious self, and you're going to laugh at what I'm about to say?Corey: Hit me with it.Laurie: If you're looking to get into technology because of boot camps and some other things, we have an oversaturation of newbie front-end developers and they're all way more talented than I was at that point in my career, and yet there aren't nearly the front-door opportunities for being a—I hate the term junior, but newbie. And where there is the opportunity, it's cloud. And security.Corey: I will absolutely point out further that I understand this runs the risk of being ‘boomer gives career advice'—Laurie: Yeah, right? [laugh].Corey: —but let's be clear here. I think that if you are going to enter the front-end space—and this does speak to cloud and it speaks to security as well—distinguish slash differentiate yourself by having another discipline or area of intense interest that you can bring into it as well because when you have a company that's looking to hire from a sea of new boot camp grads that generally tend to look more or less identical from a resume perspective, the one that will stand out is the one that can bring in another discipline and especially if that niche winds up aligning with a company's business, or at least an intense interest in something that is directly germane to the company, that will distinguish you. And everyone has something like that; no one is one-dimensional. So, find the thing that is the in-between space, and focus on finding jobs in companies that do those things. And if you're a mid-career switcher, let me be very clear here.It is not a go back to entry-level roles-style story. I've never understood that philosophy. I do have steps from thing I'm doing now toward thing I want to go to. Well, is there a job I can find to do next that blends the two of them together in different ways, and then once I'm there, then make a further transition. And of course, find someone who's—in any career, in any path you're on, find someone who is five years ahead of you, and ask them for their advice.“What would you do in my shoes?” If the answer is, “Go to a boot camp,” okay. Talk to a few people who've done this and make sure it validates it. If it's, “Get a degree,” okay, but make sure you're not doing it because you think that's what you're supposed to do. You'll very rarely find me recommending six figures of debt in order to advance your career, but there are occasions.By and large, they'll find someone who's been there before who knows what's going on, you can have a conversation with and give them context appropriate to your situation and then see what's right. We turned this into last-minute career advice and I'm not even—I don't even [unintelligible 00:34:45] have a problem with that.Laurie: Well, I was about to say that it's 2020. 21 2020—wow, I—you knew what I meant—it's 2021, and I guess I need to start taking my half-steps towards becoming a Lego master before I retire. [laugh].Corey: Oh, yes, the Lego world is vast and deep, and they have gotten no worse since I was a child at separating parents from money to buy LEGO sets. My daughter's four and his way into them already. So, it's great. It's something that we can bond over.Laurie: If I ever have kids, we're going to need separate sets because they're not touching mine. [laugh].Corey: Yeah, I'm looking at stuff like, oh, well, I'd love to buy that awesome big Star Destroyer—wait, it's how much money? And it turns into this—yeah. It's wow, on some level, I never ever thought I would find a hobby that was more expensive than my mechanical keyboards hobby, but here we are.Laurie: Oh, yeah, I blame Cassidy Williams for getting me into that one, too. I have a shiny one beneath me. And that's my first.Corey: She is a treasure and a delight.Laurie: She's a treasure, a delight, and dangerous if you want to save money because she will draw you into the mechanical keyboards, and there's just, there's no resisting. I tried for a very long time. I failed, ultimately.Corey: One of these days, she and I are going to have a keyboard-off at some point, once it's no longer a deadly risk to do so. It'll be fun.Laurie: Do it.Corey: I'm looking forward to it. Thank you so much for taking the time to speak with me. I really appreciate it.Laurie: Absolutely. Thanks for having me.Corey: Of course. Laurie Barth, senior software engineer at Netflix, also instructor at Egghead, also a member of the TC39 Educator Committee, and prolific blogger. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a horrifying comment explaining anything we just talked about, back to us.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.

