Podcasts about Honeycomb

This week we discuss Cloud Earnings, OpenCost and Opensource Redflags. Plus, Matt recounts his epic return trip home from Amsterdam. Watch the YouTube Live Recording of Episode 413 (https://www.youtube.com/watch?v=SUMH3L0iLqs) Runner-up Titles Airplane Ghost No Hashtag for That Sorry Fellow Travelers That's what they said about Google Reader That's the beauty of nonsense stories How do you really feel Brandon? Nobody wants monitoring data Airport Hotels I don't remember Security Line Sick Rundown Checking in on Cloud Earnings Cloud Giants Update (https://twitter.com/jaminball/status/1651679974548738048?s=46&t=EoCoteGkQEahPpAJ_HYRpg) Clouded Judgement 4.28.23 (https://cloudedjudgement.substack.com/p/clouded-judgement-42823?utm_source=post-email-title&publication_id=56878&post_id=117470069&isFreemail=true&utm_medium=email) IaaS Pricing Patterns and Trends 2022 (https://redmonk.com/rstephens/2023/04/11/iaaspricing2022/) Of Course AWS Revenues Are Slowing And Profits Are Pinched (https://www.nextplatform.com/2023/04/28/of-course-aws-revenues-are-slowing-and-profits-are-pinched/) Don't be fooled by slowing cloud growth: Cost optimization is a feature, not a bug (https://siliconangle.com/2023/04/29/dont-fooled-slowing-cloud-growth-cost-optimization-feature-not-bug/) Amazon Starts Round of Layoffs in AWS Cloud Services Division (https://www.bloomberg.com/news/articles/2023-04-26/amazon-starts-round-of-layoffs-in-aws-cloud-services-division?utm_medium=email&utm_source=newsletter&utm_term=230426&utm_campaign=author_20879664&leadSource=uverify%20wall) Amazon's cloud business is clamping down on managers' freedom to hire in latest cost control—leaked memo (https://finance.yahoo.com/news/amazon-cloud-business-clamping-down-191234361.html) Google's cloud business turns profitable for the first time on record (https://www.cnbc.com/2023/04/25/googles-cloud-business-turns-profitable-for-the-first-time-on-record.html) Microsoft reports earnings beat, says A.I. will drive revenue growth (https://www.cnbc.com/2023/04/25/microsoft-msft-q3-earnings-report-2023.html) Navigating the High Cost of AI Compute | Andreessen Horowitz (https://a16z.com/2023/04/27/navigating-the-high-cost-of-ai-compute/) OpenCost (https://www.opencost.io) Kubecost's Path to Product-Market Fit (https://review.firstround.com/kubecosts-path-to-product-market-fit-how-the-co-founders-validated-their-idea-with-100-customer-conversations) MariaDB.com is dead, long live MariaDB.org (https://medium.com/@imashadowphantom/mariadb-com-is-dead-long-live-mariadb-org-b8a0ca50a637) Relevant to your Interests FBI seizes Genesis Market, a notorious hacker marketplace for stolen logins (https://techcrunch.com/2023/04/05/fbi-genesis-market-seized-stolen-logins/?_hsmi=253259905) Google Stadia head Phil Harrison has left the company (https://9to5google.com/2023/04/05/stadia-phil-harrison-departs/?utm_source=newsletter&utm_medium=email&utm_campaign=newsletter_axioslogin&stream=top) Observability platform Honeycomb pockets $50M in new funding (https://siliconangle.com/2023/04/06/observability-platform-honeycomb-pockets-50m-new-funding/) Tesla workers shared images from car cameras, including “scenes of intimacy” (https://arstechnica.com/tech-policy/2023/04/tesla-workers-shared-images-from-car-cameras-including-scenes-of-intimacy/) The Six Five Insider Edition with Ram Velaga, Broadcom - Moor Insights & Strategy (https://moorinsightsstrategy.com/webcasts/the-six-five-insider-edition-with-ram-velaga-broadcom/) Clubhouse ↓ (https://twitter.com/benedictevans/status/1644037829180239873?s=46&t=-2GRjYw3L96Jh3hL9tDPcg) Oops: Samsung Employees Leaked Confidential Data to ChatGPT (https://gizmodo.com/chatgpt-ai-samsung-employees-leak-data-1850307376) How SQLite helps you do ACID (https://fly.io/blog/sqlite-internals-rollback-journal/) On-prem still cheaper but don't rule out the cloud yet (https://www.theregister.com/2023/04/11/cloud_dc_costs/) Amazon Bans Flipper Zero, Claiming It Violates Policy Against Card Skimming Devices (https://gizmodo.com/amazon-bans-flipper-zero-card-skimming-on-tiktok-1850313284?_hsmi=253770930) Today in Apple history: Apple-1 starts a revolution (https://www.cultofmac.com/475761/apple-1-launch/) How Incumbents Survive and Thrive (https://hbr.org/2022/01/how-incumbents-survive-and-thrive?utm_campaign=hbr&utm_medium=social&utm_source=twitter) Announcing Linkerd 2.13 with circuit breaking, dynamic request routing, FIPS, health monitoring, and more (https://buoyant.io/blog/announcing-linkerd-2-13-circuit-breaking-dynamic-request-routing-fips) Pentagon leak traced to video game chat group users arguing over war in Ukraine (https://www.theguardian.com/world/2023/apr/11/pentagon-leak-traced-to-video-game-chat-group-users-arguing-over-war-in-ukraine) NPR quits Twitter after being falsely labeled as 'state-affiliated media' (https://www.npr.org/2023/04/12/1169269161/npr-leaves-twitter-government-funded-media-label) Mass Layoffs and Absentee Bosses Create a Morale Crisis at Meta (https://www.nytimes.com/2023/04/12/technology/meta-layoffs-employees-management.html) Announcing the deps.dev API: critical dependency data for secure supply chains (https://security.googleblog.com/2023/04/announcing-depsdev-api-critical.html?m=1) Futurepedia - The Largest AI Tools Directory | Home (https://www.futurepedia.io/?_hsmi=254110070) Amazon CEO Andy Jassy's 2022 Pay Falls to $1.3M, Touts Ad Business in Annual Letter (https://www.hollywoodreporter.com/business/digital/amazon-ceo-andy-jassy-2022-compensation-jeff-bezos-pay-1235373272/) Announcing New Tools for Building with Generative AI on AWS | Amazon Web Services (https://aws.amazon.com/blogs/machine-learning/announcing-new-tools-for-building-with-generative-ai-on-aws/) Venture Capital Deals (https://www.axios.com/newsletters/axios-pro-rata-94b71804-0a2d-45a5-b53e-dc667b154016.html?chunk=2&utm_term=emshare#story2) Zoom to acquire Workvivo to bolster employee experience offering (https://www.workvivo.com/newsroom/workvivo-zoom/) WSJ News Exclusive | IBM Explores Sale of Weather Business (https://www.wsj.com/articles/ibm-explores-sale-of-weather-business-c174f75c) Bluesky is my favorite Twitter clone yet (The Verge) (https://artifact.news/s/aIEifcBqhS0=) Keith White On Why He Is Leaving HPE, Dell Apex And Why The ‘Sky Is The Limit' For The HPE GreenLake Ecosystem (https://www.crn.com/news/cloud/keith-white-on-why-he-is-leaving-hpe-dell-apex-and-why-the-sky-is-the-limit-for-the-hpe-greenlake-ecosystem) Apple's batteries will use 100 percent recycled cobalt by 2025 (https://www.engadget.com/apples-batteries-will-use-100-percent-recycled-cobalt-by-2025-132837439.html?_hsmi=254528948) Apple Card's new high-yield Savings account is now available, offering a 4.15 percent APY (https://www.apple.com/newsroom/2023/04/apple-cards-new-high-yield-savings-account-is-now-available-offering-a-4-point-15-percent-apy/) Introducing Gloo Fabric (https://www.solo.io/blog/introducing-solo-gloo-fabric/) MillerKnoll CEO sparks backlash after telling employees to "leave Pity City" over lack of bonuses (https://www.cbsnews.com/news/millerknoll-ceo-andi-owen-backlash-pity-city/) Netflix Gains 1.75 Million Subscribers, Axes DVD-Rental Business (https://www.wsj.com/articles/netflix-nflx-q1-earnings-report-2023-8460b7e4) Uniquely Austin: Stewarding growth in America's boomtown (https://mckinsey.dsmn8.com/s3GcM4Y-Wx) A 12% decline in global smartphone shipments is what passes for stability these days (https://techcrunch.com/2023/04/18/a-12-decline-in-global-smartphone-shipments-is-what-passes-for-stability-these-days/) Stack Overflow Will Charge AI Giants for Training Data (https://www.wired.com/story/stack-overflow-will-charge-ai-giants-for-training-data/) Build Your Own Bootable Emacs Environment (https://hackaday.com/2023/04/22/build-your-own-bootable-emacs-environment/) Schools bought millions of Chromebooks in 2020 — and three years later, they're starting to break (https://www.theverge.com/2023/4/21/23691840/us-pirg-education-fund-report-investigation-chromebook-churn) Silver Lake to buy Germany's Software AG in $2.42 billion deal (https://www.reuters.com/markets/deals/silver-lake-buy-germanys-software-ag-242-bln-deal-2023-04-21/) "Verified" becomes a badge of dishonor (https://www.axios.com/newsletters/axios-login-4fc52afb-3c90-4bea-ad37-35b90c77ed9f.html?chunk=1&utm_term=emshare#story1) Apple throws VR spaghetti against the wall (https://www.axios.com/newsletters/axios-login-4fc52afb-3c90-4bea-ad37-35b90c77ed9f.html?chunk=2&utm_term=emshare#story2) GitLab Survey Reveals DevSecOps Gains (https://devops.com/gitlab-survey-reveals-devsecops-gains/) Zed - Code at the speed of thought (https://zed.dev/) U.S. appeals court upholds lower court order forcing Apple to allow third-party App Store payments (https://www.reuters.com/legal/us-appeals-court-upholds-lower-court-order-forcing-apple-allow-third-party-app-2023-04-24/) Red Hat cutting hundreds of jobs, CEO says in letter to employees (https://wraltechwire.com/2023/04/24/red-hat-cutting-hundreds-of-jobs-ceo-says-in-letter-to-employees/) Replit ⠕ on Twitter (https://twitter.com/Replit/status/1650900629521596421) Smartphones With Popular Qualcomm Chip Secretly Share Private Information With (https://www.nitrokey.com/news/2023/smartphones-popular-qualcomm-chip-secretly-share-private-information-us-chip-maker) Red Hat lays off 4% of its global workforce (https://www.axios.com/local/raleigh/2023/04/24/red-hat-lays-off-4-of-its-workforce?utm_source=newsletter&utm_medium=email&utm_campaign=newsletter_axioslogin&stream=top) There's a new AI unicorn that will make coders faster | Semafor (https://www.semafor.com/article/04/25/2023/theres-a-new-ai-unicorn-that-will-make-coders-faster) BMC to Acquire Model9 - BMC Software (https://www.bmc.com/newsroom/releases/bmc-to-acquire-model9.html) Broadcom Takes On InfiniBand With Jericho3-AI Switch Chips (https://www.nextplatform.com/2023/04/26/broadcom-takes-on-infiniband-with-jericho3-ai-switch-chips/) ChatGPT could cost over $700,000 per day to operate. Microsoft is reportedly trying to make it cheaper. (https://www.businessinsider.com/how-much-chatgpt-costs-openai-to-run-estimate-report-2023-4) Google Cloud suffers outage in Europe amid water leak, fire (https://www.theregister.com/2023/04/26/google_cloud_outage/) Automate Your Meetings - Magical (https://magical.so/?utm_source=futurepedia&utm_medium=marketplace&utm_campaign=futurepedia) Web3 Funding Continues To Crater — Drops 82% Year To Year (https://news.crunchbase.com/web3/vc-backed-funding-drops-q1-2023/) ‘The Godfather of A.I.' Leaves Google and Warns of Danger Ahead (https://www.nytimes.com/2023/05/01/technology/ai-google-chatbot-engineer-quits-hinton.html) IBM looks to turn nearly 8,000 jobs over to artificial intelligence, CEO says | WRAL TechWire (https://wraltechwire.com/2023/05/02/ibm-looks-to-turn-nearly-8000-jobs-over-to-artificial-intelligence-ceo-says/) The hardware we need for our cloud exit has arrived (https://world.hey.com/dhh/the-hardware-we-need-for-our-cloud-exit-has-arrived-99d66966) Cloud exit pays off in performance too (https://world.hey.com/dhh/cloud-exit-pays-off-in-performance-too-4c53b697) So, You Want To Build A DBaaS (https://matt.blwt.io/post/so-you-want-to-build-a-dbaas/) State of Kubernetes 2023 (https://tanzu.vmware.com/content/ebooks/stateofkubernetes-2023) Survey Shows Companies Moving away from DIY Kubernetes (https://thenewstack.io/survey-shows-companies-moving-away-from-diy-kubernetes/) The end of Microsoft-brand peripherals is only Surface deep (https://www.theregister.com/2023/04/28/the_end_of_microsoft_peripherals/) Google Devising Radical Search Changes to Beat Back A.I. Rivals (https://www.nytimes.com/2023/04/16/technology/google-search-engine-ai.html) Google in shock as Samsung considers moving to Bing as default search engine on Galaxy phones (https://www.sammobile.com/news/samsung-galaxy-phones-tablets-bing-search-replace-google-default-search-engine/) Netflix cancels 'Love is Blind' livestream after technical issues and hour delay (https://techcrunch.com/2023/04/16/netflix-issues-love-is-blind-livestream-reunion/?utm_source=newsletter&utm_medium=email&utm_campaign=newsletter_axioslogin&stream=top&guccounter=1) Intel reports largest quarterly loss in company history (https://www.cnbc.com/2023/04/27/intel-intc-earnings-report-q1-2023.html) Citigroup technology expenses grow as it pushes transformation (https://www.ciodive.com/news/Citigroup-hires-8K-technologists-Q1-IT-modernization/648204/) Ask Axios: What's the deal with "cashless" businesses in Columbus? (https://www.axios.com/local/columbus/2022/01/11/columbus-cashless-businesses-2021?utm_source=newsletter&utm_medium=email&utm_campaign=newsletter_axioslogin&stream=top) Opinion | Why does the IRS need $80 billion? Just look at its cafeteria. (https://www.washingtonpost.com/opinions/interactive/2022/irs-pipeline-tax-return-delays/?utm_medium=email&utm_source=topic+optin&utm_campaign=awareness&utm_content=20230414+econ+nl) Kroger Begins Accepting Apple Pay After Years of Holding Out (https://www.macrumors.com/2023/04/15/kroger-fred-meyer-apple-pay/) Nonsense The Bitcoin Whitepaper Is Hidden in Every Modern Copy of macOS (https://waxy.org/2023/04/the-bitcoin-whitepaper-is-hidden-in-every-modern-copy-of-macos/) Map of Buc-ees Locations (http://buc-eesmap.com/) The Gambler Who Beat Roulette (https://www.bloomberg.com/features/2023-how-to-beat-roulette-gambler-figures-it-out/?utm_source=newsletter&utm_medium=email&utm_campaign=newsletter_axioslogin&stream=top) Tech companies are hiring — a lot — despite recent wave of layoffs (https://www.marketwatch.com/story/tech-companies-are-hiring-a-lot-despite-recent-wave-of-layoffs-7d586b62) Elon Musk Painted Over the ‘W' on the Twitter Headquarters Sign (https://gizmodo.com/elon-musk-twitter-headquarters-sign-painted-w-titter-1850318181) Postage stamp prices expected to increase again in July (https://www.axios.com/2023/04/12/usps-stamp-price-increase-july-2023-inflation) Why pull weeds when you can zap them with AI-powered lasers? (https://thehustle.co/04132023-AI-powered-lasers/) Texas dairy farm explosion kills 18,000 cows (https://www.bbc.co.uk/news/world-us-canada-65258108) Americans Have Nearly $1 Trillion in Credit Card Debt (https://www.bloomberg.com/news/articles/2023-02-16/credit-card-debt-americans-have-racked-up-nearly-1-trillion-in-balances?srnd=premium&sref=3Ac2yX40&_hsmi=254863063&leadSource=uverify%20wall) FTX Founder Suffers Personal Nightmare as Courts Cut Him Off From League of Legends (https://futurism.com/the-byte/sbf-ftx-courts-cut-off-league-of-legends) Google gives Bard the ability to generate and debug code | Engadget (https://www.engadget.com/google-gives-bard-the-ability-to-generate-and-debug-code-130024663.html?_hsmi=255452821) Jekkmaster of Drip on Twitter (https://twitter.com/Jekkus/status/1651074439180582913) SDT news & hype Join us in Slack (http://www.softwaredefinedtalk.com/slack). Get a SDT Sticker! Send your postal address to stickers@softwaredefinedtalk.com (mailto:stickers@softwaredefinedtalk.com) and we will send you free laptop stickers! Follow us on Twitch (https://www.twitch.tv/sdtpodcast), Twitter (https://twitter.com/softwaredeftalk), Instagram (https://www.instagram.com/softwaredefinedtalk/), Mastodon (https://hachyderm.io/@softwaredefinedtalk), LinkedIn (https://www.linkedin.com/company/software-defined-talk/) and YouTube (https://www.youtube.com/channel/UCi3OJPV6h9tp-hbsGBLGsDQ/featured). Use the code SDT to get $20 off Coté's book, Digital WTF (https://leanpub.com/digitalwtf/c/sdt), so $5 total. Become a sponsor of Software Defined Talk (https://www.softwaredefinedtalk.com/ads)! Recommendations Brandon: YouTube TV Announces New Details About NFL Sunday Ticket Including Multiview, Family Plans, DVR, & More (https://cordcuttersnews.com/youtube-tv-announces-new-details-about-nfl-sunday-ticket-including-multiview-family-plans-dvr-more/) Huddle up football fans, the NFL Sunday Ticket presale kicks off today (https://blog.youtube/news-and-events/nfl-sunday-ticket-presale-2023/) Matt: Prometheus: Up & Running Second Edition (https://www.oreilly.com/library/view/prometheus-up/9781098131135/) Schipol Airport Sheraton / Abu Dhabi Airport Hotel Photo Credits Header (https://unsplash.com/photos/CkrrWXHzYFY) Artwork (https://labs.openai.com/s/PMx8vMRH7JNLNXDjFifjlbDB)

Fourteen years ago Katerina first stepped onto a yoga mat and today the yoga mat has become her anchor. Join Katerina on this week's episode as she shares how her yoga practice has evolved since that first class. From taking Bikram classes in Chicago to help escape the cold, cultivating a solo practice with the help of YouTube videos and to becoming a certified yoga teacher. Katerina's yoga practice has been there for her through the ebbs and flows of life, helping her stay balanced.    Mentioned: Bikram Yoga Studio in Chicago - 105F Youtube Yoga Classes: Yoga with Adriene, Yoga by Candace, Yogi Nora, Boho Beautiful     Support the podcast on Patreon! Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Are you an architect dreaming of having your own firm? Join Katerina on this week's episode as she sits down with licensed architect Bryn Young from BYoung Design to discuss embarking on the entrepreneur journey. Bryn shares her advice from when she first started out, and how she grew her business to become an award winning architecture firm in La Jolla, California.  It wasn't always an easy path and one of the most important lessons Bryn has learned is showing up authentically. Whether on social media or when meeting with new clients, being authentic has allowed her to build her brand and ideal clientele.   Mentioned: Youtube: youtube.com/byoungdesign Instagram: @BYoungDesign Podcast: Design Create Inspire https://www.byoungdesign.com/podcast Website: https://www.byoungdesign.com/ Marketing download: free download here!     Support the podcast on Patreon! Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

In episode 60 of o11ycast, Jess and Martin speak with Todd Gardner of TrackJS and Winston Hearn of Honeycomb. This talk explores customer-centric observability, Request Metrics, Core Web Vitals, and insights on optimizing observability across different browsers.

