Podcasts about NFS

Missili e mercati in fibrillazione: l'attacco di Israele all'Iran scatena il panico in Borsa, mentre petrolio e oro corrono. Intanto, Usa e Cina raggiungono un'intesa sui dazi e sui chip, ma resta lo scetticismo in attesa della firma. In Italia, il Tar blocca Banco Bpm e dà ragione a Orcel sulla sospensione dell'OPS di Unicredit. Tutto questo — e cosa significa per gli investitori — nella nuova puntata di NFS: le Notizie Finanziarie della Settimana di Wall Street Italia. Ascolta subito il podcast.

È stata una settimana di fuoco sui mercati globali. Dallo storico tonfo in Borsa di Tesla dopo lo scontro pubblico tra Elon Musk e Donald Trump, al nuovo taglio dei tassi deciso dalla Bce con una pausa estiva sempre più probabile. Intanto, l'Italia fa il pieno di fiducia con richieste record per i nuovi Btp quinquennali e per i titoli di Stato green. Tutto questo — e cosa significa per gli investitori — nella nuova puntata di NFS: le Notizie Finanziarie della Settimana di Wall Street Italia. Ascoltala subito.

In this episode of the No Film School Podcast, GG Hawkins welcomes back filmmaker Janek Ambros to dive deep into the wild origin and evolution of his second feature film, Mondo Hollywoodland. The conversation spans everything from a life-changing phone call with Francis Ford Coppola to the chaotic, experimental production process of an iPhone-shot psychedelic satire. Ambros shares how a rogue spirit, a skeleton crew, and the mantra "just make something" powered his creative journey. He also discusses the challenges of distribution, finding a cult audience, and why the edit room is his happy place. In this episode, No Film School's GG Hawkins and guest Janek Ambros discuss... How Francis Ford Coppola inspired the DIY ethos behind Mondo Hollywoodland Why the film is more of a spiritual successor than a direct sequel to the 1967 cult doc Mondo Hollywood The experimental, no-crew production process using an iPhone and real locations Casting friends and local oddballs to match the film's bizarre, countercultural tone How the film's editing and narrator shape its chaotic narrative Navigating COVID-era distribution and marketing challenges Ambros's dual approach to career-building: make art, but also think commercially Why learning to produce is essential for emerging filmmakers Memorable Quotes: "You should just make a movie with your iPhone with your friends if you don't have money." "We didn't have a cinematographer. We have a camera op. That's really it." "It was just totally the freest form of filmmaking." "Editing is definitely my favorite part of filmmaking. Everything else is a necessary evil just to edit." Guests: Janek Ambros Resources: More from NFS x Janek Screening Tickets – June 8, 6 p.m. at Lumineer Music Hall, Beverly Hills Mondo Hollywoodland on Letterboxd Assembly Line Entertainment on Instagram: @assemblylineent,  Mondo Hollywoodland on Instagram: @mondohollywoodland Janek on Twitter: @janekambros88 Assembly Line Entertainment on Twitter: @assemblylineent Find No Film School everywhere: On the Web: No Film School Facebook: No Film School on Facebook Twitter: No Film School on Twitter YouTube: No Film School on YouTube Instagram: No Film School on Instagram  

In deze aflevering spreken Ronald Kers (CNCF Ambassador) en Jan Stomphorst (Solutions Architect bij ACC ICT) met Alain van Hoof, HPC-specialist bij de TU Eindhoven. Alain in bouwde zijn eigen Kubernetes-cluster letterlijk from scratch, in zijn meterkast. Geen managed cloud, geen helm, geen kubeadm—maar pure nieuwsgierigheid, Marktplaats-hardware en een flinke dosis liefde voor technologie.We duiken diep in de technische keuzes die hij maakte: van het gebruik van Alpine Linux tot het zelf bouwen van zijn service mesh, NFS, monitoring met Prometheus en zelfs zijn eigen Ceph-cluster. Alles met het doel om te snappen hoe Kubernetes écht werkt, inclusief het managen van certificaten, DNS-problemen en custom container runtimes als CRI-O.Een aflevering vol anekdotes, technische diepgang en het bewijs dat je met een beetje doorzettingsvermogen zelfs een enterprise-achtige setup in je meterkast kunt bouwen.

Adam and Oliver were struggling with family finding when they came to the NFS summer camp.  The people they met gave them the strength to continue and their son came home weeks later.  They talk about the highs and lows, including how they've dealt with their son initially bonding more with Oliver than with Adam.  They even tell us all about their "Jar Fairy" who magically sends messages to the people their son misses.

This information and scripts for emails and phone calls are available here: https://plantnebraska.org/how-to-help/advocacy.html The President's proposed Fiscal Year 2026 “Skinny Budget” threatens to eliminate the U.S. Forest Service's State, Private, and Tribal Forestry (SPTF) programs—a move that would have devastating consequences for communities, volunteer fire departments, landowners, and forests across Nebraska. These programs directly support wildfire prevention, volunteer fire departments, reforestation, community forestry, forest health, and rural economic resilience. Their elimination would leave Nebraska communities without the resources, tools, and partnerships needed to protect lives, property, and the environment.  These programs provide funding for various community forestry activities, including: NFS technical assistance to help communities make informed decisions, such as tree inventories, inventory software access, evaluation of at-risk trees, arborist training, municipal staff training, tree board assistance, ordinance drafting, forest management support, and much more.   Support for programs like Tree City USA, Tree Care workshops, and events.  Arborist support includes low-cost or free CEU trainings and arborist prep. Forest health diagnostics and monitoring.  Pass-through funding for initiatives like the Free Tree for Fall Tree Planting program and the IRA.  In addition, federal funding provides: Equipment and training for volunteer fire districts Wildfire mitigation funding Forest management activities.  You can take immediate action to help preserve these essential programs by:  1. Contact Nebraska's Congressional Delegation Reach out to your Representative and U.S. Senators by phone, email, or letter and urge them to protect funding for SPTF programs in the FY 2026 budget. You can find contact information for Nebraska's federal delegation here:  Senator Deb Fischer: https://www.fischer.senate.gov/public/?p=email-deb Washington, D.C. office (202) 224-6551 Senator Pete Ricketts: https://www.ricketts.senate.gov/contact/share-your-opinion/  Washington, D.C. office (202) 224-4224  Find your U.S. House Representative: https://www.house.gov/representatives/find-your-representative  District 1: Congressman Mike Flood: https://flood.house.gov/contact  Washington, D.C. office  (202) 225-4806  District 2: Congressman Don Bacon: https://bacon.house.gov/contact/  Washington, D.C. office (202) 225-4155  District 3:  Congressman Adrian, Smith: https://adriansmith.house.gov/address_authentication?form=/contact  Washington, D.C. office (202) 225-6435  2. Share Your Story When you reach out,  please be specific and personal. Share how these forestry programs have made a difference in your life, community, or work. Whether you are a fire chief, city leader, landowner, or citizen advocate, your voice and your experience are powerful. Please consider including: How your community has benefited from SPTF-supported projects or funding. How these programs have helped prevent wildfire or improve forest health. What the consequences would be if this funding is lost. 

This week Steve builds a backup server, and tells us how and why! -- During The Show -- 01:13 GrapheneOS & Teams - Kevin Needed unsandboxed play services Broke on the next update This problem reported across OSes (https://answers.microsoft.com/en-us/msteams/forum/all/new-ms-teams-version-not-working-getting-error-no/8a4e48a0-e97b-47f6-9ab9-4c82bc8ba768?page=1) People reported needing to install "the framework" Apps stay in their sandbox Use app in a web browser 06:26 VMs - Mike Covered later in the show 07:35 searXNG - Donald More than a proxy Better results than other search engines 10:00 News Wire Curl 8.13 - curl.se (https://curl.se/ch/) GnuCash 5.11 - gnucash.org (https://www.gnucash.org/download.phtml) GNU Nano 8.4 - lists.gnu.org (https://lists.gnu.org/archive/html/info-gnu/2025-04/msg00001.html) Apt 3.0 - debian.org (https://tracker.debian.org/news/1635519/accepted-apt-300-source-into-unstable/) Thunderbird 137 - thunderbird.net (https://www.thunderbird.net/en-US/thunderbird/137.0/releasenotes/) Firefox 137 - mozilla.org (https://www.mozilla.org/en-US/firefox/137.0/releasenotes/) KDE Plasma 6.3.4 - kde.org (https://kde.org/announcements/plasma/6/6.3.4/) Rust 1.86 - releases.rs (https://releases.rs/docs/1.86.0/) Qt 6.9 - wiki.qt.io (https://wiki.qt.io/Qt_6.9_Release) Nvidia PhysX and Flow - wccftech.com (https://wccftech.com/nvidia-physx-and-flow-are-now-fully-open-source/) Outlaw Malware - thehackernews.com (https://thehackernews.com/2025/04/outlaw-group-uses-ssh-brute-force-to.html) Open Source Malware Index - infoworld.com (https://www.infoworld.com/article/3953841/sonatype-warns-of-18000-open-source-malware-packages.html) ProteuX 2.0 - github.com (https://github.com/porteux/porteux/releases/tag/v2.0) New Fedora Project Lead Jef Spaleta - fedoramagazine.org (https://fedoramagazine.org/introducing-fedora-project-leader-jef-spaleta/) 11:30 Interview Jon Segar VP of Engineering at Ubuntu uutils coreutils Licenses Growing the Ubuntu Community Feature parity & rough edges Default in 25.10 build Memory safe languages Moving people's cheese 23:00 Steve's Off Site Backup Backup server in an out building What's the most important thing Swim lanes Breaking things down Nextcloud island Containers vs VMs Nginx vs Apache Managing and backing up data Storage, NFS vs Direct Block access Sanoid (https://github.com/jimsalterjrs/sanoid) Supermicro motherboards iDrac, IPMI, PiKVM SOC vs standard system backup server considerations Moving Home Assistant from dev to prod -- The Extra Credit Section -- For links to the articles and material referenced in this week's episode check out this week's page from our podcast dashboard! This Episode's Podcast Dashboard (http://podcast.asknoahshow.com/436) Phone Systems for Ask Noah provided by Voxtelesys (http://www.voxtelesys.com/asknoah) Join us in our dedicated chatroom #GeekLab:linuxdelta.com on Matrix (https://element.linuxdelta.com/#/room/#geeklab:linuxdelta.com) -- Stay In Touch -- Find all the resources for this show on the Ask Noah Dashboard Ask Noah Dashboard (http://www.asknoahshow.com) Need more help than a radio show can offer? Altispeed provides commercial IT services and they're excited to offer you a great deal for listening to the Ask Noah Show. Call today and ask about the discount for listeners of the Ask Noah Show! Altispeed Technologies (http://www.altispeed.com/) Contact Noah live [at] asknoahshow.com -- Twitter -- Noah - Kernellinux (https://twitter.com/kernellinux) Ask Noah Show (https://twitter.com/asknoahshow) Altispeed Technologies (https://twitter.com/altispeed) Special Guest: Jon Seager.