Raw Data By P3
Shelly Avery

Raw Data By P3

Play Episode Listen Later Sep 14, 2021 67:14


Shelly Avery is a member of Microsoft's Healthcare Solution Acceleration Team, helping Healthcare customers digitally transform their businesses.  As you listen to this conversation you'll realize, as we did, that Shelly knows the tech AND the human side of the tech very well! References in this episode: FHIR Tom Scott - There is No Algorithm for Truth   Episode Timeline: 4:30 - The high value of customization and integrations in BI in the current era of Middleware, Microsoft Teams and how good it is at connecting humans, The speed of Innovation at MS (some of which is directly customer influenced) 32:10 -  Microsoft's FHIR (Fast Healthcare Interoperability) is revolutionizing the rather large problem of interoperability in the Healthcare space 49:30 - Microsoft Viva is born from My Analytics, Rob gets into Headspace, using data for nefarious purposes Episode Transcript: Rob Collie (00:00:00): Hello friends. Today's guest is Shelly Avery. We've had a lot of Microsoft employees on the show and Shelley continues that tradition. The reason we have that tradition is because there are so many interesting things going on at Microsoft these days. And Shelley brought some super fascinating topics and perspectives to our conversation. For instance, she has a deep background and history with the Teams product for Microsoft. And so we got into the question of what is it that makes Teams so special? I really, really, really appreciated and enjoyed her answer. Rob Collie (00:00:31): And given her current focus on the healthcare industry and on health solutions, we talked a lot about how Microsoft's business applications and Power Platform strategy is actually a perfect fit for what's going on in healthcare today. We did touch on some familiar themes there, such as the new era of middleware, how a 99% solution to a problem is often a 0% solution to a problem. How even 100% of a solution itself is a moving target. And my only slightly partisan opinion that may be Microsoft's competitors in all of these spaces should just save themselves the trouble and tap out now. We talk about the virtual teams that exist on the Teams team at Microsoft. Sorry, I just had to work that into the intro. Rob Collie (00:01:17): I learned a new acronym, FHIR, which is the new upcoming regulatory and technological standard for data interoperability in the healthcare space. We talk a little bit about Veeva. Have you heard of Veeva? I hadn't. It's one of those technologies with a tremendous amount of potential to be used in a positive way and maybe a little bit of potential to be misused if we're not careful. And that conversation was also the excuse for our first ever sound effects here on the Raw Data Podcast. We spared no expense. An iPhone was held very close to a microphone. All in all, just a delightful conversation. I smiled the whole time. We also had the ever upbeat and awesome Krissy in the co-pilot's chair for the duration of this conversation. And with that completely unintentional rhyme out of the way, let's get into it. Announcer (00:02:04): Ladies and gentlemen, may I have your attention please? Rob Collie (00:02:11): This is the Raw Data by P3 Adaptive Podcast, with your host, Rob Collie. Find out what the experts at P3 Adaptive can do for your business. Just go to p3adaptive.com. Raw Data by P3 Adaptive is data with the human element. Welcome to the show. Shelly Avery, how are you doing this morning? Shelly Avery (00:02:35): Hey guys, doing good today. Rob Collie (00:02:37): Well, thanks so much for being here. Another brave soul, first time meeting us. You're willing to have it recorded. That's into the breach. I like it. Shelly Avery (00:02:45): It's good to meet you guys. I'm happy to talk to you today. Rob Collie (00:02:48): We brought Krissy today. Krissy Dyess (00:02:49): How's everybody doing? Rob Collie (00:02:51): How are you Krissy? I mean, it's earlier your time. Krissy Dyess (00:02:53): It is early. Yeah. So normally we do these in the afternoon, but it's early. I'm enjoying the sunrise this morning. Rob Collie (00:03:00): Oh, fantastic. Krissy Dyess (00:03:00): Doing good. Rob Collie (00:03:01): Yeah. A cup of joe, maybe. Krissy Dyess (00:03:03): I don't drink coffee. Shelly Avery (00:03:04): I've had two today. Rob Collie (00:03:05): Shelly, I actually already noticed that. I had noticed before we started recording that the color of your coffee cup changed. That, yeah, she just hot swaps the coffee. Shelly Avery (00:03:16): Travel mug to drop off the kids this morning and then real mug once I got back to the home office. Rob Collie (00:03:22): So Shelly, why don't you tell us what you're doing these days. Give us your CV. Shelly Avery (00:03:25): I am at Microsoft now. I am in a new role that Microsoft has created. I am on a team that is called the Healthcare Solution Acceleration team. And our job is to really help our healthcare customers digitally transform their businesses, hopefully using Microsoft technology. But I've been here five years. I started as a technical specialist, helping customers migrate from on-premise server base infrastructure to Office 365, Exchange and SharePoint in OneDrive. And then Microsoft Teams came around because it wasn't around. It didn't exist when I started, and I became a Microsoft Teams technical specialist. I thoroughly enjoyed it. I loved it. Shelly Avery (00:04:12): Teams has really empowered the world to figure out how to do work different. It created lots of opportunities for people to create new ways of solving their business problems. And it was a lot of fun to be able to partner with our customers and really help them understand how technology can be an advocate for them and just help them do things faster and more efficiently and on their own terms. And so that was super fun, especially working with healthcare. I learned through that about some other features that Microsoft had, not that I didn't know, they didn't exist, but Power Platform, Power BI, Power Automate, Power Apps, and then later Power Virtual Agents. Shelly Avery (00:05:00): And using those inside of the UI of Microsoft Teams to even further enhance what Teams does, which is communication and collaboration, but then putting apps, low-code, no-code apps, and BI and data at the fingertips of these individuals to really, really step up their game and how they're solving their business problems. It's just been super fun and I thoroughly enjoy it. And so taking all of that into my new role, specifically working with healthcare and trying to help them accelerate solutions in their organization to solve their business problems. I thoroughly enjoy what I do every day. Rob Collie (00:05:41): Do you think that your recent background in Teams was a selection criteria for going into health? It would really seem to me like that strong basis in Teams is really quite an asset for you in the healthcare specific role. Shelly Avery (00:05:55): Well, I of course would love to say yes. And I think it is for me, that's how I learned. It's a background that I feel like I'm an asset to my customers, but my new team is comprised of people from all different backgrounds. And so what our new team hopes to be is people who are deep in various different technology areas so that we can lean on each other's expertise when a solution isn't bound by Microsoft Teams. So maybe we need to create a bot in Azure and build it off of a SQL database and put it in Teams. And so we're crossing the entire Microsoft stack. And so, yes, I'm deep in Office 365 and Teams and getting much better into the Power Platform, but as soon as I need to build a bot in Azure, I'm like, "What, how do I do that?" Shelly Avery (00:06:59): So I need that other person on my team who is deep in that area. We're here with you guys. I know y'all are deep in Power BI. We have data scientists on our team and experts in Power BI, which I am not that, but I leverage them because when I talk to my customers, they want to create dashboards and reports that they can have actionable insights on. And so I understand the use case or the problem they're trying to solve. And then I work with my data scientists on the team to help. We come together and bring our skills together to help the customer. So it's just a super fun team. We all geek out in our own area. Rob Collie (00:07:38): Yeah. I mean, it is really a perfect little microcosm of what Microsoft is trying to do with the Power Platform in general. Isn't it? Years ago when they renamed, they Microsoft renamed the Data Insights Summit to be the Business Applications Summit, it wasn't really clear what was going on. There just seemed like one of those funky Microsoft renames. You know how Microsoft changes the acronyms for all you folks in the field, every 18 months, just for yucks. It seemed like one of those, but no, that wasn't it at all, right? There actually was a really long-term grand plan that was already clear behind the scenes there, that just wasn't really clear on the outside. Rob Collie (00:08:18): And all of these technologies coming together, the low-code, no-code or rapid development, whatever you want to call it, right? All of these tools, they enable something to come to life that every single environment, every single customer is different and their needs are different. Their fundamental technological systems that they use, all their mind of business applications, all of those are different and unique. They're unique mix. Plus then you add in the unique challenges that are going on in their particular environment. Rob Collie (00:08:45): You want something off the shelf, but at the same time, if it's not incredibly flexible, if it's not incredibly customizable, it's never ever, ever going to meet the needs of that reality. And I think Microsoft has one of the strongest long-term bets I've ever seen Microsoft make. And it's been really interesting to see it come into focus over the years. Shelly Avery (00:09:06): I'm glad you see that and a lot of people do, but we have a lot of customers. I keep saying health because that's who I work with, that there are health care pointed solutions that are out there that have a single purpose and they are off the shelf. And they do usually do a great job at what they do, but they only do one thing. And we find that almost every application or SaaS that they subscribe to or purchase, has to be connected to data or systems or things like that. And then they have 50 different apps all connected to 50 different things, and it becomes complex. And you have service contracts and everything has to be managed. And so we are pushing that we have a turnkey solution. Shelly Avery (00:09:54): We're actually saying the opposite. We have a solution that gets you 80, 85% of the way there, but then that last bit is fully