Podcasts about invents

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Let's talk about the OSCARS! (And also movies in general) In this episode we talk about what movies were nominated for Oscars, our first thoughts on The American Society of Magical Negroes and American fiction, and other movie related topics. Come check it out! 1:00 Oscar Talk! 1:45 Was "Barbie" Oscar Worthy? 5:57 F*** American Fiction! 7:37 Society of Magical Negroes 23:13 The Very Divisive Tom Ladarius Hanks (The Real White Magical Negro) 28:00 Kid/Family TikToks & Ethics 35:44 Positive Oscar News 38:00 Jamie's Leo DiCaprio Allergy 43:16 Jamie declares her deeply held sexual desire for Paul Giamatti 47:12 Back to the Oscars 46:55 Love for the Mission Impossible 52:56 Coleman Domingo & the erasure of Black Latinxs Folk 1:00:36 The "Pretty Little Things" Plot blows our collective minds 1:08:40 Listening to Richard Dreyfus 1:10:21 The Book of Clarence 1:12:57 Where to find the NNN Crew!  Check out our carrd to see where you can find us!  https://nerdgasmnoire.carrd.co/ Make sure you join our new discord channel and hang out with the community! discord.gg/7DqMZSy ENJOY! Hosts: De, Jamie, Maria, Melissa, Storm Producer: De, Jamie, JP, Maria, Melissa, Storm Writing Team: De, Jamie, JP, Maria, Melissa, Storm Editor: De Audio Production: De Theme Song: Feelin Good provided by Mike (Pound 4 Pound Podcast) & Marion Moore from ALBM Production Design: JP Fairfield Social Media: Melissa, Storm

A driver's ed film that scarred children of the 1960s. Stories of my time as a degenerate Las Vegas gambler. Some of the best 1980s teen movies, and more. All of this is front and center on Episode 133 of the podcast.Las Vegas is called 'Sin City' for a reason. All of the excesses that you could want are within arms reach. Even if you are a resident you cannot escape the pull of some of the vices. During my time living in Vegas in 2000-01 I found out that my major weakness was the lure of gambling. I will share some head-shaking yet hilarious stories of my days as a degenerate gambler.From laughs to horror. In 1964 a film was created to help scare straight potential new drivers. It was called Red Asphalt and its gory graphic content depicting real traffic accidents is still shocking 60 years later. We go way Back In the Day as I review this unique and terrifying driver's ed film. From horror to warm and fuzzy nostalgia we look back at some of the best 1980s teen movies this week in the Top 5. Get your Netflix, Hulu, or whatever streaming service you have ready to make a playlist.There is also a brand new This Week In History and Time Capsule centered around Thomas Edison's creation of the phonograph and how the way we consume sound changed forever.For more great content become a subscriber on Patreon or Buzzsprout!Helpful Links from this EpisodeThe Lady of the Dunes.comPurchase My New Book Cape Cod Beyond the Beach!In My Footsteps: A Cape Cod Travel Guide(2nd Edition)Kiwi's Kustoms - EtsyDJ Williams MusicKeeKee's Cape Cod KitchenChristopher Setterlund.comCape Cod Living - Zazzle StoreSubscribe on YouTube!Initial Impressions 2.0 BlogRed Asphalt - Archive.orgListen to Episode 132 here Support the show

It's Super Bowl week! You get everything in the title plus:- Our 2023 predictions revisited- Curt's cardinal clothing sin- Hally's Zoom stitch-uppodcast@outbackqb.comInsta outackqbHosted by Curtis Deboy, Mathew Maidment and Chris Hall

Alan interviews Clay Alexander. Clay Alexander hated too hot or too cold coffee. So, he invented Ember - temperature controlled coffee mugs. Next, he invented a self-heating baby bottle that provides the perfect temperature for baby. His company also created Ember Cubes to keep pharmaceuticals safely chilled during transport. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.Ember.com  

Plus, Bad timing for Trump as court-appointed monitor flags accounting of tens of millions of dollars

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Chris Russell Invents french fry golfing and talks about the Commanders head coaching search

Alan interviews Duncan Ashworth. Duncan Ashworth had a 41 year career in the semiconductor industry. After retiring, he began developing a Roomba-like robot that destroyed COVID on floors automatically. Today, he is testing his SaniBot robot that kills up to 100 pathogens in children's daycare schools - before licensing. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.FloorBotics.com  

Alan interviews April Mitchell. April Mitchell is a busy mom of 4 and a full time toy and game inventor - with 4 new products coming out in 2024. She taps her teaching skills to mentor, coach, and help other inventors. She encourages inventors to believe in themselves and not give up. Make sure to subscribe to the podcast on iTunes or wherever you get your podcasts, so you won't miss a single episode. Website: www.4ascreations.com  