This week Webby finally completes Yakuza in Hawaii, could it be his GOTY already? Graham and Switch discuss VR games and collectively the crew also discuss Space Marine 2, Arma Reforger, Atomfall, Yasuke Simulator, NFS hot pursuit remastered, Mario Party, Inzoi, and much more. Other topics include Nintendo Direct, questions from the community and the latest news stories from the week. https://www.patreon.com/360gamercast https://discord.gg/CqDMSg9 https://www.facebook.com/groups/360gamercast/ https://twitter.com/Webby360G https://twitter.com/360GamerCast All Access Patrons - John Smith Philip Thompson

Do you have a friend who craves deep, meaningful conversations, champions your dreams, and feels emotions with unmatched intensity? If so, you might have an NF (Intuitive Feeler) friend! Known for their depth, passion, and emotional intelligence, NFs (ENFJ, INFJ, ENFP, INFP) are the visionaries, dreamers, and counselors of the friendship world. But with their high expectations, sensitivity, and desire for novelty, friendships with NFs can be both deeply rewarding and occasionally challenging. In this episode, we break down the NF friend using the TRUE framework (Trust, Respect, Understanding, Encouragement) to explore: ✅ Why NFs form soul-level connections but can struggle with feeling unseen or lonely. ✅ How their idealism and deep emotions impact friendships—for better or worse. ✅ Their love for novelty and growth—and how boredom can create restlessness. ✅ How to be a great friend to an NF—and what they need in return. If you're an NF, this episode will help you understand your friendship patterns and challenges. If you have an NF in your life, you'll gain insight into what makes them such inspiring and devoted friends. Set up a FREE Chat: https://wendygossett.as.me/ChatwithWendy Take my FREE child temperament test:  https://wendygossett.com/child-inner-drive-assessment-product/ Request a FREE Adult Temperament/Enneagram/Instincts Test: https://wendygossett.com/ Website: Wendy Gossett.com Get FREE resources on my website: https://wendygossett.com/ or email me at WendyGossett.com Facebook Podcast Page: https://www.facebook.com/profile.php?id=61565445936367 Book: Your Child's Inner Drive:Parenting by Personality from Toddlers to Teens on Amazon or  https://wendygossett.com/product/your-childs-inner-drive-parenting-by-personality-for-toddlers-to-teens/ YouTube: https://www.youtube.com/channel/UCaaOCjoDyOk4_gS1KCncLvQ Instagram: https://www.instagram.com/wendy.gossett/?next=%2F Linked In: www.linkedin.com/in/wendygossett Wendy Gossett helps parents understand their children by using temperament psychology and neuroscience. She has over 10,000 hours of experience in education, both in the classroom and corporate sector. Even though she holds a Master's degree in education, she struggled to understand her neurodivergent and oppositional kids.  Inspired by her experience using Myers Briggs and the Enneagram with business teams, she spent over a decade researching temperament pattens to help family teams. She is a best-selling author and host of the Not So Normal Parenting podcast.   Her podcast is entitled Not So Normal Parenting because not only are she and her kids neurodivergent but some of her life experiences, such as driving off a cliff her wedding night and going viral for embarrassing her seventeen-year old son by dancing on a snowy and jammed interstate, fall into that category. In addition to being talked about by Hoda Kotb, the BackStreet Boys, and Princess Kate, even U2 singer Bono mentioned the incident in his autobiography.   Because Wendy herself has struggled as a helicopter parent, a cranky parent and an embarrassing parent, she wants to help other parents struggle……..a little bit less!

First drafted in Everglades National Park, after a week of mesmerizing nature experiences.Paddling a designated mangrove trail, I cringe as our inflatable kayak rubs the bottom of the pond. “We're stirring up the mud,” I worry aloud. “How many organisms call this mud home?” Sean shakes his head.We turn around shortly after. By this point we've already seen five alligators (one swimming parallel to us, disquieting agility on full display) and a dozen birds and too many fish to count. I'm in awe that this has been our Monday morning activity.I'm also wondering if it should have been.So often close creature encounters fill us with wonder—they allow us to more fully appreciate our fellow animals. But they are also, so often, one sided. What does the cardinal get from me peering closely except a modicum of discomfort? The Florida tree snails are dormant for the winter so my photography (in theory) doesn't stir their slumber, but still—I am here, in their world, leaning in. And I am clumsy and species-centric and unable to coexist without inadvertent harm.“Oh no, you scared him,” Sean said of the small toad I tried so carefully to step around on yesterday's trail. “Shoot, she ran away,” I echoed about the anole I paused too long to observe.How much of these reactions is normal? Creatures move toward and away from each other all the time. Perhaps I am not adding to their stress (the alligators certainly seem unbothered by my presence in their swamp); perhaps it's self-aggrandizing to think so. But perhaps I am. Perhaps I am layering harm upon small harm, weaving fear deeper into their nervous systems, making their already fraught existence harder, all out of a desire to love them.Love can hurt. Especially when it comes from a person.Little Me developed so much respect for the natural world by engaging with the natural world. That's the justification for practices—some worse than others, certainly—at organizations from SeaWorld to the tiny elephant sanctuary I called home after graduating college. Where do we draw the line? On our guided night hike in the Everglades, I was thrilled to see a nightjar illuminated by the ranger's flashlight—but guilt pinged within me, too, at the creature's small form huddled in the beam. Would we, me and Sean and five middle-aged couples, have felt less inspired if we hadn't gotten to see up close? Would the bird have felt less scared?Whose experience is more important, and do they have to interfere with each other, and how can we ever understand costs and benefits?These questions are top of mind thanks in part to Nerdy About Nature's recent post on whether outdoor recreation is a form of resource extraction. He thinks it is, and I largely agree. I also agree with the article's top comment: “outdoor recreation is a gateway to caring about the planet,” writes Nick Costelloe. “The more people engage with natural spaces, the more they'll care about them—and the more willing they'll be to advocate for climate solutions.”I'm just not sure what, exactly, ethical engagement with nature spaces ought to look like.This past fall we drove up a steep, bumpy road to the most beautiful dispersed campsite we've ever seen overlooking the Great Tetons. We carefully followed every National Forest Service guideline. No campfires. Don't stay more than five nights. Drive on previously used roads. Pack in what you pack out; leave no trace.I grinned almost every minute we were there. I threw wide my arms and teared up at the sunrise and leashed Scout the second we saw another animal or person. But afterward, despite being a perfect stickler for the rules, I still had to ask: Is it truly possible to leave no trace?One morning a fox trotted along the edge of our site. They paused, head raised, before darting away down the mountain. Neither we nor our dog pursued this breathtaking creature—but the canid knew, unmistakably, that we were there. Every living thing nearby knew we were there. How much of my own joy (and make no mistake: I experienced bright, bursting, overwhelming joy) is worth native flora and fauna's discomfort? How much do NFS restrictions, even when meticulously observed, actually mitigate human impact?How much could I love that mountain—that view, those creatures—if I hadn't breathed their same air?I don't know. It's easy to preach platitudes about respecting the environment. (Pick up trash, be bear aware, don't bend the rules, do what the organizations in charge tell you to.) It's harder to trust that these actions are good enough. And everything is exacerbated by the crisis facing American public lands under our current administration, worsening, it seems, by the day: staffing cuts, hiring freezes, harrowing sound bites to “drill, baby, drill”.Never has holding great wonder—the kind that inspires us to care, that doesn't allow us not to give a damn—about natural spaces been more important. Never has asking how we skew the ratio toward much more awe than harm. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.pawsandreflect.blog/subscribe

This week, NetApp FlexCache TME drops in to discuss the latest information around the sparse caching feature for NFS and SMB workloads - FlexCache.

SBS Sinhala discussion with Dr. Jayantha Gamlath - senior food scientist - food safety lead auditor and a certified national food safety auditor for high-risk food business/processes (NFS-4) - Victoria, Australia - ආහාර පාන ඇසුරුම් වල එම ආහාර පාන කල් ඉකුත් වීම සම්බන්ධයෙන් සටහන් වී තිබෙන දින පිලිබදව වඩා හොද අවබෝධයක් මෙම සාකච්චාවට සවන් දීමෙන් ඔබට ලබාගන්න පුළුවන්.