customizable to make it exactly like you want. And so sometimes that's hard to tell a customer that, "Hey, you're going to pay for something and then you have to build it," or, "You have to pay someone else to help you build it." And they have to be able to see the benefit of that to keep costs down and reduce complexity and app sprawl is something that we see a lot. And so being able to streamline that is something that we definitely try to do and help our customers understand the benefit of. Rob Collie (00:10:33): Sometimes 99% rounds to zero. You have a 99% solution to something, but you simply cannot do the last 1%. And a lot of cases, that's just a failure. I think a lot of off the shelf software, even if it got to 99% of what you need, which is a phenomenal number, it's still not doing it. Plus we also got to remember that the 100% target is also not static. Things change. Even if you're 100% today, your needs tomorrow are going to be different. The ability to customize, the ability to create new integrations and new applications, even if they're lightweight within your environment, is an ongoing must. Rob Collie (00:11:16): I think approaching this as a platform while at the same time making that platform very humane, it doesn't require me to sit down and write C-Sharp every single time I need something new, that's just amazing. I think if you zoom back on all of this, it's almost obvious once you know what to look for. All of the individual systems that we buy, and this is even true of our business here at P3. We're, "Best of breed," in terms of all the line of business software that we've adopted. Best of breed, AKA, whatever we stumbled into at that particular point in time. All those little silos, those line of business silos are very competent. Maybe not excellent all the time, but they're very competent at what that silo is supposed to do. Rob Collie (00:11:59): But an overall business environment, an overall team environment doesn't stop at those silos. It's like the whole thing. It's the whole picture. It's the whole organic total across all of those silos. That's where you live. You don't live in one of them. And so integration across them of various flavors. I think we're in this new second or third era of middleware right now. And Microsoft is just so, so, so well positioned in this game. I didn't see this coming. I just woke up one day and went, "Oh, oh my gosh. Look at what my old buddies are up to." Checkmate. It's been really cool to watch. Shelly Avery (00:12:40): Yeah. It's been really awesome to be here and live it. Sometimes when you're in it, you don't see it happening. And then you look back and you say, "Wow, we've come a long way in the last three years or five years." Rob Collie (00:12:52): Yeah. Let's talk about Teams a little bit more before we switch back into health. Shelly Avery (00:12:57): Yeah, sure. Rob Collie (00:12:57): I find the Teams phenomenon to be just fascinating, which is another way of saying that I missed it a little way, right? Back when I worked on the Excel team, every few years whenever office would finish a release, there'd be like this open season of recruiting. People could move around within office, like a passport free zone. You could just go wherever you wanted. I always struggled to get people who had never worked on Excel to come work on Excel. It was scary. Rob Collie (00:13:24): They've been working on things like Outlook or Word or something like that. It's easy to be, "An expert user of Outlook." It's easy to be an expert user of Word. In other words, the difference between the 80th percentile user of those apps and the 99th percentile user of those apps, it's hard to even distinguish. You can't even really tell the difference between them and practical usage. That's not true for Excel though, right? Shelly Avery (00:13:44): Right. Rob Collie (00:13:45): An Excel expert is like a magician compared to an amateur. And so that was really intimidating, I think. That was the fundamental reason why people struggled to take the leap to come to the Excel team. They felt more comfortable where they were, but a pitch I always gave, which were about a 20% success rate, was data fits through a computer really well. A CPU can improve data. It's built for that. Whereas Outlook and Word, even PowerPoint, I've revised my opinion on all of these since then, but this is me in my early 30s. Going, all those other things, those are about ideas, and communication, and collaboration. Rob Collie (00:14:25): And that's all human stuff. And human stuff doesn't really fit through a CPU all that well. It doesn't come out the other side, enriched in the same way that data does it. Hubris in hindsight, right? I said, "There's never an end to how the improvement that can happen in Excel." Whereas something like Outlook or Word, might be essentially nearing its end state. Then comes Teams, right? Teams is the kryptonite to that whole pitch. I hear myself back in the early 2000s, Teams is all about human interaction. I guess that's what it does. Rob Collie (00:15:02): I guess, to me, it's this alien form, Teams has just exploded. People love it. It's everywhere. I mean, this is an impossible question to answer, but I'm going to ask it anyway, because it's fun to do. What is it? Why are people so excited about Teams? For a while there, it's like SharePoint held a fraction of this excitement. It's in a similar spot, the hub for collaboration in the Microsoft ecosystem. It feels like Teams has said, "Here, let me show you what that really looks like." Shelly Avery (00:15:36): Yeah. I'll do my best to try, but this is my opinion. I don't know what anybody else thinks, but I think it takes the best of the consumer world and the best of the enterprise or commercial world and puts it together all in one app. It has things that when you chat with somebody, it's like you're using a text message. So it's no different than, if you're an Apple user, you open your phone and you go to the green text message app or you go to the Teams app and it looks exactly the same. It has gifts and it has reactions, and you can put stickers and memes in there. And so it's super fun. Shelly Avery (00:16:19): But then you take that enterprise and you can also share a OneDrive link or create a meeting or send someone an Outlook invite or whatever. So it takes that enterprise and mushes it with consumerism. And so it's like taking Facebook and LinkedIn and Office and SharePoint and smashing it all into one app. And so you can have fun with it. You can build relationships with your colleagues or even people external to your organization, but then you can also build presentations and dashboards and create, and even use the Power Platform from a low-code dev perspective, right inside of Teams. Shelly Avery (00:17:02): It spans the spectrum of fun to developing brand new stuff. And so everybody can get something out of it and they can use it the way they want to use it for the purpose that they need to work on, whatever they're doing for the day. And so it can be great for various different people in various different ways. Rob Collie (00:17:28): I love that answer. Krissy Dyess (00:17:29): I have a different perspective. I came from a background of data and technical and all of that type of thing, but this Teams, really with everything transitioning to remote in a hurry over the last year, I feel like it really helps with a level of organization and communication and assets that you talked about, Shelly, to centralize all that because in a difference of data coming at you from many places, now we have communications, now we have remote teams. Krissy Dyess (00:18:05): And I love, like you said, it is fun, it's interactive. Here's where I'm struggling a little bit with Teams. I love it, but what is proper Teams etiquette in terms of like meetings and conversations? For example, I'm having a meeting and I don't want to interrupt somebody, so I'm going to put it in the chat. But then sometimes people feel like, well, the chat is still a form of interruption. I see it as a form of participation. And so I think people are still learning how to embrace these tools. Shelly Avery (00:18:38): Yeah. Well, I think that it also comes to culture. Krissy Dyess (00:18:41): Sure. Shelly Avery (00:18:41): And Microsoft has an amazing culture. We have been on a journey through Satya, our CEO, on really changing the culture of inclusivity and a growth mindset. And it's interesting when we interact with customers who don't have a very friendly and open culture. But I think you use it the way it works for you and for the people that you're working with and your culture. So if you're in a small team setting and it's friendly people, you should feel comfortable to use it the way that it makes you feel comfortable. Shelly Avery (00:19:23): But if you're in a quarterly business review with executives, I mean, think about it. If you're going to lunch with your buddies, you're going to act different than if you're going to a formal dinner with executives, right? And so you use the technology in a way that you would use real life. And so if I'm going to lunch with my buddies, I'm going to be cutting up and giving them funny gifts and patting them on the back. And if I'm in a business meeting with executives, I'm going to have my best dress on and my polite manners. So I'm going to act that way in a meeting too. Krissy Dyess (00:19:51): I totally agree with you. I've had the opportunity recently to work with the Microsoft team and I agree there's a completely different culture than what we see, even from my background, even from our culture, I mean, we're all friendly and stuff. Every organization does have their own culture and exactly what you pointed out, even within that organization, there are different levels and cadences. Shelly Avery (00:20:13): Yeah, it's crazy. So I spent the last three years helping IT organizations deploy Microsoft Teams. And I did that in the midst of COVID, in healthcare. So when you say remote work overnight, literally help telecare organizations enable 35,000 individuals for Teams over a weekend. To the question about culture, it was very difficult for some of the IT organizations to say, "Well, what should we allow our users to do?" There's sensitivity that you can set on gifts in a team. You can say, do we want them to be explicit or PG-13 or PG or G? Shelly Avery (00:20:58): And I had one organization that if there was anything to do with a gift that had to do with politics, that was seen offensive, because what if I sent you a Trump gift and you were a Biden person. I mean, how dare you do that? And so that company was very, very sensitive and they would only allow gifts at a G rating. And a G rating were like cartoons and stickers, where other organizations are like, whatever. If you don't like it, don't use it. Shelly