Evelyn Osman, Principal Platform Engineer at AutoScout24, joins Corey on Screaming in the Cloud to discuss the dire need for developers to agree on a standardized tool set in order to scale their projects and innovate quickly. Corey and Evelyn pick apart the new products being launched in cloud computing and discover a large disconnect between what the industry needs and what is actually being created. Evelyn shares her thoughts on why viewing platforms as products themselves forces developers to get into the minds of their users and produces a better end result.About EvelynEvelyn is a recovering improviser currently role playing as a Lead Platform Engineer at Autoscout24 in Munich, Germany. While she says she specializes in AWS architecture and integration after spending 11 years with it, in truth she spends her days convincing engineers that a product mindset will make them hate their product managers less.Links Referenced:LinkedIn: https://www.linkedin.com/in/evelyn-osman/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 Evelyn Osman, engineering manager at AutoScout24. Evelyn, thank you for joining me.Evelyn: Thank you very much, Corey. It's actually really fun to be on here.Corey: I have to say one of the big reasons that I was enthused to talk to you is that you have been using AWS—to be direct—longer than I have, and that puts you in a somewhat rarefied position where AWS's customer base has absolutely exploded over the past 15 years that it's been around, but at the beginning, it was a very different type of thing. Nowadays, it seems like we've lost some of that magic from the beginning. Where do you land on that whole topic?Evelyn: That's actually a really good point because I always like to say, you know, when I come into a room, you know, I really started doing introductions like, “Oh, you know, hey,” I'm like, you know, “I'm this director, I've done this XYZ,” and I always say, like, “I'm Evelyn, engineering manager, or architect, or however,” and then I say, you know, “I've been working with AWS, you know, 11, 12 years,” or now I can't quite remember.Corey: Time becomes a flat circle. The pandemic didn't help.Evelyn: [laugh] Yeah, I just, like, a look at that the year, and I'm like, “Jesus. It's been that long.” Yeah. And usually, like you know, you get some odd looks like, “Oh, my God, you must be a sage.” And for me, I'm… you see how different services kind of, like, have just been reinventions of another one, or they just take a managed service and make another managed service around it. So, I feel that there's a lot of where it's just, you know, wrapping up a pretty bow, and calling it something different, it feels like.Corey: That's what I've been low-key asking people for a while now over the past year, namely, “What is the most foundational, interesting thing that AWS has done lately, that winds up solving for this problem of whatever it is you do as a company? What is it that has foundationally made things better that AWS has put out in the last service? What was it?” And the answers I get are all depressingly far in the past, I have to say. What's yours?Evelyn: Honestly, I think the biggest game-changer I remember experiencing was at an analyst summit in Stockholm when they announced Lambda.Corey: That was announced before I even got into this space, as an example of how far back things were. And you're right. That was transformative. That was awesome.Evelyn: Yeah, precisely. Because before, you know, we were always, like, trying to figure, okay, how do we, like, launch an instance, run some short code, and then clean it up. AWS is going to charge for an hour, so we need to figure out, you know, how to pack everything into one instance, run for one hour. And then they announced Lambda, and suddenly, like, holy shit, this is actually a game changer. We can actually write small functions that do specific things.And, you know, you go from, like, microservices, like, to like, tiny, serverless functions. So, that was huge. And then DynamoDB along with that, really kind of like, transformed the entire space for us in many ways. So, back when I was at TIBCO, there was a few innovations around that, even, like, one startup inside TIBCO that quite literally, their entire product was just Lambda functions. And one of their problems was, they wanted to sell in the Marketplace, and they couldn't figure out how to sell Lambda on the marketplace.Corey: It's kind of wild when we see just how far it's come, but also how much they've announced that doesn't change that much, to be direct. For me, one of the big changes that I remember that really made things better for customers—thought it took a couple of years—was EFS. And even that's a little bit embarrassing because all that is, “All right, we finally found a way to stuff a NetApp into us-east-1,” so now NFS, just like you used to use it in the 90s and the naughts, can be done responsibly in the cloud. And that, on some level, wasn't a feature launch so much as it was a concession to the ways that companies had built things and weren't likely to change.Evelyn: Honestly, I found the EFS launch to be a bit embarrassing because, like, you know, when you look closer at it, you realize, like, the performance isn't actually that great.Corey: Oh, it was horrible when it launched. It would just slam to a halt because you got the IOPS scaled with how much data you stored on it. The documentation explicitly said to use dd to start loading a bunch of data onto it to increase the performance. It's like, “Look, just sandbag the thing so it does what you'd want.” And all that stuff got fixed, but at the time it looked like it was clown shoes.Evelyn: Yeah, and that reminds me of, like, EBS's, like, gp2 when we're, like you know, we're talking, like, okay, provision IOPS with gp2. We just kept saying, like, just give yourself really big volume for performance. And it feel like they just kind of kept that with EFS. And it took years for them to really iterate off of that. Yeah, so, like, EFS was a huge thing, and I see us, we're still using it now today, and like, we're trying to integrate, especially for, like, data center migrations, but yeah, you always see that a lot of these were first more for, like, you know, data centers to the cloud, you know. So, first I had, like, EC2 classic. That's where I started. And I always like to tell a story that in my team, we're talking about using AWS, I was the only person fiercely against it because we did basically large data processing—sorry, I forget the right words—data analytics. There we go [laugh].Corey: I remember that, too. When it first came out, it was, “This sounds dangerous and scary, and it's going to be a flash in the pan because who would ever trust their core compute infrastructure to some random third-party company, especially a bookstore?” And yeah, I think I got that one very wrong.Evelyn: Yeah, exactly. I was just like, no way. You know, I see all these articles talking about, like, terrible disk performance, and here I am, where it's like, it's my bread and butter. I'm specialized in it, you know? I write code in my sleep and such.[Yeah, the interesting thing is, I was like, first, it was like, I can 00:06:03] launch services, you know, to kind of replicate when you get in a data center to make it feature comparable, and then it was taking all this complex services and wrapping it up in a pretty bow for—as a managed service. Like, EKS, I think, was the biggest one, if we're looking at managed services. Technically Elasticsearch, but I feel like that was the redheaded stepchild for quite some time.Corey: Yeah, there was—Elasticsearch was a weird one, and still is. It's not a pleasant service to run in any meaningful sense. Like, what people actually want as the next enhancement that would excite everyone is, I want a serverless version of this thing where I can just point it at a bunch of data, I hit an API that I don't have to manage, and get Elasticsearch results back from. They finally launched a serverless offering that's anything but. You have to still provision compute units for it, so apparently, the word serverless just means managed service over at AWS-land now. And it just, it ties into the increasing sense of disappointment I've had with almost all of their recent launches versus what I felt they could have been.Evelyn: Yeah, the interesting thing about Elasticsearch is, a couple of years ago, they came out with OpenSearch, a competing Elasticsearch after [unintelligible 00:07:08] kind of gave us the finger and change the licensing. I mean, OpenSearch actually become a really great offering if you run it yourself, but if you use their managed service, it can kind—you lose all the benefits, in a way.Corey: I'm curious, as well, to get your take on what I've been seeing that I think could only be described as an internal shift, where it's almost as if there's been a decree passed down that every service has to run its own P&L or whatnot, and as a result, everything that gets put out seems to be monetized in weird ways, even when I'd argue it shouldn't be. The classic example I like to use for this is AWS Config, where it charges you per evaluation, and that happens whenever a cloud resource changes. What that means is that by using the cloud dynamically—the way that they supposedly want us to do—we wind up paying a fee for that as a result. And it's not like anyone is using that service in isolation; it is definitionally being used as people are using other cloud resources, so why does it cost money? And the answer is because literally everything they put out costs money.Evelyn: Yep, pretty simple. Oftentimes, there's, like, R&D that goes into it, but the charges seem a bit… odd. Like from an S3 lens, was, I mean, that's, like, you know, if you're talking about services, that was actually a really nice one, very nice holistic overview, you know, like, I could drill into a data lake and, like, look into things. But if you actually want to get anything useful, you have to pay for it.Corey: Yeah. Everything seems to, for one reason or another, be stuck in this place where, “Well, if you want to use it, it's going to cost.” And what that means is that it gets harder and harder to do anything that even remotely resembles being able to wind up figuring out where's the spend going, or what's it going to cost me as time goes on? Because it's not just what are the resources I'm spinning up going to cost, what are the second, third, and fourth-order effects of that? And the honest answer is, well, nobody knows. You're going to have to basically run an experiment and find out.Evelyn: Yeah. No, true. So, what I… at AutoScout, we actually ended up doing is—because we're trying to figure out how to tackle these costs—is they—we built an in-house cost allocation solution so we could track all of that. Now, AWS has actually improved Cost Explorer quite a bit, and even, I think, Billing Conductor was one that came out [unintelligible 00:09:21], kind of like, do a custom tiered and account pricing model where you can kind of do the same thing. But even that also, there is a cost with it.I think that was trying to compete with other, you know, vendors doing similar solutions. But it still isn't something where we see that either there's, like, arbitrarily low pricing there, or the costs itself doesn't really quite make sense. Like, AWS [unintelligible 00:09:45], as you mentioned, it's a terrific service. You know, we try to use it for compliance enforcement and other things, catching bad behavior, but then as soon as people see the price tag, we just run away from it. So, a lot of the security services themselves, actually, the costs, kind of like, goes—skyrockets tremendously when you start trying to use it across a large organization. And oftentimes, the organization isn't actually that large.Corey: Yeah, it gets to this point where, especially in small environments, you have to spend more energy and money chasing down what the cost is than you're actually spending on the thing. There were blog posts early on that, “Oh, here's how you analyze your bill with Redshift,” and that was a minimum 750 bucks a month. It's, well, I'm guessing that that's not really for my $50 a month account.Evelyn: Yeah. No, precisely. I remember seeing that, like, entire ETL process is just, you know, analyze your invoice. Cost [unintelligible 00:10:33], you know, is fantastic, but at the end of the day, like, what you're actually looking at [laugh], is infinitesimally small compared to all the data in that report. Like, I think oftentimes, it's simply, you know, like, I just want to look at my resources and allocate them in a multidimensional way. Which actually isn't really that multidimensional, when you think about it [laugh].Corey: Increasingly, Cost Explorer has gotten better. It's not a new service, but every iteration seems to improve it to a point now where I'm talking to folks, and they're having a hard time justifying most of the tools in the cost optimization space, just because, okay, they want a percentage of my spend on AWS to basically be a slightly better version of a thing that's already improving and works for free. That doesn't necessarily make sense. And I feel like that's what you get trapped into when you start going down the VC path in the cost optimization space. You've got to wind up having a revenue model and an offering that scales through software… and I thought, originally, I was going to be doing something like that. At this point, I'm unconvinced that anything like that is really tenable.Evelyn: Yeah. When you're a small organization you're trying to optimize, you might not have the expertise and the knowledge to do so, so when one of these small consultancies comes along, saying, “Hey, we're going to charge you a really small percentage of your invoice,” like, okay, great. That's, like, you know, like, a few $100 a month to make sure I'm fully optimized, and I'm saving, you know, far more than that. But as soon as your invoice turns into, you know, it's like $100,000, or $300,000 or more, that percentage becomes rather significant. And I've had vendors come to me and, like, talk to me and is like, “Hey, we can, you know, for a small percentage, you know, we're going to do this machine learning, you know, AI optimization for you. You know, you don't have to do anything. We guaranteed buybacks your RIs.” And as soon as you look at the price tag with it, we just have to walk away. Or oftentimes we look at it, and there are truly very simple ways to do it on your own, if you just kind of put some thought into it.Corey: While we want to talking a bit before this show, you taught me something new about GameLift, which I think is a different problem that AWS has been dealing with lately. I've never paid much attention to it because it is the—as I assume from what it says on the tin, oh, it's a service for just running a whole bunch of games at scale, and I'm not generally doing that. My favorite computer game remains to be Twitter at this point, but that's okay. What is GameLift, though, because you want to shining a different light on it, which makes me annoyed that Amazon Marketing has not pointed this out.Evelyn: Yeah, so I'll preface this by saying, like, I'm not an expert on GameLift. I haven't even spun it up myself because there's quite a bit of price. I learned this fall while chatting with an SA who works in the gaming space, and it kind of like, I went, like, “Back up a second.” If you think about, like, I'm, you know, like, World of Warcraft, all you have are thousands of game clients all over the world, playing the same game, you know, on the same server, in the same instance, and you need to make sure, you know, that when I'm running, and you're running, that we know that we're going to reach the same point the same time, or if there's one object in that room, that only one of us can get it. So, all these servers are doing is tracking state across thousands of clients.And GameLift, when you think about your dedicated game service, it really is just multi-region distributed state management. Like, at the basic, that's really what it is. Now, there's, you know, quite a bit more happening within GameLift, but that's what I was going to explain is, like, it's just state management. And there are far more use cases for it than just for video games.Corey: That's maddening to me because having a global session state store, for lack of a better term, is something that so many customers have built themselves repeatedly. They can build it on top of primitives like DynamoDB global tables, or alternately, you have a dedicated region where that thing has to live and everything far away takes forever to round-trip. If they've solved some of those things, why on earth would they bury it under a gaming-branded service? Like, offer that primitive to the rest of us because that's useful.Evelyn: No, absolutely. And honestly, I wouldn't be surprised if you peeled back the curtain with GameLift, you'll find a lot of—like, several other you know, AWS services that it's just built on top of. I kind of mentioned earlier is, like, what I see now with innovation, it's like we just see other services packaged together and releases a new product.Corey: Yeah, IoT had the same problem going on for years where there was a lot of really good stuff buried in there, like IOT events. People were talking about using that for things like browser extensions and whatnot, but you need to be explicitly told that that's a thing that exists and is handy, but otherwise you'd never know it was there because, “Well, I'm not building anything that's IoT-related. Why would I bother?” It feels like that was one direction that they tended to go in.And now they take existing services that are, mmm, kind of milquetoast, if I'm being honest, and then saying, “Oh, like, we have Comprehend that does, effectively detection of themes, keywords, and whatnot, from text. We're going to wind up re-releasing that as Comprehend Medical.” Same type of thing, but now focused on a particular vertical. Seems to me that instead of being a specific service for that vertical, just improve the baseline the service and offer HIPAA compliance if it didn't exist already, and you're mostly there. But what do I know? I'm not a product manager trying to get promoted.Evelyn: Yeah, that's true. Well, I was going to mention that maybe it's the HIPAA compliance, but actually, a lot of their services already have HIPAA compliance. And I've stared far too long at that compliance section on AWS's site to know this, but you know, a lot of them actually are HIPAA-compliant, they're PCI-compliant, and ISO-compliant, and you know, and everything. So, I'm actually pretty intrigued to know why they [wouldn't 00:16:04] take that advantage.Corey: I just checked. Amazon Comprehend is itself HIPAA-compliant and is qualified and certified to hold Personal Health Information—PHI—Private Health Information, whatever the acronym stands for. Now, what's the difference, then, between that and Medical? In fact, the HIPAA section says for Comprehend Medical, “For guidance, see the previous section on Amazon Comprehend.” So, there's no difference from a regulatory point of view.Evelyn: That's fascinating. I am intrigued because I do know that, like, within AWS, you know, they have different segments, you know? There's, like, Digital Native Business, there's Enterprise, there's Startup. So, I am curious how things look over the engineering side. I'm going to talk to somebody about this now [laugh].Corey: Yeah, it's the—like, I almost wonder, on some level, it feels like, “Well, we wound to building this thing in the hopes that someone would use it for something. And well, if we just use different words, it checks a box in some analyst's chart somewhere.” I don't know. I mean, I hate to sound that negative about it, but it's… increasingly when I talk to customers who are active in these spaces around the industry vertical targeted stuff aimed at their industry, they're like, “Yeah, we took a look at it. It was adorable, but we're not using it that way. We're going to use either the baseline version or we're going to work with someone who actively gets our industry.” And I've heard that repeated about three or four different releases that they've put out across the board of what they've been doing. It feels like it is a misunderstanding between what the world needs and what they're able to or willing to build for us.Evelyn: Not sure. I wouldn't be surprised, if we go far enough, it could probably be that it's just a product manager saying, like, “We have to advertise directly to the industry.” And if you look at it, you know, in the backend, you know, it's an engineer, you know, kicking off a build and just changing the name from Comprehend to Comprehend Medical.Corey: And, on some level, too, they're moving a lot more slowly than they used to. There was a time where they were, in many cases, if not the first mover, the first one to do it well. Take Code Whisperer, their AI powered coding assistant. That would have been a transformative thing if GitHub Copilot hadn't beaten them every punch, come out with new features, and frankly, in head-to-head experiments that I've run, came out way better as a product than what Code Whisperer is. And while I'd like to say that this is great, but it's too little too late. And when I talk to engineers, they're very excited about what Copilot can do, and the only people I see who are even talking about Code Whisperer work at AWS.Evelyn: No, that's true. And so, I think what's happening—and this is my opinion—is that first you had AWS, like, launching a really innovative new services, you know, that kind of like, it's like, “Ah, it's a whole new way of running your workloads in the cloud.” Instead of you know, basically, hiring a whole team, I just click a button, you have your instance, you use it, sell software, blah, blah, blah, blah. And then they went towards serverless, and then IoT, and then it started targeting large data lakes, and then eventually that kind of run backwards towards security, after the umpteenth S3 data leak.Corey: Oh, yeah. And especially now, like, so they had a hit in some corners with SageMaker, so now there are 40 services all starting with the word SageMaker. That's always pleasant.Evelyn: Yeah, precisely. And what I kind of notice is… now they're actually having to run it even further back because they caught all the corporations that could pivot to the cloud, they caught all the startups who started in the cloud, and now they're going for the larger behemoths who have massive data centers, and they don't want to innovate. They just want to reduce this massive sysadmin team. And I always like to use the example of a Bare Metal. When that came out in 2019, everybody—we've all kind of scratched your head. I'm like, really [laugh]?Corey: Yeah, I could see where it makes some sense just for very specific workloads that involve things like specific capabilities of processors that don't work under emulation in some weird way, but it's also such a weird niche that I'm sure it's there for someone. My default assumption, just given the breadth of AWS's customer base, is that whenever I see something that they just announced, well, okay, it's clearly not for me; that doesn't mean it's not meeting the needs of someone who looks nothing like me. But increasingly as I start exploring the industry in these services have time to percolate in the popular imagination and I still don't see anything interesting coming out with it, it really makes you start to wonder.Evelyn: Yeah. But then, like, I think, like, roughly a year or something, right after Bare Metal came out, they announced Outposts. So, then it was like, another way to just stay within your data center and be in the cloud.Corey: Yeah. There's a bunch of different ways they have that, okay, here's ways you can run AWS services on-prem, but still pay us by the hour for the privilege of running things that you have living in your facility. And that doesn't seem like it's quite fair.Evelyn: That's exactly it. So, I feel like now it's sort of in diminishing returns and sort of doing more cloud-native work compared to, you know, these huge opportunities, which is everybody who still has a data center for various reasons, or they're cloud-native, and they grow so big, that they actually start running their own data centers.Corey: I want to call out as well before we wind up being accused of being oblivious, that we're recording this before re:Invent. So, it's entirely possible—I hope this happens—that they announce something or several some things that make this look ridiculous, and we're embarrassed to have had this conversation. And yeah, they're totally getting it now, and they have completely surprised us with stuff that's going to be transformative for almost every customer. I've been expecting and hoping for that for the last three or four re:Invents now, and I haven't gotten it.Evelyn: Yeah, that's right. And I think there's even a new service launches that actually are missing fairly obvious things in a way. Like, mine is the Managed Workflow for Amazon—it's Managed Airflow, sorry. So, we were using Data Pipeline for, you know, big ETL processing, so it was an in-house tool we kind of built at Autoscout, we do platform engineering.And it was deprecated, so we looked at a new—what to replace it with. And so, we looked at Airflow, and we decided this is the way to go, we want to use managed because we don't want to maintain our own infrastructure. And the problem we ran into is that it doesn't have support for shared VPCs. And we actually talked to our account team, and they were confused. Because they said, like, “Well, every new service should support it natively.” But it just didn't have it. And that's, kind of, what, I kind of found is, like, there's—it feels—sometimes it's—there's a—it's getting rushed out the door, and it'll actually have a new managed service or new service launched out, but they're also sort of cutting some corners just to actually make sure it's packaged up and ready to go.Corey: When I'm looking at this, and seeing how this stuff gets packaged, and how it's built out, I start to understand a pattern that I've been relatively down on across the board. I'm curious to get your take because you work at a fairly sizable company as an engineering manager, running teams of people who do this sort of thing. Where do you land on the idea of companies building internal platforms to wrap around the offerings that the cloud service providers that they use make available to them?Evelyn: So, my opinion is that you need to build out some form of standardized tool set in order to actually be able to innovate quickly. Now, this sounds counterintuitive because everyone is like, “Oh, you know, if I want to innovate, I should be able to do this experiment, and try out everything, and use what works, and just release it.” And that greatness [unintelligible 00:23:14] mentality, you know, it's like five talented engineers working to build something. But when you have, instead of five engineers, you have five teams of five engineers each, and every single team does something totally different. You know, one uses Scala, and other on TypeScript, another one, you know .NET, and then there could have been a [last 00:23:30] one, you know, comes in, you know, saying they're still using Ruby.And then next thing you know, you know, you have, like, incredibly diverse platforms for services. And if you want to do any sort of like hiring or cross-training, it becomes incredibly difficult. And actually, as the organization grows, you want to hire talent, and so you're going to have to hire, you know, a developer for this team, you going to have to hire, you know, Ruby developer for this one, a Scala guy here, a Node.js guy over there.And so, this is where we say, “Okay, let's agree. We're going to be a Scala shop. Great. All right, are we running serverless? Are we running containerized?” And you agree on those things. So, that's already, like, the formation of it. And oftentimes, you start with DevOps. You'll say, like, “I'm a DevOps team,” you know, or doing a DevOps culture, if you do it properly, but you always hit this scaling issue where you start growing, and then how do you maintain that common tool set? And that's where we start looking at, you know, having a platform… approach, but I'm going to say it's Platform-as-a-Product. That's the key.Corey: Yeah, that's a good way of framing it because originally, the entire world needed that. That's what RightScale was when EC2 first came out. It was a reimagining of the EC2 console that was actually usable. And in time, AWS improved that to the point where RightScale didn't really have a place anymore in a way that it had previously, and that became a business challenge for them. But you have, what is it now, 2, 300 services that AWS has put out, and out, and okay, great. Most companies are really only actively working with a handful of those. How do you make those available in a reasonable way to your teams, in ways that aren't distracting, dangerous, et cetera? I don't know the answer on that one.Evelyn: Yeah. No, that's true. So, full disclosure. At AutoScout, we do platform engineering. So, I'm part of, like, the platform engineering group, and we built a platform for our product teams. It's kind of like, you need to decide to [follow 00:25:24] those answers, you know? Like, are we going to be fully containerized? Okay, then, great, we're going to use Fargate. All right, how do we do it so that developers don't actually—don't need to think that they're running Fargate workloads?And that's, like, you know, where it's really important to have those standardized abstractions that developers actually enjoy using. And I'd even say that, before you start saying, “Ah, we're going to do platform,” you say, “We should probably think about developer experience.” Because you can do a developer experience without a platform. You can do that, you know, in a DevOps approach, you know? It's basically build tools that makes it easy for developers to write code. That's the first step for anything. It's just, like, you have people writing the code; make sure that they can do the things easily, and then look at how to operate it.Corey: That sure would be nice. There's a lack of focus on usability, especially when it comes to a number of developer tools that we see out there in the wild, in that, they're clearly built by people who understand the problem space super well, but they're designing these things to be used by people who just want to make the website work. They don't have the insight, the knowledge, the approach, any of it, nor should they necessarily be expected to.Evelyn: No, that's true. And what I see is, a lot of the times, it's a couple really talented engineers who are just getting shit done, and they get shit done however they can. So, it's basically like, if they're just trying to run the website, they're just going to write the code to get things out there and call it a day. And then somebody else comes along, has a heart attack when see what's been done, and they're kind of stuck with it because there is no guardrails or paved path or however you want to call it.Corey: I really hope—truly—that this is going to be something that we look back and laugh when this episode airs, that, “Oh, yeah, we just got it so wrong. Look at all the amazing stuff that came out of re:Invent.” Are you going to be there this year?Evelyn: I am going to be there this year.Corey: My condolences. I keep hoping people get to escape.Evelyn: This is actually my first one in, I think, five years. So, I mean, the last time I was there was when everybody's going crazy over pins. And I still have a bag of them [laugh].Corey: Yeah, that did seem like a hot-second collectable moment, didn't it?Evelyn: Yeah. And then at the—I think, what, the very last day, as everybody's heading to re:Play, you could just go into the registration area, and they just had, like, bags of them lying around to take. So, all the competing, you know, to get the requirements for a pin was kind of moot [laugh].Corey: Don't you hate it at some point where it's like, you feel like I'm going to finally get this crowning achievement, it's like or just show up at the buffet at the end and grab one of everything, and wow, that would have saved me a lot of pain and trouble.Evelyn: Yeah.Corey: Ugh, scavenger hunts are hard, as I'm about to learn to my own detriment.Evelyn: Yeah. No, true. Yeah. But I am really hoping that re:Invent proves me wrong. Embarrassingly wrong, and then all my colleagues can proceed to mock me for this ridiculous podcast that I made with you. But I am a fierce skeptic. Optimistic nihilist, but still a nihilist, so we'll see how re:Invent turns out.Corey: So, I am curious, given your experience at more large companies than I tend to be embedded with for any period of time, how have you found that these large organizations tend to pick up new technologies? What does the adoption process look like? And honestly, if you feel like throwing some shade, how do they tend to get it wrong?Evelyn: In most cases, I've seen it go… terrible. Like, it just blows up in their face. And I say that is because a lot of the time, an organization will say, “Hey, we're going to adopt this new way of organizing teams or developing products,” and they look at all the practices. They say, “Okay, great. Product management is going to bring it in, they're going to structure things, how we do the planning, here's some great charts and diagrams,” but they don't really look at the culture aspect.And that's always where I've seen things fall apart. I've been in a room where, you know, our VP was really excited about team topologies and say, “Hey, we're going to adopt it.” And then an engineering manager proceeded to say, “Okay, you're responsible for this team, you're responsible for that team, you're responsible for this team talking to, like, a team of, like, five engineers,” which doesn't really work at all. Or, like, I think the best example is DevOps, you know, where you say, “Ah, we're going to adopt DevOps, we're going to have a DevOps team, or have a DevOps engineer.”Corey: Step one: we're going to rebadge everyone with existing job titles to have the new fancy job titles that reflect it. It turns out that's not necessarily sufficient in and of itself.Evelyn: Not really. The Spotify model. People say, like, “Oh, we're going to do the Spotify model. We're going to do skills, tribes, you know, and everything. It's going to be awesome, it's going to be great, you know, and nice, cross-functional.”The reason I say it bails on us every single time is because somebody wants to be in control of the process, and if the process is meant to encourage collaboration and innovation, that person actually becomes a chokehold for it. And it could be somebody that says, like, “Ah, I need to be involved in every single team, and listen to know what's happening, just so I'm aware of it.” What ends up happening is that everybody differs to them. So, there is no collaboration, there is no innovation. DevOps, you say, like, “Hey, we're going to have a team to do everything, so your developers don't need to worry about it.” What ends up happening is you're still an ops team, you still have your silos.And that's always a challenge is you actually have to say, “Okay, what are the cultural values around this process?” You know, what is SRE? What is DevOps, you know? Is it seen as processes, is it a series of principles, platform, maybe, you know? We have to say, like—that's why I say, Platform-as-a-Product because you need to have that product mindset, that culture of product thinking, to really build a platform that works because it's all about the user journey.It's not about building a common set of tools. It's the user journey of how a person interacts with their code to get it into a production environment. And so, you need to understand how that person sits down at their desk, starts the laptop up, logs in, opens the IDE, what they're actually trying to get done. And once you understand that, then you know your requirements, and you build something to fill those things so that they are happy to use it, as opposed to saying, “This is our platform, and you're going to use it.” And they're probably going to say, “No.” And the next thing, you know, they're just doing their own thing on the side.Corey: Yeah, the rise of Shadow IT has never gone away. It's just, on some level, it's the natural expression, I think it's an immune reaction that companies tend to have when process gets in the way. Great, we have an outcome that we need to drive towards; we don't have a choice. Cloud empowered a lot of that and also has given tools to help rein it in, and as with everything, the arms race continues.Evelyn: Yeah. And so, what I'm going to continue now, kind of like, toot the platform horn. So, Gregor Hohpe, he's a [solutions architect 00:31:56]—I always f- up his name. I'm so sorry, Gregor. He has a great book, and even a talk, called The Magic of Platforms, that if somebody is actually curious about understanding of why platforms are nice, they should really watch that talk.If you see him at re:Invent, or a summit or somewhere giving a talk, go listen to that, and just pick his brain. Because that's—for me, I really kind of strongly agree with his approach because that's really how, like, you know, as he says, like, boost innovation is, you know, where you're actually building a platform that really works.Corey: Yeah, it's a hard problem, but it's also one of those things where you're trying to focus on—at least ideally—an outcome or a better situation than you currently find yourselves in. It's hard to turn down things that might very well get you there sooner, faster, but it's like trying to effectively cargo-cult the leadership principles from your last employer into your new one. It just doesn't work. I mean, you see more startups from Amazonians who try that, and it just goes horribly because without the cultural understanding and the supporting structures, it doesn't work.Evelyn: Exactly. So, I've worked with, like, organizations, like, 4000-plus people, I've worked for, like, small startups, consulted, and this is why I say, almost every single transformation, it fails the first time because somebody needs to be in control and track things and basically be really, really certain that people are doing it right. And as soon as it blows up in their face, that's when they realize they should actually take a step back. And so, even for building out a platform, you know, doing Platform-as-a-Product, I always reiterate that you have to really be willing to just invest upfront, and not get very much back. Because you have to figure out the whole user journey, and what you're actually building, before you actually build it.Corey: I really want to thank you for taking the time to speak with me today. If people want to learn more, where's the best place for them to find you?Evelyn: So, I used to be on Twitter, but I've actually got off there after it kind of turned a bit toxic and crazy.Corey: Feels like that was years ago, but that's beside the point.Evelyn: Yeah, precisely. So, I would even just say because this feels like a corporate show, but find me on LinkedIn of all places because I will be sharing whatever I find on there, you know? So, just look me up on my name, Evelyn Osman, and give me a follow, and I'll probably be screaming into the cloud like you are.Corey: And we will, of course, put links to that in the show notes. Thank you so much for taking the time to speak with me. I appreciate it.Evelyn: Thank you, Corey.Corey: Evelyn Osman, engineering manager at AutoScout24. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, and I will read it once I finish building an internal platform to normalize all of those platforms together into one.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.