In episode 60 of o11ycast, Jess and Martin speak with Todd Gardner of TrackJS and Winston Hearn of Honeycomb. This talk explores customer-centric observability, Request Metrics, Core Web Vitals, and insights on optimizing observability across different browsers.

(2:00) - Honey, the 3D print-I mean, dessert-is ready!This episode was brought to you by Mouser, our favorite place to get electronics parts for any project, whether it be a hobby at home or a prototype for work. Click HERE to learn about how additive manufacturing is being leveraged for industry 4.0!

Honeycomb and the hexagon shape is very popular in the biomimicry design space, but what makes it efficient and resilient? In this episode, Dr. Clint Penick dives deep into the function of optimizing space and managing compression, as it relates to bee and wasp nests. There is so much more to the honeycomb shape than most people initially realize, and this conversation sheds light on some of the details behind this "genius" in the natural world. We also chat about urban ecology, social insects, the importance of collaborative research, and so much more. 

Recording from a farm in Paso Robles, Katerina is joined once again by her cousin Veru. It has been a year since Veru has been on the podcast and she is ready to share more about her first year and a half in the US. Veru compares how her life has changed from living a busy city life in Prague, Czech Republic to learning to slow down in California. They discuss the importance of having a good support network when you move through different chapters of your life and Veru shares what advice she would have told her younger self about moving to the US.    Mentioned: Ep. 23 - Building a new home in a new culture with cousin Veru (last year's episode) Paso Robles Farm Airbnb Sculpterra Winery  Cass Winery (for lunch) Ep. 51 - Sister from another mister with friend Julia Ep. 66 - Defining the role of a General Contractor with Jesse   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Got to have the insanely talented looper & Beatboxer Honeycomb on the podcast this week to talk about his journey and the struggles of the beat boxing world.

Babs presents - voices in my head (NEW) Shakatak - invitations Paolo Faz - coffee break (NEW) Telly Savalas - downside up (NEW) Papik - adventure of a lifetime - Ken@work House mix (NEW) Andy Bach - House music (NEW) Full Flava - Change C8 Alternative current - Detroit (NEW) Shawn Christopher - surrender - Dr. Packer Extd main mix (NEW) Josh Milan - I survived 45 - Honeycomb vocal mix (NEW)

In this episode Kate talks about the history of fudge and what the word fudge means and talks through three recipes: proper salted vanilla fudge, cheat's 2-ingredient milk chocolate fudge and honeycomb. Website+Newsletter: homebaking.substack.com Email: FlourButterEggsSugar@gmail.com

Jesus Appearing in the Upper Room - Eating the Broiled Fish and Honeycomb by Fr. Barry Braum

Are you a high achieving women but find yourself fighting with anxiety and burn out? Then this episode is for you! Join Katerina for this week's episode as she sits down with Katy Bandy, psychotherapist and women's coach to discuss the tools you can use to work with the anxiety you carry, rather than work against it, all while spreading mindfulness. Katy shares her wisdom and insight into how she created different archetypes that help identify your anxiety and provide solutions on how to better understand the anxiety you are feeling and ways to avoid burning out. We all experience anxiety and as Katy explains, it is part of the human experience and should not be seen as a weakness.    Mentioned: www.katybandy.com Instagram: @itskatybandy Facebook: https://www.facebook.com/katylbandy Archetype Quiz: https://kb.katybandy.com/Your-Anxiety-Archetype-Opt-in FTH: episode 65 - 31 lessons I've learned by my 31st birthday FTH: episode 5 - making failure your b*tch   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

I scheduled this episode to follow the Honey Badger episode because I liked the alignment of their names, but I could just as easily have linked it to the Wine Funding episode, because we're once again turning engaged fans into even more engaged financiers! Only this time, we're taking all comers.So when George says Honeycomb is "helping business owners really activate this community of customers and fans and neighbours that they already have, and to level up those customers and turn them into evangelists for their business by getting them on board and then literally invested in the long term success of those businesses" we hear echoes of Maxime, who described his lenders as "the most sincere and genuine ambassadors you can dream of as a wine estate, because they're part of the adventure, and they share that with their friends." You can find Honeycomb Credit and all their projects over at https://www.honeycombcredit.com/ Twisted's artisanal egg roll project is already funded in Chicago, but maybe check out InBox Beverage in Chestertown (MD) with their turnkey micro-brewing system; or Bless Thy Skin in Riverview (FL), a black-owned, woman-owned, family-owned business that specializes in skincare products and treatments; or even the Rockfish Oyster Bar, a new seafood restaurant coming to Cleveland's Chagrin Falls neighborhood... there really are so many great options.They're on LinkedIn, too, where they publish wonderful little glimpses into those projects and the impact that capitalised small businesses are making to their communities.You can learn more about me on my LinkedIn page, my action-adventure novels are on Amazon, some versions even for free, and my work with ConfirmU and our gamified psychometric scores is at https://confirmu.com/ and on episode 24 of this very show https://www.howtolendmoneytostrangers.show/episodes/episode-24Oh, and I'll announce it properly, but I'll be recording an episode of this show at Money2020 Europe in June so if you're going to be there, too, let's meet up. And if you're not, but you would still like to participate in the show, reach out to me at https://www.howtolendmoneytostrangers.show/contact-usRegards, Brendan Hosted on Acast. See acast.com/privacy for more information.

In episode 59 of o11ycast, Jess and Martin speak with Laura Maguire of Jeli and Nick Travaglini of Honeycomb. They unpack Learning From Incidents (LFI), resilience engineering, process tracing, safety science, key takeaways from the LFI Conference, and the human side of observability.

In episode 59 of o11ycast, Jess and Martin speak with Laura Maguire of Jeli and Nick Travaglini of Honeycomb. They unpack Learning From Incidents (LFI), resilience engineering, process tracing, safety science, key takeaways from the LFI Conference, and the human side of observability.

On this week's episode Katerina sits down to share her advice when it comes to hiring an architect for a residential project. With over a decade of experience working in the field of architecture, Katerina shares questions to ask and what to keep in mind when selecting your architect.  From discussing your budget to asking for references there are things you'll want to review with your architect before you begin designing your home. The construction process can be dauting so it's important to invest time early on in the journey to get to know your architect.     Mentioned: Episode 13 - What does an architect even do?   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

In this episode, we're back with more QTNAs - Questions That Need Answers. We'll be tackling listener-submitted questions like ‘Why didn't Tim Riggins on Friday Night Lights have a job?', ‘Which teen drama crossover would you have loved?', and ‘Is anyone else scared of Chat GPT?' Plus we rank and debate the very best and very worst french fries out there, so get ready for some crispy hot takes.MENTIONSExtravaganza: Episodes 500 is next week! BFOTS benefits: Our 500th episode celebration AUA is April 18,and What Should I Watch Next is coming. Join us at knoxandjamie.com/patreon.Not a BFOTS? That's okay. You can still get live show tickets one day early if you're a NFTA subscriber. Subscribe at knoxandjamie.com/newsletter.Instagram: QTNA videos edited by our beloved ErinCatch up: Adnan's overturned verdict is overturned and yes, Knox ate hair and Jamie dressed as a Prussian Prince (see also: Episode 334 - True Crime in Pop Culture), Mark your calendar: Barbie movie July 21, Michael Fassbender is backAside: Grogu closed captioning ratedBop: Whopper WhopperCombo: Toaster Oven / Air Fryer Watch: Daisy Jones and The Six // recasting: Aaron Taylor-Johnson, Robert Pattinson, Marren Morris and Marcus Mumford cover Honeycomb, DJ6 is more Civil Wars than Fleetwood MacOur bidet of choice: TushySurvey: Does Chat GPT scare you too? (side note: Resemble AI voice cloning) Rewatch: Friday Night Lights (skip all but the first and last episodes of season 2), White ChristmasAside: that episode where Zach Morris found out he was a little bit Native AmericanGlen Powell, no one rides harder for you than Knox McCoyRed light mentions: Murder Mystery 1 and 2 | Jason Ritter on Drew BarrymoreBONUS SEGMENTOur Patreon supporters can get full access to this week's The More You Know news segment. Become a partner. This week we discussed:Live show!Reece divorceAsteroid CityGREEN LIGHTSJamie: movie - Dungeons and Dragons | book- The Life Council by Laura TremaineKnox: series - Lucky Hank (AMC) | podcast series - Amerian History Tellers: Insurrection of Aaron BurrSHOW SPONSORSLEGACY BOX: Save up to 50% at LegacyBox.com/popSubscribe to Episodes: iTunes | Android Subscribe to our Monthly Newsletter: knoxandjamie.com/newsletterShop our Amazon Link: amazon.com/shop/thepopcast | this week's featured itemFollow Us: Instagram | Twitter | FacebookSupport Us: Monthly Donation | One-Time Donation | SwagSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Ariana Lovato, owner and principal designer at Honeycomb Design sits down with Jeff and Travis to talk about interior design. Ariana has an amazing background in construction as well as design, which allows her to partner with everyone involved in the process to see her client's dreams become reality. We talk to Ariana about what's trending right now, common design mistakes that homeowners make, designing on a budget and how to get your home ready to sell before it goes on the market. Thanks for listening! Please follow us on Instagram and Facebook. Email us with any question or comments.

Build a hexagon shaped MIDI device that plays chords using QT Py RP2040 and CircuitPython! This custom PCB features seven CHOC key switches and reversed mounted NeoPixel LEDs. Learn Guide https://learn.adafruit.com/hexpad/overview QT Py RP2040 https://www.adafruit.com/product/4900 Kaih CHOC Key Switches https://www.adafruit.com/product/5114 NeoPixel Reverse Mount https://www.adafruit.com/product/4960 Honeycomb on Soundcloud https://soundcloud.com/adafruit/noe-ruiz-honeycomb Visit the Adafruit shop online - http://www.adafruit.com ----------------------------------------- LIVE CHAT IS HERE! http://adafru.it/discord Adafruit on Instagram: https://www.instagram.com/adafruit Subscribe to Adafruit on YouTube: http://adafru.it/subscribe New tutorials on the Adafruit Learning System: http://learn.adafruit.com/ -----------------------------------------

Join Katerina and Jesse on this week's episode as they sit down, fresh from their trip, to share about their last few days exploring the Santa Ynez Valley. Just a few hours north of Los Angeles, this beautiful part of Santa Barbara County captured their interest and so they headed up there to celebrate Katerina's birthday.  Staying at an Airbnb that was part of farm gave them the opportunity to make friends with the neighboring horses and resident donkeys. From hiking at the base of the Figueroa Mountains, to wine tasting and a quick day trip into Solveng, (a small Danish town just a few miles away), the Santa Ynez Valley had a lot to offer.    Mentioned: Our Airbnb stay Santa Ynez Billiards and Café Pony Espresso Sunstone Winery  SY Kitchen (birthday dinner place) Lovers loop hike on AllTrails Chiffon Spa Cross Hatch     Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