Avery (00:21:29): So there's definitely different cultures and different organizations across the country. And so luckily, there are the controls in the back end and the administrative section on those kinds of things. And then for data too, do you want data to be shared externally or do you want people to be able to chat externally or not? And who do they want to be able to chat with? So there's lots of governance and data protection controls in the background. Krissy Dyess (00:21:58): And being a data person, what is really cool about Teams and all these things that you just described is on the backend, all of that stuff is just data. That's why you can control. That's why you can help your organization with these. And I think that's really cool. I am super excited about Teams. I was excited about Power Pivot in Excel, and I was excited with Power BI Desktop, and what you explained too, how it starts to integrate the Power Apps, the bots, all of that into this changing ecosystem of how we work, the ability to bring that from the top level all the way down to the frontline workers, to impact and drive actions, I am super excited about Teams. I can't wait to see how organizations learn more, how that they can adopt these tools, because I think there's so much that people just don't know because it is so new and it's a different way, just like Power BI was. Shelly Avery (00:22:57): I'll give you an example about that. We have this one group inside of Microsoft, it's called the [SLATE 00:23:04] team. And you know how Microsoft is with making acronyms. I have no idea what SLATE actually stands for, but what they do is they work with customers who have a unique idea and they help them build low-code or apps inside a Teams. And they built this one app called the Company Communicator. Basically what it is, is it's like a mass texting app, where I can create a little message and push it out via chat or via a Team to everyone in the organization or to a subset of people. Shelly Avery (00:23:39): And it created a cute little adaptive card where you could put a headline and a picture, and then a little message. After that got so popular, Microsoft built it into the product, right? It started from a customer, it went through a program. It was customer purpose built. Then it got so much organic growth through all of our customers loving this idea of pushing notifications. So we turned it into code and now it's in the product. I think that, that is so cool, how Teams is democratizing the ability for customers to influence product and future releases that now everybody in the world gets to take advantage of. Shelly Avery (00:24:28): So that's another thing that I just, I love about it as a product, but also we call it the Teams team at Microsoft, is they're innovating so fast and I'm just a few months out of that role and I already feel behind. I just saw a blog with what's new in Teams in August. And I'm like, I need to go and read this to make sure I know everything that's new because they just come out with so much new stuff every month. And it closes the gap, Rob, you mentioned earlier, when a product's only 99%, it's really zero. Shelly Avery (00:25:03): I think the bet on Microsoft is, it might be 99% today, but it's probably going to be 100% in a couple of months because we're innovating so fast. And your 99% today, isn't going to be your 99% in six months. And so it's a moving target, not only for the customer, but for Microsoft too. And so we want to catch up with features that are on the backlog, but the backlog just keeps growing and growing. And so the faster we can innovate and build these into the product, we will. Rob Collie (00:25:33): I just feel like if you're watching a really high stakes chess match, which I never do, but imagine that you did, to the untrained eye, this is an even game. And all of a sudden, one of the chess masters just resigned, just tips the king over and says, "Yeah, I've lost." I just feel like as a software industry, we should just take a moment and say, "Hey, Salesforce, all your other, your SAP, do y'all just want to call it, you want to just tip your Kings over, save us all a lot of trouble." I don't even work for Microsoft and I'm looking at this going, "Oh, boy." Remember, I'm not paid to say this. I really think Microsoft has really, really, really dialed it in. Rob Collie (00:26:16): I'd like to also go back to your answer about why Teams is so special. I think it was a perfect answer. Rewind 10 years, 11 years, I'm struggling to explain to people why this whole DAX and tabular data modeling thing that was only present at that time, only in the Excel environment, and only as an add in, it was, in some ways the most primitive exposure possible of this new technology. I was trying to explain to people why this was so special. And it was particularly difficult to explain it to people who had intimately known it's [4Runner 00:26:49], which was the analysis services multi-dimensional. Rob Collie (00:26:52): And really, technologically speaking, there wasn't too much about this new thing that was superior. If you looked that gift horse in the mouth and examined its lines and everything, you'd be like, there's really not much different here or it's clearly better. Now it had one thing that was clearly better, which was the in-memory column oriented compression. And that was pretty sci-fi. That was pretty cool, but it wasn't the tech. It wasn't like one of these was able to make the CPU scream at 500% capacity or something like that. It wasn't that at all. It was that this new tech fit the way humans work so perfectly. It met the humans where they were, whereas the previous one forced the human world to bend to its will. The humans had to come to it and meet it where it was. And this is a very subtle and nuanced point. Rob Collie (00:27:49): But in practice, it is everything. In practice, it means that a company like ours, that operates completely differently than the data consulting firms and BI professional services firms of the past, and really honestly, today, I think most firms are still operating that old way. We're a completely different species of a company. And we exist because these tools work a different way for the humans. And over and over and over again, this is why the ROI from Power BI is so insane when you use it the right way, when you really lean into it strikes. Your explanation about Teams, it echoed that for me. It's professional tool that fits the humans really well. Rob Collie (00:28:36): And you don't typically talk about stuff like that. If you're a technology professional, those kinds of answers, you're always looking for some sort of more hardcore answer. It's capabilities. Look at the check boxes it's got on the box, right? This other description of it fits the humans really well, it's not a good sales pitch, but in reality, it's everything. It's a difficult thing to do, right? Rob Collie (00:28:59): One of its chief strengths is also just, doesn't make a good sound bite or like, oh, okay. So now you have to wait and see it for yourself. You have to experience it. And I think that's what we've seen. Is that the people who've really leaned into Teams, they all have this surprised reaction, or they say, six to 12 months after really getting into it, as they describe how much they like it, there's this undertone of, "Yeah, it's really turned out to be amazing." You can tell that they didn't quite expect it. And now they're a convert. Shelly Avery (00:29:31): Well, I think a lot of IT organizations, they push applications out and Teams to the masses is, oh, it's just another application that IT is forcing us to use. And they're resistant to change because the last app IT pushed out wasn't great. And then they finally get in there and they do what you and I are talking about. They chat in it, they text in it, they meet in it, they have fun in it. And then six months later, they're like, "How did I do my job without this?" They enjoy it. It's easy to use, it's very accommodating and friendly to different personalities and different work types. And it's so unique in the way that you and I and Krissy can all use it all day long, every day, and we use it completely differently, and yet we all have the same opinion of it, is it works great for me. Rob Collie (00:30:30): That's the whole mark of a successful product. And one that spreads itself, right? It develops impassioned evangelists. Again, just like everyone else, I would not have seen that coming. Shelly Avery (00:30:41): You were at Microsoft from an Excel Power Pivot perspective and you now are not, and have started your own business and they're successful in that. I know people that worked at Microsoft and literally quit Microsoft just to be a YouTube star on how awesome Teams is and all the cool stuff you can do with it, and they've made a living out of it because it's a product that does so much and it's never ending in the way that it can be used and how unique it is. It blows me away when I actually saw a gentleman who was at Microsoft as a product manager and I followed him on YouTube, and then one day he said, his YouTube post was, "I am retiring from Microsoft." And he was younger than I am. I'm like, "How are you mean you're retiring?" Krissy Dyess (00:31:32): I followed the same story that you did, Shelly. I know exactly who you're talking about. What I really love, what the appeal of it to me is, is it's always these little things that people don't know that make the biggest impact. And when you're in an environment where you're not exposed to people doing those neat tips and tricks, having the ability of finding somebody out onto YouTube sharing that, and then you can bring it into your organization and start to spread it, it's really impactful because a lot of times people think, "Oh, it needs to be this complicated technical solution." And honestly, it's always the little things that people are like, "Wow, I didn't know I could do that." Shelly Avery (00:32:12): Agreed. Rob Collie (00:32:13): So let's turn the corner. Let's talk about health, Shelly. Where should we start? Shelly Avery (00:32:16): Well, when you were talking earlier about how Microsoft Teams is this new thing, I think people had an aha moment and I think there is an aha moment that is about to come in health. And I'd love to talk about that for a minute. I think it plays into your audience well because it's about data. Rob Collie (00:32:41): Very important question. Are there people involved? Shelly Avery (00:32:43): There are people involved. Rob Collie (00:32:45): Oh, okay then. We're good. We're good. Shelly Avery (00:32:46): Yeah, yeah. Rob Collie (00:32:47): Okay. All right. Shelly Avery (00:32:48): Yeah. There is interoperability of data in health. So think about, from a human perspective, heaven forbid you get in a car accident and you