Alan interviews Darryl Carter. In 1997, when Darryl Carter suffered a severe asthma attack, his asthma inhaler was empty - sending him to the hospital for 3 weeks. He invented a better solution: an asthma case with an easy to read puff counter and a place for pills. His AIR case invention will be hitting the market in 1 year. Make sure to subscribe to the podcast at iTunes or wherever you get your podcasts, so you won't miss a single episode. Phone: 214-707-7266  

December 21, 1891: James Naismith invents a new sport to control a boisterous college gym class.Support the show! Join Into History for ad-free listening and more.History Daily is a co-production of Airship and Noiser.Go to HistoryDaily.com for more history, daily.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this day in 1847, a group of Cayuse tribespeople killed 13 people at the Whitman Mission, as they believed that physician and religious leader Marcus Whitman was deliberately spreading measles.On this day in 1775, physician and amateur chemist James Jay invented a new kind of invisible ink, which was later put to use in the American War of Independence.   See omnystudio.com/listener for privacy information.

Alan interviews Julieta Hughes. Julieta Hughes found a love for art at age 3 when chicken pox kept her home. As an artist, she found properly proportioning portraits difficult, so she invented the solution: the Face Mapper. Today artists use Face Mapper to align the key facial features for a perfect portrait every time. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.TheFaceMapperDevice.com  

“We're Momming Today” about allergies! It's a growing problem for families; roughly two children in every classroom has them, and we're often advised to not eat peanuts on airplanes or even bake cupcakes for kids' school birthday parties unless the ingredients are listed. One mom had had enough! Meenal Lele, mother of two and medical researcher with a background in chemical engineering, became a businesswoman on a mission when her son was diagnosed with severe food allergies. Determined to help him and other desperate moms, Lele invented a peanut and egg line for babies. The thinking was EXPOSE them at a young age, and REDUCE their potential allergic reaction as early as possible. She explains.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Sporting KC had two consecutive playoff "wins" this week after winning the PK shootout against San Jose after a fairly uninteresting 0-0 draw on Wednesday and then took the wood to St Louis in their park on Sunday night. The former being everything we have come to expect from this team on short rest against a team that didn't want to play soccer, and the latter being the exact opposite. Luchi Gonzalez seemed to be banking on his best odds being waiting for an SKC defensive mistake(fair, but it didn't happen) or going against Tim Melia in penalty kicks(LOL). Things worked out as expected setting up the match we all have been waiting for in St Louis. Peter Vermes brought out a very pragmatic and well coached and thought out tactical shift in St Louis in both style and personnel, and it worked impeccably to a 4-1 rout of the Pink Dog Food club in their park. Now the question is how much of that style does he bring back to KC next Sunday and what makes the most sense to ensure SKC are able to win and move on. We spend Tactical Corner this week evaluating the difference in Erik Thommy and Gadi Kinda's games, and whether they are actually that different materially at all. Finally Potpurri corner focuses on #playthekids and what appears to be a directionless USWNT at the moment. Music by The Spin Wires

A 14-year-old is rolling in with a treatment for melanoma in the form of a bar of soap. How amazing is that? STORY: https://www.wdjx.com/kid-invents-soap-that-could-treat-skin-cancer/

Alan interviews Sarah Hoffe. Dr. Sarah Hoffe was always creative - looking for ways to drive better outcomes for her patients. She invented a virtual reality tool to give patients a preview of what to expect before they did an MRI. Today she uses both VR and 360 videos to enhance patient experiences in her clinic. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Email: Sarah.Hoffe@Moffitt.org  

Alan interviews Greg Lambrecht. Greg Lambrecht loves fine wines - but hates how quickly oxidation of an open bottle flattens the flavor. He invented Coravin - a creative way to preserve the flavor, allowing buyers to drink a bit and save the rest for later. Today Coravin sells to wine drinkers, sommeliers, and sellers globally. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.Coravin.com  