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

Lex Neva, Staff Site Reliability Engineer at Honeycomb and Curator of SRE Weekly, joins Corey on Screaming in the Cloud to discuss reliability and the life of a newsletter curator. Lex shares some interesting insights on how he keeps his hobbies and side projects separate, as well as the intrusion that open-source projects can have on your time. Lex and Corey also discuss the phenomenon of newsletter curators being much more demanding of themselves than their audience typically is. Lex also shares his views on how far reliability has come, as well as how far we have to go, and the critical implications reliability has on our day-to-day lives. About LexLex Neva is interested in all things related to running large, massively multiuser online services.  He has years of SRE,  Systems Engineering, tinkering, and troubleshooting experience and perhaps loves incident response more than he ought to.  He's previously worked for Linden Lab, DeviantArt, Heroku, and Fastly, and currently works as an SRE at Honeycomb while also curating the SRE Weekly newsletter on the side.Lex lives in Massachusetts with his family including 3 adorable children, 3 ridiculous cats, and assorted other awesome humans and animals.  In his copious spare time he likes to garden, play tournament poker, tinker with machine embroidery, and mess around with Arduinos.Links Referenced: SRE Weekly: https://sreweekly.com/ Honeycomb: https://www.honeycomb.io/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Chronosphere. Tired of observability costs going up every year without getting additional value? Or being locked into a vendor due to proprietary data collection, querying, and visualization? Modern-day, containerized environments require a new kind of observability technology that accounts for the massive increase in scale and attendant cost of data. With Chronosphere, choose where and how your data is routed and stored, query it easily, and get better context and control. 100% open-source compatibility means that no matter what your setup is, they can help. Learn how Chronosphere provides complete and real-time insight into ECS, EKS, and your microservices, wherever they may be at snark.cloud/chronosphere that's snark.cloud/chronosphere.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Once upon a time, I decided to start writing an email newsletter, and well, many things happened afterwards, some of them quite quickly. But before that, I was reading a number of email newsletters in the space. One that I'd been reading for a year at the time, was called SRE Weekly. It still comes out. I still wind up reading it most weeks.And it's written by Lex Neva, who is not only my guest today but also a staff site reliability engineer at Honeycomb. Lex, it is so good to finally talk to you, other than reading emails that we send to the entire world that pass each other like ships in the night.Lex: Yeah. I feel like we should have had some kind of meeting before now. But yeah, it's really good to [laugh] finally meet you.Corey: It was one of the inspirations that I had. And to be clear, when I signed up for your newsletter originally—I was there for issue 15, which is many, many years ago—I was also running a small-scale SRE team at the time. It was, I found as useful as a part of doing my job and keeping abreast of what was going on in the ecosystem. And I found myself, once I went independent, wishing that your newsletter and a few others had a whole bunch more AWS content. Well, why doesn't it?And the answer is because you are, you know, a reasonable person who understands that mental health is important and boundaries exist for a reason. No one sensible is going to care that much about one cloud provider all the time [sigh]. If only we were all that wise.Lex: Right? Well, [laugh] well, first of all, I love your newsletter, and also the content that you write that—I mean, I would be nowhere without content to link to. And I'm glad you took on the AWS thing because, much like how I haven't written Security Weekly, I also didn't write any kind of AWS Weekly because there's just too much. So, thanks for falling on that sword.Corey: I fell on another one about two years ago and started the Thursdays, which are Last Week in AWS Security. But I took a different bent on it because there are a whole bunch of security newsletters that litter the landscape and most of them are very good—except for the ones that seem to be entirely too vendor-captured—but the problem is, is that they lacked both a significant cloud focus, as well as an understanding that there's a universe of people out here who care about security—or at least should—but don't have the word security baked into their job title. So, it was very insular, using acronyms they assume that everyone knows, or it's totally vendor-captured and it's trying to the whole fear, uncertainty, and doubt thing, “And that's why you should buy this widget.” “Will it solve problems?” “Well, it'll solve our revenue problems at our company that sells the widgets, but other than that, not really.” And it just became such an almost incestuous ecosystem. I wanted something different.Lex: Yeah. And the snark is also very useful [laugh] in order to show us that you're not in their pocket. So yeah, nice work.Corey: Well, I'll let you in on a secret, now that we are—what, I'm somewhat like 300 and change issues in, which means I've been doing this for far too long, the snark is a byproduct of what I needed to do to write it myself. Because let's face it, this stuff is incredibly boring. I needed to keep myself interested as I started down that path. And how can I continually keep it fresh and funny and interesting, but not go too far? That's a fun game, whereas copying and pasting some announcement was never fun.Lex: Yeah, that's not—I hear you on trying to make it interesting.Corey: One regret that I've had, and I'm curious if you've ever encountered this yourself because most people don't get to see any of this. They see the finished product that lands in their inbox every Monday, and—in my case, Monday; I forget the exact day that yours comes out. I collect them and read through them for them all at once—but I find that I have often had caused a look back and regret the implicit commitment in Last Week in AWS as a name because it would be nice to skip a week here and there, just because either I don't particularly feel like it, or wow, there was not a lot of news worth talking about that came out last week. But it feels like I've forced myself onto a very particular treadmill schedule.Lex: Yeah. Yeah, it comes with, like, calling it SRE Weekly. I just followed suit for some of the other weeklies. But yeah, that can be hard. And I do give myself permission to take a week off here and there, but you know, I'll let you in on a secret.What I do is I try to target eight to ten articles a week. And if I have more than that, I save some of them. And then when it comes time to put out an issue, I'll go look at what's in that ready queue and swap some of those in and swap some of the current ones out just so I keep things fresh. And then if I need a week off, I'll just fill it from that queue, you know, if it's got enough in it. So, that lets me take vacations and whatnot. Without that, I think I would have had a lot harder of a time sticking with this, or there just would have been more gaps. So yeah.Corey: You're fortunate in that you have what appears to be a single category of content when you construct your newsletter, whereas I have three that are distinct: AWS releases and announcements and news and things to make fun of for the past week; the things from the larger community folks who do not work there, but are talking about interesting approaches or news that is germane; and then ideally a tip or a tool of the week. And I found, at least lately, that I've been able to build out the tools portion of it significantly far in advance. Because a tool that makes working with AWS easier this week is probably still going to be fairly helpful a month from now.Lex: Yeah, that's fair. Definitely.Corey: But putting some of the news out late has been something of a challenge. I've also learned—by getting it wrong—that I'm holding myself to a tighter expectation of turnaround time than any part of the audience is. The Thursday news is all written the week before, almost a full week beforehand and no one complains about that. I have put out the newsletter a couple of times an hour or two after its usual 7:30 pacific time slot that it goes out in; not a single person has complained. In one case, I moved it by a day to accommodate an announcement but didn't explain why; not a single person emailed in. So, okay. That's good to know.Lex: Yeah, I've definitely gotten to, like, Monday morning, like, a couple of times. Not much, not many times, but a couple of times, I've gotten a Monday morning be like, “Oh, hey. I didn't do that thing yesterday.” And then I just release it in the morning. And I've never had a complaint.I've cancelled last minute because life interfered. The most I've ever had was somebody emailing me and be like, you know, “Hope you feel better soon,” like when I had Covid, and stuff like that. So, [laugh] yeah, sometimes maybe we do hold ourselves to a little bit of a higher standard than is necessary. I mean, there was a point where I got—I had major eye surgery and I had to take a month off of everything and took a month off the newsletter. And yeah, I didn't lose any subscribers. I didn't have any complaints. So people, I think, appreciate it when it's there. And, you know, if it's not there, just wait till it comes out.Corey: I think that there is an additional challenge that I started feeling as soon as I started picking up sponsors for it because it's well, but at this point, I have a contractual obligation to put things out. And again, life happens, but you also don't want to have to reach out on apology tours every third week or whatnot. And I think that's in part due to the fact that I have multiple sponsors per issue and that becomes a bit of a juggling dance logistically on this end.Lex: Yeah. When I started, I really didn't think I necessarily wanted to have sponsors because, you know, it's like, I have a job. This is just for fun. It got to the point where it's like, you know, I'll probably stop this if there's not some kind of monetary advantage [laugh]. And having a sponsor has been really helpful.But I have been really careful. Like, I have always had only a single sponsor because I don't want that many people to apologize to. And that meant I took in maybe less money than I then I could have, but that's okay. And I also was very clear, you know, even from the start having a contract that I may miss a week without notice. And yes, they're paying in advance, but it's not for a specific range of time, it's for a specific number of issues, whenever those come out. That definitely helped to reduce the stress a little bit. And I think without that, you know, having that much over my head would make it hard to do this, you know? It has to stay fun, right?Corey: That's part of the things that kept me from, honestly, getting into tech for the first part of my 20s. It was the fear that I would be taking a hobby, something that I love, and turning it into something that I hated.Lex: Yeah, there is that.Corey: It's almost 20 years now and I'm still wondering whether I actually succeeded or not in avoiding hating this.Lex: Well, okay. But I mean, are you, you know, are you depressed [unintelligible 00:09:16] so there's this other thing, there's this thing that people like to say, which is like, “You should only do a job that you really love.” And I used to think that. And I don't actually think that anymore. I think that it is important to have a job that you can do and not hate day-to-day, but there's no shame in not being passionate about your work and I don't think that we should require passion from anyone when we're hiring. And I think to do so is even, like, privilege. So, you know, I think that it's totally fine to just do something because it pays the bills.Corey: Oh, absolutely. I find it annoying as hell when I'm talking to folks who are looking to hire for roles and, “Well, include a link to your GitHub profile,” is a mandatory field. It's, well, great. What about people who work in places where they're not working on open-source projects as a result, and they can't really disclose what they're doing? And the expectation that oh, well outside of work, you should be doing public stuff, too.It's, I used to do a lot of public open-source style work on GitHub, but I got yelled at all the time for random, unrelated reasons and it's, I don't want to put something out there that I have to support and people start to ask me questions about. It feels like impromptu unasked-for code review. No, thanks. So, my GitHub profile looks fairly barren.Lex: You mean like yelling at you, like, “Oh, you're not contributing enough.” Or, you know, “We need this free thing you're doing, like, immediately,” or that kind of thing?Corey: Worse than that. The worst example I've ever had for this was when I was giving a talk called “Terrible Ideas in Git,” and because I wanted to give some hilariously contrived demos that took a fair bit of work to set up, I got them ready to go inside of a Docker container because I didn't trust that my laptop would always work, I'm might have to borrow someone else's, I pushed that image called “Terrible Ideas” up to Docker Hub. And I wound up with people asking questions about it. Like, “Is this vulnerable to ShellCheck.” And it's, “You do realize that this is intentionally designed to be awful? It is only for giving a very specific version of a very specific talk. It's in public, just because I didn't bother to make it private. What are you doing? Please tell me you're not running this in production at a bank?” “No comment.” Right. I don't want that responsibility of people yelling at me for things I didn't do on purpose. I want to get yelled at for the things I did intentionally.Lex: Exactly. It's funny that sometimes people expect more out of you when you're giving them something free versus when they're paying you for it. It's an interesting quirk of psychology that I'm sure that professionals could tell me all about. Maybe there's been research on it, I don't know. But yeah, that can be difficult.Corey: Oh, absolutely. I used to work at a web hosting company and the customer spending thousands a month with us were uniformly great. But there was always the lowest tier customer of the cheapest thing that we offered that seemed to expect that that entitle them to 80 hours a month of support from engineering problems and whatnot. And it was not profitable to service some of those folks. I've also found that there's a real transitive barrier that begins as soon as you find a way to charge someone a dollar for something.There's a bit of a litmus test of can you transfer a dollar from your bank account to mine? And suddenly, the entire tenor of the conversations with people who have crossed that boundary change. I have toyed, on some level, with the idea of launching a version of this newsletter—or wondering if I retcon the whole thing—do I charge people to subscribe to this? And the answer I keep coming away with is not at all because it started in many respects is marketing for AWS bill consulting and I want the audience as fast as possible. Artificially limiting its distribution via a pay-for model just seemed a little on the strange side.Lex: Yeah. And then you're beholden to a very many people and there's that disproportionality. So, years ago, before I even started in my career in I guess, you know, things that were SRE before SRE was cool, I worked for a living in Second Life. Are you familiar with Second Life?Corey: Oh, yes. I'm very familiar with that. Linden Labs.Lex: Yep. So, I worked for Linden Lab years later, but before I worked for them, I sort of spent a lot of my time living in Second Life. And I had a product that I sold for two or three dollars. And actually, it's still in there; you could still buy it. It's interesting. I don't know if it's because the purchase price was 800 Linden dollars, which equates to, like, $2.16, or something like that, but—Corey: The original cryptocurrency.Lex: Right, exactly. Except there's no crypto involved.Corey: [laugh].Lex: But people seem to have a disproportionate amount of, like, how much of my time they expected for support. You know, I'm going to support them a little bit. You have to recognize at some point, I actually can't come give you a tutorial on using this product because you're one of 500 customers for this month. And you give me two dollars and I don't have ten hours to give you. You know, like, sorry [laugh]. Yeah, so that can be really tough.Corey: And on some level, you need to find a way to either charge more or charge for support on top of it, or ideally—it I wish more open-source projects would take this approach—“Huh. We've had 500 people asking us the exact same question. Should we improve our docs? No, of course not. They're the ones who are wrong. It's the children who are getting it wrong.”I don't find that approach [laugh] to be particularly useful, but it bothers me to no end when I keep running into the same problem onboarding with something new and I ask about it, and, “Oh, yeah, everyone runs into that problem. Here's how you get around it.” This would have been useful to mention in the documentation. I try not to ask questions without reading the manual first.Lex: Well, so there's a couple different directions. I could go with this. First of all, there's a really interesting thing that happened with the core-js project that I recommend people check out. Another thing that I think the direction I'll go at the moment—we can bookmark that other one, but I have an open-source project on the side that I kind of did for my own fun, which is a program for creating designs that can be processed by computer-controlled embroidery machines. So, this is sewing machines that can plot stitches in the x-y plane based on a program that you give it.And there really wasn't much in the way of open-source software available that could help you create these designs and so I just sort of hack something together and started hacking with Python for my own fun, and then put it out there and open-sourced. And it's kind of taken off, kind of like gotten a life of its own. But of course, I've got a newsletter, I've got three kids, I've got a family, and a day job, and I definitely hear you on the, like, you know, yeah, we should put this FAQ in the docs, but there can be so little time to even do that. And I'm finding that there's, like—you know, people talk about work-life balance, there's, like, work slash life slash open-source balance that you really—you know, you have to, like, balance all three of them.And a lot of weeks, I don't have any time to spend on the project. But you know what, it's still kicks along and people just kind of, they use my terrible little project [laugh] as best they can, even though it has a ton of rough edges. I'm sorry, everyone, I'm so sorry. I know it has a t—the UI is terrible. But yeah, it's interesting how these things sometimes take on a life of their own and you can feel dragged along by your own open-source work, you know?Corey: It always bothers me—I think this might tie back to the core-js issue you talked about a second ago—where there are people who are building and supporting open-source tools or libraries that they originally constructed to scratch an itch and now they are core dependencies of basically half the internet. And these people are still wondering on some level, how do I put food on the table this month? It's wild to me. If there were justice in the world, you'd start to think these people would wind up in never-have-to-work-again-if-they-don't-want-to positions. But in many cases, it's exactly the opposite.Lex: Well, that's the really interesting thing. So, first of all, I'm hugely privileged to have any time to get to work on open-source. There's plenty of people that don't, and yeah, so requiring people to have a GitHub link to show their open-source contributions is inherently unfair and biased and discriminatory. That aside, people have asked all along, like, “Lex, this is decent software, you could sell this. You could charge money for this thing and you could probably make a, you know, a decent living at this.”And I categorically refuse to accept money for that project because I don't want to have to support it on a commercial level like that. If I take your money, then you have an expectation that—especially if I charge what one would expect—so this software, part of the reason I decided to write my own is because it starts at two-hundred-some-off dollars for the competitors that are commercial and goes up into the five, ten-thousand dollars. For a software package. Mine is free. If I started charging money, then yeah, I'm going to have to build a support department and we're going to have a knowledge base, I'm going to have to incorporate. I don't want to do that for something I'm doing for fun, you know? So yeah, I'm going to keep it free and terrible [laugh].Corey: It becomes something you love, turns into something you hate without even noticing that it happens. Or at least something that you start to resent.Lex: Yeah. I don't think I would necessarily hate machine embroidery because I love it. It's an amazingly fun little quirky hobby, but I think it would definitely take away some of the magic for me. Where there's no stress at all, I can spend months noodling on an algorithm getting it right, whereas it'd be, you know, if I start having to have deliverables, it changes it entirely. Yeah.Corey: It's odd, it seems, on some level too, that the open-source world that I got started with has evolved in a whole bunch of different ways. Whereas it used to be write a quick fix for something and it would get merged, in many cases by the time you got back from lunch. And these days, it seems like it takes multiple weeks, especially with a corporate-controlled open-source project, and there's so much back and forth. And even getting the boilerplate, like the CLI—the Contributor License Agreement—aside and winding up getting other people to sign off on it, then there's back and forth, in some cases for weeks about, well, the right kind of test coverage and how to look at this and the right holistic framework. And I appreciate that there is validity and value to these things, but is that the bulk of the effort should be going when there's a pull request ready to go that solves a breaking customer problem?But the test coverage isn't right so we're going to delay it for two or three releases. It's what are you doing there? Someone lost the plot somewhere. And I'm sure there are reasons that makes sense, given the framework people are operating within. I just find it maddening from the side of having to [laugh] deal with this as a human.Lex: Yeah, I hear you. And it sometimes can go even beyond test coverage to something like code style, you know? It's like, “Oh, that's not really in the style of this project,” or, “You know, I would have written it this way.” And one thing I've had to really work on, on this project is to make it as inviting to developers as possible. I have to sometimes look at things and be like, yeah, I might do that a different way. But does that actually matter? Like, do I have a reason for that that really matters or is it just my style? And maybe because it's a group project I should just be like, no, that's good as it is.[midroll 00:20:23]Corey: So, you've had an interesting career. And clearly you have opinions about SRE as a result. When I started seeing that you were the author of SRE Weekly, years ago, I just assumed something that I don't believe is true. Is it possible that you have been contributing to the community around SRE, but somehow have never worked at Google?Lex: I have never worked at Google. I have never worked at Netflix. I've never worked at any of those big companies. The biggest company I've worked for is Salesforce. Although I worked for Heroku who had been bought by Salesforce a couple of years prior, and so it was kind of like working for a startup inside a big company. And here's the other thing. I created that newsletter two months after starting my first job where I had a—like, the first job in which I was titled ‘SRE.' So, that's possibly contentious right there.Corey: You know, I hadn't thought of it this way, but you're right. I did almost the exact same thing. I was no expert in AWS when I started these things. It came out of an effort that I needed to do of keeping touch with everything that came out that had potential economic impact, which it turns out are most things when you understand architecture and cost are the same thing when it comes to cloud. But I was more or less gathering what smart people were saying.And somehow there's been this osmotic effect, where people start to view me as the wise old sage of the mountain when it comes to AWS. And no, no, no, I'm just old and grumpy. That looks alike. Don't mistake it for wisdom. But people will now seek me out to get my opinion on things and I have no idea what the answer looks like for most of the stuff.But that's the old SRE model—or sysadmin model that I've followed, which is when you don't know the answer, well, how do you get to a place where you can find the answer? How do you troubleshoot this? Click the button. It doesn't work? Well, time to start taking the button apart to figure out why.Lex: Yeah, definitely. I hear you on people. So, first of all, thanks to everyone who writes the articles that I include. I would be nothing without—I mean—literally, that I could not have a newsletter without content creators. I also kind of started the newsletter as an exploration of this new career title.I mean, I've been doing things that basically fit along with SRE for a long time, but also, I think my view of SRE might be not really the same as a lot of folks, or, like, that Google passed down from the [Google Book Model 00:22:46]. I don't—I'm going to be a little heretical here—I don't necessarily a hundred percent believe in the SLI SLO SLA error budget model. I don't think that that necessarily fits everyone, I'm not sure even suits the bigger companies as well as they think it does. I think that there's a certain point to which you can't actually predict failure and just slowing down on your deploys. And it likes to cause there to be fewer incidents so that you can get—your you know, you can go back to passing in your error budget, to passing your SLO, I'm not sure that actually makes sense or is realistic and works in the real world.Corey: I've been left with the distinct impression that it's something of a framework for how to think about a lot of those things. And it's for folks on a certain point of their development along whatever maturity model or maturity curve you want to talk about, it becomes extraordinarily useful. And at some point, it feels like the path that a given company is on will deviate from that. And, on some level, if you don't wind up addressing it, it turns into what it seems like Agile did, where you wind up with the Cult of Agile around it and the entire purpose of it is to perpetuate the Cult of Agile.And I don't know that I'm necessarily willing to go so far as to say that's where SLOs are headed right now, but I'm starting to get the same sort of feeling around the early days of the formalization of frameworks like that, and the ex cathedra proclamation that this is right for everyone. So, I'm starting to wonder whether there's a reckoning, in that sense, coming down the road. I'm fortunate that I don't run anything that's production-facing, so for me, it's, I don't have to care about these things. Mostly.Lex: Yeah. I mean, we are in… we're in 2023. Things have come so much further than when I was a kid. I have a little computer in my pocket. Yeah, you know, “Hey, math teacher, turns out yeah, we do carry calculators around with us wherever we go.” We've built all these huge, complicated systems online and built our entire society around them.We're still in our infancy. We still don't know what we're doing. We're still feeling out what SRE even is, if it even makes sense, and I think there's—yeah, there's going to be more evolution. I mean, there's been the, like, what is DevOps and people coining the term DevOps and then getting, you know, almost immediately subsumed or turned into whatever other people want. Same thing for observability.I think same thing for SRE. So honestly, I'm feeling it out as I go and I think we all are. And I don't think anyone really knows what we're doing. And I think that the moment we feel like we do is probably where we're in trouble. Because this is all just so new. Look where we were even 40 years, 30, even 20 years ago. We've come really far.Corey: For me, one of the things that concerns slash scares me has been that once someone learns something and it becomes rote, it sort of crystallizes in amber within their worldview, and they don't go back and figure out, “Okay, is this still the right approach?” Or, “Has the thing that I know changed?” And I see this on a constant basis just because I'm working with AWS so often. And there are restrictions and things you cannot do and constraints that the cloud provider imposes on you. Until one day, that thing that was impossible is now possible and supported.But people don't keep up with that so they still operate under the model of what used to be. I still remember a year or so after they raised the global per-resource tag limit to 50, I was seeing references to only ten tags being allowed per resource in the AWS console because not even internal service teams are allowed to talk to each other over there, apparently. And if they can't keep it straight internally, what hope to the rest of us have? It's the same problem of once you get this knowledge solidified, it's hard to keep current and adapt to things that are progressing. Especially in tech where things are advancing so rapidly and so quickly.Lex: Yeah, I gather things are a little feudalistic over inside AWS, although I've never worked there, so I don't know. But it's also just so big. I mean, there's just—like, do you even know all of the—like, I challenge you to go through the list of services. I bet you're going to find when you don't know about. You know, the AWS services. Maybe that's a challenge I would lose, but it's so hard to keep track of all this stuff with how fast it's changing that I don't blame people for not getting that.Corey: I would agree. We've long since passed the point where I can talk incredibly convincingly about AWS services that do not exist and not get called out on it by AWS employees. Because who would just go and make something up like that? That would be psychotic. No one in the right mind would do it.“Hi, I'm Corey, we haven't met yet. But you're going to remember this, whether I want you to or not because I make an impression on people. Oops.”Lex: Yeah. Mr. AWS Snark. You're exactly who I would expect to do that. And then there was Hunter, what's his name? The guy who made the—[singing] these are the many services of AWS—song. That was pretty great, too.Corey: Oh, yeah. Forrest Brazeal. He was great. I loved having him in the AWS community. And then he took a job, head of content over at Google Cloud. It's, well, suddenly, you can't very well make fun of AWS anymore, not without it taking a very different tone. So, I feel like that's our collective loss.Lex: Yeah, definitely. But yeah, I feel like we've done amazing things as a society, but the problem is that we're still, like, at the level of, we don't know how to program the VCR as far as, like, trying to run reliable services. It's really hard to build a complex system that, by its nature of being useful for customers, it must increase in complexity. Trying to run that reliably is hugely difficult and trying to do so profitably is almost impossible.And then I look at how hard that is and then I look at people trying to make self-driving cars. And I think that I will never set foot in one of those things until I see us getting good at running reliable services. Because if we can't do this with all of these people involved, how do I expect that a little car is going to be—that they're going to be able to produce a car that can drive and understand the complexities of navigating around and all the hazards that are involved to keep me safe.Corey: It's wild to me. The more I learned about the internet, the more surprised I am that any of it works at all. It's like, “Well, at least you're only using it for ridiculous things like cat pictures, right?” “Oh, no, no, no. We do emergency services and banking and insurance on top of that, too.” “Oh, good. I'm sure that won't end horribly one day.”Lex: Right? Yeah. I mean, you look at, like—you look at how much of a concerted effort towards safety they've had to put in, in the aviation industry to go from where they were in the '70s and '80s to where we are now where it's so incredibly safe. We haven't made that kind of full industry push toward reliability and safety. And it's going to have to happen soon as more and more of the services we're building are, exactly as you say, life-critical.Corey: Yeah, the idea of having this stuff be life-critical means you have to take a very different approach to it than you do when you're running, I don't know, Twitter for Pets. Though, I probably need a new fake reference startup now that Twitter for reality is becoming more bizarre than anything I can make up. But the idea that, “Well, our ad network needs to have the same rigor and discipline applied to it as the life support system,” maybe that's the wrong framing.Lex: Or maybe it's not. I keep finding instances of situations—maybe not necessarily ad networks, although I wouldn't put it past them—but situations where a system that we're dealing with becomes life-critical when we had no idea that it could possibly do. So, for example, a couple companies back, there was this billing situation where a vendor of ours accidentally nilled our customers incorrectly and wiped bank accounts, and real people were unable to make their mortgage payments and unable to, like, their bank accounts were empty, so they couldn't buy food. Like, that's starting to become life-critical and it all came down to a single, like, this could have been any outage at any company. And that's going to happen more and more, I think.Corey: I really want to thank you for taking time to speak with me. If people want to learn more, where's the best place for them to find you?Lex: sreweekly.com. You can subscribe there. Thank you so much for having me on. It has been a real treat.Corey: It really has. You'll have to come back and we'll find other topics to talk about, I'm sure, in the very near future. Thank you so much for your time. I appreciate it.Lex: Thanks.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.