Lois Houston and Nikita Abraham continue their conversation with MySQL expert Perside Foster, with a closer look at MySQL Enterprise Backup. They cover essential features like incremental backups for quick recovery, encryption for data security, and monitoring with MySQL Enterprise Monitor—all to help you manage backups smoothly and securely.   MySQL 8.4 Essentials: https://mylearn.oracle.com/ou/course/mysql-84-essentials/141332/226362 Oracle University Learning Community: https://education.oracle.com/ou-community LinkedIn: https://www.linkedin.com/showcase/oracle-university/ X: https://x.com/Oracle_Edu   Special thanks to Arijit Ghosh, David Wright, Kris-Ann Nansen, Radhika Banka, and the OU Studio Team for helping us create this episode.   --------------------------------------------------------   Episode Transcript:   00:00 Welcome to the Oracle University Podcast, the first stop on your cloud journey. During this series of informative podcasts, we'll bring you foundational training on the most popular Oracle technologies. Let's get started! 00:25 Nikita: Welcome to the Oracle University Podcast! I'm Nikita Abraham, Team Lead: Editorial Services  with Oracle University, and with me is Lois Houston, Director of Innovation Programs.  Lois: Hi there! Last week was the first of a two-part episode covering the different types of backups and why they're important. Today, we'll look at how we can use MySQL Enterprise Backup for efficient and consistent backups. 00:52 Nikita: And of course, we've got Perside Foster with us again to walk us through all the details. Perside, could you give us an overview of MySQL Enterprise Backup?  Perside: MySQL Enterprise Backup is a form of physical backup at its core, so it's much faster for large data sets than logical backups, such as the most commonly used MySQL Dump. Because it backs up the data files, it's non-locking and enables either complete system backup or partial backup, focusing only on specific databases. 01:29 Lois: And what are the benefits of using MySQL Enterprise Backup? Perside: You can back up to local storage or direct-to-common-cloud storage types. You can perform incremental backups, which can speed up your backup process greatly. Incremental backups enable point-in-time recovery. It's useful when you need to restore to a point in time before some application or human error occurred. Backups can be compressed to save archival storage requirements and encrypted for regulatory compliance and offline data security. 02:09 Nikita: So we know MySQL Enterprise Backup is an impressive tool, but could you talk more about some of the main features it supports for creating and managing backups? Specifically, which tools are integrated within MySQL Enterprise to support different backup scenarios? Perside: MySQL Enterprise Backup supports SBT, implemented by many common Tape storage systems. MySQL Enterprise Backup supports optimistic backup. This process deals with busy tables separately from the rest of the database. It can record changes that happen in the database during the backup for consistency. In a large data set, this can make a huge difference in performance. MySQL Enterprise Backup runs on all supported platforms. It's available when you have a MySQL Enterprise Edition license. And it comes with Enterprise Edition, but it also is available as a separate package. You can get the most recent version from eDelivery, where you can also get a trial version. If you need a previous release, you can get that from My Oracle Support. It's also available in all versions of MySQL, whether you run a Long-Term support version or an Innovation Release. For LTS releases, MySQL Enterprise Backup supports MySQL instances of the same LTS release. For Innovation releases, it supports the previous LTS release and any subsequent Innovation version within the same LTS family. 04:03 Nikita: How does MySQL Enterprise Monitor manage and track backup processes? Perside: MySQL Enterprise Monitor has a dashboard for monitoring MySQL Enterprise Backup. The dashboard monitors the health of backup process and usage throughout the entire Enterprise fleet, not just a single server. It supports drilling down into specific sub-operations within a backup job. You can see information about full backups, partial backups, and incremental backups. You can configure alerts that will notify you in the event of delays, failures, or backups that have not been performed in some configuration time period. 04:53 Lois: Ok…let's get into the mechanics. I understand that MySQL Enterprise Backup uses binary logs as part of its backup process. Can you explain how these logs fit into the bigger picture of maintaining database integrity? Perside: MySQL Enterprise Backup is a utility designed specifically for backing up MySQL systems in the most efficient and flexible way. At its simplest, it performs a physical backup of the data files, so it is fast. However, it also records the changes that were made during the time it took to do the backup. So, the result is that you get a consistent backup of the data at the time the backup completed. This backup is not tied to the host system and can be moved to other hosts. It can be used for archiving and is fully supported as part of the MySQL Enterprise Edition. It is, however, tied to the specific version of MySQL from which the backup was taken. So, you cannot use it for upgrades where the destination server is an upgrade from the source. For example, if you take a backup from MySQL 5.7, you can't directly restore it to MySQL 8.0. As a part of MySQL Enterprise Edition, it's not part of the freely available Community Edition. 06:29 Lois: Perside, how do MySQL's binary logs track changes over time? And why is this so critical for backups? Perside: The binary logs record changes to the database. These changes are recorded in a sequential set of files numbered incrementally. MySQL logs changes either in statement-based form, where each log entry records the statement that gives rise to the change, or in row-based form where the actual change row data is recorded. If you select mixed format, then MySQL records statements for most operations and records row for changes where the statement might result in a different row value each time it's run, for example, where there's a generated value like autoincrement. The current log file grows as changes are recorded. When it reaches its maximum configured size, that log file is closed, and the next sequential file is created for new logs. You can make this happen automatically by using the FLUSH BINARY LOGS command. This does not delete any existing log files. 07:59 Nikita: But what happens if you want to delete the log files? Perside: If you want to delete all log files, you can do so manually with the PURGE BINARY LOGS command, either specifying a file or a date time.  08:14 Lois: When it comes to tracking transactions, MySQL provides a couple of methods, right? Can you explain the differences between Global Transaction Identifiers and the traditional log file sequence? Perside: Log files positioning is one of two formats, either legacy, where you specify transactions with a log file in a sequence number, or by using global transaction identifiers, or GTIDs, where each transaction is identified with a universally unique identifier or UUID. When you apply a transaction to the source server, that is when the GTID is attached to the transaction. This makes it particularly useful in replication topologies so that each transaction is uniquely identified by both its server ID and the transaction sequence number. When such a transaction is replicated to other hosts, the transaction retains its original GTID so that you can track when that transaction has propagated to the replicas and has been applied. The global transaction identifier is unique across the entire network. 09:49 Have you mastered the basics of AI? Are you ready to take your skills to the next level? Unlock the potential of advanced AI with our OCI Generative AI Professional course and certification that covers topics like LLMs, the OCI Generative AI Service, and building Q&A chatbots for real-world applications. Head over to mylearn.oracle.comand find out more. 10:19 Nikita: Welcome back! Let's move on to replication. How does MySQL's legacy log format handle transactions, and what does that mean for replication timing across different servers? Perside: Legacy format binary logs are non-transactional. This means that a transaction made up of multiple modifications is logged as a sequence of changes. It's possible that different hosts in a replication network apply those changes at different times. Each server that uses legacy binary logging maintain the current applied log position as coordinates based on a combination of binary log files in the position within that log file. 11:11 Nikita: Troubleshooting with legacy logs can be quite complex, right? So, how does the lack of unique transaction IDs make it more difficult to address replication issues? Perside: Because each server has its own log with its own transactions, these modification could have entirely different coordinates, making it challenging to find the specific modification point if you need to do any deep dive troubleshooting, for example, if one replica fell partway through applying a transaction and you need to partially roll it back manually. On the other hand, when you enable GTIDs, the transaction applied on the source host has that globally unique identifier attached to the whole transaction as a sequence of unique IDs. When the second or subsequent servers apply those transactions, they have exactly the same identifier, making it both transaction-safe for MySQL and also easier to troubleshoot if you need to. 12:26 Lois: How can you use binary logs to perform a point-in-time recovery in MySQL? Perside: First, you restore the last full backup. Once you've restarted the restart server, find the current log position of that backup. Either it's GTID or log sequence number. The SHOW BINARY LOG STATUS command shows this information. Then you can use the MySQL binlog utility to replay events from the binary log files, specifying the start and stop position containing the range of log operations that you wish to apply. You can pipe the output of the MySQL bin log to the MySQL client if you want to execute the changes immediately, or you can redirect the output to a script file if you want to examine and perhaps edit the changes. 13:29 Nikita: And how do you save binary logs? Perside: You can save binary logs to use in disaster recovery, for point-in-time restores, or for incremental backups. One way to do this is to flush the logs so that the log file closes and ready for copying. And then copy it to a different server to protect against hardware media failures. You can also use the MySQL binlog utility to create a copy of a set of binary log files in the same format, but to a different file or set of files. This can be useful if you want to run MySQL binlog continuously, copying from the source server binary log to a new location, perhaps in network storage. If you do this, remember that MySQL binlog does not run as a service or daemon, so you'll need to monitor it to make sure it's running continually.  14:39 Lois: Can you take us through how the MySQL Enterprise Backup process works? What does it do when performing a backup? Perside: First, it performs a physical file copy of necessary data and log files. This can be done while the server is fully operational, and it has minimal impact on performance. Once this initial copy is taken, it applies a low impact backup lock on the instance. If you have any tables that are not using InnoDB, the backup cannot guarantee transaction-safe consistency for those tables. It applies a weed lock to those tables so that it can guarantee consistency. Then it briefly locks all logging activity to take a consistent view of the current coordinates of various logs. It releases the weed lock on non-transactional tables. Using the log coordinates that were taken earlier in the process, it gathers all logs for transactions that have occurred since then. Bear in mind that the backup process takes place while the system is active. So, for a consistent backup, it must record not only the data files, but all changes that occurred during the backup. Then it releases the backup lock. The last piece of information recorded is any metadata for the backup itself, including its timing and contents in the final redo log. That completes the backup operation. 16:30 Nikita: And where are the files stored? Perside: The files contained in the backup are saved to the backup location, which can be on the local system or in network storage. The files contained in the backup location include files from the MySQL data directory. Some raw files include InnoDB tablespace, plus any InnoDB file per table tablespace files, and InnoDB log files. Other files might include data files belonging to other storage engines, perhaps MyISAM files. The various log files in instance configuration files are also retained. 17:20 Lois: What steps do you follow to restore a MySQL Enterprise Backup, and how do you guarantee consistency, especially when dealing with incremental backups? Perside: To restore from a backup using MySQL Enterprise Backup, you must first remove any previous files from the data directory. The restore process will fail if you attempt to restore over an existing system or backup. Then you restore the database with appropriate options. If you only restore a single backup, you can use copy, back, and apply log to ensure that the restored system has a consistency state. If you perform a full backup in subsequent incremental backups, you might need to restore multiple times using copy-back, and then use copy-back-and-apply-log only for the final consistent restore operation. The restart server might be on the same host or might be a different host with different configuration. This means that you might have to change some configuration on the restored server, including the operating system ownership of the restored data directory and various MySQL configuration files. If you want to retain the MySQL configuration files from the source server to reproduce on a new server, you should copy those files separately. MySQL Enterprise Backup focuses on the data rather than the server configuration. It does, however, produce configuration files appropriate for the backup. These are similar to the MySQL configuration files, but only contain options relevant for the backup process itself. There's also variables that have been changed to non-default values and all global variable values. These files must be renamed and possibly edited before they are suitable to become configuration files in the newly restored server. For example, the mysqld-auto.cnf file contains a JSON-formatted set of persisted variables. The backup process stores this as the newly named backup mysqld-auto.cnf. If you want to use it in the restored server, you must rename it and place it in the appropriate location so that the restored server can read it. This also applies in part to the auto.cnf file, which contain identifying information for the server. If you are replacing the original server or restoring on the same host, then you can keep the original values. However, this information must be unique within a network. So, if you are restoring this backup to create a replica in a replication topology, you must not include that file and instead start MySQL without it so that it creates its own unique identifying information. 21:14 Nikita: Let's discuss securing and optimizing backups. How does MySQL Enterprise Backup handle encryption and compression, and what are the critical considerations for each? Perside: You can encrypt backups so that they are secure while moving them around or archiving them. The encrypt option performs the encryption. And you can specify the encryption key either on the command line as a string or a key file that has been generated with some cryptographic algorithm. Encryption only applies to image files, not to backup directories. You can also compress backup with different levels of compression, with higher levels requiring more CPU, but resulting in greater savings in storage. Compression only works with InnoDB data files. If your organization has media management software for performing backups, perhaps to a tape array, then you can use the SBT interface supported in MySQL Enterprise Backup. 22:34 Lois: Before we wrap up, could you share how MySQL Enterprise Backup facilitates the management of backups across a multi-server environment? Perside: As an enterprise solution, it's easy to run MySQL Enterprise Backup in a multi-server environment. We've already mentioned backing up to cloud storage, but you can, of course, back up to a directory or image on network storage that can be mounted locally, perhaps with NFS or some other file system. The "with time" option enables multiple backups within the same backup directory, where each in its own subdirectory named with the timestamp. This is especially useful when you want to run the same backup script repeatedly.  23:32 Lois: Thank you for that detailed overview, Perside. This wraps up our discussion of the various backup types, their pros and cons, and how to select the right option for your needs. In our next session, we'll explore the different MySQL monitoring strategies and look at the features as well as benefits of Heatwave. Nikita: And if you want to learn more about the topics we discussed today, head over to mylearn.oracle.com and take a look at the MySQL 8.4 Essentials course. Until then, this is Nikita Abraham… Lois: And Lois Houston signing off! 24:06 That's all for this episode of the Oracle University Podcast. If you enjoyed listening, please click Subscribe to get all the latest episodes. We'd also love it if you would take a moment to rate and review us on your podcast app. See you again on the next episode of the Oracle University Podcast.

State of Play za nami – co warto zapamiętać? Valve bierze się za reklamy, Steam ostrzega przed early accessami, a eShop tonie w śmieciach. Do tego niespodzianka na Grammy i smutny rok dla fanów Football Managera. „Raport o Grach” czeka!(00:00:00) - START(00:01:24) - Rozgrzewka

Year 7, episode 14. Nfs if you see this creep on Staten Island or outside of it. GET HIM!

Segment 3, January 18th, 2025 One of the most popular places for people to enjoy the outdoors are actually places that were created to conserve, manage, & sustain:  National Forests Segment Highlights: Jen Barnhart is the District Ranger of the Appalachian Ranger District The Appalachian Ranger District is north of Asheville and goes all the way to Tennessee. It's made up of six counties and includes parts of the Blue Ridge Parkway, the Appalachian Trail, and Roan Mountain It was hard hit by Helene.  Trees down, roads washed away, and other damage has kept this district closed Fire prevention is a big concern for North Carolina's National Forests. Prescribed burns help control the tinder and fuels that wildfire's burn The NFS has a successful partnership with volunteers, state, and municipalities in the area Things You'll Learn by Listening: North Carolina follows Texas and California with the highest number of fires.  90% of them are caused by people. The Carolina Outdoors is sponsored by local Charlotte outfitter, Jesse Brown's