In this special live-recorded episode of Screaming in the Cloud, Corey interviews himself— well, kind of. Corey hosts an AMA session, answering both live and previously submitted questions from his listeners. Throughout this episode, Corey discusses misconceptions about his public persona, the nature of consulting on AWS bills, why he focuses so heavily on AWS offerings, his favorite breakfast foods, and much, much more. Corey shares insights into how he monetizes his public persona without selling out his genuine opinions on the products he advertises, his favorite and least favorite AWS services, and some tips and tricks to get the most out of re:Invent.About CoreyCorey is the Chief Cloud Economist at The Duckbill Group. Corey's unique brand of snark combines with a deep understanding of AWS's offerings, unlocking a level of insight that's both penetrating and hilarious. He lives in San Francisco with his spouse and daughters.Links Referenced: lastweekinaws.com/disclosures: https://lastweekinaws.com/disclosures duckbillgroup.com: https://duckbillgroup.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: As businesses consider automation to help build and manage their hybrid cloud infrastructures, deployment speed is important, but so is cost. Red Hat Ansible Automation Platform is available in the AWS Marketplace to help you meet your cloud spend commitments while delivering best-of-both-worlds support.Corey: Well, all right. Thank you all for coming. Let's begin and see how this whole thing shakes out, which is fun and exciting, and for some godforsaken reason the lights like to turn off, so we're going to see if that continues. I've been doing Screaming in the Cloud for about, give or take, 500 episodes now, which is more than a little bit ridiculous. And I figured it would be a nice change of pace if I could, instead of reaching out and talking to folks who are innovative leaders in the space and whatnot, if I could instead interview my own favorite guest: myself.Because the entire point is, I'm usually the one sitting here asking questions, so I'm instead going to now gather questions from you folks—and feel free to drop some of them into the comments—but I've solicited a bunch of them, I'm going to work through them and see what you folks want to know about me. I generally try to be fairly transparent, but let's have fun with it. To be clear, if this is your first exposure to my Screaming in the Cloud podcast show, it's generally an interview show talking with people involved with the business of cloud. It's not intended to be snarky because not everyone enjoys thinking on their feet quite like that, but rather a conversation of people about what they're passionate about. I'm passionate about the sound of my own voice. That's the theme of this entire episode.So, there are a few that have come through that are in no particular order. I'm going to wind up powering through them, and again, throw some into the comments if you want to have other ones added. If you're listening to this in the usual Screaming in the Cloud place, well, send me questions and I am thrilled to wind up passing out more of them. The first one—a great one to start—comes with someone asked me a question about the video feed. “What's with the Minecraft pickaxe on the wall?” It's made out of foam.One of my favorite stories, and despite having a bunch of stuff on my wall that is interesting and is stuff that I've created, years ago, I wrote a blog post talking about how machine learning is effectively selling digital pickaxes into a gold rush. Because the cloud companies pushing it are all selling things such as, you know, they're taking expensive compute, large amounts of storage, and charging by the hour for it. And in response, Amanda, who runs machine learning analyst relations at AWS, sent me that by way of retaliation. And it remains one of my absolute favorite gifts. It's, where's all this creativity in the machine-learning marketing? No, instead it's, “We built a robot that can think. But what are we going to do with it now? Microsoft Excel.” Come up with some of that creativity, that energy, and put it into the marketing side of the world.Okay, someone else asks—Brooke asks, “What do I think is people's biggest misconception about me?” That's a good one. I think part of it has been my misconception for a long time about what the audience is. When I started doing this, the only people who ever wound up asking me anything or talking to me about anything on social media already knew who I was, so I didn't feel the need to explain who I am and what I do. So, people sometimes only see the witty banter on Twitter and whatnot and think that I'm just here to make fun of things.They don't notice, for example, that my jokes are never calling out individual people, unless they're basically a US senator, and they're not there to make individual humans feel bad about collectively poor corporate decision-making. I would say across the board, people think that I'm trying to be meaner than I am. I'm going to be honest and say it's a little bit insulting, just from the perspective of, if I really had an axe to grind against people who work at Amazon, for example, is this the best I'd be able to do? I'd like to think that I could at least smack a little bit harder. Speaking of, we do have a question that people sent in in advance.“When was the last time that Mike Julian gave me that look?” Easy. It would have been two days ago because we were both in the same room up in Seattle. I made a ridiculous pun, and he just stared at me. I don't remember what the pun is, but I am an incorrigible punster and as a result, Mike has learned that whatever he does when I make a pun, he cannot incorrige me. Buh-dum-tss. That's right. They're no longer puns, they're dad jokes. A pun becomes a dad joke once the punch line becomes a parent. Yes.Okay, the next one is what is my favorite AWS joke? The easy answer is something cynical and ridiculous, but that's just punching down at various service teams; it's not my goal. My personal favorite is the genie joke where a guy rubs a lamp, Genie comes out and says, “You can have a billion dollars if you can spend $100 million in a month, and you're not allowed to waste it or give it away.” And the person says, “Okay”—like, “Those are the rules.” Like, “Okay. Can I use AWS?” And the genie says, “Well, okay, there's one more rule.” I think that's kind of fun.Let's see, another one. A hardball question: given the emphasis on right-sizing for meager cost savings and the amount of engineering work required to make real architectural changes to get costs down, how do you approach cost controls in companies largely running other people's software? There are not as many companies as you might think where dialing in the specifics of a given application across the board is going to result in meaningful savings. Yes, yes, you're running something in hyperscale, it makes an awful lot of sense, but most workloads don't do that. The mistakes you most often see are misconfigurations for not knowing this arcane bit of AWS trivia, as a good example. There are often things you can do with relatively small amounts of effort. Beyond a certain point, things are going to cost what they're going to cost without a massive rearchitecture and I don't advise people do that because no one is going to be happy rearchitecting just for cost reasons. Doesn't go well.Someone asks, “I'm quite critical of AWS, which does build trust with the audience. Has AWS tried to get you to market some of their services, and would I be open to do that?” That's a great question. Yes, sometimes they do. You can tell this because they wind up buying ads in the newsletter or the podcast and they're all disclaimed as a sponsored piece of content.I do have an analyst arrangement with a couple of different cloud companies, as mentioned lastweekinaws.com/disclosures, and the reason behind that is because you can buy my attention to look at your product and talk to you in-depth about it, but you cannot buy my opinion on it. And those engagements are always tied to, let's talk about what the public is seeing about this. Now, sometimes I write about the things that I'm talking about because that's where my mind goes, but it's not about okay, now go and talk about this because we're paying you to, and don't disclose that you have a financial relationship.No, that is called fraud. I figure I can sell you as an audience out exactly once, so I better be able to charge enough money to never have to work again. Like, when you see me suddenly talk about multi-cloud being great and I became a VP at IBM, about three to six months after that, no one will ever hear from me again because I love nesting doll yacht money. It'll be great.Let's see. The next one I have on my prepared list here is, “Tell me about a time I got AWS to create a pie chart.” I wish I'd see less of it. Every once in a while I'll talk to a team and they're like, “Well, we've prepared a PowerPoint deck to show you what we're talking about.” No, Amazon is famously not a PowerPoint company and I don't know why people feel the need to repeatedly prove that point to me because slides are not always the best way to convey complex information.I prefer to read documents and then have a conversation about them as Amazon tends to do. The visual approach and the bullet lists and all the rest are just frustrating. If I'm going to do a pie chart, it's going to be in service of a joke. It's not going to be anything that is the best way to convey information in almost any sense.“How many internal documents do I think reference me by name at AWS,” is another one. And I don't know the answer to documents, but someone sent me a screenshot once of searching for my name in their Slack internal nonsense thing, and it was about 10,000 messages referenced me that it found. I don't know what they were saying. I have to assume, on some level, just something that does a belt feed from my Twitter account where it lists my name or something. But I choose to believe that no, they actually are talking about me to that level of… of extreme.Let's see, let's turn back to the chat for a sec because otherwise it just sounds like I'm doing all prepared stuff. And I'm thrilled to do that, but I'm also thrilled to wind up fielding questions from folks who are playing along on these things. “I love your talk, ‘Heresy in the Church of Docker.' Do I have any more speaking gigs planned?” Well, today's Wednesday, and this Friday, I have a talk that's going out at the CDK Community Day.I also have a couple of things coming up that are internal corporate presentations at various places. But at the moment, no. I suspect I'll be giving a talk if they accept it at SCALE in Pasadena in March of next year, but at the moment, I'm mostly focused on re:Invent, just because that is eight short weeks away and I more or less destroy the second half of my year because… well, holidays are for other people. We're going to talk about clouds, as Amazon and the rest of us dance to the tune that they play.“Look in my crystal ball; what will the industry look like in 5, 10, or 20 years?” Which is a fun one. You shouldn't listen to me on this. At all. I was the person telling you that virtualization was a flash in the pan, that cloud was never going to catch on, that Kubernetes and containers had a bunch of problems that were unlikely to be solved, and I'm actually kind of enthused about serverless which probably means it's going to flop.I am bad at predicting overall trends, but I have no problem admitting that wow, I was completely wrong on that point, which apparently is a rarer skill than it should be. I don't know what the future the industry holds. I know that we're seeing some AI value shaping up. I think that there's going to be a bit of a downturn in that sector once people realize that just calling something AI doesn't mean you make wild VC piles of money anymore. But there will be use cases that filter out of it. I don't know what they're going to look like yet, but I'm excited to see it.Okay, “Have any of the AWS services increased costs in the last year? I was having a hard time finding historical pricing charts for services.” There have been repricing stories. There have been SMS charges in India that have—and pinpointed a few other things—that wound up increasing because of a government tariff on them and that cost was passed on. Next February, they're going to be charging for public IPV4 addresses.But those tend to be the exceptions. The way that most costs tend increase have been either, it becomes far cheaper for AWS to provide a service and they don't cut the cost—data transfer being a good example—they'll also often have stories in that they're going to start launching a bunch of new things, and you'll notice that AWS bills tend to grow in time. Part of that growth, part of that is just cruft because people don't go back and clean things up. But by and large, I have not seen, “This thing that used to cost you $1 is now going to cost you $2.” That's not how AWS does pricing. Thankfully. Everyone's always been scared of something like that happening. I think that when we start seeing actual increases like that, that's when it's time to start taking a long, hard look at the way that the industry is shaping up. I don't think we're there yet.Okay. “Any plans for a Last Week in Azure or a Last Week in GCP?” Good question. If so, I won't be the person writing it. I don't think that it's reasonable to expect someone to keep up with multiple large companies and their releases. I'd also say that Azure and GCP don't release updates to services with the relentless cadence that AWS does.The reason I built the thing to start with is simply because it was difficult to gather all the information in one place, at least the stuff that I cared about with an economic impact, and by the time I'd done that, it was, well, this is 80% of the way toward republishing it for other people. I expected someone was going to point me at a thing so I didn't have to do it, and instead, everyone signed up. I don't see the need for it. I hope that in those spaces, they're better at telling their own story to the point where the only reason someone would care about a newsletter would be just my sarcasm tied into whatever was released. But that's not something that I'm paying as much attention to, just because my customers are on AWS, my stuff is largely built on AWS, it's what I have to care about.Let's see here. “What do I look forward to at re:Invent?” Not being at re:Invent anymore. I'm there for eight nights a year. That is shitty cloud Chanukah come to life for me. I'm there to set things up in advance, I'm there to tear things down at the end, and I'm trying to have way too many meetings in the middle of all of that. I am useless for the rest of the year after re:Invent, so I just basically go home and breathe into a bag forever.I had a revelation last year about re:Play, which is that I don't have to go to it if I don't want to go. And I don't like the cold, the repetitive music, the giant crowds. I want to go read a book in a bathtub and call it a night, and that's what I hope to do. In practice, I'll probably go grab dinner with other people who feel the same way. I also love the Drink Up I do there every year over at Atomic Liquors. I believe this year, we're partnering with the folks over at RedMonk because a lot of the people we want to talk to are in the same groups.It's just a fun event: show up, let us buy you drinks. There's no badge scan or any nonsense like that. We just want to talk to people who care to come out and visit. I love doing that. It's probably my favorite part of re:Invent other than not being at re:Invent. It's going to be on November 29th this year. If you're listening to this, please come on by if you're unfortunate enough to be in Las Vegas.Someone else had a good question I want to talk about here. “I'm a TAM for AWS. Cost optimization is one of our functions. What do you wish we would do better after all the easy button things such as picking the right instance and family, savings plans RIs, turning off or delete orphan resources, watching out for inefficient data transfer patterns, et cetera?” I'm going to back up and say that you're begging the question here, in that you aren't doing the easy things, at least not at scale, not globally.I used to think that all of my customer engagements would be, okay after the easy stuff, what's next? I love those projects, but in so many cases, I show up and those easy things have not been done. “Well, that just means that your customers haven't been asking their TAM.” Every customer I've had has asked their TAM first. “Should we ask the free expert or the one that charges us a large but reasonable fixed fee? Let's try the free thing first.”The quality of that advice is uneven. I wish that there were at least a solid baseline. I would love to get to a point where I can assume that I can go ahead and be able to just say, “Okay, you've clearly got your RI stuff, you're right-sizing, you're deleting stuff you're not using, taken care of. Now, let's look at the serious architecture stuff.” It's just rare that I get to see it.“What tool, feature, or widget do I wish AWS would build into the budget console?” I want to be able to set a dollar figure, maybe it's zero, maybe it's $20, maybe it is irrelevant, but above whatever I set, the account will not charge me above that figure, period. If that means they have to turn things off if that means they had to delete portions of data, great. But I want that assurance because even now when I kick the tires in a new service, I get worried that I'm going to wind up with a surprise bill because I didn't understand some very subtle interplay of the dynamics. And if I'm worried about that, everyone else is going to wind up getting caught by that stuff, too.I want the freedom to experiment and if it smacks into a wall, okay, cool. That's $20. That was worth learning that. Whatever. I want the ability to not be charged unreasonable overages. And I'm not worried about it turning from 20 into 40. I'm worried about it turning from 20 into 300,000. Like, there's the, “Oh, that's going to have a dent on the quarterlies,” style of [numb 00:16:01]—All right. Someone also asked, “What is the one thing that AWS could do that I believe would reduce costs for both AWS and their customers. And no, canceling re:Invent doesn't count.” I don't think about it in that way because believe it or not, most of my customers don't come to me asking to reduce their bill. They think they do at the start, but what they're trying to do is understand it. They're trying to predict it.Yes, they want to turn off the waste in the rest, but by and large, there are very few AWS offerings that you take a look at and realize what you're getting for it and say, “Nah, that's too expensive.” It can be expensive for certain use cases, but the dangerous part is when the costs are unpredictable. Like, “What's it going to cost me to run this big application in my data center?” The answer is usually, “Well, run it for a month, and then we'll know.” But that's an expensive and dangerous way to go about finding things out.I think that customers don't care about reducing costs as much as they think; they care about controlling them, predicting them, and understanding them. So, how would they make things less expensive? I don't know. I suspect that data transfer if they were to reduce that at least cross-AZ or eliminate it ideally, you'd start seeing a lot more compute usage in multiple AZs. I've had multiple clients who are not spinning things up in multi-AZ, specifically because they'll take the reliability trade-off over the extreme cost of all the replication flowing back and forth. Aside from that, they mostly get a lot of the value right in how they price things, which I don't think people have heard me say before, but it is true.Someone asked a question here of, “Any major trends that I'm seeing in EDP/PPA negotiations?” Yeah, lately, in particular. Used to be that you would have a Marketplace as the fallback, where it used to be that 50 cents of every dollar you spent on Marketplace would count. Now, it's a hundred percent up to a quarter of your commit. Great.But when you have a long-term commitment deal with Amazon, now they're starting to push for all—put all your other vendors onto the AWS Marketplace so you can have a bigger commit and thus a bigger discount, which incidentally, the discount does not apply to Marketplace spend. A lot of folks are uncomfortable with having Amazon as the middleman between all of their vendor relationships. And a lot of the vendors aren't super thrilled with having to pay percentages of existing customer relationships to Amazon for what they perceive to be remarkably little value. That's the current one.I'm not seeing generative AI play a significant stake in this yet. People are still experimenting with it. I'm not seeing, “Well, we're spending $100 million a year, but make that 150 because of generative AI.” It's expensive to play with gen-AI stuff, but it's not driving the business spend yet. But that's the big trend that I'm seeing over the past, eh, I would say, few months.“Do I use AWS for personal projects?” The first problem there is, well, what's a personal project versus a work thing? My life is starting to flow in a bunch of weird different ways. The answer is yes. Most of the stuff that I build for funsies is on top of AWS, though there are exceptions. “Should I?” Is the follow-up question and the answer to that is, “It depends.”The person is worrying about cost overruns. So, am I. I tend to not be a big fan of uncontrolled downside risk when something winds up getting exposed. I think that there are going to be a lot of caveats there. I know what I'm doing and I also have the backstop, in my case, of, I figure I can have a big billing screw-up or I have to bend the knee and apologize and beg for a concession from AWS, once.It'll probably be on a billboard or something one of these days. Lord knows I have it coming to me. That's something I can use as a get-out-of-jail-free card. Most people can't make that guarantee, and so I would take—if—depending on the environment that you know and what you want to build, there are a lot of other options: buying a fixed-fee VPS somewhere if that's how you tend to think about things might very well be a cost-effective for you, depending on what you're building. There's no straight answer to this.“Do I think Azure will lose any market share with recent cybersecurity kerfuffles specific to Office 365 and nation-state actors?” No, I don't. And the reason behind that is that a lot of Azure spend is not necessarily Azure usage; it's being rolled into enterprise agreements customers negotiate as part of their on-premises stuff, their operating system licenses, their Office licensing, and the rest. The business world is not going to stop using Excel and Word and PowerPoint and Outlook. They're not going to stop putting Windows on desktop stuff. And largely, customers don't care about security.They say they do, they often believe that they do, but I see where the bills are. I see what people spend on feature development, I see what they spend on core infrastructure, and I see what they spend on security services. And I have conversations about budgeting with what are you doing with a lot of these things? The companies generally don't care about this until right after they really should have cared. And maybe that's a rational effect.I mean, take a look at most breaches. And a year later, their stock price is larger than it was when they dispose the breach. Sure, maybe they're burning through their ablated CISO, but the business itself tends to succeed. I wish that there were bigger consequences for this. I have talked to folks who will not put specific workloads on Azure as a result of this. “Will you talk about that publicly?” “No, because who can afford to upset Microsoft?”I used to have guests from Microsoft on my show regularly. They don't talk to me and haven't for a couple of years. Scott Guthrie, the head of Azure, has been on this show. The problem I have is that once you start criticizing their security posture, they go quiet. They clearly don't like me.But their options are basically to either ice me out or play around with my seven seats for Office licensing, which, okay, whatever. They don't have a stick to hit me with, in the way that they do most companies. And whether that's true or not that they're going to lash out like that, companies don't want to take the risk of calling Microsoft out in public. Too big to be criticized as sort of how that works.Let's see, someone else asks, “How can a startup get the most out of its startup status with AWS?” You're not going to get what you think you want from AWS in this context. “Oh, we're going to be a featured partner so they market us.” I've yet to hear a story about how being featured by AWS for something has dramatically changed the fortunes of a startup. Usually, they'll do that when there's either a big social mission and you never hear about the company again, or they're a darling of the industry that's taking the world by fire and they're already [at 00:22:24] upward swing and AWS wants to hang out with those successful people in public and be seen to do so.The actual way that startup stuff is going to manifest itself well for you from AWS is largely in the form of credits as you go through Activate or one of their other programs. But be careful. Treat them like actual money, not this free thing you don't have to worry about. One day they expire or run out and suddenly you're going from having no dollars going to AWS to ten grand a month and people aren't prepared for that. It's, “Wait. So you mean this costs money? Oh, my God.”You have to approach it with a sense of discipline. But yeah, once you—if you can do that, yeah, free money and a free cloud bill for a few years? That's not nothing. I also would question the idea of being able to ask a giant company that's worth a trillion-and-a-half dollars and advice for how to be a startup. I find that one's always a little on the humorous side myself.“What do I think is the most underrated service or feature release from 2023? Full disclosures, this means I'll make some content about it,” says Brooke over at AWS. Oh, that's a good question. I'm trying to remember when various things have come out and it all tends to run together. I think that people are criticizing AWS for charging for IPV4 an awful lot, and I think that that is a terrific change, just because I've seen how wasteful companies are with public IP addresses, which are basically an exhausted or rapidly exhausting resource.And they just—you spend tens or hundreds of thousands of these things and don't use reason to think about that. It'll be one of the best things that we've seen for IPV6 adoption once AWS figures out how to make that work. And I would say that there's a lot to be said for since, you know, IPV4 is exhausted already, now we're talking about can we get them on the secondary markets, you need a reasonable IP plan to get some of those. And… “Well, we just give them the customers and they throw them away.” I want AWS to continue to be able to get those for the stuff that the rest of us are working on, not because one big company uses a million of them, just because, “Oh, what do you mean private IP addresses? What might those be?” That's part of it.I would say that there's also been… thinking back on this, it's unsung, the compute optimizer is doing a lot better at recommending things than it used to be. It was originally just giving crap advice, and over time, it started giving advice that's actually solid and backs up what I've seen. It's not perfect, and I keep forgetting it's there because, for some godforsaken reason, it's its own standalone service, rather than living in the billing console where it belongs. But no one's excited about a service like that to the point where they talk about or create content about it, but it's good, and it's getting better all the time. That's probably a good one. They recently announced the ability for it to do GPU instances which, okay great, for people who care about that, awesome, but it's not exciting. Even I don't think I paid much attention to it in the newsletter.Okay, “Does it make economic sense to bring your own IP addresses to AWS instead of paying their fees?” Bring your own IP, if you bring your own allocation to AWS, costs you nothing in terms of AWS costs. You take a look at the market rate per IP address versus what AWS costs, you'll hit break even within your first year if you do it. So yeah, it makes perfect economic sense to do it if you have the allocation and if you have the resourcing, as well as the ability to throw people at the problem to do the migration. It can be a little hairy if you're not careful. But the economics, the benefit is clear on that once you account for those variables.Let's see here. We've also got tagging. “Everyone nods their heads that they know it's the key to controlling things, but how effective are people at actually tagging, especially when new to cloud?” They're terrible at it. They're never going to tag things appropriately. Automation is the way to do it because otherwise, you're going to spend the rest of your life chasing developers and asking them to tag things appropriately, and then they won't, and then they'll feel bad about it. No one enjoys that conversation.So, having derived tags and the rest, or failing that, having some deployment gate as early in the process as possible of, “Oh, what's the tag for this?” Is the only way you're going to start to see coverage on this. And ideally, someday you'll go back and tag a bunch of pre-existing stuff. But it's honestly the thing that everyone hates the most on this. I have never seen a company that says, “We are thrilled with our with our tag coverage. We're nailing it.” The only time you see that is pure greenfield, everything done without ClickOps, and those environments are vanishingly rare.