Everyone's familiar with popular pollinators such as honeybees and butterflies, but did you know mosquitoes and bats are also responsible for pollinating crops? This week we invited the Queen of Bees from the Empire State, Hannah with Hannah's Honeycomb on to give us the all the buzz on how important pollinators are to the food and drinks we consume everyday. You'll learn some amazing facts about honeybees and how you can play a part in helping native pollinators thrive in your area.

Are you feeling the call to connect with the magic of Mama Cacao or simply curious to learn about the many benefits of this sacred plant? Join Katerina as she sits down with Gabrielle Martorana, cacao expert and owner of Cacao Wisdom (an ethical and sustainable cacao source) to discuss the power of Mama Cacao. Gabrielle shares her journey of how she built her relationship with this sacred plant, and how deepening her knowledge and understanding has allowed her to share cacao with others.  You will learn about the history of the plant, the beneficial effects it has on your physical, energetic, emotion and spiritual health and become introduced to IxCacao (the Mayan goddess of Cacao) and learn. Gabrielle shares the rituals around the seasons and her moon cycle to fully immerse herself in the world of cacao and harness the power of Mama Cacao.    Mentioned: Cacao Wisdom website and shop Instagram: Cacao.Wisdom  Tik Tok: Cacao.Wisdom Follow on Facebook FTH ep 67: History of pineapples episode   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Nova Han is Electric Forest's Creative Director, and we discuss her role designing the Saturday Shebang with The String Cheese Incident, as well as The Hangar, The Chapel, The Honeycomb, and many other immersive elements in The Forest that we've all come to love. For more podcast episodes and to hear the EF Radio 24/7 live stream, visit ElectricForestFestival.com/radio.