This week we dig into your questions, and talk about Nvidia's new AI rig. -- During The Show -- 00:56 George From NYC Used computers for a church Lenovo laptops and Thinkcenters Dell Optiplex Ebay Made in the last 4 years Make sure they have TPM 2.0 04:50 Noah's new toy Flipper Zero (https://flipperzero.one/) Electronic multi-tool Had to legitimately bypass access control Read and emulate RFID and NFC Lots of Apps 08:58 HVAC - Ziggy Zigbee timer system? Wouldn't put the timer on device Steve's solution Why timers? 14:20 Battery Pack - Erik Anderson Power Pole Deep Cycle SLA INIU 100w Type C Dewalt Battery Adapter (https://www.amazon.com/Converter-Battery-Adapter-Regulator-Terminal/dp/B0CQJDGQDB) Offical Dewalt USB C Adapter (https://www.dewalt.com/product/dcb094k/20v-maxflexvolt-5-amp-usb-charging-kit?tid=577811) 83w 12v USB Outlet (https://www.amazon.com/dp/B0B1DHNLDS?ref=fed_asin_title) 21:40 NFS vs S3 for Home Lab - Brendan Recoverability Added complexity Would lean away from S3/Minio Hard to recover broken S3 file system It's ok to play with technology 28:21 Nextcloud Office - IK All-In-One master container Steve's attempt Not all Docker containers are official 33:52 News Wire Dillo 3.2 - github.io (https://dillo-browser.github.io/release/3.2.0/) OpenZFS 2.3 - github.com (https://github.com/openzfs/zfs/releases) Rsync 3.4 - samba.org (https://download.samba.org/pub/rsync/NEWS#3.4.0) Linux Mint 22.1 - linuxmint.com (https://www.linuxmint.com/rel_xia.php) Rhino Linux 2025.1 - rhinolinux.org (https://blog.rhinolinux.org/news-17) TuxCare Now Offering EOL MS Support - fossforce.com (https://fossforce.com/2025/01/tuxcare-stops-microsoft-from-killing-net-6-0/) Merit Systems Trying to Fund Open Source Devs - cnbc.com (https://www.cnbc.com/2025/01/16/merit-systems-raises-10-million-from-a16z-blockchain-capital.html) MiniMax Models - scmp.com (https://www.scmp.com/tech/big-tech/article/3294900/chinese-ai-start-minimax-releases-low-cost-open-source-models-rival-top-chatbots) 35:00 Ebook 2 Audio Book Ebook2Audiobook (https://github.com/DrewThomasson/ebook2audiobook/blob/main/README.md) Uses "local AI" Many types of text input Runs on CPU or GPU Surprised at the quality Steve's kid's apprenticeship Society has developed an aversion to anything "hard" Teaching the value of work and learning 42:00 Getting Started with AI What is AI? Math coprocessors CPUs are "generalist" processors GPUs are "specialized" processors CUDA Cores NVIDIA GB10 Grace Blackwell Superchip (https://www.nvidia.com/en-eu/project-digits/) 3 Classes of GPUs Design software story Project Digits (https://newsroom.arm.com/blog/arm-nvidia-project-digits-high-performance-ai) LMStudio.at (https://lmstudio.ai/) GPT4All (https://docs.gpt4all.io/) TecMint.com (https://www.tecmint.com/ai-for-linux-users/) -- The Extra Credit Section -- For links to the articles and material referenced in this week's episode check out this week's page from our podcast dashboard! This Episode's Podcast Dashboard (http://podcast.asknoahshow.com/424) Phone Systems for Ask Noah provided by Voxtelesys (http://www.voxtelesys.com/asknoah) Join us in our dedicated chatroom #GeekLab:linuxdelta.com on Matrix (https://element.linuxdelta.com/#/room/#geeklab:linuxdelta.com) -- Stay In Touch -- Find all the resources for this show on the Ask Noah Dashboard Ask Noah Dashboard (http://www.asknoahshow.com) Need more help than a radio show can offer? Altispeed provides commercial IT services and they're excited to offer you a great deal for listening to the Ask Noah Show. Call today and ask about the discount for listeners of the Ask Noah Show! Altispeed Technologies (http://www.altispeed.com/) Contact Noah live [at] asknoahshow.com -- Twitter -- Noah - Kernellinux (https://twitter.com/kernellinux) Ask Noah Show (https://twitter.com/asknoahshow) Altispeed Technologies (https://twitter.com/altispeed)

Conducido por Pablo Wasserman y Juan Ruocco.  Círculo Vicioso https://twitter.com/circulovicioso8 Sitio oficial: https://www.circulovicioso.club/ (0:00) INTRO (5:29) Comienzo (7:10) Volatilidad del mercado (11:33) Financers (14:57) $UMAC y tickers (NFA) (21:25) George Matus y Red Cat (25:29) MGMT y Little Dark Age (31:00) La cumbia villera y el metal (41:50) Invasión extraterrestre (43:01) Detalle revelador de Farfán (50:30) Matrix y la simulación (56:41) Blood Incantation y Gorguts (57:40) No guts no glory (59:24) Dust 2 + NFS (1:00:33) Millonarios argentinos (1:05:42) Birra circulera (1:06:46) Macri manguero y Caputo (1:13:24) Pepe, Trump y Bitcoin 100K (1:24:31) Elon Musk compra Magic The Gathering (1:25:39) Capitán del Espacio corto animado (1:28:50) Taringa (1:29:47) Coto en Mar del Plata (1:32:15) 421 (1:38:00) Colombia y su metro (1:41:24) Pablo en la CPAC (1:43:40) Mono (1:46:30) Asado y final

Welcome back to the St. Emlyn's podcast. This episode covers some of the most important developments in emergency medicine and critical care from July 2024. Whether you're practicing on the frontlines or keeping up with the latest research, this episode has something for you. From coronary risk scoring tools to cutting-edge AI in ECG interpretation, and the management of non-fatal strangulation, it's packed with insightful updates. Here's a breakdown of the key topics: The Manchester Acute Coronary Score (MACS Rule) is a valuable tool for risk-stratifying patients presenting with chest pain in the emergency department (ED). MACS uses both clinical characteristics and biomarkers like troponin to assess a patient's likelihood of experiencing an acute coronary event. A recent systematic review found that the T-MACS model (which uses troponin) has a sensitivity of 96%, making it highly effective at ruling out serious coronary events. Though the specificity is lower, MACS's real strength lies in its ability to drive clinical decisions and patient referrals. This tool is already integrated into the Electronic Patient Record (EPR) in Manchester, where it helps streamline the decision-making process for patients with chest pain. If you're looking for a reliable method to quickly and accurately stratify risk, MACS could be the answer. Artificial intelligence (AI) is revolutionizing healthcare, and its application in ECG interpretation is particularly exciting for emergency medicine. In this episode, Steve Smith joins us to talk about how AI can enhance the detection of occlusive myocardial infarction (OMI)—a concept that might one day replace the traditional ST-elevation and non-ST-elevation classifications. By integrating AI into rapid assessment areas (like pit-stop zones in the ED), clinicians can benefit from real-time ECG analysis. This reduces the burden of interruptions and helps detect subtle abnormalities that might be missed in high-pressure environments. AI-driven ECG tools could dramatically improve patient outcomes, particularly in cases of high-risk cardiac events. Non-fatal strangulation (NFS) is an often underdiagnosed condition in emergency medicine, but it carries significant risks, including carotid artery dissection. A new guideline from the Faculty of Forensic and Legal Medicine emphasizes the importance of detecting these cases and suggests that clinicians use contrast angiography to rule out vascular injuries. Beyond the medical consequences, non-fatal strangulation is also a major indicator of future violence, including homicide. The guideline highlights the ethical challenges clinicians face when deciding whether to involve law enforcement, especially when patient consent is lacking. Safeguarding and appropriate referrals are essential for these high-risk patients. REBOA has been evolving in recent years, and now it's moving from the emergency department into the pre-hospital setting. In the latest advancements, partial REBOA—which allows for some blood flow below the balloon—is being used to resuscitate patients in traumatic cardiac arrest. This partial occlusion technique may be more effective in maintaining coronary perfusion, essentially resuscitating the heart in cases of extreme hemorrhage. Early data from a feasibility study shows promise, with an 18% survival rate in patients who otherwise would have had little chance of survival. REBOA could become a life-saving pre-hospital intervention for trauma patients in the near future. Paediatric eating disorders, particularly anorexia and diabulimia, remain under-recognized in emergency medicine. In this episode, we explore some of the red flags—such as rapid weight loss, bradycardia, and postural hypotension—and why emergency clinicians need to be more attuned to the signs of eating disorders. Of all mental health disorders, anorexia has the highest mortality rate, and in cases of diabulimia, patients intentionally stop taking insulin to induce ketosis and lose weight. Given the severity of these conditions, it's crucial that we recognize them early and respond appropriately, especially when young diabetic patients present with unusual symptoms. The advent of hybrid closed-loop insulin pumps is transforming the care of type 1 diabetes. These pumps act as an artificial pancreas, continuously monitoring blood glucose levels and adjusting insulin delivery automatically. The latest guidelines from NICE recommend these devices for all patients with type 1 diabetes in the UK. However, these pumps come with their own set of challenges, especially in the emergency department, where clinicians need to know how to troubleshoot common problems, such as cannula blockages or starvation ketosis. In this episode, Nicola Trevelyan walks us through the essential steps for managing patients who use these devices. Lidocaine patches have long been used as a low-risk intervention for managing pain in elderly patients with rib fractures, particularly when nerve blocks or NSAIDs aren't viable options. But how effective are they? A recent feasibility study compared lidocaine patches with standard care and found that while the pulmonary complication rate remains high, the patches may offer some benefit for pain relief. While more research is needed, lidocaine patches continue to be a low-harm option that might provide relief in certain patient populations, particularly where other pain management strategies are contraindicated. Button battery ingestion remains one of the most dangerous emergencies in pediatric medicine. Francesca Stedman, a pediatric surgeon, explains the dangers of battery-induced burns, which can occur within hours of ingestion. Time is of the essence in these cases, and quick identification through radiographic imaging followed by rapid removal is critical to prevent long-term damage. Even when batteries are lodged in places like the nose, they can cause significant tissue damage in a short time, making early intervention absolutely vital. That's a wrap for our July 2024 podcast update! From life-saving interventions like REBOA and AI in ECG analysis to the everyday challenges of managing pediatric emergencies and coronary risk, this month's highlights offer a wealth of knowledge for clinicians. Be sure to check out the full blog posts and podcasts for more in-depth discussions on each of these topics. Thanks for listening and stay tuned for more cutting-edge insights from St. Emlyn's!

Ditching Google Search for an entire month! We reveal the tool that's helping us break free. Plus, a special guest shares his home lab to data center journey. And, Chris raves about the ultimate Jellyfin client (and confesses to an accidental network camera purchase).