go to an ER and they have to bandage you up. That ER is owned by some health organization and they now have data on you, but it's not the same health organization where you go to see your primary care physician. And so how does your primary care physician know about your ER visit and how do they know what medicines that you were given and whether those had adverse reactions to you or not? Shelly Avery (00:33:22): Well, without interoperability of data, that just doesn't happen. And there is an old version of healthcare interoperability called HL7. Again, another acronym, but the new interoperability standard is called FHIR, Fast Healthcare Interoperability. The idea of FHIR is supposed to be universal so that that ER can digitally transfer that information to your PCP, your primary care physician. And so your medical record and your information can stay up-to-date with all the people that are medically treating you or for even you, like if you move to another city and you want to say, "Hey, I need all my information. I'm going to take it to my new doctor." Shelly Avery (00:34:10): And so this idea of interoperability, it's not a Microsoft thing. It's a healthcare standard that is happening in the industry. But what Microsoft has done is we have gone full steam ahead on this FHIR interoperability and built a stack of technology solutions based on ingesting data through FHIR. And we have a bunch of healthcare APIs, FHIR API being one of them, to now take all those low-code, Power Platform, Microsoft Teams, bots, and hydrate those apps with all of this data from healthcare to now be able to really unleash this data. Shelly Avery (00:35:02): So you need an app to have a rounding solution bedside in a hospital. You now have the ability to suck that data in from Rob, that he's been to the ER and his primary care physician, and now you're in for knee surgery. And so I have all that information that's aggregated from all over, and now it's in this cute little rounding app that we built off of Power Platform, or same thing with Power BI, or a chat bot in Teams. We can chat this health data and say, "Hey, is Rob's labs ready yet?" And the chat bot goes and sucks that data in and says, "Yes, here's Rob's labs. Here's the link to it." Shelly Avery (00:35:44): And so just being able to unleash that and build these apps or bots or experiences for the human to be able to interact with that data is really what we are trying to do. And so I'm super excited about it. This is a new team that I'm on and this is really what we're trying to drive. So I think it's going to be game changer for the industry. Rob Collie (00:36:09): So this is my first time hearing of this new interoperability standard. First of all, FHIR, it sounds cool. I like it. It definitely sounds like it's useful for sharing healthcare and patient information across organizations. Do you also see it as something that's going to be useful even within an organization, like between the silos, between these different systems within a single entity? Shelly Avery (00:36:32): Yes. And it will do that first before it goes across organizations. And- Rob Collie (00:36:37): Okay. Shelly Avery (00:36:38): This is a challenge internally too, because there's software technology that these electronic medical records, that your medical record, my medical records sit in at each of these organizations. And most large healthcare providers have multiple instances of these electronic medical records. Sometimes they have multiple different types through mergers and acquisitions and growth over time, or this department got an upgrade, but the other department didn't. And even amongst themselves, they can't share information with each other. And so if a call center services 10,000 patients, but they have four different electronic medical records, when Rob calls into that call center, how the heck do I know which one you're in and who you are and all that? Shelly Avery (00:37:30): So if we can use this FHIR interoperability to aggregate all of that and have it in a single place, now we've built this great call center app that knows that Rob is calling in and who you are. And I immediately have your information. I could say, "Oh, Rob, are you calling about the meds that you got from your ER visit last week?" It's very personalized. So let's personalize care. Let's have better patient engagement. Let's round with our patients and have the right information where we need it, regardless of where the original data sits. Rob Collie (00:38:01): So it's a new standard, FHIR, right? Shelly Avery (00:38:04): Yes. Rob Collie (00:38:04): And so let's pretend I'm a healthcare organization and I have, again, these, "I've got a best of breed set up." I've got a jillion different siloed line of business systems. Some of them are new, some of them are not. These older systems that I have, they're not going to be playing nice with this new FHIR standard. They haven't even heard of it, that software. So- Shelly Avery (00:38:24): That's correct. Rob Collie (00:38:25): How do I, as an organization, connect those wires when some of my more long-ended two systems aren't going to be supporting the standard natively? Shelly Avery (00:38:36): And that's part of our challenge right now. A lot of the customers that we're talking to, they see the future, they like the vision that Microsoft is painting. They want these human interactions like we're discussing, but they'll say to us, "We aren't ready for FHIR," or, "We haven't made that transition yet." Our comment back to them is we can help you get there. And it is a requirement that they get there by a certain date in the future. So why not have a company like Microsoft help them? Shelly Avery (00:39:11): Now, it's not necessarily an easy task. There are data mappings that have to happen. And a lot of these electronic medical systems are in the old standard, which we can map from the old standard to the new standard. It takes a little bit of manual work, but you only have to do it once, because once you do it once, it's in the standard and now you've unleashed that data. There's also custom fields though. Some developers- Rob Collie (00:39:38): Of course. Shelly Avery (00:39:38): Have gone into these electronic medical records and they built some custom field that doesn't map to FHIR. So then you got to have somebody who knows that. And so there is hard work to do it in the beginning. I'm not trying to say that there isn't, but we do have healthcare interoperability partners, and system integrators, and Microsoft to help these organizations get into that standard. And the new marketed term for all of this is the Microsoft Cloud for Healthcare. Shelly Avery (00:40:10): And so it's all about ingesting that data and then unleashing that data to create these great, either apps or applets, or bots, or scenarios that empower the people who either work at these systems or even for patients to be able to interact with and have better experiences for themselves. And so, you only have to do the hard work once and then it's in there. And so you're right. It isn't a turnkey, there is work that has to be done, but they're going to have to do it eventually. So we'd love to be able to partner with them and help them get to meet those regulatory compliances that are coming in the near future. Rob Collie (00:40:52): Yeah. Another example of where it's good to have a platform, right? Shelly Avery (00:40:55): Right. Rob Collie (00:40:56): If that missing 1% is interoperability, that's a big 1% that a platform like Microsoft is very, very, very prepared to help you connect those dots. It also, it's really helpful that these older systems that we're talking about, if they already had to, as you pointed out, if they already had to play ball with an older interoperability format, that's end sharp contrast to your average line of business software that has no interest in interoperability at all. T Rob Collie (00:41:26): he average line of business system is like, no, no, no, no, no. We are a silo and we like being a silo. And why would we ... Mm-mm (negative), no. We are here to hoard the valuable data that is collected in here. Mm-mm (negative), no. Even though it sounds rightfully like labor intensive, one time investment, compared to the average interoperability game that happens across the world, across all industries, it sounds like there's already a really, really, really strong starting point. That's a big, big, big point in your favor. Plus if it's going to be a regulatory standard in the future, that is unheard either. Shelly Avery (00:42:00): Right. Krissy Dyess (00:42:01): I'm curious though, as to what changed, because honestly, it is one of the reasons why I'm appointment averse, is because every time you go into a different doctor and it's really common for people to move nowadays. And you're like, oh, I got to fill out all the same forms, over and over again. In my mind, I always thought it's somewhere. Why can't it be everywhere? I guess I thought maybe there was some privacy reason that was the blocker. Has something changed there? Shelly Avery (00:42:28): You're absolutely right. And no, there is still what's called the HIPAA regulations. And so the entire Microsoft Cloud for Healthcare is HIPAA compliant. It does meet all of the requirements for that. And so the FHIR standard, FHIR mandate is under that HIPAA compliance. And so that's a U.S. regulation. It's not in the EU or others. They have their alternative to HIPAA around keeping healthcare information protected. And it's important to be able to do that. And so the old HL7 standard of interoperability was highly customizable and the new FHIR standard is less customizable, and that is how it is able to have more liquid interoperability. Shelly Avery (00:43:27): I'll give you an example. Sex and gender are two completely different things. And we know that in this day and age, but in the FHIR standard, there is a born sex and it is one or another, and you can't really change it. But in the HL7, you could add seven or eight or nine or 10 different categories for that. So when you have the FHIR standards met, born sex is a one or a zero, basically. Right now they have the other category of gender that there's a bunch of options there. And then they even have another category. And so it's creating the standard that everyone in healthcare has to meet as opposed to going in and making it where I can make 37 customizations because in my hospital, I allow them to have 37 choices. Shelly Avery (00:44:28): Religion is another one. Religion is huge. I mean, there's endless amounts of religions. In the FHIR standard, there's a set amount and then in other. And so you have to fall into either the set amount or other, and that allows for that more liquid interoperability, or that is the goal. That's the goal of FHIR. Now, I'm getting a little deeper