The history of pineapples...a topic never thought to be covered on From the Honeycomb but Katerina's curiosity about the fruit lead her to research and record this episode. Learn about the rich and juicy history of this tropical fruit that has been depicted in works of art and architecture, and how it became the symbol of luxury and hospitality. Katerina shares how the pineapple made it's way around the world, causing a frenzy among aristocrats and royalty.    Mentioned: Maria Sibylla Merian Pineapple Art Piece   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Matty Stratton, Director of Developer Relations at Aiven, joins Corey on Screaming in the Cloud for a friendly debate on whether or not company employees can still be considered community members. Corey says no, but opens up his position to the slings and arrows of Matty in an entertaining change of pace. Matty explains why he feels company employees can still be considered community members, and also explores how that should be done in a way that is transparent and helpful to everyone in the community. Matty and Corey also explore the benefits and drawbacks of talented community members becoming employees.About MattyMatty Stratton is the Director of Developer Relations at Aiven, a well-known member of the DevOps community, founder and co-host of the popular Arrested DevOps podcast, and a global organizer of the DevOpsDays set of conferences.Matty has over 20 years of experience in IT operations and is a sought-after speaker internationally, presenting at Agile, DevOps, and cloud engineering focused events worldwide. Demonstrating his keen insight into the changing landscape of technology, he recently changed his license plate from DEVOPS to KUBECTL.He lives in Chicago and has three awesome kids, whom he loves just a little bit more than he loves Diet Coke. Links Referenced: Aiven: https://aiven.io/ Twitter: https://twitter.com/mattstratton Mastodon: hackyderm.io/@mattstratton LinkedIn: https://www.linkedin.com/in/mattstratton/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is brought to us in part by our friends at Min.ioWith more than 1.1 billion docker pulls - Most of which were not due to an unfortunate loop mistake, like the kind I like to make - and more than 37 thousand github stars, (which are admittedly harder to get wrong), MinIO has become the industry standard alternative to S3. It runs everywhere  - public clouds, private clouds, Kubernetes distributions, baremetal, raspberry's pi, colocations - even in AWS Local Zones. The reason people like it comes down to its simplicity, scalability, enterprise features and best in class throughput. Software-defined and capable of running on almost any hardware you can imagine and some you probably can't, MinIO can handle everything you can throw at it - and AWS has imagined a lot of things - from datalakes to databases.Don't take their word for it though - check it out at www.min.io and see for yourself. That's www.min.io Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I am joined today by returning guest, my friend and yours, Matty Stratton, Director of Developer Relations at Aiven. Matty, it's been a hot second. How are you?Matty: It has been a while, but been pretty good. We have to come back to something that just occurred to me when we think about the different things we've talked about. There was a point of contention about prior art of the Corey Quinn face and photos. I don't know if you saw that discourse; we may have to have a conversation. There may be some absent—Corey: I did not see—Matty: Okay.Corey: —discourse, but I also would accept freely that I am not the first person to ever come up with the idea of opening my mouth and looking ridiculous for a photograph either.Matty: That's fair, but the thing that I think was funny—and if you don't mind, I'll just go ahead and throw this out here—is that I didn't put this two and two together. So, I posted a picture on Twitter a week or so ago that was primarily to show off the fact—it was a picture of me in 1993, and the point was that my jeans were French-rolled and were pegged. But in the photo, I am doing kind of the Corey Quinn face and so people said, “Oh, is this prior art?” And I said—you know what? I actually just remembered and I've never thought about this before, but one of my friends in high school, for his senior year ID he took a picture—his picture looks like, you know, that kind of, you know, three-quarters turn with the mouth opening going, “Ah,” you know?And he loved that picture—number one, he loved that picture so much that this guy carried his senior year high school ID in his wallet until we were like 25 because it was his favorite picture of himself. But every photo—and I saw this from looking through my yearbook of my friend Jay when we are seniors, he's doing the Corey Quinn face. And he is anecdotally part of the DevOps community, now a little bit too, and I haven't pointed this out to him. But people were saying that, you know, mine was prior art on yours, I said, “Actually, I was emulating yet someone else.”Corey: I will tell you the actual story of how it started. It was at re:Invent, I want to say 2018 or so, and what happened was is someone, they were a big fan of the newsletter—sort of the start of re:Invent—they said, “Hey, can I get a selfie with you?” And I figured, sure, why not. And the problem I had is I've always looked bad in photographs. And okay, great, so if I'm going to have a photo taken of me, that's going to be ridiculous, why not as a lark, go ahead and do this for fun during the course of re:Invent this year?So, whenever I did that I just slapped—if someone asked for a selfie—I'd slap the big happy open mouth smile on my face. And people thought, “Oh, my God, this is amazing.” And I don't know that it was necessarily worth that level of enthusiasm, but okay. I'll take it. I'm not here to tell people they're wrong when they enjoy a joke that I'm putting out there.And it just sort of stuck. And I think the peak of it that I don't think I'm ever going to be able to beat is I actually managed to pull that expression on my driver's license.Matty: Wow.Corey: Yeah.Matty: That's—Corey: They don't have a sense of humor that they are aware of at the DMV.Matty: No, they really don't. And having been to the San Francisco DMV and knowing how long it takes to get in there, like, that was a bit of a risk on your part because if they decided to change their mind, you wouldn't be able to come back for another four months [laugh].Corey: It amused me to do it, so why not? What else was I going to do? I brought my iPad with me, it has cellular on it, so I just can work remotely from there. It was either that or working in my home office again, and frankly, at the height of the pandemic, I could use the break.Matty: Yes [laugh]. That's saying something when the break you can use is going to the DMV.Corey: Right.Matty: That's a little bit where we were, where we at. I think just real quick thinking about that because there's a lot to be said with that kind of idea of making a—whether it's silly or not, but having a common, especially if you do a lot of photos, do a lot of things, you don't have to think about, like, how do I look? I mean, you have to think about—you know, you can just say I just know what I do. Because if you think about it, it's about cultivating your smile, cultivating your look for your photos, and just sort of having a way so you don't—you just know what to do every time. I guess that's a, you know, maybe a model tip or something. I don't know. But you might be onto something.Corey: I joke that my entire family motto is never be the most uncomfortable person in the room. And there's something to be said for it where if you're going to present a certain way, make it your own. Find a way to at least stand out. If nothing else, it's a bit different. Most people don't do that.Remember, we've all got made fun of, generally women—for some reason—back about 15 years ago or so for duck face, where in all the pictures you're making duck face. And well, there are reasons why that is a flattering way to present your face. But if there's one thing we love as a society, it's telling women they're doing something wrong.Matty: Yeah.Corey: So yeah, there's a whole bunch of ways you're supposed to take selfies or whatnot. Honestly, I'm in no way shape or form pretty enough or young enough to care about any of them. At this point, it's what I do when someone busts out a camera and that's the end of it. Now, am I the only person to do this? Absolutely not. Do I take ownership of it? No. Someone else wants to do it, they need give no credit. The idea probably didn't come from me.Matty: And to be fair, if I'm little bit taking the mickey there or whatever about prior art, it was more than I thought it was funny because I had not even—it was this thing where it was like, this is a good friend of mine, probably some of that I've been friends with longer than anyone in my whole life, and it was a core part [laugh] of his personality when we were 18 and 19, and it just d—I just never direct—like, made that connection. And then it happened to me and went “Oh, my God. Jason and Corey did the same thing.” [laugh]. It was—Corey: No, it feels like parallel evolution.Matty: Yeah, yeah. It was more of me never having connected those dots. And again, you're making that face for your DMV photo amused you, me talking about this for the last three minutes on a podcast amused me. So.Corey: And let's also be realistic here. How many ways are there to hold your face during a selfie that is distinguishable and worthy of comment? Usually, it's like okay, well, he has this weird sardonic half-smile with an eyebrow ar—no. His mouth was wide open. We're gonna go with that.Matty: You know, there's a little—I want to kind of—because I think there's actually quite a bit to the lesson from any of this because I think about—follow me here; maybe I'll get to the right place—like me and karaoke. No one would ever accuse me of being a talented singer, right? I'm not going to sing well in a way where people are going to be moved by my talent. So instead, I have to go a different direction. I have to go funny.But what it boils down to is I can only do—I do karaoke well when it's a song where I can feel like I'm doing an impression of the singer. So, for example, the B-52s. I do a very good impression of Fred Schneider. So, I can sing a B-52 song all day long. I actually could do better with Pearl Jam than I should be able to with my terrible voice because I'm doing an Eddie Vedder impression.So, what I'm getting at is you're sort of taking this thing where you're saying, okay, to your point, you said, “Hey,”—and your words, not mine—[where 00:07:09] somebody say, “The picture is not going to be of me looking like blue steel runway model, so I might as well look goofy.” You know? And take it that way and be funny with it. And also, every time, it's the same way, so I think it's a matter of kind of owning the conversation, you know, and saying, how do you accentuate the thing that you can do. I don't know. There's something about DevOps, somehow in there.Corey: So, I am in that uncomfortable place right now between having finalized a blog post slash podcast that's going out in two days from this recording. So, it will go out before you and I have this discussion publicly, but it's also too late for me to change any of it,m so I figured I will open myself up to the slings and arrows of you, more or less. And you haven't read this thing yet, which is even better, so you're now going to be angry about an imperfect representation of what I said in writing. But the short version is this: if you work for a company as their employee, then you are no longer a part of that company's community, as it were. And yes, that's nuanced and it's an overbroad statement and there are a bunch of ways that you could poke holes in it, but I'm curious to get your take on the overall positioning of it.Matty: So, at face value, I would vehemently disagree with that statement. And by that is, that I have spent years of my life tilting at the opposite windmill, which is just because you work at this company, doesn't mean you do not participate in the community and should not consider yourself a part of the community, first and foremost. That will, again, like everything else, it depends. It depends on a lot of things and I hope we can kind of explore that a little bit because just as much as I would take umbrage if you will, or whatnot, with the statement that if you work at the company, you stop being part of the community, I would also have an issue with, you're just automatically part of the community, right? Because these things take effort.And I feel like I've been as a devreloper, or whatever, Corey—how do you say it?Corey: Yep. No, you're right on. Devreloper.Matty: As a—or I would say, as a DevRel, although people on Twitter are angry about using the word DevRel to discuss—like saying, “I'm a DevRel.” “DevRel is a department.” It's a DevOps engineer thing again, except actually—it's, like, actually wrong. But anyway, you kind of run into this, like for example—I'm going to not name names here—but, like, to say, you know, Twitter for Pets, the—what do you—by the way, Corey, what are you going to do now for your made-up company when what Twitter is not fun for this anymore? You can't have Twitter for Pets anymore.Corey: I know I'm going to have to come up with a new joke. I don't quite know what to do with myself.Matty: This is really hard. While we will pretend Twitter for Pets is still around a little bit, even though its API is getting shut down.Corey: Exactly.Matty: So okay, so we're over here at Twitter for Pets, Inc. And we've got our—Corey: Twitter for Bees, because you know it'll at least have an APIary.Matty: Yeah. Ha. We have our team of devrelopers and community managers and stuff and community engineers that work at Twitter for Pets, and we have all of our software engineers and different people. And a lot of times the assumption—and now we're going to have Twitter for Pets community something, right? We have our community, we have our area, our place that we interact, whether it's in person, it's virtual, whether it's an event, whether it's our Discord or Discourse or Slack or whatever [doodlee 00:10:33] thing we're doing these days, and a lot of times, all those engineers and people whose title does not have the word ‘community' on it are like, “Oh, good. Well, we have people that do that.”So, number one, no because now we have people whose priority is it; like, we have more intentionality. So, if I work on the community team, if I'm a dev advocate or something like that, my priority is communicating and advocating to and for that community. But it's like a little bit of the, you know, the office space, I take the requirements from the [unintelligible 00:11:07] to people, you I give them to the engineers. I've got people—so like, you shouldn't have to have a go-between, right? And there's actually quite a bit of place.So, I think, this sort of assumption that you're not part of it and you have no responsibility towards that community, first of all, you're missing a lot as a person because that's just how you end up with people building a thing they don't understand.Corey: Oh, I think you have tremendous responsibility to the community, but whether you're a part of it and having responsibility to it or not aligned in my mind.Matty: So… maybe let's take a second and what do you mean by being a part of it?Corey: Right. Where very often I'll see a certain, I don't know, very large cloud provider will have an open-source project. Great, so you go and look at the open-source project and the only people with commit access are people who work at that company. That is an easy-to-make-fun-of example of this. Another is when the people who are in a community and talking about how they perceive things and putting out content about how they've interacted with various aspects of it start to work there, you see areas where it starts to call its authenticity into question.AWS is another great example of this. As someone in the community, I can talk about how I would build something on top of AWS, but then move this thing on to Fastly instead of CloudFront because CloudFront is terrible. If you work there, you're not going to be able to say the same thing. So, even if you're not being effusive with praise, there are certain guardrails and constraints that keep you from saying what you might otherwise, just based upon the sheer self-interest that comes from the company whose product or service you're talking about is also signing your paycheck and choosing to continue to do so.Matty: And I think even less about it because that's where your paycheck is coming. It's also just a—there's a gravitational pull towards those solutions because that's just what you're spending your day with, right? You know—Corey: Yeah. And you also don't want to start and admit even to yourself, in some cases, that okay, this aspect of what our company does is terrible, so companies—people shouldn't use it. You want to sort of ignore that, on some level, psychologically because that dissonance becomes harmful.Matty: Yeah. And I think there's—so again, this is where things get nuanced and get to levels. Because if you have the right amount of psychological safety in your organization, the organization understands what it's about to that. Because even people whose job is to be a community person should be able to say, “Hey, this is my actual opinion on this. And it might be contrary to the go-to-market where that comes in.”But it's hard, especially when it gets filtered through multiple layers and now you've got a CEO who doesn't understand that nuance who goes, “Wait, why was Corey on some podcast saying that the Twitter for Pets API is not everything it could possibly be?” So, I do think—I will say this—I do think that organizations and leadership are understanding this more than they might have in the past, so we are maybe putting on ourselves this belief that we can't be as fully honest, but even if it's not about hiding the warts, even if it's just a matter of also, you're just like, hey, chances are—plus also to be quite frank, if I work at the company, I probably have access to way more shit than I would have to pay for or do whatever and I know the right way. But here's the trick, and I won't even say it's a dogfooding thing, but if you are not learning and thinking about things the way that your users do—and I will even say that that's where—it is the users, which are the community, that community or the people that use your product or are connected to it, they don't use it; they may be anecdotal—or not anecdotally, maybe tangentially connected. I will give an example. And there was a place I was working where it was very clear, like, we had a way to you know, do open-source contributions back of a type of a provider plug-in, whatever you want to call it and I worked at the company and I could barely figure out how to follow the instructions.Because it made a lot of sense to someone who built that software all day long and knew the build patterns, knew all that stuff. So, if you were an engineer at this company, “Well, yeah, of course. You just do this.” And anybody who puts the—connects the dots, this has gotten better—and this was understood relatively quickly as, “Oh, this is the problem. Let's fix it.” So, the thing is, the reason why I bring this up is because it's not something anybody does intentionally because you don't know what you don't know. And—Corey: Oh, I'm not accusing anyone of being a nefarious actor in any of this. I also wonder if part of this is comes from your background as being heavily involved in the Chef community as a Chef employee and as part of the community around that, which is inherently focused on an open-source product that a company has been built around, whereas my primary interaction with community these days is the AWS community, where it doesn't matter whether you're large or small, you are not getting much, if anything, for free from AWS; you're all their customers and you don't really have input into how something gets built, beyond begging nicely.Matty: That's definitely true. And I think we saw that and there was things, when we look at, like, how community, kind of, evolved or just sort of happened at Chef and why we can't recreate it the same way is there was a certain inflection point of the industry and the burgeoning DevOps movement, and there wasn't—you know, so a lot of that was there. But one of the big problems, too, is, as Corey said, everybody—I shouldn't say every, but I've from the A—all the way up to AWS to your smaller startups will have this problem of where you end up hiring in—whether you want to or not—all of your champions and advocates and your really strong community members, and then that ends up happening. So, number one, that's going to happen. So frankly, if you don't push towards this idea, you're actually going to have people not want to come work because you should be able to be still the member that you were before.And the other thing is that at certain size, like, at the size of a hyperscaler, or, you know, a Microsoft—well, anybody—well Microsofts not a hyperscaler, but you know what I'm saying. Like, very, very large organization, your community folks are not necessarily the ones doing that hiring away. And as much as they might—you know, and again, I may be the running the community champion program at Microsoft and see that you want—you know, but that Joe Schmo is getting hired over into engineering. Like, I'm not going to hire Joe because it hurts me, but I can't say you can't, you know? It's so this is a problem at the large size.And at the smaller size, when you're growing that community, it happens, too, because it's really exciting. When there's a place that you're part of that community, especially when there's a strong feel, like going to work for the mothership, so to speak is, like, awesome. So again, to give an example, I was a member of the Chef community, I was a user, a community person well, before, you know, I went and, you know, had a paycheck coming out of that Seattle office. And it was, like, the coolest thing in the world to get a job offer from Ch—like, I was like, “Oh, my God. I get to actually go work there now.” Right?And when I was at Pulumi, there quite a few people I could think of who I knew through the community who then get jobs at Pulumi and we're so excited, and I imagine still excited, you know? I mean, that was awesome to do. So, it's hard because when you get really excited about a technology, then being able to say, “Wait, I can work on this all the time?” That sounds awesome, right? So like, you're going to have that happen.So, I think what you have to do is rather than prevent it from happening because number one, like, you don't want to actually prevent that from happening because those people will actually be really great additions to your organization in lots of ways. Also, you're not going to stop it from happening, right? I mean, it's also just a silly way to do it. All you're going to do is piss people off, and say, like, “Hey, you're not allowed to work here because we need you in the community.” Then they're going to be like, “Great. Well, guess what I'm not a part of anymore now, jerk?” Right? You know [laugh] I mean so—Corey: Exactly.Matty: Your [unintelligible 00:18:50] stops me. So, that doesn't work. But I think to your point, you talked about, like, okay, if you have a, ostensibly this a community project, but all the maintainers are from one—are from your company, you know? Or so I'm going to point to an example of, we had—you know, this was at Pulumi, we had a Champions program called Puluminaries, and then there's something similar to like Vox Populi, but it was kind of the community that was not run by Pulumi Inc. In that case.Now, we helped fund it and helped get it started, but there was there were rules about the, you know, the membership of the leadership, steering committee or board or whatever it was called, there was a hard limit on the number of people that could be Pulumi employees who were on that board. And it actually, as I recall when I was leaving—I imagine this is not—[unintelligible 00:19:41] does sometimes have to adjust a couple of things because maybe those board members become employees and now you have to say, you can't do that anymore or we have to take someone down. But the goal was to actually, you know, basically have—you know, Pulumi Corp wanted to have a voice on that board because if for no other reason, they were funding it, but it was just one voice. It wasn't even a majority voice. And that's a hard sell in a lot of places too because you lose control over that.There's things I know with, uh—when I think about, like, running meetup communities, like, we might be—well I mean, this is not a big secret, I mean because it's been announced, but we're—you know, Aiven is helping bootstrap a bunch of data infrastructure meetups around the world. But they're not Aiven meetups. Now, we're starting them because they have to start, but pretty much our approach is, as soon as this is running and there's people, whether they work here, work with us or not, they can take it, right? Like, if that's go—you know? And being able to do that can be really hard because you have to relinquish the control of your community.And I think you don't have to relinquish a hundred percent of that control because you're helping facilitate it because if it doesn't already have its own thing—to make sure that things like code of conduct and funding of it, and there's things that come along with the okay, we as an organization, as a company that has dollars and euros is going to do stuff for this, but it's not ours. And that's the thing to remember is that your community does not belong to you, the company. You are there to facilitate it, you are there to empower it, you're there to force-multiply it, to help protect it. And yeah, you will probably slurp a whole bunch of value out of it, so this is not magnanimous, but if you want it to actually be a place it's going to work, it kind of has to be what it wants to be. But by the same token, you can't just sort of sit there and be like, “I'm going to wait for this community grow up around me without anything”—you know.So, that's why you do have to start one if there is quote-unquote—maybe if there's no shape to one. But yeah, I think that's… it is different when it's something that feels a little—I don't even want to say that it's about being open-source. It's a little bit about it less of it being a SaaS or a service, or if it's something that you—I don't know.Corey: This episode is sponsored in part by Honeycomb. I'm not going to dance around the problem. Your. Engineers. Are. Burned. Out. They're tired from pagers waking them up at 2 am for something that could have waited until after their morning coffee. Ring Ring, Who's There? It's Nagios, the original call of duty! They're fed up with relying on two or three different “monitoring tools” that still require them to manually trudge through logs to decipher what might be wrong. Simply put, there's a better way. Observability tools like Honeycomb (and very little else becau se they do admittedly set the bar) show you the patterns and outliers of how users experience your code in complex and unpredictable environments so you can spend less time firefighting and more time innovating. It's great for your business, great for your engineers, and, most importantly, great for your customers. Try FREE today at honeycomb.io/screaminginthecloud. That's honeycomb.io/screaminginthecloud.Corey: Yeah, I think you're onto something here. I think another aspect where I found it be annoying is when companies view their community as, let's hire them all. And I don't think it ever starts that way. I think that it starts as, well these are people who are super-passionate about this, and they have great ideas and they were great to work with. Could we hire them?And the answer is, “Oh, wait. You can give me money for this thing I've been doing basically for free? Yeah, sure, why not?” And that's great in the individual cases. The problem is, at some point, you start to see scenarios where it feels like, if not everyone, then a significant vocal majority of the community starts to work there.Matty: I think less often than you might think is it done strategically or on purpose. There have been exceptions to that. There's one really clear one where it feels like a certain company a few years ago, hired up all the usual suspects of the DevOps community. All of a sudden, you're like, oh, a dozen people all went to go work at this place all at once. And the fun thing is, I remember feeling a little bit—got my nose a little out of joint because I was not the hiring mana—like, I knew the people.I was like, “Well, why didn't you ask me?” And they said, “Actually, you are more important to us not working here.” Now, that might have just been a way to sell my dude-in-tech ego or not, but whether or not that was actually true for me or not, that is a thing where you say you know, your folks—but I do think that particular example of, like, okay, I'm this, that company, and I'm going to go hire up all the usual suspects, I think that's less. I think a lot of times when you see communities hire up those people, it's not done on purpose and in fact, it's probably not something they actually wanted to do in mass that way. But it happens because people who are passionate about your product, it's like I said before, it actually seems pretty cool to go work on it as your main thing.But I can think of places I've been where we had, you know—again, same thing, we had a Pulumi—we had someone who was probably our strongest, loudest, most vocal community member, and you know, I really wanted to get this person to come join us and that was sort of one of the conversations. Nobody ever said, “We won't offer this person a job if they're great.” Like, that's the thing. I think that's actually kind of would be shitty to be like, “You're a very qualified individual, but you're more important to me out in the community so I'm not going to make your job offer.” But it was like, Ooh, that's the, you know—it'd be super cool to have this person but also, not that that should be part of our calculus of decision, but then you just say, what do you do to mitigate that?Because what I'm concerned about is people hearing this the wrong way and saying, “There's this very qualified individual who wants to come work on my team at my company, but they're also really important to our community and it will hurt our community if they come work here, so sorry, person, we're not going to give you an opportunity to have an awesome job.” Like, that's also thinking about the people involved, too. But I know having talked to folks that lots of these different large organizations that have this problem, generally, those community folks, especially at those places, they don't want this [laugh] happening. They get frustrated by it. So, I mean, I'll tell you, it's you know, the—AWS is one of them, right?They're very excited about a lot of the programs and cool people coming from community builders and stuff and Heroes, you know. On one hand, it's incredibly awesome to have a Hero come work at AWS, but it hurts, right, because now they're not external anymore.Corey: And you stop being a Hero in that case, as well.Matty: Yeah. You do, yeah.Corey: Of course, they also lose the status if they go to one of their major competitors. So like, let me get this straight. You can't be a Hero if you work for AWS or one of its competitors. And okay, how are there any Heroes left at all at some point? And the answer is, they bound it via size and a relatively small list of companies. But okay.Matty: So, thinking back to your point about saying, okay, so if you work at the company, you lose some authenticity, some impartiality, some, you know… I think, rather than just saying, “Well, you're not part”—because that also, honestly, my concern is that your blog post is now going to be ammunition for all the people who don't want to act as members of the community for the company they work for now. They're going to say, well, Corey told me I don't have to. So, like I said, I've been spending the last few years tilting at the opposite windmill, which is getting people that are not on the community team to take part in community summits and discourse and things like that, like, you know, for that's—so I think the thing is, rather than saying, “Well, you can't,” or, “You aren't,” it's like, “Well, what do you do to mitigate those things?”Corey: Yeah, it's a weird thing because taking AWS as the example that I've been beating up on a lot, the vast majority of their employees don't know the community exists in any meaningful sense. Which, no fault to them. The company has so many different things, no one keeps up with at all. But it's kind of nuts to realize that there are huge communities of people out there using a thing you have built and you do not know that those users exist and talk to each other in a particular watering hole. And you of course, as a result, have no presence there. I think that's the wrong direction, too. But—Matty: Mm-hm.Corey: Observing the community and being part of the community, I think there's a difference. Are you a biologist or are you a gorilla?Matty: Okay, but [sigh] I guess that's sort of the difference, too which—and it's hard, it's very hard to not just observe. Because I think that actually even taking the mentality of, “I am here to be Jane Goodall, Dr. Jane Goodall, and observe you while I live amongst you, but I'm not going to actually”—although maybe I'm probably doing disservice—I'm remembering my Goodall is… she was actually more involved. May be a bad example.Corey: Yeah. So, that analogy does fall apart a little bit.Matty: It does fall apart a little bit—Corey: Yeah.Matty: But it's you kind of am I sitting there taking field notes or am I actually engaging with you? Because there is a difference. Even if your main reason for being there is just purely to—I mean, this is not the Prime Directive. It's not Star Trek, right? You're not going to like, hold—you don't need to hold—I mean, do you have to hold yourself aloof and say, “I don't participate in this conversation; I'm just here to take notes?”I think that's very non-genuine at that point. That's over-rotating the other way. But I think it's a matter of in those spaces—I think there's two things. I think you have to have a way to be identified as you are an employee because that's just disclosure.Corey: Oh, I'm not suggesting by any stretch of the imagination, people work somewhere but not admit that they work somewhere when talking about the company. That's called fraud.Matty: Right. No, no, and I don't think it's even—but I'm saying beyond just, if it's not, if you're a cop, you have to tell me, right?Corey: [laugh].Matty: It's like, it's not—if asked, I will tell you I work at AWS. It's like in that place, it should say, “I am an AWS em—” like, I should be badged that way, just so it's clear. I think that's actually helpful in two ways. It's also helpful because it says like, okay, maybe you have a connection you can get for me somehow. Like, you might actually have some different insight or a way to chase something that, you know, it's not necessarily just about disclosure; it's also helpful to know.But I think within those spaces, that disclosure—or not disclosure, but being an employee does not offer you any more authority. And part of that is just having to be very clear about how you're constructing that community, right? And that's sort of the way that I think about it is, like, when we did the Pulumi Community Summit about a year ago, right? It was an online, you know, thing we did, and the timing was such that we didn't have a whole lot of Pulumi engineers were able to join, but when we—and it's hard to say we're going to sit in an open space together and everybody is the same here because people also—here's the difference. You say you want this authority? People will want that authority from the people that work at the company and they will always go to them and say, like, “Well, you should have this answer. Can you tell me about this? Can you do this?”So, it's actually hard on both cases to have that two-way conversation unless you set the rules of that space such as, “Okay, I work at Aiven, but when I'm in this space, short of code of conduct or whatever, if I have to be doing that thing, I have no more authority on this than anyone else.” I'm in this space as the same way everyone else's. You can't let that be assumed.Corey: Oh, and big companies do. It's always someone else's… there's someone else's department. Like, at some level, it feels like when you work in one of those enormous orgs, it's your remit is six inches wide.Matty: Well, right. Right. So, I think it's like your authority exists only so far as it's helpful to somebody. If I'm in a space as an Aivener, I'm there just as Matty the person. But I will say I work at Aiven, so if you're like, “God, I wish that I knew who was the person to ask about this replication issue,” and then I can be like, “Aha, I actually have backchannel. Let me help you with that.” But if I can say, “You know what? This is what I think about Kafka and I think why this is whatever,” like, you can—my opinion carries just as much weight as anybody else's, so to speak. Or—Corey: Yeah. You know, it's also weird. Again, community is such a broad and diverse term, I find myself in scenarios where I will observe and talk to people inside AWS about things, but I never want to come across as gloating somehow, that oh, I know, internal people that talk to you about this and you don't. Like, that's never how I want to come across. And I also, I never see the full picture; it's impossible for me to, so I never make commitments on behalf of other people. That's a good way to get in trouble.Matty: It is. And I think in the case of, like, someone like you who's, you know, got the connections you have or whatever, it's less likely for that to be something that you would advertise for a couple of reasons. Like, nobody should be advertising to gloat, but also, part of my remit as a member of a community team is to actually help people. Like, you're doing it because you want to or because it serves you in a different way. Like, that is literally my job.So like, it shouldn't be, like—like, because same thing, if you offer up your connections, now you are taking on some work to do that. Someone who works at the company, like, yes, you should be taking on that work because this is what we do. We're already getting paid for it, you know, so to speak, so I think that's the—Corey: Yeah.Matty: —maybe a nuance, but—Corey: Every once in a while, I'll check my Twitter spam graveyard, [unintelligible 00:32:01] people asking me technical questions months ago about various things regarding AWS and whatnot. And that's all well and good; the problem I have with it is that I'm not a support vector. I don't represent for the company or work for them. Now, if I worked there, I'd feel obligated to make sure this gets handed to the right person. And that's important.The other part of it, though, is okay, now that that's been done and handed off, like do I shepherd it through the process? Eh. I don't want people to get used to asking people in DMs because again, I consider myself to be a nice guy, but if I'm some nefarious jerk, then I could lead them down a very dark path where I suddenly have access to their accounts. And oh, yeah, go ahead and sign up for this thing and I'll take over their computer or convince them to pay me in iTunes gift cards or something like that. No, no, no. Have those conversations in public or through official channels, just because I don't, I don't think you want to wind up in that scenario.Matty: So, my concern as well, with sort of taking the tack of you are just an observer of the community, not a part of it is, that actually can reinforce some pretty bad behavior from an organization towards how they treat the community. One of the things that bothers me—if we're going to go on a different rant about devrelopers like myself—is I like to say that, you know, we pride ourselves as DevRels as being very empathetic and all this stuff, but very happy to shit all over people that work in sales or marketing, based on their job title, right? And I'm like, “Wow, that's great,” right? We're painting with this broad brush. Whereas in reality, we're not separate from.And so, the thing is, when you treat your community as something separate from you, you are treating it as something separate from you. And then it becomes a lot easier also, to not treat them like people and treat them as just a bunch of numbers and treat them as something to have value extracted from rather than it—this is actually a bunch of humans, right? And if I'm part of that, then I'm in the same Dunbar number a little bit, right? I'm in the same monkey sphere as those people because me, I'm—whoever; I'm the CTO or whatever, but I'm part of this community, just like Joe Smith over there in Paducah, you know, who's just building things for the first time. We're all humans together, and it helps to not treat it as the sort of amorphous blob of value to be extracted.So, I think that's… I think all of the examples you've been giving and those are all valid concerns and things to watch out for, the broad brush if you're not part of the community if you work there, my concern is that that leads towards exacerbating already existing bad behavior. You don't have to convince most of the people that the community is separate from them. That's what I'm sort of getting at. I feel like in this work, we've been spending so much time to try to get people to realize they should be acting like part of their larger community—and also, Corey, I know you well enough to know that, you know, sensationalism to make a point [laugh] works to get somebody to join—Corey: I have my moments.Matty: Yeah, yeah, yeah. I mean, there's I think… I'll put it this way. I'm very interested to see the reaction, the response that comes out in, well now, for us a couple of days, for you the listener, a while ago [laugh] when that hits because I think it is a, I don't want to say it's controversial, but I think it's something that has a lot of, um… put it this way, anything that's simple and black and white is not good for discussion.Corey: It's nuanced. And I know that whenever I wrote in 1200 words is not going to be as nuanced of the conversation we just had, either, so I'm sure people will have opinions on it. That'd be fun. It'd be a good excuse for me to listen.Matty: Exactly [laugh]. And then we'll have to remember to go back and find—I'll have to do a little Twitter search for the dates.Corey: We'll have to do another discussion on this, if anything interesting comes out of it.Matty: Actually, that would be funny. That would be—we could do a little recap.Corey: It would. I want to thank you so much for being so generous with your time. Where can people find you if they want to learn more?Matty: Well, [sigh] for the moment, [sigh] who knows what will be the case when this comes out, but you can still find me on Twitter at @mattstratton. I'm also at hackie-derm dot io—sorry, hackyderm.io. I keep wanting to say hackie-derm, but hackyderm actually works better anyway and it's funnier. But [hackyderm.io/@mattstratton](https://hackyderm.io/@mattstratton) is my Mastodon. LinkedIn; I'm. Around there. I need to play more at that. You will—also again, I don't know when this is coming out, so you won't tell you—you don't find me out traveling as much as you might have before, but DevOpsDays Chicago is coming up August 9th and 10th in Chicago, so at the time of listening to this, I'm sure our program will have been posted. But please come and join us. It will be our ninth time of hosting a DevOpsDay Chicago. And I have decided I'm sticking around for ten, so next year will be my last DevOpsDay that I'm running. So, this is the penultimate. And we always know that the penultimate is the best.Corey: Absolutely. Thanks again for your time. It's appreciated. Matty Stratton, Director of Developer Relations at Aiven. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with an angry comment talking about how I completely missed the whole point of this community and failing to disclose that you are in fact one of the producers of the show.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.