In this heartfelt discussion, Dr. Joshua, an industrial-organizational psychologist and performance artist, shares his journey from surviving Hodgkin's lymphoma to embracing his true self as a gay man raised in a Jehovah's Witness household. He discusses his memoir 'I'm Not Dead Yet,' his love for the art scene in Denver, and how performance art and positive psychology play a significant role in his life. Dr. Joshua also delves into the importance of community, resilience, and the interconnectedness of his artistic and professional pursuits.BioJoshua is an Industrial-Organizational Psychologist currently residing in Denver, Colorado. His career trajectory has centered on the themes of inspirational storytelling and applied science for the sake of human betterment, especially for those who have been historically marginalized and oppressed. Joshua has a deep passion for human flourishing, awe-inspiring experiences in nature, and anything involving cats.Links For Dr. Joshua CaraballoWebsite https://www.drjosh.solutions/ Instagram https://www.instagram.com/dr_josh_solutions/ LinkedIn https://www.linkedin.com/in/dr-josh/Book "I Am Not Dead Yet" Boulder Bookstore Maggers & Quinn Booksellers Little Gay BookstorePodmatchPodmatch Affiliate LinkHow do I get such great guests?PodMatch I use Podmatch to get the best guests on the show. Check out PodMatch if you want to guest on other podcasts or if you have a podcast and need guests for your show. Guests from PodmatchMake Sharing your podcast easierUse Podcast Beacon for the best NFS products to share your podcast while out and about or at conferences. Why does my website look so goodI use Podpage to make this website look so good. No I don't know how to code website, and I don't need to. If you have a podcast use my affiliate link and get your website to look as awesome as mine. https://www.createartpodcast.com/podpageReach Out To The PodcastTo reach out to me, email timothy@createartpodcast.com I would love to hear about your journey and what you are working on. If you would like to be on the show or have me discuss a topic that is giving you trouble write in and let's start that conversation.Email: timothy@createartpodcast.com YouTube Channel: Create Art Podcast YT ChannelIG:

Welcome back to Tinfoil Tales! On this episode I am joined by guest Sunny from NFS podcast about his bouts of sleep paralysis and some strange encounters he has had that may be paranormal.Make sure to check out Sunny's show wherever you listen to Tinfoil Tales at or find it at the link belowhttps://podcasts.apple.com/us/podcast/nfs-podcast/id1677835042Tinfoil Tales Podcast - Show NotesShare Your Story!Got a paranormal encounter, conspiracy theory, or unexplained story? We want to hear it! Reach out at tinfoiltalespodcast@gmail.com or our website.Connect with UsFollow us on Facebook, and Instagram!Subscribe to our YouTube or Rumble channels to watch the monthly livestream Tinfoil Tales: After Dark on the last Thursday of every monthSupport the Show!Join our Patreon community for exclusive benefits like early access and ad-free episodes. Join now for free or for only $1.99 a month for unlimited access.Merch StoreVisit the merch store for Tinfoil Tales stickers, shirts, hats, etc.Upcoming EventsIndiana Bigfoot Conference (Sept 27-28, 2024): Hear from experts and network at Seasons Lodge in Nashville, IN.ParaUnity 6 (Oct 19, 2024): Explore all things paranormal at Miami County 4H Fairgrounds in Peru, IN.Crawfordsville Paranormal Convention (Oct 26, 2024): Meet investigators and explore vendors in Crawfordsville, IN.Music CreditsAll music for the podcast was written and performed by Devin Gowin.For those interested in hiring Devin, you can reach him at harmonicgray@gmail.com.DisclaimerThe views expressed are those of the guests and do not reflect the podcast or host. We encourage you to think critically and form your own opinions.Thank you for listening!Become a supporter of this podcast: https://www.spreaker.com/podcast/tinfoil-tales--6147818/support.

Something STRANGE is going on in Olympic National Park!Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

Today on the Tech Bytes podcast we talk cloud storage. More specifically, we dive into why it's time for NFS to sail off into the sunset, particularly for cloud datasets. Our guest is Tom Lyon, an industry legend who has delivered a talk entitled “NFS Must Die.” We talk with Tom about the strengths and weaknesses of NFS, the... Read more »

Today on the Tech Bytes podcast we talk cloud storage. More specifically, we dive into why it's time for NFS to sail off into the sunset, particularly for cloud datasets. Our guest is Tom Lyon, an industry legend who has delivered a talk entitled “NFS Must Die.” We talk with Tom about the strengths and weaknesses of NFS, the... Read more »

Today on the Tech Bytes podcast we talk cloud storage. More specifically, we dive into why it's time for NFS to sail off into the sunset, particularly for cloud datasets. Our guest is Tom Lyon, an industry legend who has delivered a talk entitled “NFS Must Die.” We talk with Tom about the strengths and weaknesses of NFS, the... Read more »

In this episode of Linux Out Loud, the hosts dive into the often contentious topic of how people react to corporate contributions to Linux. Despite the significant support corporations provide to the Linux ecosystem, many users still harbor frustration and anger towards them. The hosts discuss the reasons behind this paradox, share their own perspectives, and explore how these contributions shape the future of Linux. Tune in for an engaging conversation that sheds light on the complex relationship between the open-source community and corporate entities. Find the rest of the show notes at https://tuxdigital.com/podcasts/linux-out-loud/lol-94/ Contact info Matt (Twitter @MattTDN (https://twitter.com/MattTDN)) Wendy (Mastodon @WendyDLN (https://mastodon.online/@WendyDLN)) Nate (Website CubicleNate.com (https://cubiclenate.com/))

VMware recently released vSphere and vSAN 8.0 Update 3, and of course, we had to invite Feidhlim, Jason, and Pete back on the show to discuss what's new in these releases. There's awesome new functionality released and some great enhancements, so make sure to listen to the full episode. Key Takeaways:vSphere 8.0 update 3 introduces the vSphere Live Patch Update Path, which allows for patching ESXi hosts without evacuating VMs or entering full maintenance mode.Improvements in GPU functionality include the ability to use two DPUs in an ESXi host for availability, better support for VGPUs with different profiles and memory sizes, and simplified activation of GPU mobility with DRS.The vSphere cluster service (VCLS) has been re-architected to reduce resource consumption and improve rollback mechanisms.The 8.0 update 3 introduces stretched VVols, which customers have been asking for, and support for stretched fault tolerance.There are enhancements in VVols, including unmapped support for NVMe over fabrics.The updates in NVMe over Fabrics provide faster data migration and cloning.NFS enhancements include VMK port binding and support for NFS version 4.1.vSAN 8.0 U3 introduces new features and enhancements in flexible topologies, agile data protection, and enhanced management.The support for stretch cluster arrangement in VCF allows customers to take full advantage of ESA and improve performance, storage efficiency, and resilience.The full support of vSAN Max as principal storage within a workload domain enables customers to maintain a centralized shared storage model while leveraging the capabilities of vSAN.vSAN data protection allows users to create snapshots based on groups of VMs, set snapshotting schedules, and easily recover VMs without them being part of the inventory.Enhancements in alerting capabilities for NVMe storage devices and proactive hardware management provide better visibility and intelligence about the health and wellbeing of storage devices.Follow us on Twitter for updates and news about upcoming episodes: https://twitter.com/UnexploredPod.Last but not least, make sure to hit that subscribe button, rate wherever possible, and share the episode with your friends and colleagues!Disclaimer: The thoughts and opinions shared in this podcast are our own/guest(s), and not necessarily those of Broadcom or VMware by Broadcom.

**netpipes** , **nettle** , **netwatch,network-scripts,netwrite** , **newspost** , **nfacct** , **nfs-utils** , **nftables** from the **n** software set of Slackware. # /etc/exports for NFS configuration /home/bogus -sync,no_subtree_check,all_squash,rw 192.168.122.1(rw, anonuid=1000, anongid=100) shasum -a256=405aa683036cb7479f1154051ee910bc400c7d75e0e6f285310d6b3f68a4b966

Cutting-edge AI infrastructure needs all the performance it can get, but these environments must also be efficient and reliable. This episode of Utilizing Tech, brought to you by Solidigm, features Davide Villa of Xinnor discussing the value of modern software RAID and NVMe SSDs with Ace Stryker and Stephen Foskett. Xinnor xiRAID leverages the resources of the server, including the AVX instruction set found on modern CPUs, to combine NVMe SSDs, providing high performance and reliability inside the box. Modern servers have multiple internal drive slots, and all of these drives must be managed and protected in the event of failure. This is especially important in AI servers, since an ML training run can take weeks, amplifying the risk of failure. Software RAID can be used in many different implementations, with various file systems, including NFS and high-performance networks like InfiniBand. And it can be tuned to maximize performance for each workload. Xinnor can help customers to tune the software to maximize reliability of SSDs, especially with QLC flash, by adapting the chunk size and minimizing write amplification. Xinnor also produces a storage platform solution called xiSTORE that combines xiRAID with the Lustre FS clustered file system, which is already popular in HPC environments. Although many environments can benefit from a full-featured storage platform, others need a software RAID solution to combine NVMe SSDs for performance and reliability. Hosts: Stephen Foskett, Organizer of Tech Field Day: ⁠https://www.linkedin.com/in/sfoskett/⁠ Ace Stryker, Director of Product Marketing, AI Product Marketing at Solidigm: ⁠https://www.linkedin.com/in/acestryker/ Davide Villa, Chief Revenue Officer at Xinnor: https://www.linkedin.com/in/davide-villa-b1256a2/ Follow Utilizing Tech Website: ⁠⁠https://www.UtilizingTech.com/⁠⁠ X/Twitter: ⁠⁠https://www.twitter.com/UtilizingTech ⁠⁠ Tech Field Day Website: ⁠⁠https://www.TechFieldDay.com⁠⁠ LinkedIn: ⁠⁠https://www.LinkedIn.com/company/Tech-Field-Day ⁠⁠ X/Twitter: ⁠⁠https://www.Twitter.com/TechFieldDay ⁠⁠ Tags: #UtilizingTech, #Sponsored, #AIDataInfrastructure, #AI, @SFoskett, @TechFieldDay, @UtilizingTech, @Solidigm,

Nálgast má þáttinn í heild sinni inn á; https://solvitryggva.is/ Róbert Marshall hefur víða komið við á löngum og mögnuðum ferli. Hann vann um árabil sem fréttamaður og þáttastjórnandi, stofnaði svo Fréttastöðina NFS ásamt fleirum, áður en hann fór síðar í stjórnmál, þar sem hann sat á þingi. Brotið er í boði; Ozon - https://www.ozonehf.is/ Narfeyrarstofa - https://narfeyrarstofa.is/ Nýja vínbúðin - https://nyjavinbudin.is/ Outdoor Tactical Sport - https://www.otsport.is/ Gullfoss - https://gullfoss.is/        

Erwin TN Nuclear Fuel Nightmare – People's Hearing for Nuclear Awareness features Lodge, Ketterer, Olson, McNeill, Inoue This Week's Featured Interviews: Erwin, Tennessee is a small town with a big problem: Nuclear Fuel Services, Inc., known as NFS, a company that since the 1960's has been a major supplier of fuel for the United States...

Jesse Montano is joined in-studio by a Denver sports-broadcasting legend as Darren "DMac" McKee stops by to tell stories from his career, how he has survived as long as he has, what he's doing to adjust to an ever-changing digital media landscape. Plus, you can't talk to DMac without getting his take on who the Broncos' QB should be. And to add to all of that, Jesse's wife joins the show this week as his producer.

The NFS is delighted to welcome back the legend that is Jules Hughes, after too long an absence.

JJ Jerez is joined in-studio by Jesse Montano, who came straight from Detroit to breakdown the latest Avs' loss away from Ball Arena, and the boys get into what a potential remedy could be.

In the inaugural episode, Host Jesse Montano talks through the recent six-city NHL roadtrip that he just returned from, and what he saw while in Toronto for the NHL All Star Game. Plus the show's first guest, Blake Rubenstein, helps set the stage for how the Guerilla brand got to where it is today.

In the last 25years, Luis De Souza has seen the company he founded, NFS Technology, rise to become a leading international software and services business with offices in the UK, USA, India, Australia and South Africa. NFS has 100+ staff internationally and serves over 1800 clients. Luis' career combines wide business experience with extensive management […] The post Ep.87 – Luis DeSouza appeared first on Mark Matteson.

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.

In Episode 367, Ben and Scott kick off 2024 with a discussion of Azure Files. They start out reviewing a customer scenario Ben encountered and how they would approach it, breaking down the options available with Azure Files, hosting traditional SMB shares in Azure, and how a hybrid deployment can be the best of both worlds. Like what you hear and want to support the show? Check out our membership options. Show Notes Planning for an Azure Files deployment Replace or extend Windows file servers with Azure Files and Azure File Sync Authentication & Identity Overview of Azure Files identity-based authentication options for SMB access Data protection What are the benefits of Microsoft Defender for Storage? Prevent accidental deletion of Azure file shares Accidental delete protection for Azure file shares using Azure Backup Azure Files data redundancy Costing Optimize costs for Azure Files with Reservations Understand Azure Files billing Performance and scale Azure Files scalability and performance targets Azure Files networking considerations NFS file shares in Azure Files Robocopy sees Cloud Tiered files in Azure File Sync as "modified" even though they are not, how to fix? About the sponsors Intelligink utilizes their skill and passion for the Microsoft cloud to empower their customers with the freedom to focus on their core business. They partner with them to implement and administer their cloud technology deployments and solutions. Visit Intelligink.com for more info.