into more of the regulatory compliance and how the standards work. There's tons more deep technical experts on healthcare compliance than I am. I'm more of a technologist than a healthcare compliance expert, but knowing how it works a little bit helps you understand why the technology is empowering or we hope in the future has the potential to empower the industry to be able to do more with this data. Rob Collie (00:45:18): Even that little deep dive there, I mean, that really, for me and for the listeners, you really just certified your bonafides there. If anyone was wondering how deep you were into this stuff. You always got to be careful. You're not the expert on that. There are people who know it much better than you. The fact that you know that much while also being on top about all those other stuff, you're in the right role. Like Holy cow. Shelly Avery (00:45:41): For my role, they did require healthcare expertise. And we have another team that partners with us that actually are folks from the industry. So we have MDs, PhDs, ex-CIOs and nurses with their RNs, from industry that work at Microsoft as the healthcare industry team, that partner with us around more of these deep healthcare needs. And when we're talking to chief medical officers or chief nursing officers, who doesn't like their title to be matched. Shelly Avery (00:46:18): So when we have a chief medical officer like Dr. Rhew at Microsoft, or a chief nursing officer, or ex-CIOs of healthcare organizations to come in and talk to current CIOs, they feel like we're talking to them from their shoes. And so my team partners with that industry team. Not that they aren't technical and don't understand how the technology works, but we are supposed to understand healthcare enough and how the technology fits for those healthcare scenarios and use cases that they need help with. Rob Collie (00:46:52): To use a metaphor, if you're going to build re race cars, it helps to hire some people who drive race cars. Shelly Avery (00:47:00): Exactly. Rob Collie (00:47:00): Right. I've seen this evolution on the Excel team over the years too. There's more and more people on the Excel team who came up not originally as software engineers, but as people in finance and things like that. Whereas I was a computer science major that had to learn Excel in order to work on the Excel team. And so it was, if you populate a team with nothing but me, back then anyway, you end up with a team of mechanics who has no idea what it's like to go into turn three cars ride. I'm using a racing metaphor. I don't even watch racing. I find it incredibly dull, but I love a good metaphor though. Shelly Avery (00:47:40): Sure. Absolutely. I think Microsoft has done that and is continuing to expand that industry team, even our president of health and life sciences comes from the industry. A lot of our leaders from even a marketing perspective or from a product development perspective, they're starting to hire from the industry. Rob Collie (00:48:03): That's wisdom. That's humility. I think 20 years ago, we would've probably seen Microsoft put some up and coming computer science guard in that role. And you still need those people for sure. Someone who grew writing C++ isn't going to know everything that they need to know. It's again, there's this whole notion of collaboration. The thing we keep coming back to. It takes a lifetime to amass the expertise to be truly good at something. Rob Collie (00:48:29): And so, guess what, you're never going to find everything that you need in one person. You're going to need people with different histories in order to be successful. And so it's simple. And yet I don't take it for granted, when I see teams being assembled this way, I've learned to respect it, that it is a necessary and good thing. It's always worth praising even if it seems like it's table stakes. A lot of people don't view it as table stakes. Still, they've got some things to learn. Krissy Dyess (00:48:55): So Teams is empowering, it's a central hub, it's a window into all these other applications, the Power BI that brings the insights, the bots, the Power Apps, the drives actions. Tell me a little bit about the Veeva. I hear about Veeva, that whole human side. Tell me how you're seeing Veeva start to make its way to help balance, I think. Rob Collie (00:49:21): And what is Veeva? Krissy Dyess (00:49:21): Yes. Veeva. Shelly Avery (00:49:23): Yeah, sure. Microsoft Veeva is what we have marketed the name of our employee experience platform. If you're a Microsoft E, you've probably seen in the past years something in Outlook called MyAnalytics. MyAnalytics was the very early stages of what is now Microsoft Veeva. MyAnalytics was a analytics engine that had some AI in it that would give you insights about your day, or your week, or your month. It would tell you, "Hey, Shelly, you were meeting with Krissy like every week for a few weeks and you haven't talked to her in a while. Do you think it's about time to reach out?" And then it will even give you a button that says, chat with Krissy now, or schedule a meeting with Krissy now. Krissy Dyess (00:50:18): And I love that. Shelly Avery (00:50:19): Yeah. It would pop open your calendar- Krissy Dyess (00:50:21): Because I would forget. You have all your lists and you have all your things. And honestly, when those things would come across, I was like, "Oh, yeah, you're right." And I was like, wait a minute. The technology is getting on top of all this stuff that I can't keep track of. It's amazing. Shelly Avery (00:50:34): Yeah. That was the beginning of it. Microsoft also came out with another tool called Workplace Analytics, which was the next step of MyAnalytics, where it would anonymize the data and send it to your manager or to your direct report and it would go up the chain all the way. So if my manager had 10 people on it, he would get a daily or weekly report that said, "Hey, your 10 people, this is what they're doing. They're multitasking in their meetings or they're working after hours. Hey, maybe you should encourage them to close the lid of their laptop at night. Let them have better work-life balance." It provides the manager with insights. Right? Krissy Dyess (00:51:17): That's right. Because these are important. This is important to your overall health of your business, your company, your culture. Shelly Avery (00:51:24): Exactly. So Microsoft Veeva took MyAnalytics and turned it into what is now called Veeva Insights. And then there is Manager Insights and Workplace Insights. And so insights is really just a rebranding and a movement from MyAnalytics in Outlook. And it's now insight of Microsoft Teams. Because Teams has that developer side of it, there's so much more that you can do with that information in Teams than it is within Outlook. And so it gives you nudges also to set focus time on your calendar or set learning time on your calendar, and it updates your status, your green, yellow, red, to focusing or away or things like that. And so it uses AI to help you know maybe when you're overworking or who you might need to collaborate with. Recently, Microsoft made a investment with a meditation company, Headspace. Krissy Dyess (00:52:30): Yes. Yes. See, this speaks to me. I love it. Shelly Avery (00:52:33): Yeah. It's built into Microsoft Veeva. What I use it for is there's a feature called your Virtual Commute. We all used to drive in and drive out of the office and you had, and I forgot about it, but you had that me time in the car. We could listen to a podcast or veg out on the radio or something, but it was some me time while you were in the car, going home from work. And we lost that when we all went remote. It's like I literally shut my computer and then I walk in the kitchen and start cooking dinner. It's like, where is that me time? And so I use the Virtual Commute and I don't use it every day. It's about a five to seven minute decompression. It says, are you ready to wrap up your day? Krissy Dyess (00:53:17): I need this. Shelly Avery (00:53:17): Do you have any last minute emails you need to send? Do you need to create any to-dos? And it integrates with Microsoft to-dos, so you can click on things and say, add to my to-do. And then it walks you through a little meditation. Yeah, Rob's got it on right now. Krissy Dyess (00:53:38): This feels amazing. You just took this conversation to a new place and adding in the music. I'm feeling it. This is just taking work to a new level. Rob Collie (00:53:50): Imagine a world of Raw Data. Data with the human element. Krissy Dyess (00:53:58): No, no. Make it come back. Shelly Avery (00:54:00): Yeah. Krissy Dyess (00:54:00): Oh, no. Can we get that? Rob Collie (00:54:06): I couldn't help it. Krissy Dyess (00:54:08): No. This is what people need. Honestly, when I heard about this, and I'm surprised when I say Veeva, people are like, "What's Veeva?" And I loved your explanation because it gave so much more detail and history, people need this. Think about like, it gives tap it into how long you've been sitting and giving you that balance. This is amazing. Wow. I'm even more excited about this. Shelly Avery (00:54:31): Well, and I think- Krissy Dyess (00:54:33): I think I can make it another 50 years in the work environment now, like [inaudible 00:54:37]. Rob Collie (00:54:37): I said, that was the plutonium battery that you needed. Shelly Avery (00:54:41): Well, and it's so cool because just like there's a Teams team, there's a Veeva team and they are just getting started. They're integrating LinkedIn learning into Veeva learning and all these other learning platforms. So you can learn right in the UI of Teams and you don't have to single sign on and then MFA and forget your password to log into all these other learning tools. And it allows you to share it right inside of Team, say, "Hey, team, I just did this great learning. I think it'd be great for you." Shelly Avery (00:55:11): And customers can upload their own learning modules to it. There's Veeva topics, which is this Wikipedia where it's self-curated information. And what is great, like we've talked about acronyms at Microsoft, every acronym has a topic page now at Microsoft. So anytime you type an acronym, it hyperlinks it. So I'm chatting you in Teams and I say FHIR. And it's like, what the heck is FHIR? You hyperlink it and it gives you an explanation of what FHIR is. Krissy Dyess (00:55:43): That's game changer in itself. Rob Collie (00:55:46): So, does it also pick up pop culture, like if I type IKR, I know, right? And someone else doesn't know what that means. Usually I'm on the receiving end of this. Someone used an acronym yesterday in a chat with me that I'm sitting there going like, "Oh, what new hipsters saying is this?" And it turned out, no, no, no, no, no. That's the customer, Rob. Krissy Dyess (00:56:08): Here's something really