During the construction process there are many members involved with the General Contractor (GC) as the leader. Join Katerina as she sits down with licensed GC, Jesse Mckeehan to discuss the importance of hiring a qualified GC to coordinate and run a project successfully.  Jesse shares his experience of working on high end residential projects along the California coast and the dynamic relationship he has with the design team and clients. From working with architects to handling the daily stress of his job, Jesse gives a behind the scenes of what all a GC has to organize.    Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

New month, new topic! We are talking the new mini TV series, Daisy Jones and the Six (available on Amazon Prime). We are excited to see one of our favorite books of 2022 come to life and finally hear Honeycomb. Let us know on our instagram @twoleadingladies if you are also watching! Tell your friends and enemies about us!

CW: The attack on trans rights is discussed toward the end of this episode, starting at about 46 minutes.It's Says Who day, and Maureen is fresh off a plane from Texas. Or a plan to Texas. This isn't entirely clear. Things didn't entirely go to plan. That's all right, because Dan is here to bring Maureen back to earth with news. There's been a lot of strange things doing on concerning the Dominion lawsuit. Turns out, there was some lying going on!On the 2024 election front, a new contender has entered the ring! Welcome back, Marianne Williamson! This news causes such joy that Dan and Maureen dissociate, because it turns out neither of them is ready to talk about the fact that the 2024 election creeps closer every day. They do what is only sensible under these circumstances—they go to their happy place. Saturday morning cartoons, with all the cereal they can eat. They put the bowls down long enough to discuss the terrifying events happening around trans rights in Tennessee and elsewhere, but then it's spoons up again. 

Emily Gorcenski, Data & AI Service Line Lead at Thoughtworks, joins Corey on Screaming in the Cloud to discuss how big data is changing our lives - both for the better, and the challenges that come with it. Emily explains how data is only important if you know what to do with it and have a plan to work with it, and why it's crucial to understand the use-by date on your data. Corey and Emily also discuss how big data problems aren't universal problems for the rest of the data community, how to address the ethics around AI, and the barriers to entry when pursuing a career in data. About EmilyEmily Gorcenski is a principal data scientist and the Data & AI Service Line Lead of ThoughtWorks Germany. Her background in computational mathematics and control systems engineering has given her the opportunity to work on data analysis and signal processing problems from a variety of complex and data intensive industries. In addition, she is a renowned data activist and has contributed to award-winning journalism through her use of data to combat extremist violence and terrorism. The opinions expressed are solely her own.Links Referenced: ThoughtWorks: https://www.thoughtworks.com/ Personal website: https://emilygorcenski.com Twitter: https://twitter.com/EmilyGorcenski Mastodon: https://mastodon.green/@emilygorcenski@indieweb.social 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: Welcome to Screaming in the Cloud. I'm Corey Quinn. My guest today is Emily Gorcenski, who is the Data and AI Service Line Lead over at ThoughtWorks. Emily, thank you so much for joining me today. I appreciate it.Emily: Thank you for having me. I'm happy to be here.Corey: What is it you do, exactly? Take it away.Emily: Yeah, so I run the data side of our business at ThoughtWorks, Germany. That means data engineering work, data platform work, data science work. I'm a data scientist by training. And you know, we're a consulting company, so I'm working with clients and trying to help them through the, sort of, morphing landscape that data is these days. You know, should we be migrating to the cloud with our data? What can we migrate to the cloud with our data? Where should we be doing with our data scientists and how do we make our data analysts' lives easier? So, it's a lot of questions like that and trying to figure out the strategy and all of those things.Corey: You might be one of the most perfectly positioned people to ask this question to because one of the challenges that I've run into consistently and persistently—because I watch a lot of AWS keynotes—is that they always come up with the same talking point, that data is effectively the modern gold. And data is what unlocks value to your busin—“Every business agrees,” because someone who's dressed in what they think is a nice suit on stage is saying that it's, “Okay, you're trying to sell me something. What's the deal here?” Then I check my email and I discover that Amazon has sent me the same email about the same problem for every region I've deployed things to in AWS. And, “Oh, you deploy this to one of the Japanese regions. We're going to send that to you in Japanese as a result.”And it's like, okay, for a company that says data is important, they have no idea who any of their customers are at this point, is that is the takeaway here. How real is, “Data is important,” versus, “We charge by the gigabyte so you should save all of your data and then run expensive things on top of it.”Emily: I think data is very important, if you know what you're going to do with it and if you have a plan for how to work with it. I think if you look at the history of computing, of technology, if you go back 20 years to maybe the early days of the big data era, right? Everyone's like, “Oh, we've got big data. Data is going to be big.” And for some reason, we never questioned why, like, we were thinking that the ‘big' in ‘big data' meant big is in volume and not ‘big' as in ‘big pharma.'This sort of revolution never really happened for most companies. Sure, some companies got a lot of value from the, sort of, data mining and just gather everything and collect everything and if you hit it with a big computational hammer, insights will come out and somehow there's insights will make you money through magic. The reality is much more prosaic. If you want to make money with data, you have to have a plan for what you're going to do with data. You have to know what you're looking for and you have to know exactly what you're going to get when you look at your data and when you try to answer questions with it.And so, when we see somebody like Amazon not being able to correlate that the fact that you're the account owner for all of these different accounts and that the language should be English and all of these things, that's part of the operational problem because it's annoying, to try to do joins across multiple tables in multiple regions and all of those things, but it's also part—you know, nobody has figured out how this adds value for them to do that, right? There's a part of it where it's like, this is just professionalism, but there's a part of it, where it's also like… whatever. You've got Google Translate. Figure out yourself. We're just going to get through it.I think that… as time has evolved from the initial waves of the big data era into the data science era, and now we're in, you know, all sorts of different architectures and principles and all of these things, most companies still haven't figured out what to do with data, right? They're still investing a ton of money to answer the same analytics questions that they were answering 20 years ago. And for me, I think that's a disappointment in some regards because we do have better tools now. We can do so many more interesting things if you give people the opportunity.Corey: One of the things that always seemed a little odd was, back when I wielded root credentials in anger—anger,' of course, being my name for the production environment, as opposed to, “Theory,” which is what I call staging because it works in theory, but not in production. I digress—it always felt like I was getting constant pushback from folks of, “You can't delete that data. It's incredibly important because one day, we're going to find a way to unlock the magic of it.” And it's, “These are web server logs that are 15 years old, and 98% of them by volume are load balancer health checks because it turns out that back in those days, baby seals got more hits than our website did, so that's not really a thing that we wind up—that's going to add much value to it.” And then from my perspective, at least, given that I tend to live, eat, sleep, breathe cloud these days, AWS did something that was refreshingly customer-obsessed when they came out with Glacier Deep Archive.Because the economics of that are if you want to store a petabyte of data, with a 12-hour latency on request for things like archival logs and whatnot, it's $1,000 a month per petabyte, which is okay, you have now hit a price point where it is no longer worth my time to argue with you. We're just not going to delete anything ever again. Problem solved. Then came GDPR, which is neither here nor there and we actually want to get rid of those things for a variety of excellent legal reasons. And the dance continues.But my argument against getting rid of data because it's super expensive no longer holds water in the way that it wants did for anything remotely resembling a reasonable amount of data. Then again, that's getting reinvented all the time. I used to be very, I guess we'll call it, I guess, a data minimalist. I don't want to store a bunch of data, mostly because I'm not a data person. I am very bad thinking in that way.I consider SQL to be the chests of the programming world and I'm not particularly great at it. And I also unlucky and have an aura, so if I destroy a bunch of stateless web servers, okay, we can all laugh about that, but let's keep me the hell away from the data warehouse if we still want a company tomorrow morning. And that was sort of my experience. And I understand my bias in that direction. But I'm starting to see magic get unlocked.Emily: Yeah, I think, you know, you said earlier, there's, like, this mindset, like, data is the new gold or data is new oil or whatever. And I think it's actually more true that data is the new milk, right? It goes bad if you don't use it, you know, before a certain point in time. And at a certain point in time, it's not going to be very offensive if you just leave it locked in the jug, but as soon as you try to open it, you're going to have a lot of problems. Data is very, very cheap to store these days. It's very easy to hold data; it's very expensive to process data.And I think that's where the shift has gone, right? There's sort of this, like, Oracle DBA legacy of, like, “Don't let the software developers touch the prod database.” And they've kind of kept their, like, arcane witchcraft to themselves, and that mindset has persisted. But now it's sort of shifted into all of these other architectural patterns that are just abstractions on top of this, don't let the software engineers touch the data store, right? So, we have these, like, streaming-first architectures, which are great. They're great for software devs. They're great for software devs. And they're great for data engineers who like to play with big powerful technology.They're terrible if you want to answer a question, like, “How many customers that I have yesterday?” And these are the things that I think are some of the central challenges, right? A Kappa architecture—you know, streaming-first architecture—is amazing if you want to improve your application developer throughput. And it's amazing if you want to build real-time analytics or streaming analytics into your platform. But it's terrible if you want your data lake to be navigable. It's terrible if you want to find the right data that makes sense to do the more complex things. And it becomes very expensive to try to process it.Corey: One of the problems I think I have that is that if I take a look at the data volumes that I work with in my day-to-day job, I'm dealing with AWS billing data as spit out by the AWS billing system. And there isn't really a big data problem here. If you take a look at some of the larger clients, okay, maybe I'm trying to consume a CSV that's ten gigabytes. Yes, Excel is going to violently scream itself to death if I try to wind up loading it there, and then my computer smells like burning metal all afternoon. But if it fits in RAM, it doesn't really feel like it's a big data problem, on some level.And it just feels that when I look at the landscape of all the different tools you can use for things like this, they just feel like it's more or less, hmm, “I have a loose thread on my shirt. Could you pass me that chainsaw for a second?” It just seems like stupendous overkill for anything that I'm working with. Counterpoint; that the clients I'm working with have massive data farms and my default response when I meet someone who's very good at an area that I don't do a lot of work in is—counterintuitively to what a lot of people apparently do on Twitter—is not the default assumption of oh, “I don't know anything about that space. It must be worthless and they must be dumb.”No. That is not the default approach to take anything, from my perspective. So, it's clear there's something very much there that I just don't see slash understand. That is a very roundabout way of saying what could be uncharitably distilled down to, “So, is your entire career bullshit?” But no, it is clearly not.There is value being extracted from this and it's powerful. I just think that there's been an industry-wide, relatively poor job done of explaining that value in ways that don't come across as contrived or profoundly disturbing.Emily: Yeah, I think there's a ton of value in doing things right. It gets very complicated to try to explain the nuances of when and how data can actually be useful, right? Oftentimes, your historical data, you know, it really only tells you about what happened in the past. And you can throw some great mathematics at it and try to use it to predict the future in some sense, but it's not necessarily great at what happens when you hit really hard changes, right?For example, when the Coronavirus pandemic hit and purchaser and consumer behavior changed overnight. There was no data in the data set that explained that consumer behavior. And so, what you saw is a lot of these things like supply chain issues, which are very heavily data-driven on a normal circumstance, there was nothing in that data that allowed those algorithms to optimize for the reality that we were seeing at that scale, right? Even if you look at advanced logistics companies, they know what to do when there's a hurricane coming or when there's been an earthquake or things like that. They have disaster scenarios.But nobody has ever done anything like this at the global scale, right? And so, what we saw was this hard reset that we're still feeling the repercussions of today. Yes, there were people who couldn't work and we had lockdowns and all that stuff, but we also have an effect from the impact of the way that we built the systems to work with the data that we need to shuffle around. And so, I think that there is value in being able to process these really, really large datasets, but I think that actually, there's also a lot of value in being able to solve smaller, simpler problems, right? Not everything is a big data problem, not everything requires a ton of data to solve.It's more about the mindset that you use to look at the data, to explore the data, and what you're doing with it. And I think the challenge here is that, you know, everyone wants to believe that they have a big data problem because it feels like you have to have a big data problem if you—Corey: All the cool kids are having this kind of problem.Emily: You have to have big data to sit at the grownup's table. And so, what's happened is we've optimized a lot of tools around solving big data problems and oftentimes, these tools are really poor at solving normal data problems. And there's a lot of money being spent in a lot of overkill engineering in the data space.Corey: On some level, it feels like there has been a dramatic misrepresentation of this. I had an article that went out last year where I called machine-learning selling pickaxes into a digital gold rush. And someone I know at AWS responded to that and probably the best way possible—she works over on their machine-learning group—she sent me a foam Minecraft pickaxe that now is hanging on my office wall. And that gets more commentary than anything, including the customized oil painting I have of Billy the Platypus fighting an AWS Billing Dragon. No, people want to talk about the Minecraft pickaxe.It's amazing. It's first, where is this creativity in any of the marketing that this department is putting out? But two it's clearly not accurate. And what it took for me to see that was a couple of things that I built myself. I built a Twitter thread client that would create Twitter threads, back when Twitter was a place that wasn't overrun by some of the worst people in the world and turned into BirdChan.But that was great. It would automatically do OCR on images that I uploaded, it would describe the image to you using Azure's Cognitive Vision API. And that was magic. And now I see things like ChatGPT, and that's magic. But you take a look at the way that the cloud companies have been describing the power of machine learning in AI, they wind up getting someone with a doctorate whose first language is math getting on stage for 45 minutes and just yelling at you in Star Trek technobabble to the point where you have no idea what the hell they're saying.And occasionally other data scientists say, “Yeah, I think he's just shining everyone on at this point. But yeah, okay.” It still becomes unclear. It takes seeing the value of it for it to finally click. People make fun of it, but the Hot Dog, Not A Hot Dog app is the kind of valuable breakthrough that suddenly makes this intangible thing very real for people.Emily: I think there's a lot of impressive stuff and ChatGPT is fantastically impressive. I actually used ChatGPT to write a letter to some German government agency to deal with some bureaucracy. It was amazing. It did it, was grammatically correct, it got me what I needed, and it saved me a ton of time. I think that these tools are really, really powerful.Now, the thing is, not every company needs to build its own ChatGPT. Maybe they need to integrate it, maybe there's an application for it somewhere in their landscape of product, in their landscape of services, in the landscape of their interim internal tooling. And I would be thrilled actually to see some of that be brought into reality in the next couple of years. But you also have to remember that ChatGPT is not something that came because we have, like, a really great breakthrough in AI last year or something like that. It stacked upon 40 years of research.We've gone through three new waves of neural networking in that time to get to this point, and it solves one class of problem, which is honestly a fairly narrow class of problem. And so, what I see is a lot of companies that have much more mundane problems, but where data can actually still really help them. Like how do you process Cambodian driver's licenses with OCR, right? These are the types of things that if you had a training data set that was every Cambodian person's driver's license for the last ten years, you're still not going to get the data volumes that even a day worth of Amazon's marketplace generates, right? And so, you need to be able to solve these problems still with data without resorting to the cudgel that is a big data solution, right?So, there's still a niche, a valuable niche, for solving problems with data without having to necessarily resort to, we have to load the entire internet into our stream and throw GPUs at it all day long and spend hundreds of—tens of millions of dollars in training. I don't know, maybe hundreds of millions; however much ChatGPT just raised. There's an in-between that I think is vastly underserved by what people are talking about these days.Corey: There is so much attention being given to this and it feels almost like there has been a concerted and defined effort to almost talk in circles and remove people from the humanity and the human consequences of what it is that they're doing. When I was younger, in my more reckless years, I was never much of a fan of the idea of government regulation. But now it has become abundantly clear that our industry, regardless of how you want to define industry, how—describe a society—cannot self-regulate when it comes to data that has the potential to ruin people's lives. I mean, I spent a fair bit of my time in my career working in financial services in a bunch of different ways. And at least in those jobs, it was only money.The scariest thing I ever dealt with, from a data perspective is when I did a brief stint at Grindr because that was the sort of problem where if that data gets out, people will die. And I have not had to think about things like that have that level of import before or since, for which I'm eternally grateful. “It's only money,” which is a weird thing for a guy who fixes cloud bills for a living to say. And if I say that in a client call, it's not going to go very well. But it's the truth. Money is one of those things that can be fixed. It can be addressed in due course. There are always opportunities there. Someone just been outed to their friends, family, and they feel their life is now in shambles around them, you can't unring that particular bell.Emily: Yeah. And in some countries, it can lead to imprisonment, or—Corey: It can lead to death sentences, yes. It's absolutely not acceptable.Emily: There's a lot to say about the ethics of where we are. And I think that as a lot of these high profile, you know, AI tools have come out over the last year or so, so you know, Stable Diffusion and ChatGPT and all of this stuff, there's been a lot of conversation that is sort of trying to put some counterbalance on what we're seeing. And I don't know that it's going to be successful. I think that, you know, I've been speaking about ethics and technology for a long time and I think that we need to mature and get to the next level of actually addressing the ethical problems in technology. Because it's so far beyond things like, “Oh, you know, if there's a biased training data set and therefore the algorithm is biased,” right?Everyone knows that by now, right? And the people who don't know that, don't care. We need to get much beyond where, you know, these conversations about ethics and technology are going because it's a manifold problem. We have issues with the people labeling this data are paid, you know, pennies per hour to deal with some of the most horrific content you've ever seen. I mean, I'm somebody who has immersed myself in a lot of horrific content for some of the work that I have done, and this is, you know, so far beyond what I've had to deal with in my life that I can't even imagine it. You couldn't pay me enough money to do it and we're paying people in developing nations, you know, a buck-thirty-five an hour to do this. I think—Corey: But you must understand, Emily, that given the standard of living where they are, that that is perfectly normal and we wouldn't want to distort local market dynamics. So, if they make a buck-fifty a day, we are going to be generous gods and pay them a whopping dollar-seventy a day, and now we feel good about ourselves. And no, it's not about exploitation. It's about raising up an emerging market. And other happy horseshit that lies people tell themselves.Emily: Yes, it is. Yes, it is. And we've built—you know, the industry has built its back on that. It's raised itself up on this type of labor. It's raised itself up on taking texts and images without permission of the creators. And, you know, there's—I'm not a lawyer and I'm not going to play one, but I do know that derivative use is something that at least under American law, is something that can be safely done. It would be a bad world if derivative use was not something that we had freely available, I think, and on the balance.But our laws, the thing is, our laws don't account for the scale. Our laws about things like fair use, derivative use, are for if you see a picture and you want to take your own interpretation, or if you see an image and you want to make a parody, right? It's a one-to-one thing. You can't make 5 million parody images based on somebody's art, yourself. These laws were never built for this scale.And so, I think that where AI is exploiting society is it's exploiting a set of ethics, a set of laws, and a set of morals that are built around a set of behavior that is designed around normal human interaction scales, you know, one person standing in front of a lecture hall or friends talking with each other or things like that. The world was not meant for a single person to be able to speak to hundreds of thousands of people or to manipulate hundreds of thousands of images per day. It's actually—I find it terrifying. Like, the fact that me, a normal person, has a Twitter following that, you know, if I wanted to, I can have 50 million impressions in a month. This is not a normal thing for a normal human being to have.And so, I think that as we build this technology, we have to also say, we're changing the landscape of human ethics by our ability to act at scale. And yes, you're right. Regulation is possibly one way that can help this, but I think that we also need to embed cultural values in how we're using the technology and how we're shaping our businesses to use the technology. It can be used responsibly. I mean, like I said, ChatGPT helped me with a visa issue, sending an email to the immigration office in Berlin. That's a fantastic thing. That's a net positive for me; hopefully, for humanity. I wasn't about to pay a lawyer to do it. But where's the balance, right? And it's a complex topic.Corey: It is. It absolutely is. There is one last topic that I would like to talk to you about that's a little less heavy. And I've got to be direct with you that I'm not trying to be unkind, but you've disappointed me. Because you mentioned to me at one point, when I asked how things were going in your AWS universe, you said, “Well, aside from the bank heist, reasonably well.”And I thought that you were blessed as with something I always look for, which is the gift of glorious metaphor. Unfortunately, as I said, you've disappointed me. It was not a metaphor; it was the literal truth. What the hell kind of bank heist could possibly affect an AWS account? This sounds like something out of a movie. Hit me with it.Emily: Yeah, you know, I think in the SRE world, we tell people to focus on the high probability, low impact things because that's where it's going to really hurt your business, and let the experts deal with the black swan events because they're pretty unlikely. You know, a normal business doesn't have to worry about terrorists breaking into the Google data center or a gang of thieves breaking into a bank vault. Apparently, that is something that I have to worry about because I have some data in my personal life that I needed to protect, like all other people. And I decided, like a reasonable and secure and smart human being who has a little bit of extra spending cash that I would do the safer thing and take my backup hard drive and my old phones and put them in a safety deposit box at an old private bank that has, you know, a vault that's behind the meter-and-a-half thick steel door and has two guards all the time, cameras everywhere. And I said, “What is the safest possible thing that you can do to store your backups?” Obviously, you put it in a secure storage location, right? And then, you know, I don't use my AWS account, my personal AWS account so much anymore. I have work accounts. I have test accounts—Corey: Oh, yeah. It's honestly the best way to have an AWS account is just having someone else having a payment instrument attached to it because otherwise oh God, you're on the hook for that yourself and nobody wants that.Emily: Absolutely. And you know, creating new email addresses for new trial accounts is really just a pain in the ass. So, you know, I have my phone, you know, from five years ago, sitting in this bank vault and I figured that was pretty secure. Until I got an email [laugh] from the Berlin Polizei saying, “There has been a break-in.” And I went and I looked at the news and apparently, a gang of thieves has pulled off the most epic heist in recent European history.This is barely in the news. Like, unless you speak German, you're probably not going to find any news about this. But a gang of thieves broke into this bank vault and broke open the safety deposit boxes. And it turns out that this vault was also the location where a luxury watch consigner had been storing his watches. So, they made off with some, like, tens of millions of dollars of luxury watches. And then also the phone that had my 2FA for my Amazon account. So, the total value, you know, potential theft of this was probably somewhere in the $500 million range if they set up a SageMaker instance on my account, perhaps.Corey: This episode is sponsored in part by Honeycomb. I'm not going to dance around the problem. Your. Engineers. Are. Burned. Out. They're tired from pagers waking them up at 2 am for something that could have waited until after their morning coffee. Ring Ring, Who's There? It's Nagios, the original call of duty! They're fed up with relying on two or three different “monitoring tools” that still require them to manually trudge through logs to decipher what might be wrong. Simply put, there's a better way. Observability tools like Honeycomb (and very little else becau se they do admittedly set the bar) show you the patterns and outliers of how users experience your code in complex and unpredictable environments so you can spend less time firefighting and more time innovating. It's great for your business, great for your engineers, and, most importantly, great for your customers. Try FREE today at honeycomb.io/screaminginthecloud. That's honeycomb.io/screaminginthecloud.Corey: The really annoying part that you are going to kick yourself on about this—and I'm not kidding—is, I've looked up the news articles on this event and it happened, something like two or three days after AWS put out the best release of last years, or any other re:Invent—past, present, future—which is finally allowing multiple MFA devices on root accounts. So finally, we can stop having safes with these things or you can have two devices or you can have multiple people in Covid times out of remote sides of different parts of the world and still get into the thing. But until then, nope. It's either no MFA or you have to store it somewhere ridiculous like that and access becomes a freaking problem in the event that the device is lost, or in this case stolen.Emily: [laugh]. I will just beg the thieves, if you're out there, if you're secretly actually a bunch of cloud engineers who needed to break into a luxury watch consignment storage vault so that you can pay your cloud bills, please have mercy on my poor AWS account. But also I'll tell you that the credit card attached to it is expired so you won't have any luck.Corey: Yeah. Really sad part. Despite having the unexpired credit card, it just means that the charge won't go through. They're still going to hold you responsible for it. It's the worst advice I see people—Emily: [laugh].Corey: Well, intentioned—giving each other on places like Reddit where the other children hang out. And it's, “Oh, just use a prepaid gift card so it can only charge you so much.” It's yeah, and then you get exploited like someone recently was and start accruing $60,000 a day in Lambda charges on an otherwise idle account and Amazon will come after you with a straight face after a week. And, like, “Yes, we'd like our $360,000, please.”Emily: Yes.Corey: “We tried to charge the credit card and wouldn't you know, it expired. Could you get on that please? We'd like our money faster if you wouldn't mind.” And then you wind up in absolute hell. Now, credit where due, they in every case I am aware of that is not looking like fraud's close cousin, they have made it right, on some level. But it takes three weeks of back and forth and interminable waiting.And you're sitting there freaking out, especially if you're someone who does not have a spare half-million dollars sitting around. Imagine who—“You sound poor. Have you tried not being that?” And I'm firmly convinced that it a matter of time until someone does something truly tragic because they don't understand that it takes forever, but it will go away. And from my perspective, there's no bigger problem that AWS needs to fix than surprise lifelong earnings bills to some poor freaking student who is just trying to stand up a website as part of a class.Emily: All of the clouds have these missing stairs in them. And it's really easy because they make it—one of the things that a lot of the cloud providers do is they make it really easy for you to spin up things to test them. And they make it really, really hard to find where it is to shut it all down. The data science is awful at this. As a data scientist, I work with a lot of data science tools, and every cloud has, like, the spin up your magical data science computing environment so that your data scientist can, like, bang on the data with you know, high-performance compute for a while.And you know, it's one click of a button and you type in a couple of na—you know, a couple of things name, your service or whatever, name your resource. You click a couple buttons and you spin it up, but behind the scenes, it's setting up a Kubernetes cluster and it's setting up some storage bucket and it's setting up some data pipelines and it's setting up some monitoring stuff and it's setting up a VM in order to run all of this stuff. And the next thing that you know, you're burning 100, 200 euro a day, just to, like, to figure out if you can load a CSV into pandas using a Jupyter Notebook. And you're like—when you try to shut it all down, you can't. It's you have to figure, oh, there is a networking thing set up. Well, nobody told me there's a networking thing set up. You know? How do I delete that?Corey: You didn't say please, so here you go. Without for me, it's not even the giant bill going from $4 a month in S3 charges to half a million bucks because that is pretty obvious from the outside just what the hell's been happening. It's the little stuff. I am still—since last summer—waiting for a refund on $260 of ‘because we said so' SageMaker credits because of a change of their billing system, for a 45-minute experiment I had done eight months before that.Emily: Yep.Corey: Wild stuff. Wild stuff. And I have no tolerance for people saying, “Oh, you should just read the pricing page and understand it better.” Yeah, listen, jackhole. I do this for a living. If I can fall victim to it, anyone can. I promise. It is not that I don't know how the billing system works and what to do to avoid unexpected charges.And I'm just luck—because if I hadn't caught it with my systems three days into the month, it would have been a $2,000 surprise. And yeah, I run a company. I can live with that. I wouldn't be happy, but whatever. It is immaterial compared to, you know, payroll.Emily: I think it's kind of a rite of passage, you know, to have the $150 surprise Redshift bill at the end of the month from your personal test account. And it's sad, you know? I think that there's so much better that they can do and that they should do. Sort of as a tangent, one of the challenges that I see in the data space is that it's so hard to break into data because the tooling is so complex and it requires so much extra knowledge, right? If you want to become a software developer, you can develop a microservice on your machine, you can build a web app on your machine, you can set up Ruby on Rails, or Flask, or you know, .NET, or whatever you want. And you can do all of that locally.And you can learn everything you need to know about React, or Terraform, or whatever, running locally. You can't do that with data stuff. You can't do that with BigQuery. You can't do that with Redshift. The only way that you can learn this stuff is if you have an account with that setup and you're paying the money to execute on it. And that makes it a really high barrier for entry for anyone to get into this space. It makes it really hard to learn. Because if you want to learn anything by doing, like many of us in the industry have done, it's going to cost you a ton of money just to [BLEEP] around and find out.Corey: Yes. And no one likes the find out part of those stories.Emily: Nobody likes to find out when it comes to your bill.Corey: And to tie it back to the data story of it, it is clearly some form of batch processing because it tries to be an eight-hour consistency model. Yeah, I assume for everything, it's 72. But what that means is that you are significantly far removed from doing a thing and finding out what that thing costs. And that's the direct charges. There's always the oh, I'm going to set things up and it isn't going to screw you over on the bill. You're just planting a beautiful landmine you're going to stumble blindly into in three months when you do something else and didn't realize what that means.And the worst part is it feels victim-blamey. I mean, this is my pro—I guess this is one of the reasons I guess I'm so down on data, even now. It's because I contextualize it in a sense of the AWS bill. No one's happy dealing with that. You ever met a happy accountant? You have not.Emily: Nope. Nope [laugh]. Especially when it comes to clouds stuff.Corey: Oh yeah.Emily: Especially these days, when we're all looking to save energy, save money in the cloud.Corey: Ideally, save the planet. Sustainability and saving money align on the axis of ‘turn that shit off.' It's great. We can hope for a brighter tomorrow.Emily: Yep.Corey: I really want to thank you for being so generous with your time. If people want to learn more, where can they find you? Apparently filing police reports after bank heists, which you know, it's a great place to meet people.Emily: Yeah. You know, the largest criminal act in Berlin is certainly a place you want to go to get your cloud advice. You can find me, I have a website. It's my name, emilygorcenski.com.You can find me on Twitter, but I don't really post there anymore. And I'm on Mastodon at some place because Mastodon is weird and kind of a mess. But if you search me, I'm really not that hard to find. My name is harder to spell, but you'll see it in the podcast description.Corey: And we will, of course, put links to all of this in the show notes. Thank you so much for your time. I really appreciate it.Emily: Thank you for having me.Corey: Emily Gorcenski, Data and AI Service Line Lead at ThoughtWorks. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry, insipid, insulting comment, talking about why data doesn't actually matter at all. And then the comment will disappear into the ether because your podcast platform of choice feels the same way about your crappy comment.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.