“Outside a telecom are customers using local zones more, or at all?” Very, very limited as far as what their usage looks like on that. Because that's… it doesn't buy you as much as you'd think for most workloads. The real benefit is a little more expensive, but it's also in specific cities where there are not AWS regions, and at least in the United States where the majority of my clients are, there is not meaningful latency differences, for example, from in Los Angeles versus up to Oregon, since no one should be using the Northern California region because it's really expensive. It's a 20-millisecond round trip, which in most cases, for most workloads, is fine.Gaming companies are big exception to this. Getting anything they can as close to the customer as possible is their entire goal, which very often means they don't even go with some of the cloud providers in some places. That's one of those actual multi-cloud workloads that you want to be able to run anywhere that you can get a baseline computer up to run a container or a golden image or something. That is the usual case. The rest are, for local zones, is largely going to be driven by specific one-off weird things. Good question.Let's see, “Is S3 intelligent tiering good enough or is it worth trying to do it yourself?” Your default choice for almost everything should be intelligent tiering in 2023. It winds up costing you more only in very specific circumstances that are unlikely to be anything other than a corner case for what you're doing. And the exceptions to this are, large workloads that are running a lot of S3 stuff where the lifecycle is very well understood, environments where you're not going to be storing your data for more than 30 days in any case and you can do a lifecycle policy around it. Other than those use cases, yeah, the monitoring fee is not significant in any environment I've ever seen.And people view—touch their data a lot less than they believe. So okay, there's a monitoring fee for object, yes, but it also cuts your raw storage cost in half for things that aren't frequently touched. So, you know, think about it. Run your own numbers and also be aware that first month as it transitions in, you're going to see massive transition charges per object, but wants it's an intelligent tiering, there's no further transition charges, which is nice.Let's see here. “We're all-in on serverless”—oh good, someone drank the Kool-Aid, too—“And for our use cases, it works great. Do I find other customers moving to it and succeeding?” Yeah, I do when they're moving to it because for certain workloads, it makes an awful lot of sense. For others, it requires a complete reimagining of whatever it is that you're doing.The early successes were just doing these periodic jobs. Now, we're seeing full applications built on top of event-driven architectures, which is really neat to see. But trying to retrofit something that was never built with that in mind can be more trouble than it's worth. And there are corner cases where building something on serverless would cost significantly more than building it in a server-ful way. But its time has come for an awful lot of stuff. Now, what I don't subscribe to is this belief that oh, if you're not building something serverless you're doing it totally wrong. No, that is not true. That has never been true.Let's see what else have we got here? Oh, “Following up on local zones, how about Outposts? Do I see much adoption? What's the primary use case or cases?” My customers inherently are coming to me because of a large AWS bill. If they're running Outposts, it is extremely unlikely that they are putting significant portions of their spend through the Outpost. It tends to be something of a rounding error, which means I don't spend a lot of time focusing on it.They obviously have some existing data center workloads and data center facilities where they're going to take an AWS-provided rack and slap it in there, but it's not going to be in the top 10 or even top 20 list of service spend in almost every case as a result, so it doesn't come up. One of the big secrets of how we approach things is we start with a big number first and then work our way down instead of going alphabetically. So yes, I've seen customers using them and the customers I've talked to at re:Invent who are using them are very happy with them for the use cases, but it's not a common approach. I'm not a huge fan of the rest.“Someone said the Basecamp saved a million-and-a-half a year by leaving AWS. I know you say repatriation isn't a thing people are doing, but has my view changed at all since you've published that blog post?” No, because everyone's asking me about Basecamp and it's repatriation, and that's the only use case that they've got for this. Let's further point out that a million-and-a-half a year is not as many engineers as you might think it is when you wind up tying that all together. And now those engineers are spending time running that environment.Does it make sense for them? Probably. I don't know their specific context. I know that a million-and-a-half dollars a year to—even if they had to spend that for the marketing coverage that they're getting as a result of this, makes perfect sense. But cloud has never been about raw cost savings. It's about feature velocity.If you have a data center and you move it to the cloud, you're not going to recoup that investment for at least five years. Migrations are inherently expensive. It does not create the benefits that people often believe that they do. That becomes a painful problem for folks. I would say that there's a lot more noise than there are real-world stories [hanging 00:31:57] out about these things.Now, I do occasionally see a specific workload that is moved back to a data center for a variety of reasons—occasionally cost but not always—and I see proof-of-concept projects that they don't pursue and then turn off. Some people like to call that a repatriation. No, I call it as, “We tried and it didn't do what we wanted it to do so we didn't proceed.” Like, if you try that with any other project, no one says, “Oh, you're migrating off of it.” No, you're not. You tested it, it didn't do what it needed to do. I do see net-new workloads going into data centers, but that's not the same thing.Let's see. “Are the talks at re:Invent worth it anymore? I went to a lot of the early re:Invents and haven't and about five years. I found back then that even the level 400 talks left a lot to be desired.” Okay. I'm not a fan of attending conference talks most of the time, just because there's so many things I need to do at all of these events that I would rather spend the time building relationships and having conversations.The talks are going to be on YouTube a week later, so I would rather get to know the people building the service so I can ask them how to inappropriately use it as a database six months later than asking questions about the talk. Conference-ware is often the thing. Re:Invent always tends to have an AWS employee on stage as well. And I'm not saying that makes these talks less authentic, but they're also not going to get through slide review of, “Well, we tried to build this onto this AWS service and it was a terrible experience. Let's tell you about that as a war story.” Yeah, they're going to shoot that down instantly even though failure stories are so compelling, about here's what didn't work for us and how we got there. It's the lessons learned type of thing.Whenever you have as much control as re:Invent exhibits over its speakers, you know that a lot of those anecdotes are going to be significantly watered down. This is not to impugn any of the speakers themselves; this is the corporate mind continuing to grow to a point where risk mitigation and downside protection becomes the primary driving goal.Let's pull up another one from the prepared list here. “My most annoying, overpriced, or unnecessary charge service in AWS.” AWS Config. It's a tax on using the cloud as the cloud. When you have a high config bill, it's because it charges you every time you change the configuration of something you have out there. It means you're spinning up and spinning down EC2 instances, whereas you're going to have a super low config bill if you, you know, treat it like a big dumb data center.It's a tax on accepting the promises under which cloud has been sold. And it's necessary for a number of other things like Security Hub. Control Towers magic-deploys it everywhere and makes it annoying to turn off. And I think that that is a pure rent-seeking charge because people aren't incurring config charges if they're not already using a lot of AWS things. Not every service needs to make money in a vacuum. It's, “Well, we don't charge anything for this because our users are going to spend an awful lot of money on storing things in S3 to use our service.” Great. That's a good thing. You don't have to pile charge upon charge upon charge upon charge. It drives me a little bit nuts.Let's see what else we have here as far as questions go. “Which AWS service delights me the most?” Eesh, depends on the week. S3 has always been a great service just because it winds up turning big storage that usually—used to require a lot of maintenance and care into something I don't think about very much. It's getting smarter and smarter all the time. The biggest lie is the ‘Simple' in its name: ‘Simple Storage Service.' At this point, if that's simple, I really don't want to know what you think complex would look like.“By following me on Twitter, someone gets a lot of value from things I mention offhandedly as things everybody just knows. For example, which services are quasi-deprecated or outdated, or what common practices are anti-patterns? Is there a way to learn this kind of thing all in one go, as in a website or a book that reduces AWS to these are the handful of services everybody actually uses, and these are the most commonly sensible ways to do it?” I wish. The problem is that a lot of the stuff that everyone knows, no, it's stuff that at most, maybe half of the people who are engaging with it knew.They find out by hearing from other people the way that you do or by trying something and failing and realizing, ohh, this doesn't work the way that I want it to. It's one of the more insidious forms of cloud lock-in. You know how a service works, how a service breaks, what the constraints are around when it starts and it stops. And that becomes something that's a hell of a lot scarier when you have to realize, I'm going to pick a new provider instead and relearn all of those things. The reason I build things on AWS these days is honestly because I know the ways it sucks. I know the painful sharp edges. I don't have to guess where they might be hiding. I'm not saying that these sharp edges aren't painful, but when you know they're there in advance, you can do an awful lot to guard against that.“Do I believe the big two—AWS and Azure—cloud providers have agreed between themselves not to launch any price wars as they already have an effective monopoly between them and [no one 00:36:46] win in a price war?” I don't know if there's ever necessarily an explicit agreement on that, but business people aren't foolish. Okay, if we're going to cut our cost of service, instantly, to undercut a competitor, every serious competitor is going to do the same thing. The only reason to do that is if you believe your margins are so wildly superior to your competitors that you can drive them under by doing that or if you have the ability to subsidize your losses longer than they can remain a going concern. Microsoft and Amazon are—and Google—are not in a position where, all right, we're going to drive them under.They can both subsidize losses basically forever on a lot of these things and they realize it's a game you don't win in, I suspect. The real pricing pressure on that stuff seems to come from customers, when all right, I know it's big and expensive upfront to buy a SAN, but when that starts costing me less than S3 on a per-petabyte basis, that's when you start to see a lot of pricing changing in the market. The one thing I haven't seen that take effect on is data transfer. You could be forgiven for believing that data transfer still cost as much as it did in the 1990s. It does not.“Is AWS as far behind in AI as they appear?” I think a lot of folks are in the big company space. And they're all stammering going, “We've been doing this for 20 years.” Great, then why are all of your generative AI services, A, bad? B, why is Alexa so terrible? C, why is it so clear that everything you have pre-announced and not brought to market was very clearly not envisioned as a product to be going to market this year until 300 days ago, when Chat-Gippity burst onto the scene and OpenAI [stole a march 00:38:25] on everyone?Companies are sprinting to position themselves as leaders in the AI space, despite the fact that they've gotten lapped by basically a small startup that's seven years old. Everyone is trying to work the word AI into things, but it always feels contrived to me. Frankly, it tells me that I need to just start tuning the space out for a year until things settle down and people stop describing metric math or anomaly detection is AI. Stop it. So yeah, I'd say if anything, they're worse than they appear as far as from behind goes.“I mostly focus on AWS. Will I ever cover Azure?” There are certain things that would cause me to do that, but that's because I don't want to be the last Perl consultancy is the entire world has moved off to Python. And effectively, my focus on AWS is because that's where the painful problems I know how to fix live. But that's not a suicide pact. I'm not going to ride that down in flames.But I can retool for a different cloud provider—if that's what the industry starts doing—far faster than AWS can go from its current market-leading status to irrelevance. There are certain triggers that would cause me to do that, but at the time, I don't see them in the near term and I don't have any plans to begin covering other things. As mentioned, people want me to talk about the things I'm good at not the thing that makes me completely nonsensical.“Which AWS services look like a good idea, but pricing-wise, they're going to kill you once you have any scale, especially the ones that look okay pricing-wise but aren't really and it's hard to know going in?” CloudTrail data events, S3 Bucket Access logging any of the logging services really, Managed NAT Gateways in a bunch of cases. There's a lot that starts to get really expensive once you hit certain points of scale with a corollary that everyone thinks that everything they're building is going to scale globally and that's not true. I don't build things as a general rule with the idea that I'm going to get ten million users on it tomorrow because by the time I get from nothing to substantial workloads, I'm going to have multiple refactors of what I've done. I want to get things out the door as fast as possible and if that means that later in time, oh, I accidentally built Pinterest. What am I going to do? Well, okay, yeah, I'm going to need to rebuild a whole bunch of stuff, but I'll have the user traffic and mindshare and market share to finance that growth.Early optimization on stuff like this causes a lot more problems than it solves. “Best practices and anti-patterns in managing AWS costs. For context, you once told me about a role that I had taken that you'd seen lots of companies tried to create that role and then said that the person rarely lasts more than a few months because it just isn't effective. You were right, by the way.” Imagine that I sometimes know what I'm talking about.When it comes to managing costs, understand what your goal is here, what you're actually trying to achieve. Understand it's going to be a cross-functional work between people in finance and people that engineering. It is first and foremost, an engineering problem—you learn that at your peril—and making someone be the human gateway to spin things up means that they're going to quit, basically, instantly. Stop trying to shame different teams without understanding their constraints.Savings Plans are a great example. They apply biggest discount first, which is what you want. Less money going out the door to Amazon, but that makes it look like anything with a low discount percentage, like any workload running on top of Microsoft Windows, is not being responsible because they're always on demand. And you're inappropriately shaming a team for something completely out of their control. There's a point where optimization no longer makes sense. Don't apply it to greenfield projects or skunkworks. Things you want to see if the thing is going to work first. You can optimize it later. Starting out with a, ‘step one: spend as little as possible' is generally not a recipe for success.What else have we got here? I've seen some things fly by in the chat that are probably worth mentioning here. Some of it is just random nonsense, but other things are, I'm sure, tied to various questions here. “With geopolitics shaping up to govern tech data differently in each country, does it make sense to even build a globally distributed B2B SaaS?” Okay, I'm going to tackle this one in a way that people will probably view as a bit of an attack, but it's something I see asked a lot by folks trying to come up with business ideas.At the outset, I'm a big believer in, if you're building something, solve it for a problem and a use case that you intrinsically understand. That is going to mean the customers with whom you speak. Very often, the way business is done in different countries and different cultures means that in some cases, this thing that's a terrific idea in one country is not going to see market adoption somewhere else. There's a better approach to build for the market you have and the one you're addressing rather than aspirational builds. I would also say that it potentially makes sense if there are certain things you know are going to happen, like okay, we validated our marketing and yeah, it turns out that we're building an image resizing site. Great. People in Germany and in the US all both need to resize images.But you know, going in that there's going to be a data residency requirement, so architecting, from day one with an idea that you can have a partition that winds up storing its data separately is always going to be to your benefit. I find aligning whatever you're building with the idea of not being creepy is often a great plan. And there's always the bring your own storage approach to, great, as a customer, you can decide where your data gets stored in your account—charge more for that, sure—but then that na—it becomes their problem. Anything that gets you out of the regulatory critical path is usually a good idea. But with all the problems I would have building a business, that is so far down the list for almost any use case I could ever see pursuing that it's just one of those, you have a half-hour conversation with someone who's been down the path before if you think it might apply to what you're doing, but then get back to the hard stuff. Like, worry on the first two or three steps rather than step 90 just because you'll get there eventually. You don't want to make your future life harder, but you also don't want to spend all your time optimizing early, before you've validated you're actually building something useful.“What unique feature of AWS do I most want to see on other cloud providers and vice versa?” The vice versa is easy. I love that Google Cloud by default has the everything in this project—which is their account equivalent—can talk to everything else, which means that humans aren't just allowing permissions to the universe because it's hard. And I also like that billing is tied to an individual project. ‘Terminate all billable resources in this project' is a button-click away and that's great.Now, what do I wish other cloud providers would take from AWS? Quite honestly, the customer obsession. It's still real. I know it sounds like it's a funny talking point or the people who talk about this the most under the cultists, but they care about customer problems. Back when no one had ever heard of me before and my AWS Bill was seven bucks, whenever I had a problem with a service and I talked about this in passing to folks, Amazonians showed up out of nowhere to help make sure that my problem got answered, that I was taken care of, that I understood what I was misunderstanding, or in some cases, the feedback went to the product team.I see too many companies across the board convinced that they themselves know best about what customers need. That occasionally can be true, but not consistently. When customers are screaming for something, give them what they need, or frankly, get out of the way so someone else can. I mean, I know someone's expecting me to name a service or something, but we've gotten past the point, to my mind, of trying to do an apples-to-oranges comparison in terms of different service offerings. If you want to build a website using any reasonable technology, there's a whole bunch of companies now that have the entire stack for you. Pick one. Have fun.We've got time for a few more here. Also, feel free to drop more questions in. I'm thrilled to wind up answering any of these things. Have I seen any—here's one that about Babelfish, for example, from Justin [Broadly 00:46:07]. “Have I seen anyone using Babelfish in the wild? It seems like it was a great idea that didn't really work or had major trade-offs.”It's a free open-source project that translates from one kind of database SQL to a different kind of database SQL. There have been a whole bunch of attempts at this over the years, and in practice, none of them have really panned out. I have seen no indications that Babelfish is different. If someone at AWS works on this or is a customer using Babelfish and say, “Wait, that's not true,” please tell me because all I'm saying is I have not seen it and I don't expect that I will. But I'm always willing to be wrong. Please, if I say something at some point that someone disagrees with, please reach out to me. I don't intend to perpetuate misinformation.“Purely hypothetically”—yeah, it's always great to ask things hypothetically—“In the companies I work with, which group typically manages purchasing savings plans, the ops team, finance, some mix of both?” It depends. The sad answer is, “What's a savings plan,” asks the company, and then we have an educational path to go down. Often it is individual teams buying them ad hoc, which can work, cannot as long as everyone's on the same page. Central planning, in a bunch of—a company that's past a certain point in sophistication is where everything winds up leading to.And that is usually going to be a series of discussions, ideally run by that group in a cross-functional way. They can be cost engineering, they can be optimization engineering, I've heard it described in a bunch of different ways. But that is—increasingly as the sophistication of your business and the magnitude of your spend increases, the sophistication of how you approach this should change as well. Early on, it's the offense of some VP of engineering at a startup. Like, “Oh, that's a lot of money,” running the analyzer and clicking the button to buy what it says. That's not a bad first-pass attempt. And then I think getting smaller and smaller buys as you continue to proceed means you can start to—it no longer becomes the big giant annual decision and instead becomes part of a frequently used process. That works pretty well, too.Is there anything else that I want to make sure I get to before we wind up running this down? To the folks in the comments, this is your last chance to throw random, awkward questions my way. I'm thrilled to wind up taking any slings, arrows, et cetera, that you care to throw my way a going once, going twice style. Okay, “What is the most esoteric or shocking item on the AWS bill that you ever found with one of your customers?” All right, it's been long enough, and I can say it without naming the customer, so that'll be fun.My personal favorite was a high five-figure bill for Route 53. I joke about using Route 53 as a database. It can be, but there are better options. I would say that there are a whole bunch of use cases for Route 53 and it's a great service, but when it's that much money, it occasions comment. It turned out that—we discovered, in fact, a data exfiltration in progress which made it now a rather clever security incident.And, “This call will now be ending for the day and we're going to go fix that. Thanks.” It's like I want a customer testimonial on that one, but for obvious reasons, we didn't get one. But that was probably the most shocking thing. The depressing thing that I see the most—and this is the core of the cost problem—is not when the numbers are high. It's when I ask about a line item that drives significant spend, and the customer is surprised.I don't like it when customers don't know what they're spending money on. If your service surprises customers when they realize what it costs, you have failed. Because a lot of things are expensive and customers know that and they're willing to take the value in return for the cost. That's fine. But tricking customers does not serve anyone well, even your own long-term interests. I promise.“Have I ever had to reject a potential client because they had a tangled mess that was impossible to tackle, or is there always a way?” It's never the technology that will cause us not to pursue working with a given company. What will is, like, if you go to our website at duckbillgroup.com, you're not going to see a ‘Buy Here' button where you ‘add one consulting, please' to your shopping cart and call it a day.It's a series of conversations. And what we will try to make sure is, what is your goal? Who's aligned with it? What are the problems you're having in getting there? And what does success look like? Who else is involved in this? And it often becomes clear that people don't like the current situation, but there's no outcome with which they would be satisfied.Or they want something that we do not do. For example, “We want you to come in and implement all of your findings.” We are advisory. We do not know the specifics of your environment and—or your deployment processes or the rest. We're not an engineering shop. We charge a fixed fee and part of the way we can do that is by controlling the scope of what we do. “Well, you know, we have some AWS bills, but we really want to—we really care about is our GCP bill or our Datadog bill.” Great. We don't focus on either of those things. I mean, I can just come in and sound competent, but that's not what adding value as a consultant is about. It's about being authoritatively correct. Great question, though.“How often do I receive GovCloud cost optimization requests? Does the compliance and regulation that these customers typically have keep them from making the needed changes?” It doesn't happen often and part of the big reason behind that is that when we're—and if you're in GovCloud, it's probably because you are a significant governmental entity. There's not a lot of private sector in GovCloud for almost every workload there. Yes, there are exceptions; we don't tend to do a whole lot with them.And the government procurement process is a beast. We can sell and service three to five commercial engagements in the time it takes to negotiate a single GovCloud agreement with a customer, so it just isn't something that we focused. We don't have the scale to wind up tackling that down. Let's also be clear that, in many cases, governments don't view money the same way as enterprise, which in part is a good thing, but it also means that, “This cloud thing is too expensive,” is never the stated problem. Good question.“Waffles or pancakes?” Is another one. I… tend to go with eggs, personally. It just feels like empty filler in the morning. I mean, you could put syrup on anything if you're bold enough, so if it's just a syrup delivery vehicle, there are other paths to go.And I believe we might have exhausted the question pool. So, I want to thank you all for taking the time to talk with me. Once again, I am Cloud Economist Corey Quinn. And this is a very special live episode of Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review wherever you can—or a thumbs up, or whatever it is, like and subscribe obviously—whereas if you've hated this podcast, same thing: five-star review, but also go ahead and leave an insulting comment, usually around something I've said about a service that you deeply care about because it's tied to your paycheck.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.