Welcome back to the Magician On Duty Journey Series! On this edition we welcome Stefan Baghiu (@tefan-baghiu) Prepare to immerse yourself in the enchanting world of Ştefan Baghiu, a poetic virtuoso and musical maestro hailing from the picturesque landscapes of Romania. Juggling the realms of academia and artistry, Baghiu, a professor of Literary Theory at Lucian Blaga University in Sibiu, takes us on an extraordinary journey that transcends the boundaries of conventional expression. As a poet, Baghiu penned his debut collection in 2013, weaving words into tapestries that echo the spirit of his homeland. But it's in the realm of music that his creativity truly takes flight. Enveloped in a myriad of projects, Baghiu's sonic explorations revolve around the fusion of minimal and electronic melodies with the evocative verses of both Romanian and foreign contemporary poets. The anticipation builds as Baghiu unveils a magnum opus—an almost 4-hour vinyl-only recording session that promises to be an immersive experience like no other. This session is a testament to his commitment to pushing artistic boundaries and challenging the status quo. The echoes of Baghiu's musical journey reverberate through time, starting with the release of his debut EP under the wings of Ponza Records in 2019, an Italian label curated by Hostox. In 2020, "Maine," released under groove.ro (Abel Soleil's label), showcased his collaborative genius with Marcu Rares, leaving an indelible mark on the musical landscape. Inunct Music, Verzila's brainchild founded in 2020, has been the fertile ground for Baghiu's sonic experiments. Three EPs— "Cerulean," "Palimpsests vol. I," and "Palimpsests vol. II"—serve as glimpses into his diverse musical palette. Collaborating with luminaries like Lucide, Octave, Vlad Bretan, MTPS, Jemmi, and Papilla, Baghiu has woven a musical tapestry that spans labels such as NFS, Unknown Series, and Podvodo Records. As Ştefan Baghiu prepares to unleash his 4-hour vinyl-only session, listeners are invited to join him on this kaleidoscopic journey where poetry and music dance together, creating an experience that transcends time and space. This isn't just a recording; it's a sonic odyssey—a testament to Baghiu's unbridled passion for the arts. I hope you enjoy this episode as much as I did! Follow Stefan Baghiu here: https://soundcloud.com/tefan-baghiu https://www.instagram.com/stefanbaghiu https://www.facebook.com/stefanbaghiu2 https://www.youtube.com/hashtag/stefanbaghiu

Need for Speed Underground está fazendo 20 anos e por conta disso fizemos uma retrospectiva mais que especial (incluindo o segundo jogo da série). Também falamos sobre sua influencia cultural e como ele mudou não só NFS para sempre como toda a indústria de jogos de corrida. Confira!