Join us as Pastor John Dodd gives a message of encouragement with the analogy of a honeycomb.  We hope you enjoy this weeks message.  

Katerina is celebrating her 31st birthday! In this week's episode she shares 31 lessons she has learned over the last year. From handling financial obstacles to trusting the process and timeline of her life.  Katerina reflects on her achievements and her biggest goal of finishing her architecture exams and becoming a licensed architect. The first year of her thirties was unforgettable, Katerina cannot wait to see what the next decade has in store for her!   Mentioned: Dreo Space Heater Ep. 29 - Our UnBelizable Trip Part I - land Episode Ep. 30 - Our UnBelizable Trip Part II - Water Episode Ep. 44 - Accomplishing Tasks with Balance Episode Ep. 41 - Consciously creating and healing through pottery with Julie Gaunt   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

In today's episode Katerina sits down with graduate student Michaela Dehning (also her sister!) for a deep conversation about the importance of how a space is curated and the experience you have when observing art.    Michaela shares what has lead her to focus her studies on women artists and the courses she is currently taking at Boston University for her masters degree. Katerina and Michaela share their love of visiting art museums around the world and how their insights as architect and art history student allow them to understand art through a unique lens.   Mentioned: Michaela's Linkedin Curatorial Activism by Maura Rielly The Great Woman Artist Podcast Jenna Gribbon Louise Giovanelli Clemence Vazard Movie Tulip Fever Isabella Stuart Gardner Museum Rijksmuseum Amsterdam   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Are you working towards a dream but feel stuck, unmotivated or like the progress you are making isn't tangible? As someone who always has a list of goals/dreams, Katerina can relate to wanting to achieve a dream but having those moments of doubt and low motivation. In this week's episode Katerina shares her tips on how she pushed through those tough moments, how to keep focused on your goal and regain that moment to achieve your dreams. Some of her dreams/goals have been small short term while others are goals that have taken a few years to manifest, including one that recently came to fruition.    Mentioned: Subscribe to the From the Honeycomb newsletter!   Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Applying and Maximizing Observability In this episode, Christine talks about her company, Honeycomb which runs on AWS, with the goal of promoting observability for clients interested in the performance of their code or those trying to identify problem areas that need to be corrected. Christine Yen is the Co-Founder and CEO of Honeycomb. Before founding Honeycomb, she built analytics products at Parse/Facebook and loved writing software to separate signals from noise. Christine delights in being a developer in a room full of ops folks. Outside of work, Christine is kept busy by her two dogs and wants your sci-fi & fantasy book recommendations. Notes Honeycomb is an observability platform that helps customers understand why their code is behaving differently from what they expected. The inspiration behind this software came after Christine's previous company was acquired by Facebook and they realized how software made it very easy to identify problems in large code data within a short time. This encouraged them to build the tool and make it available to all engineers. If the first wave of DevOps was Ops-people learning how to automate their working code, the second wave would be helping developers learn to operate their code. Honeycomb is designed intentionally to ensure that all types of engineers can make sense of the tool. Honeycomb has always come up with ways for customers to use AWS products and get the data reflected in Honeycomb to be manipulated. Over the last few months, they have ensured that it is possible for clients to plug into CloudWatch Log and CloudWatch metrics, and redirect data directly from AWS products into Honeycomb instead. Clients can also use Honeycomb to extract data based on what their applications are doing. This applies to performance optimization, experimentation, or any situation where a company wants to try a code to see how it performs on production. The focus remains on the application layer. Before Honeycomb, no one was using observability in this context. The pricing of Honeycomb is based on the volume of data, which makes it predictable and understandable. Unlike when the pricing scale is based on the fidelity of the data, which can be quite expensive. Challenges within the observability space: The question is how to help new engineers learn from the seasoned engineers on the team through paper trails left by the seasoned engineers. This is a problem that can only be solved by enabling teams to orient new engineers on their systems without having to create another question as part of the code. Building an AI Approach in Honeycomb may not be suitable because of the context involved, since training effective machine learning models relies on a vast amount of easily classifiable data and this does not apply in the world of software; every engineering team's systems are different from every other engineering team's systems. Honeycomb is interested in using Al to build these models in order to help users know what questions to ask. With Honeycomb, usage patterns are much more dependent on the curiosity and proficiency of the engineering team; while some engineers who are used to getting answers directly may just leave the software, those who have a culture of asking questions will benefit more from it. Top Quotes

Thwarting swarming, Less Bugs Survey, 3C36, Honeycomb added to Whiskey, Bee Free Honee is no more, Honey Exemption from Cottage Law, Honeycomb Jars at Dollar General, NJ Weather and Weather Zones, Honey Gelato Recipe, Local Hive Report

Join Katerina in this week's episode as she sits down with Alyssa Lily, an AFAB self embodiment coach and cyclical living expert. Alyssa shares their story as identifying as non-binary and how their own experience has lead them to start an inclusive coaching program with a focus on cyclical living.  Please be advised there is content in this episode where Alyssa discusses their childhood and abuse they experienced. We encourage you to listen to today's episode with an open mind and open heart.   Mentioned: Mad Honey by Jodi Picoult and Jennifer Finney Boylan  Alyssa's website Alyssa's podcast: Courageous Embodiment Follow Alyssa on Instagram  Follow Alyssa on Tik Tok Listen to Alyssa's other podcast Weaving Magick   Subscribe to the From the Honeycomb newsletter! Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.