What Are you Thinking? Carrie Economy Class Same Same But CountrySubscribe on LiSTNR: https://play.listnr.com/podcasts/carrie-and-tommySee omnystudio.com/listener for privacy information.

FLORIDA FRIDAY - Floridaman shot by police while celebrating new gun law. Florida woman stole an alligator for a photo shoot. Floridaman hides meth inside McDonald's breakfast sandwich. Floridaman torched a car that belongs to his girlfriend/cousin. // Weird AF News is the only daily weird news podcast hosted by a comedian and recorded in a closet. Show your SUPPORT by joining the Weird AF News Patreon where you'll get bonus episodes and other weird af news stuff http://patreon.com/weirdafnews  - WATCH Weird AF News on Youtube - https://www.youtube.com/weirdafnews - check out the official website https://WeirdAFnews.com and FOLLOW host Jonesy at http://instagram.com/funnyjones or http://twitter.com/funnyjones

Holmberg's Morning Sickness - Thursday September 7, 2023 Learn more about your ad choices. Visit megaphone.fm/adchoices

inventRight coach Courtney shares with us a great series of books to inspire kids about inventing. Abby Invents is a picture book which stars a girl inventor who invents unbreakable crayons, foldibots and much more! Find it on Amazon: https://www.amazon.com/Invents-Unbreakable-Crayons-Arlyne-Simon/dp/1732197512/ Learn how to make money from your ideas. Free Resources to help you sell your ideas: https://inventright.com/free-inventor... Do you need help? https://inventright.com/services/ Stephen Key's books: https://www.amazon.com/stores/Stephen... Read our articles for Forbes, Inc., and Entrepreneur: https://www.forbes.com/sites/stephenkey/ https://www.inc.com/author/stephen-key https://www.entrepreneur.com/author/s... Connect with us on LinkedIn: https://www.linkedin.com/in/stephenmkey/ https://www.linkedin.com/in/invent/ Facebook: https://www.facebook.com/inventrightllc Visit inventRight.com. Call: +1 (650) 793-1477 Hi, this is Stephen Key and Andrew Krauss. We are here to help you make money from your ideas. We started our company inventRight over two decades ago to teach people how to license (aka rent) their ideas to companies in exchange for royalties. This process is called “product licensing.” On our channel, we show you exactly how you to take an idea and license it to companies in exchange for passive income. Today, you do not have to start a business to make money from an idea. With product licensing, you don't have to write a business plan, raise money, manufacture, market, sell, or distribute any longer. Visit our website inventRight.com for more information. If you have a product idea and need some help, please contact us at: Phone: +1 (650) 793-1477 Toll Free: +1 (800) 701-7993 Email: support@inventright.com Email us: stephen@inventright.com andrew@inventright.com Learn how to start a business, how to become an entrepreneur, how to protect intellectual property, how to patent an invention, how to stop people from stealing your ideas, how to prototype an idea, how to contact companies looking for ideas, how to design a product, how to make a sell sheet, how to make a promo video, how to negotiate a licensing agreement, how to get a higher royalty rate, how to do market research, and how to work with inventRight. Stephen Key and Andrew Krauss are the cofounders of inventRight, a coaching program for entrepreneurs that has helped people from more than 65 countries license their ideas for new products. They are also the cofounders of Inventors Groups of America, an organization that hosts a free, popular monthly educational meeting for inventors online. They have more than 20 years of experience guiding people to become successful entrepreneurs. New videos every week, including interviews with successful entrepreneurs. Learn from the best! Pitch us your story to be featured on inventRightTV: youtube@inventright.com. Get your own inventing coach by contacting inventRight at #1-800-701-7993 or by visiting https://www.inventright.com/contact. inventRight, LLC. is not a law firm and does not provide legal, patent, trademark, or copyright advice. Please exercise caution when evaluating any information, including but not limited to business opportunities; links to news stories; links to services, products, or other websites. No endorsements are issued by inventRight, LLC., expressed or implied. Depiction of any trademarks/logos does not represent endorsement of inventRight, LLC, its services, or products by the trademark owner. All trademarks are registered trademarks of their respective companies. Reference on this video to any specific commercial products, process, service, manufacturer, company, or trademark does not constitute its endorsement or recommendation by inventRight, LLC or its hosts. This video may contain links to external websites that are not provided or maintained by or in any way affiliated with inventRight, LLC. Please note that the inventRight LLC. does not guarantee the accuracy, relevance, timeliness, or completeness of any information on these external websites. The inclusion of any links does not necessarily imply a recommendation or endorse the views expressed within them.

The Wounded Blue with Lt. Randy Sutton – The legacy of his grandfather's death has forever left an impression on John. He picked up the mantle of law enforcement after his service in the United States military. After serving several years as a law enforcement officer, John's entrepreneurship and business interests gained momentum...

The Wounded Blue with Lt. Randy Sutton – The legacy of his grandfather's death has forever left an impression on John. He picked up the mantle of law enforcement after his service in the United States military. After serving several years as a law enforcement officer, John's entrepreneurship and business interests gained momentum...

Holmberg's Morning Sickness - Brady Report - Wednesday July 26, 2023 Learn more about your ad choices. Visit megaphone.fm/adchoices

Alan interviews Kevin Moran. Kevin Moran disliked costly mistakes from oil change at auto shops and he hated the mess of changing his own oil. So, he invented an innovative way to change his oil without the mess - the Oil Udder. Today, he assembles his product, the Oil Udder himself and sells it everywhere to happy buyers. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.OilUdder.com  

Thanks for listening! Follow Andross Twitch: https://www.twitch.tv/andross1 YouTube: https://www.youtube.com/@Andross1 TikTok: https://www.tiktok.com/@andross1_ Twitter: https://twitter.com/Andross1_ Follow Micah: Twitch: https://www.twitch.tv/micahprime Youtube: https://www.youtube.com/@MicahPrime Twitter: https://twitter.com/MicahPrime Follow us on Social Media: YouTube: https://www.youtube.com/Nintendopals Twitch: https://www.twitch.tv/nintendo_pals Discord: https://discord.gg/9aTTWQ9qqF Twitter: https://twitter.com/NintendoPals @Nintendopals Instagram: https://www.instagram.com/Nintendopalspodcast/ TikTok: https://www.tiktok.com/@nintendopalspodcast Leave us a 5 star review! If you'd like a shout out on the show, go leave a review! It helps us grow and it's totally free for you to do! help us take over THE WORLD! Apple Podcast: https://podcasts.apple.com/us/podcast/nintendo-pals/id1516772173#see-all/reviews Podchaser: https://www.podchaser.com/podcasts/nintendo-pals-1974928/reviews Audible: https://www.audible.com/pd/Podcast/B08K573YMJ#customer-reviews Spotify (reviewing only available on the mobile app): https://open.spotify.com/show/2sjirOzWCdHVXim3qChgc4?si=bqwOfvzvTFy_rmRyQU74Sw&utm_source=copy-link&nd=1 Check out our Merch Store: Store: https://streamlabs.com/nintendo_pals/merch Special Thanks to Roger Pollard for the amazing Intro tune used in the podcast, Check out more of his work on: Website: https://rpollard.com/ Twitter: https://twitter.com/atalkingfish