weird too. I love this Veeva thing. I love Teams and all this productivity and pulling all the pieces together. Gosh, back in the day, when I moved from back east to Phoenix out west and I started working at the company I was with, they actually had a meditation person that would come in every so often and they would have us stand up and do exercises. And then even to just like little chair massages and it all- Rob Collie (00:56:41): Please continue. Krissy Dyess (00:56:42): Right. Oh, this is just as amazing. I don't even know what track you got, what meditation track, but I just need this in my day. And so many other people do. Rob Collie (00:56:55): Do you see that? I feel compelled to not even hold the phone steady. I have to move it in a circle, a very gentle circle as I play it into the microphone. I didn't even know I was doing that. Shelly Avery (00:57:06): It makes you want to sway. Rob Collie (00:57:11): Yeah. In the middle of the meditation music, you heard my reminder for my next meeting go off. Oh, it really spoiled the mood. Krissy Dyess (00:57:21): And you haven't reviewed that 50 page slide deck. And then- Rob Collie (00:57:25): That's right. Krissy Dyess (00:57:26): Here it goes. Reality comes right back in. You're like, "Oh, okay. Veeva, Veeva, help me." Shelly Avery (00:57:32): I Mean, not to pitch, I'm not selling Veeva anymore. I'm a user of it, but those are also things it does. It gives you alert in the beginning of the day that says, "Hey, Shelly, here's what your day looks like. You got these six meetings. Here's a PowerPoint that you were working on, that might go with this meeting. Do you need to review it?" The Outlook team has also built in, I don't know if you guys have seen this. In Outlook now, you can create 25 minute meetings, 45 minute meetings or 55 minute meetings that either start five minutes late or in five minutes early to give that bio break meeting buffer between meetings. Krissy Dyess (00:58:14): That's right. Shelly Avery (00:58:14): Because when you're fully remote, all I do is sit around and I click the join button all day. I need to go refresh my drink, I need to stand up, I need to stretch. And so, again, we talked about culture at Microsoft earlier, and Satya has been on multiple news outlets talking about how we were the customer zero for Veeva and for this workplace balance. And it's so incredibly crazy to me how much people care about people. It's what we need to do as a human race. We just need to care about people more and allowing technology to play a part in that. It's so cool that we have that. Hopefully organizations take advantage of it for their employees. So more people can have ... It's just the little things- Krissy Dyess (00:59:06): It is the little things. Shelly Avery (00:59:06): You mentioned, Krissy, earlier, it's the little things, like five minute less meetings. It's a sign of respect. Let me use the restroom. Don't be mad at me if I'm not on at the top of the hour. I need two minutes to jump from my last meeting to switch my train of thought to get into the next one. And I think that it's super cool that I get to be a part of a company that's offering that to others. And I hope the rest of the world sees it and gets to take advantage of it. Krissy Dyess (00:59:35): This week, just recently, because I am seeing the five minute grace period, the meetings start five after, but I just, this week, because now people are starting to creep in at 10 after. So it's like everybody expects that five minute because exactly like you said, you're on back-to-back meetings, you don't get a break, but now that five minutes, now it's okay if you're 10 minutes after. Then it's going to be 15. Right? Rob Collie (00:59:59): Yeah. It's like back when I used to teach classes, I would tell people we're going to take a five minute break and we'll resume in 10. Right? Shelly Avery (01:00:08): Yeah. Krissy Dyess (01:00:09): That's right. Rob Collie (01:00:10): But if I tell you it's a 10 minute break, it becomes a 15 minute break. You can't have that. So just say, "Five minute break, but I'll see you in 10 minutes." Krissy Dyess (01:00:17): When I was training, there was no break. So all my students out there- Rob Collie (01:00:20): You just powered through? Krissy Dyess (01:00:22): Because there was so much cool things that I ... I was like, "No breaks. Let's keep going." And they're looking at me. Rob Collie (01:00:28): In the morning, everybody please come in, sit down at a seat that has a book in front of it. And in the bag next to it, is your astronaut diapers for the day. Krissy Dyess (01:00:38): Don't drink water or you might have to go. Rob Collie (01:00:41): Yeah, yeah. We have capitas. Krissy Dyess (01:00:43): I was a different person back then. Now I'm embracing the Veeva and the breaks. I feel sorry for all my students, but that's what I did, because there was so much cool stuff. No breaks. Rob Collie (01:00:52): While we're on this topic, just briefly, this Veeva thing, it seems like one of those technologies that it's not the only thing like it, for sure. But it can be used for good, but it could also be used in a very dark way, if we're not careful. When we were talking to Jen [Stirrup 01:01:08] on a recent podcast, even dashboards reports and things can be used as a form of workplace surveillance. I do see all of the glass half full potential here. Are there any concerns about customers saying, "Yeah, yeah, yeah, we'll use this for the positive, the meditation and the humane," but then they just turn around and roll it out as like the Amazon horror stories of the driver's not allowed to take bathroom breaks. And this is a means of enforcing that. Shelly Avery (01:01:36): Yeah. I think there is fear of that. I mean, I know a ton of people they put duct tape over their cameras and they don't want windows hello because they think the world's spying on them. There are just people that have that fear. Rob Collie (01:01:49): I don't know any of those. Shelly Avery (01:01:51): Yeah. But I think Microsoft is trying to protect customers a little bit in this area, that you are the only one that can see your data. Everything else is anonymous. Now, if you're a team of one and you report to your manager, obviously the manager is going to know it's you or a team of two, there are those things. But as you go up from a manager one to an M two, to a director, to a VP, and then all the way up to HR, unless you're a very, very small company, the data is segregated into demographics, and geographies, and departments, and roles, and skills, and tenure. And they slice and dice that data to learn insights as to how one population is performing or working over another population. Shelly Avery (01:02:42): I think it was one engineering group at Microsoft that was really, really being overworked. Not that they weren't all being overworked. I'm sure everybody is overworked in every position at every company everywhere. But there was this one in particular organization at Microsoft, I think they were putting in like 18 hour days. It was ridiculous. And the feedback they got from these individuals was, "We have to work after hours because we are in meetings all day." And they were individual contributor. They were coders. They needed that three to four hours to get that line of code written or tested or whatever. Shelly Avery (01:03:17): They made a meeting free Wednesdays. They literally wouldn't allow people to have meetings. Now you could collaborate with people and set your own, but no internal or manager type meetings those days. And the productivity of that group after three or four months, just completely changed. And so using the data, that's what the data is meant to be there for. Now, there are people in the world that are just going to make Ponzi schemes. They're just evil people. Data can be used, I'm sure in malicious ways. I think Microsoft is trying their best to make it so they can't be super micromanagement at least down to the individual level. Rob Collie (01:04:02): It's a certainly a very, very challenging frontier for a technology company, right? We're going there as an industry. It's inevitable. It's happening. There's no point in trying to say, "Oh, no, let's put up the firewall here." We're seeing this thing. This goes back to my original, something I said a long time ago in this discussion about how certain things don't go through a computer very well. I think this is one of those examples. We're seeing it with Facebook and YouTube. Technology companies, they're in the position now, these companies, of being the arbiters of truth and there's no algorithm. Rob Collie (01:04:36): There's actually a really great YouTube video, or this one guy in the UK talks about, there is no algorithm for truth, but we've created these platforms that are the primary disseminators of information in the world and they're completely and forever ill equipped to be arbiter of truth. Wow, look at the world that we're in. So, I don't think this particular topic is on that scale. It doesn't have that same reach. I don't think as the other things, but I think it's a cousin of those problems in some ways. It's a more solvable problem, I think, than the Facebook and YouTube problem that we're seeing. But this is where the real stuff is. Is like, how do we deploy these things in a way that is a net benefit to humanity? And not just as a net benefit to shareholders. Shelly Avery (01:05:27): Exactly. Rob Collie (01:05:28): That's attention, especially I think in the United States. It's a very different dynamic like in Europe, for instance. I can imagine the adoption profile of something like Veeva in Europe will be very different than in the USA. Shelly Avery (01:05:40): Well, it will have to meet European standards. European has GDPR around privacy laws. And so there might be different settings or features that can or can't be enabled in a product like Veeva in UK or in Europe to comply with those. Rob Collie (01:05:58): A lot of consumer products in the United States, they have to meet California standards. Shelly Avery (01:06:03): Exactly. Rob Collie (01:06:04): And then because of that, the whole country is California in terms of its standards, because you're manufacturing product. Software's a little different, it can be tuned differently in different places. Shelly, I have really enjoyed this conversation and thank you so much for making the time. You also get a gif of yourself. Why don't have to be mentioned that. Krissy Dyess (01:06:19): A G-I-F not G-I-F-T. Gif. Rob Collie (01:06:22): Right. Not a gift, but it is a gift- Krissy Dyess (01:06:24): It's a gift or a gif. Rob Collie (01:06:29): Or a gif. Yeah. Shelly Avery (01:06:29): Yay. Fun. Rob Collie (01:06:29): Yeah. Krissy Dyess (01:06:29): And you could frame it. Rob Collie (01:06:29): It needs to be a movable frame. We could sell it as a