Lords: * Alex * Shannon Topics: * Incomprehensible PSAs (Remember to slip, slop, slap, seek and slide) * Games which use player ignorance as a major mechanic (Outer Wilds, Tunic) * Man out of Space Easiest * https://en.wikipedia.org/wiki/MOOSE * Stepped on a plum (overripe plum) (barefoot) * https://utopians.tumblr.com/post/659350035592609792/stepped-on-a-plum-overripe-plum-barefoot-it * Australia trends (pre vs post pay, pay at pump vs parking meter vs toll camera) * Bats! Micro & Mega Microtopics: * The Broken Earth Trilogy. * The Lightly-Massaged Earth Trilogy. * Turkish Delight vs. a Turkish Delight candy bar. * A candy that gives you the feeling of nostalgia but no corresponding memories. * Remembering to slip, slop, slap, seek and slide in the kitchen. * The three onomatopoeias for applying sunscreen. * Lamenting to your partner that you forgot to slip. * Posters that just say "don't forget to slip slop slap seek and slide" with no further context. * A cool grandpa following safety instructions. * Actionable snake advice. * Various ways to distinguish goats and sheep. * A music video that is also a drunk driving PSA. * How to use search atoms. * If you're on the train, that's a shame. * Rhyming platitudes about how social media is bad for your mental health and society as a whole. * A music video trying to get across a safe sex message to the kids. * Do They Even Know it's Christmas? * Something jarring to hear on the radio. * A desert wasteland full of crying children. * Tunic. * Reading the manual of the video game you just bought on the drive home. * Evoking the idea of playing old video games. * Jumping puzzles that cost you twenty minutes of your life if you fall. * A Jules Verne conception of the solar system where other planets are a five minute rocket trip away. * Learning a code and keeping it in your brain. * The Hourglass Twins. * Not being sure what to do so you go look at the moon. * The kind of game where most of the fun is figuring out how to play the game. * AAA games trying to make artistic statements about AAA games. * Hatoful Boyfriend as a better Doki Doki Literature Club. * A horror story about pigeons. * An ablative heat shield on your butt. * Manually aiming the rocket without being to look outside of your polyester bag. * The legality of dropping a moose out of a spaceship. * A safety mechanism that is not appealing to aerospace professionals. * Landing an airplane on Mars and then remote-piloting Mars rovers from inside the airplane. * The world's largest saltwater crocodile. * Pulling the quick release flap on the crocodile's mouth. * Don't Go To Space. * It's the 60s, and it's a bag. * A snorkel for when you land in the ocean and can't get out of your foam entombment capsule. * Bringing along a shotgun in case your escape pod lands in Siberia. * Clown First Lover Second. * A single paragraph with 19 parenthetical phrases and no other punctuation. * Deciding to hem your sweatpants. * Plum Nightmare. * Finding two extra poems inside an existing poem. * What to expect when you read a poem. * Whether it's illegal to drive barefoot. * Bare feet and there's textures down here. * The utter lack of technology at the pump. * No-flush toilets. * What kinds of towels they use to clean up messes in Australia. * Public restrooms that automatically eject you if you're not done in ten minutes. * Honeycomb candy with the same texture as instant coffee. * Look to your left; look to your right; one of you is a bat. * Visiting baby bats in the bat hospital. * Bats as pollinators. * Giving stuffed animals to baby bats. * The pollinating and bug-eating ecosystem. * A bat the size of a bat. * Spectacled flying foxes. * Bats reverse-nicheing back into mice. * Bats becoming nocturnal to avoid their creditors.

Energy is something we cannot see but something we can feel and the energy around us can have an immense impact on how we experience a space, especially our home. In today's episode Katerina shares how to create positive energy in the home using Vastu Shastra principles. There are so many little changes we can make to our interior space that can shift the energy. From how we decorate, to using essential oils and removing the negative stagnant energy. Get ready to bring that spark of positivity into your home. Stay tuned to the end of today's episode because there is some positive news to share about From the Honeycomb!   Mentioned: Subscribe to the From the Honeycomb newsletter! Mad Honey by Jodi Picoult and Jennifer Finney Boylan  Beach Read by Emily Henry Counterfeit by Kirstin Chen Lessons in Chemistry by Bonnie Garmus Ep. 59 - What is Vastu Shastra Ep, 2 - Vastu Shastra: Having fun with color  Ep. 36 - Vastu Shastra: The Power of Mirrors   Meditate with Katerina on Insight Timer Honeycombee Blog Follow me on Instagram!   Podcast Audio edit by Ma. Charmaine Sarreal, Podcast Specialist   @iamchasarreal Intro music provided by kabgig / Pond5   By accessing this Podcast, I acknowledge that the entire contents are the property of Katerina Burianova, or used by Katerina Burianova with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of the Katerina Burianova, which may be requested by contacting honeycombeeblog@gmail.com This podcast is for educational purposes only. The host claims no responsibility to any person or entity for any liability, loss, or damage caused or alleged to be caused directly or indirectly as a result of the use, application, or interpretation of the information presented herein.    

Joël has been pondering another tool for thought from Maggie Appleton: diagramming. What does drawing complex things reveal? Stephanie has updates on how Soup Group went, plus a clarification from last week's episode re: hexagons and tessellation. They also share the top most impactful articles they read in 2022. This episode is brought to you by Airbrake (https://airbrake.io/?utm_campaign=Q3_2022%3A%20Bike%20Shed%20Podcast%20Ad&utm_source=Bike%20Shed&utm_medium=website). Visit Frictionless error monitoring and performance insight for your app stack. Maggie Appleton tools for thought (https://maggieappleton.com/tools-for-thought) Squint test (https://www.youtube.com/watch?v=8bZh5LMaSmE&themeRefresh=1) Cardinality of types (https://guide.elm-lang.org/appendix/types_as_sets.html) Honeycomb hexagon construction (https://www.nature.com/articles/srep28341) Coachability (https://cate.blog/2021/02/22/coachability/) Strangler Fig Pattern (https://shopify.engineering/refactoring-legacy-code-strangler-fig-pattern) Finding time to refactor (https://thoughtbot.com/blog/finding-the-time-to-refactor) Parse don't validate (https://lexi-lambda.github.io/blog/2019/11/05/parse-don-t-validate/) Errors cluster around boundaries (https://thoughtbot.com/blog/debugging-at-the-boundaries) Transcript: STEPHANIE: Hello and welcome to another episode of The Bike Shed, a weekly podcast from your friends at thoughtbot that has basically become a two-person book club between me and Joël. [laughter] JOËL: I love that. STEPHANIE: I'm so sorry, I had to. I think we've been sharing so many things we've been reading in the past couple of episodes, and I've been loving it. I think it's a lot of the conversations we have off-air too, and now we're just bringing it on on-air. And I am going to lean into it. [laughs] JOËL: I like it. STEPHANIE: So, Joël, what's new in your world? JOËL: So, in a recent episode, I think it was two episodes ago, you shared an article by Maggie Appleton about tools for thought. And I've kind of been going back to that article a few times in the past few weeks. And I feel like I always see something new. And one tool for thought that Maggie explicitly mentions in the article is diagramming, and that's something that we've used as an industry for a long time to deal with conditional logic is just writing a flow diagram. And I feel like that's such a useful tool sometimes to move away from code and text into visuals and draw your problem rather than write your problem. It's often useful either when I'm trying to figure out how to structure some of my own code or when I'm reviewing a PR for somebody else, and something just feels not quite right, but I'm not quite sure what I want to say. And so drawing the problem all of a sudden might give me some insights, might help me identify why does something feel off about this code that I can't quite put into words? STEPHANIE: What does drawing complex things reveal for you? Is there a time where you were able to see something that you hadn't seen before? JOËL: One thing I think it can make more obvious is the shape of the problem. When we describe a problem in words, sometimes there's a sense of like, okay, there are two main paths through this problem or something. And then when we do our code, we try to make it DRY, and we try all these things. And it's really hard to see the flow of logic. And we might actually have way more paths through our code than are actually needed by the initial problem definition. I think we talked about this in a past episode as well, structuring a multi-step form or a wizard. And oftentimes, that is structured way more complex than it needs to be. And you can really see that difference when you draw out a flow diagram, the difference between forcing everything down a single linear flow with a bunch of little independent conditions versus branching up front three or four or five ways, however many steps you have. And then, from there, it's just executing code. STEPHANIE: I have two thoughts here. Firstly, it's very tragic that this is an audio medium only [laughs] and not also a visual one. Because I think we've joked in the past about when we've, you know, talked about complex problems and branching conditionals and stuff like that, like, oh, like, if only we could show a visual representation to our listeners. [laughs] And secondly, now that makes a lot more sense why there are so many whiteboards just hanging out in offices everywhere. [laughs] JOËL: We should use them more. It's interesting you mentioned the limitations of an audio format that we have. But even just describing the problem in an audio format is different than implementing it in code. So if I were to describe a problem to you that says, oh, we have a multi-step form that has three different steps to it, in that description, you might initially think, oh, that means I want to branch three ways up front, and then each step will need to do some processing. But if you look at the implementation in the code, maybe whoever coded it, and maybe that's yourself, will have done it totally differently with a lot more branching than just three up front because it's a different medium. STEPHANIE: That's a really good point. I also remember reading something about how you can reason about how many branches a piece of code might have if you just look at the structure of the lines of code in your editor if you either step away from it and are just looking at the code not really able to see the text itself but just the shape that it makes. If you have some shorter lines and then a handful of longer lines, you might be able to see like, oh, like these are multiple conditionals happening, which I think is kind of related to what you're saying about taking a piece of code and then diagramming it out to really see the different paths. And I know that that can also be obscured a little bit if you are stylistically using different syntax. Like, if you are using a guard clause to return early, that's a conditional, but it gets a bit hidden from the visual representation than if you had written out the full if statement, for example. JOËL: I think that's a really interesting distinction that you bring up because a lot of languages provide syntactic sugar for common conditional tasks that we do. And sometimes, that syntactic sugar will almost obfuscate the fact that there is a conditional happening at all, which can be great in a lot of cases. But when it comes to analyzing and particularly comparing different implementations, a second conversion that I like to do is converting all of the conditional code to some standardized form, and, for me, that's typically just your basic if...elsif...else expressions. And so any fancy Boolean operators we're doing, any safe navigation that we're doing around nil, maybe some inline conditionals, early returns, things like that, all of the implicit elses that are involved as well, putting them all into some normalized form then allows me to compare two implementations with each other. And sometimes, two approaches that we initially thought were identical, just with different syntax, turned out to have slightly different behavior because maybe one has this sort of implicit branch that the other one doesn't. And by converting to a normalized syntax, all of a sudden, this difference becomes super obvious. To be clear, this is not something I do necessarily in the actual code that I commit, not necessarily writing everything long-form. But definitely, when I'm trying to think about conditional code or analyzing somebody else's code, I will often convert it to long-form, some normalized shape so that I can then see some things about it that were not obvious in the final form. Or to make a comparison with something else, and then you can compare apples to apples and say, okay, both these approaches that we're considering in normalized form, here's what they look like. There's some difference here that we do care about or don't care about. STEPHANIE: That's really interesting. I find it very curious that there is a value in having the long-form approach of writing the code out and being able to identify things. But then the end result that we commit might not look like that and be shortened and be kind of, quote, unquote, "polished," or at least condensed with syntactic sugar. And I'm kind of wondering why that might be the case. JOËL: I think a lot of that will come down to your personal or your company's style guide. Personally, I think I do lean a little bit more towards a slightly more explicit form. But there are plenty of times that I will use syntactic sugar as well, as long as everybody knows what it does. But sometimes, it will come at the cost of other analysis techniques. You had mentioned the squint test earlier, which I believe is a term coined by Sandi Metz. STEPHANIE: I think it might be. That rings a bell. JOËL: And that is a benefit that you get by writing explicit conditionals all the time. But sometimes, it is much nicer to write code that is a little bit more terse. And so you have to do the trade-offs there. STEPHANIE: Yeah, that's a really good point. JOËL: So that's two of the sort of three formats that I was thinking about for converting conditional code to gain more insight. The other format is honestly a little bit weird. It's almost a stretch. But from my time spent working with the Elm language, I learned how to use its type system, which uses a concept called algebraic data types, or some languages will call these tagged unions, some languages will call these sum types. This concept goes by a lot of different names. But they're used to define types into model data. But there's a really fun property, which is that you can model conditional code using this as well. And so you can convert executable code into these algebraic data types. And now, you can apply a lot of tools and heuristics that you have from the data modeling world to this conditional code. STEPHANIE: Do you have a practical example? JOËL: So a classic thing that data modelers will say is you should make impossible states impossible. So in practice, this means that when you define a type using these algebraic data types, you should not be able to create more distinct values than are actually valid in this particular system. So, for example, if a value is required to always be present for something and there's no way in the system for a value to become not present, then don't allow it to be nullable. We do something similar when we design a database schema when we put a null false on a column because we know that this will never be null. And so, why allow nulls when you know they should never be there? So it's a similar thing with the types. This sort of analysis that you can do looking at...the fancy term is the types cardinality. I'll link to an article that digs into that for people who are curious. But that can show you whether a type can represent, let's say, ten possible values, but the domain you're trying to model only has 5. And so when there's that discrepancy, there are five valid values that can be modeled by your type and an additional extra five that are not valid that just kind of shake out from the way you implemented things. So you can take that technique and apply it to a conditional that you've converted to algebraic data type form. And that can help find things like paths through your conditional code that don't line up with the problem that you're trying to solve. So going back to the example I talked about earlier of a multi-step form with three different steps, that's a problem that should have three paths through your conditional. But depending on your implementation, if it's a bunch of independent if clauses, you might have a bit of a combinatorial explosion. And there might be 25 different paths through that chunk of code. And that means three of them are the ones that your problem wants, and then the extra 22 are things that should quote, unquote, "never happen," but we all know that they eventually will. So that kind of analysis can help maybe give you pointers to the fact that your current structure is not well-suited to the problem that you're trying to solve. STEPHANIE: I think another database schema example that came to mind for me was using an enum to declare acceptable values for a field. And, yeah, I know exactly what you mean when working with code where you might know, because of the way the business works, that this thing is impossible, and yet, you still have to either end up coding defensively for it or just kind of hold that complexity in your head. And that can lead to some gnarly situations, and it makes debugging down the line a lot more difficult too. JOËL: It definitely makes it really hard for somebody else to know the original intention of the code when a conditional has more paths through it than there actually are actual paths in the problem you're trying to solve. Because you have to load all of that in your head, and our programmer brains are trained to think about all the edge cases, and what if this condition fires but this other one doesn't? Could that lead to a bug? Is that just a thing that's like, well, but the inputs will never trigger that, so you can ignore it? And if there are no comments to tell you, and if there are comments, then do you trust them? Because it -- STEPHANIE: Yes. [laughter] I'll just jump in here and say, yeah, I have seen the comments then conflict with the code as well. And so you have these two sources of information that are conflicting with each other, and you have no idea what is true and what's not. JOËL: So I'm a big fan of structuring conditional code such that the number of unique paths through a set of conditions is the same as the sort of, you might say, logical paths through the problem domain that we haven't added extra paths, just sort of accidentally due to the way we implemented things. STEPHANIE: Yeah. And now you have three different ways to visualize that information in your head [laughs] with these mental models. JOËL: Right. So from taking code that is conditional code and then transforming it into one of these other representations, I don't always do all three, but there are tools that I have. And I can gain all sorts of new insights into that code by looking at it through a completely different lens. STEPHANIE: That's super cool. JOËL: So the last episode, you had mentioned that you were going to try a soup club. How did that turn out? STEPHANIE: It turned out great. It was awesome, the inaugural soup group. I had, I think, around eight people total. And I spent...right after work, I went straight to chopping celery [laughs] and onions and just soup prepping. And it was such a good time. I invited a different group of friends than normally come together, and that turned out really well. I think we all kind of had at least one thing in common, which was my goal was just to, you know, have my friends come together and meet new people too. And we had soup, and we had bread. Someone brought a spiced crispy chickpea appetizer that went really well inside of our ribollita vegetable bean soup. And then I had the perfect amount of leftovers. So after making a really big batch of food and spending quite a long time cooking, I wanted to make sure that everyone had their fill. But it was also pretty nice to have two servings left over that I could toss in the freezer just for me and as a reward for my hard work. And then it ended up working out really well because I went on vacation last week. And the night we got back home, we were like, "Oh, it's kind of late. What are we going to do for dinner?" And then I got to pull out the leftover soup from my freezer. And it was the perfect coming home from a big trip, and you have nothing in your fridge kind of deal. So it worked out well. JOËL: I guess that's the advantage of hosting is that you get to keep the leftovers. STEPHANIE: It's true. JOËL: You also have to, you know, make the soup. [laughs] STEPHANIE: Also true. [laughs] But like I said, it wasn't like I had so much soup that I was going to have to eat it every single day for the next week and a half. It was just the amount that I wanted. So I'm excited to keep doing this. I'm hoping to do the next soup group in the next week or two. And then some other folks even