Brandon Sherman, Cloud Security Engineer at Temporal Technologies Inc., joins Corey on Screaming in the Cloud to discuss his experiences at recent cloud conferences and the ongoing changes in cloud computing. Brandon shares why he enjoyed fwd:cloudsec more than this year's re:Inforce, and how he's seen AWS events evolve over the years. Brandon and Corey also discuss how the cloud has matured and why Brandon feels ongoing change can be expected to be the continuing state of cloud. Brandon also shares insights on how his perspective on Google Cloud has changed, and why he's excited about the future of Temporal.io.About BrandonBrandon is currently a Cloud Security Engineer at Temporal Technologies Inc. One of Temporal's goals is to make our software as reliable as running water, but to stretch the metaphor it must also be *clean* water. He has stared into the abyss and it stared back, then bought it a beer before things got too awkward. When not at work, he can be found playing with his kids, working on his truck, or teaching his kids to work on his truck.Links Referenced: Temporal: https://temporal.io/ Personal website: https://brandonsherman.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: In the cloud, ideas turn into innovation at virtually limitless speed and scale. To secure innovation in the cloud, you need Runtime Insights to prioritize critical risks and stay ahead of unknown threats. What's Runtime Insights, you ask? Visit sysdig.com/screaming to learn more. That's S-Y-S-D-I-G.com/screaming.My thanks as well to Sysdig for sponsoring this ridiculous podcast.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I'm joined today by my friend who I am disappointed to say I have not dragged on to this show before. Brandon Sherman is a cloud security engineer over at Temporal. Brandon, thank you for finally giving in.Brandon: Thanks, Corey, for finally pestering me enough to convince me to join. Happy to be here.Corey: So, a few weeks ago as of this recording—I know that time is a flexible construct when it comes to the podcast production process—you gave a talk at fwd:cloudsec, the best cloud security conference named after an email subject line. Yes, I know re:Inforce also qualifies; this one's better. Tell me about what you talked about.Brandon: Yeah, definitely agree on this being the better the two conferences. I gave a talk about how the ground shifts underneath us, kind of touching on how these cloud services that we operate—and I'm mostly experienced in AWS and that's kind of the references that I can give—but these services work as a contract basis, right? We use their APIs and we don't care how they're implemented behind the scenes. At this point, S3 has been rewritten I don't know how many times. I'm sure that other AWS services, especially the longer-lived ones have gone through that same sort of rejuvenation cycle.But as a security practitioner, these implementation details that get created are sort of byproducts of, you know, releasing an API or releasing a managed service can have big implications to how you can either secure that service or respond to actions or activities that happen in that service. And when I say actions and activity, I'm kind of focused on, like, security incidents, breaches, your ability to do incident response from that.Corey: One of the reasons I've always felt that cloud providers have been cagey around how the services work under the hood is not because they don't want to talk about it so much as they don't want to find themselves committed to certain patterns that are not guaranteed as a part of the definition of the service. So if, “Yeah, this is how it works under the hood,” and you start making plans and architecting in accordance with that and they rebuild the service out from under you like they do with S3, then very often, those things that you depend upon being true could very easily no longer be true. And there's no announcement around those things.Brandon: No. It's very much Amazon is… you know, they're building a service to meet the needs of their customers. And they're trying to grow these services as the customers grow along with them. And it's absolutely within their right to act that way, to not have to tell us when they make a change because in some contexts, right, Amazon's feature update might be me as a customer a breaking change. And Amazon wants to try and keep that, what they need to tell me, as small as possible, probably not out of malice, but just because there's a lot of people out there using their services and trying to figure out what they've promised to each individual entity through either literal contracts or their API contracts is hard work. And that's not the job I would want.Corey: No. It seems like it's one of those thankless jobs where you don't get praise for basically anything. Instead, all you get to do is deal with the grim reality that people either view as invisible or a problem.Brandon: Yeah. It sort of feels like documentation. Everyone wants more and better documentation, but it's always an auxiliary part of the service creation process. The best documentation always starts out when you write the documentation first and then kind of build backwards from that, but that's rarely how I've seen software get made.Corey: No. I feel like I left them off the hook, on some level, when we say this, but I also believe in being fair. I think there's a lot of things that cloud providers get right and by and large, with any of the large cloud providers, they are going to do a better job of securing the fundamentals than you are yourself. I know that that is a controversial statement to some folks who spent way too much time in the data centers, but I stand by it.Brandon: Yeah, I agree. I've had to work in both environments and some of the easiest, best wins in security is just what do I have, so that way I know what I have to protect, what that is there. But even just that asset inventory, that's the sort of thing that back in the days of data centers—and still today; it was data centers all over the place—to do an inventory you might need to go and send an actual human with an actual clipboard or iPad or whatever, to the actual physical location and hope that they read the labels on hundreds of thousands of servers correctly and get their serial numbers and know what you have. And that doesn't even tell you what's running on them, what ports are open, what stuff you have to care about. In AWS, I can run a couple of describe calls or list calls and that forms the backbone of my inventory.There's no server that, you know, got built into a wall or lost behind and some long-forgotten migration. A lot of those basic stuff that really, really helps. Not to mention then the user-managed service like S3, you never have to care about patch notes or what an update might do. Plenty of times I've, like, hesitated upgrading a software package because I didn't know what was going to happen. Control Tower, I guess, is kind of an exception to that where you do have to care about the version of your cloud service, but stuff like, yeah, these other services is absolutely right. The undifferentiated heavy lifting it's taken care of. And hopefully, we always kind of hope that the undifferentiated heavy lifting doesn't become differentiated and heavy and lands on us.Corey: So, now that we've done the obligatory be nice to cloud providers thing, let's potentially be a little bit harsher. While you were speaking at fwd:cloudsec, did you take advantage of the fact that you were in town to also attend re:Inforce?Brandon: I did because I was given a ticket, and I wanted to go see some people who didn't have tickets to fwd:cloudsec. Yeah, we've been nice to cloud providers, but as—I haven't found I've learned a lot from the re:Inforce sessions. They're all recorded anyway. There's not even an open call for papers, right, for talking about at a re:Inforce session, “Hey, like, this would be important and fresh or things that I would be wanting to share.” And that's not the sort of thing that Amazon does with their conferences.And that's something that I think would be really interesting to change if there was a more community-minded track that let people submit, not just handpicked—although I suppose any kind of Amazon selection committee is going to be involved, but to pick out, from the community, stories or projects that are interesting that can be, not just have to get filtered through your TAM but something you can actually talk to and say, “Hey, this is something I'd like to talk about. Maybe other people would find it useful.”Corey: One of the things that I found super weird about re:Inforce this year has been that, in a normal year, it would have been a lot more notable, I think. I know for a fact that if I had missed re:Invent, for example, I would have had to be living in a cave not to see all of the various things coming out of that conference on social media, in my email, in all the filters I put out there. But unless you're looking for it, you've would not know that they had a conference that costs almost as much.Brandon: Yeah. The re:Invent-driven development cycle is absolutely a real thing. You can always tell in the lead up to re:Invent when there's releases that get pushed out beforehand and you think, “Oh, that's cool. I wonder why this doesn't get a spot at re:Invent, right, some kind of announcement or whatever.” And I was looking for that this year for re:Inforce and didn't see any kind of announcement or that kind of pre-release trickle of things that are like, oh, there's a bunch of really cool stuff. And that's not to say that cool stuff didn't happen; it just there was a very different marketing feel to it. Hard to say, it's just the vibes around felt different [laugh].Corey: Would you recommend that people attend next year—well let me back up. I've heard that they had not even announced a date for next year. Do you think there will be a re:Inforce next year?Brandon: Making me guess, predict the future, something that I'm—Corey: Yeah, do a prediction. Why not?Brandon: [laugh]. Let's engage in some idle speculation, right? I think that not announcing it was kind of a clue that there's a decent chance it won't happen because in prior years, it had been pre-announced at the—I think it was either at closing or opening ceremonies. Or at some point. There's always the, “Here's what you can look forward to next year.”And that didn't happen, so I think that's there's a decent chance this may have been the last re:Inforce, especially once all the data is crunched and people look at the numbers. It might just be… I don't know, I'm not a marketing-savvy kind of person, but it might just be that a day at re:Invent next year is dedicated to security. But then again, security is always job zero at Amazon so maybe re:Invent just becomes re:Inforce all the time, right? Do security, everybody.Corey: It just feels like a different type of conference. Whenever re:Invent there's something for everyone. At re:Inforce, there's something for everyone as long as they work in InfoSec. Because other than that, you wind up just having these really unfortunate spiels of them speaking to people that are not actually present, and it winds up missing the entire forest for the trees, really.Brandon: I don't know if I'd characterize it as that. I feel like some of the re:Inforce content was people who were maybe curious about the cloud or making progress in their companies and moving to the cloud—and in Amazon's case when they say the cloud, they mean themselves. They don't mean any other cloud. And re:Inforce tries to dispel the notion there are any other clouds.But at the same time, it feels like an attempt to try and make people feel better. There's a change underway in the industry and it still is going to continue for a while. There's still all kinds of non-cloud environments people are going to operate for probably until the end of time. But at the same time, a lot of these are moving to the cloud and they want the people who are thinking about this or engaged in it, to be comforted by that Amazon that either has these services, or there's a pattern you can follow to do something in a secure manner. I think that's that was kind of the primary audience of re:Inforce was people who were charged with doing cloud security or were exploring moving their corporate systems to AWS and they wanted some assurance that they're going to actually be doing things the right way, or someone else hadn't made those mistakes first. And if that audience has been sort of saturated, then maybe there isn't a need for that style of conference anymore.Corey: It feels like it's not intended to be the same thing at re:Invent, which is probably I guess, a bigger problem. Re:Invent for a long time has attempted to be all things to all people, and it has grown to a scale where that is no longer possible. So, they've also done a poor job of signaling that, so you wind up attending Adam Selipsky's keynote, and in many cases, find yourself bored absolutely to tears. Or you go in expecting it to be an Andy Jassy style of, “Here are 200 releases, four of them good,” and instead, you wind up just having what feels like a relatively paltry number doled out over a period of days. And I don't know that their wrong to do it; I just think it doesn't align with pre-existing expectations. I also think people expecting to go to re:Inforce to see a whole bunch of feature releases are bound to be disappointed.Brandon: Like, both of those are absolutely correct. The number of releases on the slide must always increase up and the right; away we go; we're pushing more code and making more changes to services. I mean, if you look at the history, there's always new instance types. Do they count each instance type as a new release, or they not do that?Corey: Yeah, it honestly feels like that sometimes. They also love to do price cuts where they—you wind up digging into them and something like 90% of them are services you've never heard of in regions you couldn't find on a map if your life depended on it. It's not quite the, “Yeah, the bill gets lower all the time,” that they'd love to present it as being.Brandon: Yeah. And you may even find that there's services that had updates that you didn't know about until you go and check the final bill, the Cost and Usage Report, and you look and go, “Oh, hey. Look at all the services that we were using, that our engineers started using after they heard announcements at re:Invent.” And then you find out how much you're actually paying for them. [pause]. Or that they were in use in the first place. There's no better way to find what is actually happening in your environment than, look at the bill.Corey: It's depressing that that's true. At least they finally stopped doing the slides where they talk about year-over-year, they have a histogram of number of feature and service releases. It's, no one feels good about that, even the people building the services and features because they look at that and think, “Oh, whatever I do is going to get lost in the noise.” And they're not wrong. Customers see it and freak out because how am I ever going to keep current with all this stuff? I take a week off and I spend a month getting caught back up again.Brandon: Yeah. And are you going to—you know, what's your strategy for dealing with all these new releases and features? Do you want to have a strategy of saying, “No, you can't touch any of those until we've vetted and understand them?” I mean, you don't even have to talk about security in that context; just the cost alone, understanding it's someone, someone going to run an experiment that bankrupts your company by forgetting about it or by growing into some monster in the bill. Which I suspect helps [laugh] helps you out when those sorts of things happen, right, for companies don't have that strategy.But at the same time, all these things are getting released. There's not really a good way of understanding which of these do I need to care about. Which of these is going to really impact my operational flow, my security impacts? What does this mean to me as a user of the service when there's, I don't know, an uncountable number really, or at least a number that's so big, it stops mattering that it got any bigger?Corey: One thing that I will say was great about re:Invent, I want to say 2021, was how small it felt. It felt like really a harkening back to the old re:Invents. And then you know, 2022 hit, and we go there and half of us wound up getting Covid because of course we did. But it was also this just this massive rush of, we're talking with basically the population of a midsize city just showing up inside of this entire enormous conference. And you couldn't see the people you wanted to see, it was difficult to pay attention to all there was to pay attention to, and it really feels like we've lost something somewhere.Brandon: Yeah, but at the same time is that just because there are more people in this ecosystem now? You know, 2021 may have been a callback to that a decade ago. And these things were smaller when it was still niche, but growing in kind of the whole ecosystem. And parts of—let's say, the ecosystem there, I'm talking about like, how—when I say that ecosystem there, I'm kind of talking about how in general, I want to run something in technology, right? I need a server, I need an object store, I need compute, whatever it is that you need, there is more attractive services that Amazon offers to all kinds of customers now.So, is that just because, right, we've been in this for a while and we've seen the cloud grow up and like, oh, wow, you're now in your awkward teenage phase of cloud computing [laugh]? Have we not yet—you know, we're watching the maturity to adulthood, as these things go? I really don't know. But it definitely feels a little, uh… feels a little like we've watched this cloud thing grow from a half dozen services to now, a dozen-thousand services all operating different ways.Corey: Part of me really thinks that we could have done things differently, had we known, once upon a time, what the future was going to hold. So, much of the pain I see in Cloud is functionally people trying to shove things into the cloud that weren't designed with Cloud principles in mind. Yeah, if I was going to build a lot of this stuff from scratch myself, then yeah, I would have absolutely made a whole universe of different choices. But I can't predict the future. And yet, here we are.Brandon: Yep. If I could predict the future, I would have definitely won the lottery a lot more times, avoided doing that one thing I regretted that once back in my history [laugh]. Like, knowing the future change a lot of things. But at least unless you're not letting on with something, then that's something that no one's got the ability to, do not even at Amazon.Corey: So, one of the problems I've always had when I come back from a conference, especially re:Invent, it takes me a few… well, I'll be charitable and say days, but it's more like weeks, to get back into the flow of my day-to-day work life. Was there any of that with you and re:Inforce? I mean, what is your day job these days anyway? What are you up to?Brandon: What is my day job? There's a lot. So, Temporal is a small, but quickly growing company. A lot of really cool customers that are doing really cool things with our technology and we need to build a lot of basics, essentially, making sure that when we grow, that we're going to kind of grow into our security posture. There's not anything talking about predicting the future. My prediction is that the company I work for is going to do well. You can hold your analysis on that [laugh].So, while I'm predicting what the company that I'm working at is going to do well, part of it is also what are the things that I'm going to regret not having in two or three years' time. So, some baseline cloud monitoring, right? I want that asset inventory across all of our accounts; I want to know what's going on there. There's other things that are sort of security adjacent. So, things like DNS records, domain names, a lot of those things where if we can capture this and centralize it early and build it in a way—especially that users are less unhappy about, like, not everyone, for example, is hosting their own—buying their own domains on personal cards and filing for reimbursement, that DNS records aren't scattered across a dozen different software projects and manipulated in different ways, then that sets us up.It may not be perfect today, but in a year, year-and-a-half, two years, we have the ability to then say, “Okay, we know what we're pointing at. What are the dangling subdomains? What are the things that are potential avenues of being taken over? What do we have? What are people doing?” And trying to understand how we can better help users with their needs day-to-day.Also as a side part of my day job is advising a startup Common Fate. Does just-in-time access management. And that's been a lot of fun to do as well because fundamentally—this is maybe a hot take—that, in a lot of cases, you really only need admin access and read-only access when you're doing really intensive work. In Temporal day job, we've got infrastructure teams that are building stuff, they need lots of permissions and it'd be very silly to say you can't do your job just because you could potentially use IAM and privilege escalate yourself to administrator. Let's cut that out. Let's pretend that you are a responsible adult. We can monitor you in other ways, we're not going to put restrictions between you and doing your job. Have admin access, just only have it for a short period of time, when you say you're going to need it and not all the time, every account, every service, all the time, all day.Corey: I do want to throw a shout-in for that startup you advise, Common Fate. I've been a big fan of their Granted offering for a while now. granted.dev for those who are unfamiliar. I use that to automatically generate console logins, do all kinds of other things. When you're moving between a bunch of different AWS accounts, which it kind of feels like people building the services don't have to do somehow because of their Isengard system handling it for them. Well, as a customer, can I just say that experience absolutely sucks and Granted goes a long way toward making it tolerable, if not great.Brandon: Mm-hm. Yeah, I remember years ago, the way that I would have to handle this is I would have probably a half-dozen different browsers at the same time, Safari, Chrome, the Safari web developer preview, just so I could have enough browsers to log into with, to see all the accounts I needed to access. And that was an extremely painful experience. And it still feels so odd that the AWS console today still acts like you have one account. You can switch roles, you can type in a [role 00:21:23] on a different account, but it's very clunky to use, and having software out there that makes this easier is definitely, definitely fills a major pain point I have with using these services.Corey: Tired of Apache Kafka's complexity making your AWS bill look like a phone number? Enter Redpanda. You get 10x your streaming data performance without having to rob a bank. And migration? Smoother than a fresh jar of peanut butter. Imagine cutting as much as 50% off your AWS bills. With Redpanda, it's not a dream, it's reality. Visit go.redpanda.com/duckbill. Redpanda: Because Kafka shouldn't cause you nightmares.Corey: Do you believe that there's hope? Because we have seen some changes where originally AWS just had the AWS account you'd log into, it's the root user. Great. Then they had IAM. Now, they're using what used to be known as AWS SSO, which they wound up calling IAM Access Identity Center, or—I forget the exact words they put in order, but it's confusing and annoying. But it does feel like the trend is overall towards something that's a little bit more coherent.Brandon: Mm-hm.Corey: Is the future five years from now better than it looks like today?Brandon: That's certainly the hope. I mean, we've talked about how we both can't predict the future, but I would like to hope that the future gets better. I really like GCP's project model. There's complaints I have with how Google Cloud works, and it's going to be here next year, and if the permission model is exactly how I'd like to use it, but I do like the mental organization that feels like Google was able to come in and solve a lot of those problems with running projects and having a lot of these different things. And part of that is, there's still services in AWS that don't really respect resource-based permissions or tag-based permissions, or I think the new one is attribute-based access control.Corey: One of the challenges I see, too, is that I don't think that there's been a lot of thought put into how a lot of these things are going to work between different AWS accounts. One of my bits of guidance whenever I'm talking to someone who's building anything, be it at AWS or external is, imagine an architecture diagram and now imagine that between any two resources in that diagram is now an account boundary. Because someone somewhere is going to have one there, so it sounds ridiculous, but you can imagine a microservices scenario where every component is in its own isolated account. What are you going to do now as a result? Because if you're going to build something that scales, you've got to respect those boundaries. And usually, that just means the person starts drinking.Brandon: Not a bad place to start, the organizational structure—lowercase organizations, not the Amazon service, Organizations—it's still a little tricky to get it in a way that sort of… I guess, I always kind of feel that these things are going to change and that the—right, the only constant is change. That's true. The services we use are going to change. The way that we're going to want to organize them is going to change. Our researcher is going to come out with something and say, “Hey, I found a really cool way to do something really terrible to the stuff in your cloud environment.”And that's going to happen eventually, in the fullness of time. So, how do we be able to react quickly to those kinds of changes? And how can we make sure that if you know, suddenly, we do need to separate out these services to go, you know, to decompose the monolith even more, or whatever the cool, current catchphrase is, and we have those account boundaries, which are phenomenal boundaries, they make it so much easier to do—if you can do multi-account then you've solved multi-regional on the way, you've sold failover, you've solve security issues. You have not solved the fact that your life is considerably more challenging at the moment, but I would really hope that in you know, even next year, but by the time five years comes around, that that's really been taken to heart within Amazon and it's a lot easier to be working creating services in different accounts that can talk to each other, especially in the current environment where it's kind of a mess to wire these things all together. ClickOps has its place, but some console applications just don't want to believe that you have a KMS key in another account because well, why would you put that over there? It's not like if your current account has a problem, you want to lose all your data that's encrypted.Corey: It's one of those weird things, too, where the clouds almost seem to be arguing against each other. Like, I would be hard-pressed to advise someone not to put a ‘rehydrate the entire business' level of backups into a different cloud provider entirely, but there's so steeped in the orthodoxy of no other clouds ever, that that message is not something that they can effectively communicate. And I think they're doing their customers a giant disservice by that, just because it is so much easier to explain to your auditor that you've done it than to explain why it's not necessary. And it's never true; you always have the single point of failure of the payment instrument, or the contract with that provider that could put things at risk.Is it a likely issue? No. But if you're running a publicly traded company on top of it, you'd be negligent not to think about it that way. So, why pretend otherwise?Brandon: Is that a question for me because [laugh]—Corey: Oh, that was—no, absolutely. That was a rant ending in a rhetorical question. So, don't feel you have to answer it. But getting the statement out there because hopefully, someone at Amazon is listening to this.Brandon: That's, uh, hopefully, if you find out who's the one that listens to this and can affect it, then yeah, I'd like to send them a couple of emails because absolutely. There's room out there, there will always be room for at least two providers.Corey: Yeah, I'd say a third, but I don't know that Google is going to have the attention span to still have a cloud offering by lunchtime today.Brandon: Yeah. I really wish that I had more faith in the services and that they weren't going—you know, speaking of services changing underneath you, that's definitely a—speaking of services changing underneath, you definitely a major disservice if you don't know—if you're going to put into work into architecting and really using cloud providers as they're meant to be used. Not in a, sort of, least common denominator sense, in which case, you're not in good shape.Corey: Right. You should not be building something with an idea toward what if this gets deprecated. You shouldn't have to think about that on a consistent basis.Brandon: Mm-hm. Absolutely. You should expect those things to change because they will, right, the performance impact. I mean, the performance of these services is going to change, the underlying technology that the providers use is going to change, but you should still be able to mostly expect that at least the API calls you make are going to still be there and still be consistent come this time next year.Corey: The thing that really broke me was the recent selling off of Google domains to Squarespace. Nothing against Squarespace, but they have a different target market in many respects. And oh, I'm a Google customer, you're now going to give all of my information to a third party I never asked to deal with. Great. And more to the point, if I recommend Google to folks because as has happened in years past, then they canceled the thing that I recommended, then I looked like a buffoon. So, we've gotten to a point now where it has become so steady and so consistent, that I fear I cannot, in good conscience, recommend a Google product without massive caveats. Otherwise, I look like a clown or worse, a paid shill.Brandon: Yeah. And when you want to start incorporating these things into the core of your business, to take that point about, you know, total failover scenarios, you should, you know, from you want it to have a domain registered in a Google service that was provisioned to Google Cloud services, that whole sort of ecosystem involved there, that's now gone, right? If I want to use Google Cloud with a Google Cloud native domain name hosting services, I can't. How am—I just—now I can't [laugh]. There's, like, not workarounds available.I've got to go to some other third-party and it just feels odd that an organization would sort of take those core building blocks and outsource them. [I know 00:29:05] that Google's core offering isn't Google Cloud; it's not their primary focus, and it kind of reflects that, which was a shame. There's things that I'd love to see grow out of Google Cloud and get better. And, you know, competition is good for the whole cloud computing industry.Corey: I think that it's a sad thing, but it's real, that there are people who were passionate defenders of Google over the years. I used to be one. We saw a bunch of them with Stadia fans coming out of the woodwork, and then all those people who have defended Google and said, “No, no, you can trust Google on this service because it's different,” for some reason or other, then wind up looking ridiculous. And some of the staunchest Google defenders that I've seen are starting to come around to my point of view. Eventually, you've run out of people who are willing to get burned if you burn them all.Brandon: Yeah. I've always been a little, uh… maybe this is the security Privacy part of me; I've always been a little leery of the services that really want to capture and gather your data. But I always respected the Google engineering that went into building these things at massive scale. It's something beyond my ability to understand as I haven't worked in something that big before. And Google made it look… maybe not effortless, but they made it look like they knew what they were doing, they could build something really solid.And I don't know if that's still true because it feels like they might know how to build something, and then they'll just dismantle it and turn it over to somebody else, or just dismantle it completely. And I think humans, we do a lot of things because we don't want to look foolish and… now recommending Google Cloud starts to make you wonder, “Am I going to look foolish?” Is this going to be a reflection on me in a year or two years, when you got to come in to say, “Hey, I guess that whole thing we architected around, it's being sold to someone else. It's being closed down. We got to transfer and rearchitect our whole whatever we built because of factors out of our control.” I want to be rearchitecting things because I screwed it up. I want to be rearchitecting things because I made an interesting novel mistake, not something that's kind of mundane, like, oh, I guess the thing we were going to use got shut down. Like, that makes it look like not only can I not predict the future, but I can't even pretend to read the tea leaves.Corey: And that's what's hard is because, on some level, our job, when we work in operations and cloud and try and make these decisions, is to convince the business we know what we're talking about. And when we look foolish, we don't make that same mistake again.Brandon: Mm-hm. Billing and security are oftentimes frequently aligned with each other. We're trying to convince the business that we need to build things a certain way to get a certain outcome, right? Either lower costs or more performance for the dollar, so that way, we don't wind up in the front page of newspapers, any kinds of [laugh] any kind of those things.Corey: Oh, yes. I really want to thank you for taking the time to speak with me. If people want to learn more, where's the best place for them to find you?Brandon: The best place to find me, I have a website about me, [brandonsherman.com 00:32:13]. That's where I post stuff. There's some links to—I have a [Mastodon 00:32:18] profile. I'm not much of a social, sort of post your information out there kind of person, but if you want to get a hold of me, then that's probably the best way to find me and contact me. Either that or head out to the desert somewhere, look for a silver truck out in the dunes and without technology around. It's another good spot if you can find me there.Corey: And I will include a link to that, of course, in the [show notes 00:32:45]. Thank you so much for taking the time to speak with me today. As always, I appreciate it.Brandon: Thank you very much for having me, Corey. Good to chat with you.Corey: Brandon Sherman, cloud security engineer at Temporal. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry comment that will somehow devolve into you inviting me to your new uninspiring cloud security conference that your vendor is putting on, and is of course named after an email subject line.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.