The Ryan Kelley Morning After
09-10-21 Segment 1 #Content, #Engagement, and #Brand

The Ryan Kelley Morning After

Play Episode Listen Later Sep 10, 2021 64:17


Tim's back. Jersey sale takes right off the bat. Twitter takes. Tim's twitter GIF's. Bucs vs. Cowboys. Best of segments. Most awkward moments in TMA history. StrodeCast. Iggy and Bree Mills. Pick 6. Media buzzwords. Bryson's personality. 

The Ryan Kelley Morning After
09-10-21 Segment 1 #Content, #Engagement, and #Brand

The Ryan Kelley Morning After

Play Episode Listen Later Sep 10, 2021 64:17


Tim's back. Jersey sale takes right off the bat. Twitter takes. Tim's twitter GIF's. Bucs vs. Cowboys. Best of segments. Most awkward moments in TMA history. StrodeCast. Iggy and Bree Mills. Pick 6. Media buzzwords. Bryson's personality. 

Jason and Deb Full Show
The Morning X with Jason Dick and Friends - Hour 4 - Dad Buffer

Jason and Deb Full Show

Play Episode Listen Later Sep 9, 2021 22:12


We discuss why Jason needs Nick to be his dad buffer and another round of Are You Smarter Than Jason Dick. See omnystudio.com/listener for privacy information.