Robert Ross, CEO and Co-Founder at FireHydrant, joins Corey on Screaming in the Cloud to discuss how being an on-call engineer fighting incidents inspired him to start his own company. Robert explains how FireHydrant does more than just notify engineers of an incident, but also helps them to be able to effectively put out the fire. Robert tells the story of how he “accidentally” started a company as a result of a particularly critical late-night incident, and why his end goal at FireHydrant has been and will continue to be solving the problem, not simply choosing an exit strategy. Corey and Robert also discuss the value and pricing models of other incident-reporting solutions and Robert shares why he feels surprised that nobody else has taken the same approach FireHydrant has. About RobertRobert Ross is a recovering on-call engineer, and the CEO and co-founder at FireHydrant. As the co-founder of FireHydrant, Robert plays a central role in optimizing incident response and ensuring software system reliability for customers. Prior to founding FireHydrant, Robert previously contributed his expertise to renowned companies like Namely and Digital Ocean. Links Referenced: FireHydrant: https://firehydrant.com/ Twitter: https://twitter.com/bobbytables 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: Developers are responsible for more than ever these days. Not just the code they write, but also the containers and cloud infrastructure their apps run on. And a big part of that responsibility is app security — from code to cloud. That's where Snyk comes in. Snyk is a frictionless security platform that meets teams where they are, automating application security controls across their existing tools, workflows, and the AWS application stack — including seamless integrations with AWS CodePipeline, Amazon EKS, Amazon Inspector and several others. I'm a customer myself. Deploy on AWS. Secure with Snyk. Learn more at snyk.co/scream. That's S-N-Y-K-dot-C-O/scream.Corey: Welcome to Screaming in the Cloud, I'm Corey Quinn. And this featured guest episode is brought to us by our friends at FireHydrant and for better or worse, they've also brought us their CEO and co-founder, Robert Ross, better known online as Bobby Tables. Robert, thank you for joining us.Robert: Super happy to be here. Thanks for having me.Corey: Now, this is the problem that I tend to have when I've been tracking companies for a while, where you were one of the only people that I knew of at FireHydrant. And you kind of still are, so it's easy for me to imagine that, oh, it's basically your own side project that turned into a real job, sort of, side hustle that's basically you and maybe a virtual assistant or someone. I have it on good authority—and it was also signaled by your Series B—that there might be more than just you over there now.Robert: Yes, that's true. There's a little over 60 people now at the company, which is a little mind-boggling for me, starting from side projects, building this in Starbucks to actually having people using the thing and being on payroll. So, a little bit of a crazy thing for me. But yes, over 60.Corey: So, I have to ask, what is it you folks do? When you say ‘fire hydrant,' the first thing that I think I was when I was a kid getting yelled at by the firefighter for messing around with something I probably shouldn't have been messing around with.Robert: So, it's actually very similar where I started it because I was messing around with software in ways I probably shouldn't have and needed a fire hydrant to help put out all the fires that I was fighting as an on-call engineer. So, the name kind of comes from what do you need when you're putting out a fire? A fire hydrant. So, what we do is we help people respond to incidents really quickly, manage them from ring to retro. So, the moment you declare an incident, we'll do all the timeline tracking and eventually help you create a retrospective at the very end. And it's been a labor of love because all of that was really painful for me as an engineer.Corey: One of the things that I used to believe was that every company did something like this—and maybe they do, maybe they don't—I'm noticing these days an increasing number of public companies will never admit to an incident that very clearly ruined things for their customers. I'm not sure if they're going to talk privately to customers under NDAs and whatnot, but it feels like we're leaving an era where it was an expectation that when you had a big issue, you would do an entire public postmortem explaining what had happened. Is that just because I'm not paying attention to the right folks anymore, or are you seeing a downturn in that?Robert: I think that people are skittish of talking about how much reliability they—or issues they may have because we're having this weird moment where people want to open more incidents like the engineers actually want to say we have more incidents and officially declare those, and in the past, we had these, like, shadow incidents that we weren't officially going to say it was an incident, but was a pretty big deal, but we're not going to have a retro on it so it's like it didn't happen. And kind of splitting the line between what's a SEV1, when should we actually talk about this publicly, I think companies are still trying to figure that out. And then I think there's also opposing forces. We talk to folks and it's, you know, public relations will sometimes get involved. My general advice is, like, you should be probably talking about it no matter what. That's how you build trust.It's trust, with incidences, lost in buckets and gained back in drops, so you should be more public about it. And I think my favorite example is a major CDN had a major incident and it took down, like, the UK government website. And folks can probably figure out who I'm talking about, but their stock went up the next day. You would think that a major incident taking down a large portion of the internet would cause your stock to go down. Not the case. They were on it like crazy, they communicated about it like crazy, and lo and behold, you know, people were actually pretty okay with it as far as they could be at the end of the day.Corey: The honest thing that really struck me about that was I didn't realize that CDN that you're referencing was as broadly deployed as it was. Amazon.com took some downtime as a result of this.Robert: Yeah.Corey: It's, “Oh, wow. If they're in that many places, I should be taking them more seriously,” was my takeaway. And again, I don't tend to shame folks for incidents because as soon as you do that, they stopped talking about them. They still have them, but then we all lose the ability to learn from them. I couldn't help but notice that the week that we're recording this, so there was an incident report put out by AWS for a Lambda service event in Northern Virginia.It happened back in June, we're recording this late in October. So, it took them a little bit of time to wind up getting it out the door, but it's very thorough, very interesting as far as what it talks about as far as their own approach to things. Because otherwise, I have to say, it is easy as a spectator slash frustrated customer to assume the absolute worst. Like, you're sitting around there and like, “Well, we have a 15-minute SLA on this, so I'm going to sit around for 12 minutes and finish my game of solitaire before I answer the phone.” No, it does not work that way. People are scrambling behind the scenes because as systems get more complicated, understanding the interdependencies of your own system becomes monstrous.I still remember some of the very early production engineering jobs that I had where—to what you said a few minutes ago—oh, yeah, we'll just open an incident for every alert that goes off. Then we dropped a [core switch 00:05:47] and Nagio sent something like 8000 messages inside of two minutes. And we would still, 15 years later, not be done working through that incident backlog had we done such a thing. All of this stuff gets way harder than you would expect as soon as your application or environment becomes somewhat complicated. And that happens before you realize it.Robert: Yeah, much faster. I think that, in my experience, there's a moment that happens for companies where maybe it's the number of customers you have, number of servers you're running in production, that you have this, like, “Oh, we're running a big workload right now in a very complex system that impacts people's lives, frankly.” And the moment that companies realize that is when you start to see, like, oh, process change, you build it, you own it, now we have an SRE team. Like, there's this catalyst that happens in all of these companies that triggers this. And it's—I don't know, from my perspective, it's coming at a faster rate than people probably realize.Corey: From my perspective, I have to ask you this question, and my apologies in advance if it's one of those irreverent ones, but do you consider yourself to be an observability company?Robert: Oh, great question. No. No, actually. We think that we are the baton handoff between an observability tool and our platform. So, for example, we think that that's a good way to kind of, you know, as they say, monitor the system, give reports on that system, and we are the tool that based on that monitor may be going off, you need to do something about it.So, for example, I think of it as like a smoke detector in some cases. Like, in our world, like that's—the smoke detector is the thing that's kind of watching the system and if something's wrong, it's going to tell you. But at that point, it doesn't really do anything that's going to help you in the next phase, which is managing the incident, calling 911, driving to the scene of the fire, whatever analogies you want to use. But I think the value-add for the observability tools and what they're delivering for businesses is different than ours, but we touch each other, like, very much so.Corey: Managing an incident when something happens and diagnosing what is the actual root cause of it, so to speak—quote-unquote, “Root cause.” I know people have very strong opinions on—Robert: Yeah, say the word [laugh].Corey: —that phrase—exactly—it just doesn't sound that hard. It is not that complicated. It's, more or less, a bunch of engineers who don't know what they're actually doing, and why are they running around chasing this stuff down is often the philosophy of a lot of folks who have never been in the trenches dealing with these incidents themselves. I know this because before I was exposed to scale, that's what I thought and then, oh, this is way harder than you would believe. Now, for better or worse, an awful lot of your customers and the executives at those customers did, for some strange reason, not come up through production engineering as the thing that they've done. They are executives, so it feels like it would be a challenging conversation to have with them, but one thing that you've got in your back pocket, which I always love talking to folks about, is before this, you were an engineer and then you became a CEO of a reasonably-sized company. That is a very difficult transition. Tell me about it.Robert: Yeah. Yeah, so a little of that background. I mean, I started writing code—I've been writing code for two-thirds of my life. So, I'm 32 now; I'm relatively young. And my first job out of high school—skipping college entirely—was writing code. I was 18, I was working in a web dev shop, I was making good enough money and I said, you know what? I don't want to go to college. That sounds—I'm making money. Why would I go to college?And I think it was a good decision because I got to be able—I was right kind of in the centerpiece of when a lot of really cool software things were happening. Like, DevOps was becoming a really cool term and we were seeing the cloud kind of emerge at this time and become much more popular. And it was a good opportunity to see all this confluence of technology and people and processes emerge into what is, kind of like, the base plate for a lot of how we build software today, starting in 2008 and 2009. And because I was an on-call engineer during a lot of that, and building the systems as well, that I was on call for, it meant that I had a front-row seat to being an engineer that was building things that was then breaking, and then literally merging on GitHub and then five minutes later [laugh], seeing my phone light up with an alert from our alerting tool. Like, I got to feel the entire process.And I think that that was nice because eventually one day, I snapped. And it was after a major incident, I snapped and I said, “There's no tool that helps me during this incident. There's no tool that kind of helps me run a process for me.” Because the only thing I care about in the middle of the night is going back to bed. I don't have any other priority [laugh] at 2 a.m.So, I wanted to solve the problem of getting to the fire faster and extinguishing it by automating as much as I possibly could. The process that was given to me in an outdated Confluence page or Google Doc, whatever it was, I wanted to automate that part so I could do the thing that I was good at as an engineer: put out the fire, take some notes, and then go back to bed, and then do a retrospective sometime next day or in that week. And it was a good way to kind of feel the problem, try to build a solution for it, tweak a little bit, and then it kind of became a company. I joke and I say on accident, actually.Corey: I'll never forget one of the first big, hairy incidents that I had to deal with in 2009, where my coworker had just finished migrating the production environment over to LDAP on a Thursday afternoon and then stepped out for a three-day weekend, and half an hour later, everything started exploding because LDAP will do that. And I only had the vaguest idea of how LDAP worked at all. This was a year into my first Linux admin job; I'd been a Unix admin before that. And I suddenly have the literal CEO of the company breathing down my neck behind me trying to figure out what's going on and I have no freaking idea of myself. And it was… feels like there's got to be a better way to handle these things.We got through. We wound up getting it back online, no one lost their job over it, but it was definitely a touch-and-go series of hours there. And that was a painful thing. And you and I went in very different directions based upon experiences like that. I took a few more jobs where I had even worse on-call schedules than I would have believed possible until I started this place, which very intentionally is centered around a business problem that only exists during business hours. There is no 2 a.m. AWS billing emergency.There might be a security issue masquerading as one of those, but you don't need to reach me out of business hours because anything that is a billing problem will be solved in Seattle's timeline over a period of weeks. You leaned into it and decided, oh, I'm going to start a company to fix all of this. And okay, on some level, some wit that used to work here, wound up once remarking that when an SRE doesn't have a better idea, they start a monitoring company.Robert: [laugh].Corey: And, on some level, there's some validity to it because this is the problem that I know, and I want to fix it. But you've differentiated yourself in a few key ways. As you said earlier, you're not an observability company. Good for you.Robert: Yeah. That's a funny quote.Corey: Pete Cheslock. He has a certain way with words.Robert: Yeah [laugh]. I think that when we started the company, it was—we kind of accidentally secured funding five years ago. And it was because this genuinely was something I just, I bought a laptop for because I wanted to own the IP. I always made sure I was on a different network, if I was going to work on the company and the tool. And I was just writing code because I just wanted to solve the problem.And then some crazy situation happened where, like, an investor somehow found FireHydrant because they were like, “Oh, this SRE thing is a big space and incidents is a big part of it.” And we got to talking and they were like, “Hey, we think what you're building is valuable and we think you should build a company here.” And I was—like, you know, the Jim Carrey movie, Yes Man? Like, that was kind of me in that moment. I was like, “Sure.” And here we are five years later. But I think the way that we approached the problem was let's just solve our own problem and let's just build a company that we want to work at.And you know, I had two co-founders join me in late 2018 and that's what we told ourselves. We said, like, “Let's build a company that we want to work for, that solves problems that we have had, that we care about solving.” And I think it's worked out, you know? We work with amazing companies that use our tool—much to their chagrin [laugh]—multiple times a day. It's kind of a problem when you build an incident response tool is that it's a good thing when people are using it, but a bad thing for them.Corey: I have to ask of all of the different angles to approach this from, you went with incident management as opposed to focusing on something that is more purely technical. And I don't say that in any way that is intended to be sounding insulting, but it's easier from an engineering mind to—having been one myself—to come up with, “Here's how I make one computer talk to his other computer when the following event happens.” That's a much easier problem by orders of magnitude than here's how I corral the humans interacting with that computer's failure to talk to another computer in just the right way. How did you get onto this path?Robert: Yeah. The problem that we were trying to solve for it was the getting the right people in the room problem. We think that building services that people own is the right way to build applications that are reliable and stable and easier to iterate on. Put the right people that build that software, give them, like, the skin in the game of also being on call. And what that meant for us is that we could build a tool that allowed people to do that a lot easier where allowing people to corral the right people by saying, “This service is broken, which powers this functionality, which means that these are the people that should get involved in this incident as fast as possible.”And the way we approached that is we just built up part of our functionality called Runbooks, where you can say, “When this happens, do this.” And it's catered for incidents. So, there's other tools out there, you can kind of think of as, like, we're a workflow tool, like Zapier, or just things that, like, fire webhooks at services you build and that ends up being your incident process. But for us, we wanted to make it, like, a really easy way that a project manager could help define the process in our tool. And when you click the button and say, “Declare Incident: LDAP is Broken,” and I have a CEO standing behind me, our tool just would corral the people for you.It was kind of like a bat signal in the air, where it was like, “Hey, there's this issue. I've run all the other process. I just need you to arrive at and help solve this problem.” And we think of it as, like, how can FireHydrant be a mech suit for the team that owns incidents and is responsible for resolving them?Corey: There are a few easier ways to make a product sound absolutely ridiculous than to try and pitch it to a problem that it is not designed to scale to. What is the ‘you must be at least this tall to ride' envisioning for FireHydrant? How large slash complex of an organization do you need to be before this starts to make sense? Because I promise, as one person with a single website that gets no hits, that is probably not the best place for—Robert: Probably not.Corey: To imagine your ideal user persona.Robert: Well, I'm sure you get way more hits than that. Come on [laugh].Corey: It depends on how controversial I'm being in a given week.Robert: Yeah [laugh].Corey: Also, I have several ridiculous, nonsense apps out there, but honestly, those are for fun. I don't charge people for them, so they can deal with my downtime till I get around to it. That's the way it works.Robert: Or, like, spite-visiting your website. No it's—for us, we think that the ‘must be this tall' is when do you have, like, sufficiently complicated incidents? We tell folks, like, if you're a ten-person shop and you have incidents, you know, just use our free tier. Like, you need something that opens a Slack channel? Fine. Use our free tier or build something that hits the Slack API [unintelligible 00:18:18] channel. That's fine.But when you start to have a lot of people in the room and multiple pieces of functionality that can break and multiple people on call, that's when you probably need to start to invest in incident management. Because it is a return on investment, but there is, like, a minimum amount of incidents and process challenges that you need to have before that return on investment actually, I would say, comes to fruition. Because if you do think of, like, an incident that takes downtime, or you know, you're a retail company and you go down for, let's say, ten minutes, and your number of sales per hour is X, it's actually relatively simple for that type of company to understand, okay, this is how much impact we would need to have from an incident management tool for it to be valuable. And that waterline is actually way—it's way lower than I think a lot of people realize, but like you said, you know, if you have a few 100 visitors a day, it's probably not worth it. And I'll be honest there, you can use our free tier. That's fine.Corey: Which makes sense. It's challenging to wind up-sizing things appropriately. Whenever I look at a pricing page, there are two things that I look for. And incidentally, when I pull up someone's website, I first make a beeline for pricing because that is the best way I found for a lot of the marketing nonsense words to drop away and it get down to brass tacks. And the two things I want are free tier or zero-dollar trial that I can get started with right now because often it's two in the morning and I'm trying to see if this might solve a problem that I'm having.And I also look for the enterprise tier ‘contact us' because there are big companies that do not do anything that is not custom nor do they know how to sign a check that doesn't have two commas in it. And whatever is between those two, okay, that's good to look at to figure out what dimensions I'm expected to grow on and how to think about it, but those are the two tent poles. And you've got that, but pricing is always going to be a dark art. What I've been seeing across the industry. And if we put it under the broad realm of things that watch your site and alert you and help manage those things, there are an increasing number of, I guess what I want to call component vendors, where you'll wind up bolting together a couple dozen of these things together into an observability pipeline-style thing, and each component seems to be getting extortionately expensive.Most of the wake-up-in-the-middle-of-the-night services that will page you—and there are a number of them out there—at a spot check of these, they all cost more per month per user than Slack, the thing that most of us to end up living within. This stuff gets fiendishly expensive, fiendishly quickly, and at some point, you're looking at this going, “The outage is cheaper than avoiding the outage through all of these things. What are we doing here?” What's going on in the industry, other than ‘money printing machine stopped going brrr' in quite the same way?Robert: Yeah, I think that for alerting specifically, this is a big part of, like, the journey that we wanted to have in FireHydrant was like, we also want to help folks with the alerting piece. So, I'll focus on that, which is, I think that the industry around notifying people for incidents—texts, call, push notifications, emails, there's a bunch of different ways to do it—I think where it gets really crazy expensive as in this per-seat model that most of them seem to have landed on. And we're per-seat for, like, the core platform of FireHydrant—so you know, before people spite-visit FireHydrant, look at our pricing pitch—but we're per-seat there because the value there is, like, we're the full platform for the service catalog retrospectives, Runbooks, like, there's a whole other component of FireHydrant—status pages—but when it comes to alerting, like, in my opinion, that should be active user for a few reasons. I think that if you're going to have people responding to incidents and the value from us is making sure they get to that incident very quickly because we wake them up in the middle of the night, we text them, we call them we make their Hue lights turn red, whatever it is, then that's, like, the value that we're delivering at that moment in time, so that's how we should probably invoice you.And I think that what's happened is that the pricing for these companies, they haven't innovated on the product in a way that allows them to package that any differently. So, what's happened, I think, is that the packaging of these products has been almost restrictive in the way that they could change their pricing models because there's nothing much more to package on. It's like, cool there's an alerting aspect to this, but that's what people want to buy those tools for. They want to buy the tool so it wakes them up. But that tool is getting more expensive.There was even a price increase announced today for a big one [laugh] that I've been publicly critical of. That is crazy expensive for a tool that texts you and call you. And what peo—what's going on now are people are looking, they're looking at the pricing sheet for Twilio and going, “What the heck is going on?” Like, I—to send a text on Twilio in the United States is fractions of a penny and here we are paying $40 a user for that person to receive six texts that month because of a webhook that hit an HCP server and, like, it's supposed to call that person? That's kind of a crazy model if you think about it. Like, engineers are kind of going, “Wait a minute. What's up here?” Like, and when engineers start thinking, “I could build this on a weekend,” like, something's wrong, like, with that model. And I think that people are starting to think that way.Corey: Well engineers, to be fair, will think that about an awful lot of stuff.Robert: Anything. Yeah, they [laugh]—Corey: I've heard it said about Dropbox, Facebook, the internet—Robert: Oh, Dropbox is such a good one.Corey: BGP. Yeah okay, great. Let me know how that works out for you.Robert: What was that Dropbox comment on Hacker News years ago? Like, “Just set up NFS and host it that way and it's easy.” Right?Corey: Or rsync. Yeah—Robert: Yeah, it was rsync.Corey: What are you going to make with that? Like, who's going to buy that? Like, basically everyone for at least a time.Robert: And whether or not the engineers are right, I think is a different point.Corey: It's the condescension dismissal of everything that isn't writing the code that really galls, on some level.Robert: But I think when engineers are thinking about, like, “I could build this on a weekend,” like, that's a moment that you have an opportunity to provide the value in an innovative, maybe consolidated way. We want to be a tool that's your incident management ring to retro, right? You get paged in the middle of the night, we're going to wake you up, and when you open up your laptop, groggy-eyed, and like, you're about to start fighting this fire, FireHydrant's already done a lot of work. That's what we think is, like, the right model do this. And candidly, I have no idea why the other alerting tools in this space haven't done this. I've said that and people tend to nod in agreement and say like, “Yeah, it's been—it's kind of crazy how they haven't approached this problem yet.” And… I don't know, I want to solve that problem for folks.Corey: So, one thing that I have to ask, you've been teasing on the internet for a little bit now is something called Signals where you are expanding your product into the component that wakes people up in the middle of the night, which in isolation, fine, great, awesome. But there was a company whose sole stated purpose was to wake people up in the middle of the night, and then once they started doing some business things such as, oh I don't know, going public, they needed to expand beyond that to do a whole bunch of other things. But as a customer, no, no, no, you are the thing that wakes me up in the middle of the night. I don't want you to sprawl and grow into everything else because if you're going to have to pick a vendor that claims to do everything, well, I'll just stay with AWS because they already do that and it's one less throat to choke. What is that pressure that is driving companies that are spectacular at the one thing to expand into things that frankly, they don't have the chops to pull off? And why is this not you doing the same thing?Robert: Oh, man. The end of that question is such a good one and I like that. I'm not an economist. I'm not—like, that's… I don't know if I have a great comment on, like, why are people expanding into things that they don't know how to do. It seems to be, like, a common thing across the industry at a certain point—Corey: Especially particularly generative AI. “Oh, we've been experts in this for a long time.” “Yeah, I'm not that great at dodgeball, but you also don't see me mouthing off about how I've been great at it and doing it for 30 years, either.”Robert: Yeah. I mean, there was a couple ads during football games I watched. I'm like, “What is this AI thing that you just, like, tacked on the letter X to the end of your product line and now all of a sudden, it's AI?” I have plenty of rants that are good for a cocktail at some point, but as for us, I mean, we knew that we wanted to do alerting a long time ago, but it does have complications. Like, the problem with alerting is that it does have to be able to take a brutal punch to the face the moment that AWS us-east-2 goes down.Because at that moment in time, a lot of webhooks are coming your way to wake somebody up, right, for thousands of different companies. So, you do have to be able to take a very, very sufficient amount of volume instantaneously. So, that was one thing that kind of stopped us. In 2019 even, we wrote a product document about building an alerting tool and we kind of paused. And then we got really deep into incident management, and the thing that makes us feel very qualified now is that people are actually already integrating their alerting tools into FireHydrant today. This is a very common thing.In fact, most people are paying for a FireHydrant and an alerting tool. So, you can imagine that gets a little expensive when you have both. So, we said, well, let's help folks consolidate, let's help folks have a modern version of alerting, and let's build on top of something we've been doing very well already, which is incident management. And we ended up calling it Signals because we think that we should be able to receive a lot of signals in, do something correct with them, and then put a signal out and then transfer you into incident management. And yeah, we're are excited for it actually. It's been really cool to see it come together.Corey: There's something to be said for keeping it in a certain area of expertise. And people find it very strange when they reach out to my business partner and me asking, okay, so are you going to expand into Google Cloud or Azure or—increasingly, lately—Datadog—which has become a Fortune 500 board-level expense concern, which is kind of wild to me, but here we are—and asking if we're going to focus on that, and our answer is no because it's very… well, not very, but it is relatively easy to be the subject matter expert in a very specific, expensive, painful problem, but as soon as you start expanding that your messaging loses focus and it doesn't take long—since we do you view this as an inherent architectural problem—where we're saying, “We're the best cloud engineers and cloud architects in the world,” and then we're competing against basically everyone out there. And it costs more money a year for Accenture or Deloitte's marketing budget than we'll ever earn as a company in our entire lifetime, just because we are not externally boosted, we're not putting hundreds of people into the field. It's a lifestyle business that solves an expensive, painful problem for our customers. And that focus lends clarity. I don't like the current market pressure toward expansion and consolidation at the cost of everything, including it seems, customer trust.Robert: Yeah. That's a good point. I mean, I agree. I mean, when you see a company—and it's almost getting hard to think about what a company does based on their name as well. Like, names don't even mean anything for companies anymore. Like Datadog has expanded into a whole lot of things beyond data and if you think about some of the alerting tools out there that have names of, like, old devices that used to attach to our hips, that's just a different company name than what represents what they do.And I think for us, like, incidents, that's what we care about. That's what I know. I know how to help people manage incidents. I built software that broke—sometimes I was an arsonist—sometimes I was a firefighter, it really depends, but that's the thing that we're going to be good at and we're just going to keep building in that sphere.Corey: I think that there's a tipping point that starts to become pretty clear when companies focus away from innovating and growing and serving customers into revenue protection mode. And I think this is a cyclical force that is very hard to resist. But I can tell even having conversations like this with folks, when the way that a company goes about setting up one of these conversations with me, you came by yourself, not with a squadron of PR people, not with a whole giant list of talking points you wanted to go to, just, “Let's talk about this stuff. I'm interested in it.”As a company grows, that becomes more and more uncommon. Often, I'll see it at companies a third the size of yours, just because there's so much fear around everything we say must be spoken in such a way that it could never be taken in a negative way against us. That's not the failure mode. The failure mode is that no one listens to you or cares what you have to say. At some point, yeah, I get the shift, but damned if it doesn't always feel like it's depressing.Robert: Yeah. This is such great questions because I think that the way I think about it is, I care about the problem and if we solve the problem and we solve it well and people agree with us on our solution being a good way to solve that problem, then the revenue, like, happens because of that. I've gotten asked from, like, from VCs and customers, like, “What's your end goal with FireHydrant as the CEO of the company?” And what they're really asking is, like, “Do you want to IPO or be acquired?” That's always a question every single time.And my answer is, maybe, I don't know, philosophical, but it's, I think if we solve the problem, like, one of those will happen, but that's not the end goal. Because if I aim at that, we're going to come up short. It's like how they tell you to throw a ball, right? Like they don't say, aim at the glove. They say, like, aim behind the person.And that's what we want to do. We just want to aim at solving a problem and then the revenue will come. You have to be smart about it, right? It's not a field of dreams, like, if you build it, like, revenue arrives, but—so you do have to be conscious of the business and the operations and the model that you work within, but it should all be in service of building something that's valuable.Corey: I really want to thank you for taking the time to speak with me. If people want to learn more, where should they go to find you, other than, you know, to their most recent incident page?Robert: [laugh]. No, thanks for having me. So, to learn more about me, I mean, you can find me on Twitter on—or X. What do we call it now?Corey: I call it Twitter because I don't believe in deadnaming except when it's companies.Robert: Yeah [laugh]. twitter.com/bobbytables if you want to find me there. If you want to learn more about FireHydrant and what we're doing to help folks with incidents and incident response and all the fun things in there, it's firehydrant.com or firehydrant.io, but we'll redirect you to dot com.Corey: And we will, of course, put a link to all of that in the [show notes 00:33:10]. Thank you so much for taking the time to speak with me. It's deeply appreciated.Robert: Thank you for having me.Corey: Robert Ross, CEO and co-founder of FireHydrant. This featured guest episode has been brought to us by our friends at FireHydrant, and I'm Corey Quinn. 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 insulting comment that will never see the light of day because that crappy platform you're using is having an incident that they absolutely do not know how to manage effectively.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's an introverted extrovert, and vice versa? Why do NFs attract each other? How do P and J balance each other out? What about romantic compatibility? What da HECK is the Myers-Briggs Personality Type Indicator, and why is it SO FUN to analyze?! I, ENFP, am joined by my friend Joseph, INFJ, to geek out on ALL things MBTI... while exposing ourselves in the process. Tune in for a fun, candid, and VERY much feel-y and intuitive chat! --- ⊹ LINKS ⊹ ❤ Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠megkuang.com⁠⁠⁠⁠⁠⁠⁠⁠⁠