...Plus, 'An absolute crisis': Maryland governor calls on pro-gun states to help curb gun violence

On this day in 1847, according to culinary legend, American sailor Hanson Gregory invented the ring-shaped doughnut. See omnystudio.com/listener for privacy information.

In this episode of the Ask Nurse Alice podcast, invites Virginia Lynn Peterson, founder of Swoop, a company that creates underwear and bras for medical care workers, to discuss the importance of comfortable undergarments for healthcare professionals. They discuss how uncomfortable undergarments can affect the quality of care provided and the benefits of wearing undergarments designed for healthcare workers.Listen Ahead to These Key Moments![00:01:11] Why we need comfortable undergarments for nurses.[00:07:19] Growing an Alaskan lingerie business for healthcare workers[00:16:58] The importance of pursuing passions outside nursing.[00:17:43] How to balance being a nurse entrepreneur and have a work-life balance.[00:21:51] How to delegate and ask for help[00:28:28] How to support Swoop bras for nurses

This week, Andrew and Deanna welcomed Audrey & Donovan from RFTB back to the pod to discuss whether or not THIS was The Worst Week Yet. Patreon.com/worstweekyet Send us emails: Worstweekyet@gmail.com Follow the pod across platforms: @WorstWeekYet Follow Andrew: @Andrewhilaryus Follow Deanna: @Ddddeanna Follow Audrey: @RftbAudrey Follow Donovan: @RftbDono Artwork by Alyssa: @ManyMoonsCreative

TAKEAWAYSThe best thing to do if you're going to listen to music is to do so from a device that's not too close to your headThere are links between cell phone usage and cancer along with fertility issuesThe more gigahertz power a device has, the more likely it will damage your brain and body20 years ago, radiation signals were only coming from the actual radio

Alan interviews Duncan Ashworth. Duncan Ashworth had a 41 year career in the semiconductor industry. After retiring, he began developing a Roomba-like robot that destroyed COVID on floors automatically. Today, he is testing his SaniBot robot that kills up to 100 pathogens in various medical facilities - before licensing. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.FloorBotics.com  

Friday with Fibber and friends!

The Durham Report was released and Fox News just invented reality - the Russia investigation caused the Ukraine War, the FBI helped Hillary win even though she lost, Trump was cleared of all wrongdoing. I do a brief Kari Lake impression while being terribly sleep deprived. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit decodingfoxnews.substack.com/subscribe

Photo: No known restrictions on publication. @Batchelorshow #PRC: #Moon: China invents ILRSCO for the Moon Race in the 2030s. Rick Fisher, senior fellow of the International Assessment and Strategy Center, @GordonGChang, Gatestone, Newsweek, The Hill

Alan interviews Dale Miller. Dale Miller grew up on a dairy farm in Wisconsin, then became an attorney. Mr. Miller snored loudly and suffered from sleep apnea. So, he invented a snoring solution: Chin-Up Strips. Today, over 10 million Chin-Up Strips have sold worldwide- helping snorers and their partners finally get relief. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.ChinUpStrip.com  

Holmberg's Morning Sickness - Brady Report - Friday May 12, 2023 Learn more about your ad choices. Visit megaphone.fm/adchoices

Alan interviews Dave Dussault. Dave Dussault grew up loving cold chilled coffee - except the flavor was lacking. So, he invented a way to snap chill hot coffee - for a tastier cold coffee. Today, his Snapchill coffee sells all over the U.S. through 200 roasters - allowing millions to experience full flavored cold coffee. Make sure to subscribe to the podcast at Apple Podcasts, or wherever you get your podcasts, so you won't miss a single episode. Website: www.Snapchill.com  

April 20, 1862. French biologist Louis Pasteur invents a process of heating a liquid to kill potentially harmful bacteria and names it after himself: pasteurization. Go to HistoryDaily.com for more history, daily.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

A treasured part of Jase and Al's childhood is lost on Phil, even though he started it! One of Jase's arguments with Miss Kay leads her to give Phil an ultimatum, and Jase invents a new dance that he thinks will really catch on. Zach poses a question about artificial intelligence – a thing that Phil has never heard of. The guys debate why humans feel the need to create things to worship. In the future, personal connections with Jesus and each other will be more important than ever.  In this episode: John 15, verse 1 https://40daysforlife.com — Get your free magazine, podcasts, and updates from 40 Days for Life today "The Blind" hits theaters this fall. Get updates, trailers, behind-the-scenes moments, and special opportunities here: https://theblindmovie.com — Learn more about your ad choices. Visit megaphone.fm/adchoices

Over the last few years, T.Rex Arms has grown in size, and with that growth has come a need to completely change how we do product development and design. What are some of the lessons that we have learned through this process?Keep in touch with us here: https://trex-arms.com/newsletter/         

Grandpa invents a machine that makes animals talk! Written by Alex BIRTHDAY SHOUT OUTS!

In episode 1432, Jack and guest co-host Jamie Loftus are joined by comedian and host of Lady to Lady, Brandie Posey, to discuss… The 15-Minute City Conspiracy Theory: Explained, The Supreme Court's Student Loan Hearing Is Already a S**tshow, Chris Rock Will Talk About The Slap In His New Special and more! The 15-Minute City Conspiracy Theory: Explained No, 15-Minute Cities Aren't a Threat to Civil Liberties How ‘15-minute cities' turned into an international conspiracy theory Fringe Conspiracy Theories Target 15-Minute City Push in Edmonton, Toronto The Supreme Court's Student Loan Hearing Is Already a S**tshow Supreme Court Skeptical of Biden's Student Loan Cancellation Plan The Supreme Court showdown over Biden's student debt relief program, explained US Supreme Court conservatives question Biden student debt relief Supreme Court considers fate of Biden's student loan relief plan Chris Rock Will Talk About The Slap In His New Special Chris Rock to address Will Smith slap in live Netflix special material Chris Rock's first comedy show since Will Smith slapped him is sending ticket resell prices way up What Did Chris Rock Say? Comedian Responds to Slap During Boston Show PRE-ORDER Jamie Loftus' new book Raw Dog: The Naked Truth about Hot Dogs here! LISTEN: P's & Q's by Mick JenkinsSee omnystudio.com/listener for privacy information.