Dawn Mitchell, Minnesota Aurora founder Andrea Yoch and Jim Souhan on a sad and wild week for the Vikings, hockey news, Wolves woes and women in sports.Thanks to Rudy Luther Toyota (https://www.rudyluthertoyota.com/) & All Energy Solar (https://www.allenergysolar.com/coach)

Dawn Mitchell and Jim Souhan talk about trade rumors, Vikings' struggles, Twins' upside before welcoming Jack Jablonski.Thanks to Rudy Luther Toyota (https://www.rudyluthertoyota.com/) & All Energy Solar (https://www.allenergysolar.com/coach)

Dawn Mitchell and Jim Souhan talk Vikings, Twins, Gophers & Swifties before chatting with one of our favorites, Twins great Jim Kaat Thanks to Rudy Luther Toyota (https://www.rudyluthertoyota.com/) & All Energy Solar (https://www.allenergysolar.com/coach)

Ricardo Gonzalez, Senior Principal Product Manager at Oracle, joins Corey on Screaming in the Cloud to discuss his approach to Product Management and cloud migration. Ricardo explains how a chance conversation landed him a role at Oracle, and why he feels it's so important to always bring your A-game in any conversation. Corey and Ricardo discuss why being a good Product Manager involves empathy for your customers and being able to speak their language as well as the language of your product and development team. Ricardo also explains how he's seen the Oracle product suite grow, and why he feels more and more companies are seeing the value of migrating their data to the cloud. About RicardoRicardo is a Product Manager at Oracle, in charge of Database Migration to the Cloud, and the ZDM and ACFS products.Ricardo is a native Costa Rican and has lived in Mexico, Italy and currently resides in the United States.He is passionate about technology, education, photography, music and cooking. He loves languages and connecting with people from all over the world. In a future life, Ricardo wants to own a taco truck, and share taco happiness with everybody.Links Referenced: Oracle: https://www.oracle.com/ LinkedIn: https://www.linkedin.com/in/ricardogonzaleza/ Twitter: https://twitter.com/productmanaged 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: Human-scale teams use Tailscale to build trusted networks. Tailscale Funnel is a great way to share a local service with your team for collaboration, testing, and experimentation.  Funnel securely exposes your dev environment at a stable URL, complete with auto-provisioned TLS certificates. Use it from the command line or the new VS Code extensions. In a few keystrokes, you can securely expose a local port to the internet, right from the IDE.I did this in a talk I gave at Tailscale Up, their first inaugural developer conference. I used it to present my slides and only revealed that that's what I was doing at the end of it. It's awesome, it works! Check it out!Their free plan now includes 3 users & 100 devices. Try it at snark.cloud/tailscalescream Corey: Welcome to Screaming in the Cloud, I'm Corey Quinn. Some wit once said that 90% of life was just showing up. And I'm not going to suggest that today's guest has only the fact that he shows up going for him, but I do want to say that when I first met him, it was at a drink-up that I threw here in San Francisco. And he kept turning up to a variety of community events, not just ones that I wound up hosting, but other people, too. By day, Ricardo Gonzalez is a Senior Principal Product Manager at Oracle. But in the community, he is also much more. Ricardo, thank you for joining me today.Ricardo: Thank you so much for having me, Corey. It's a great pleasure to be here with you today.Corey: So, it is interesting watching you come to what I can only describe as the other side of the tracks. Because you work at Oracle. I make fun of AWS all the time, so yes, I suppose our companies do have that in common, but I digress. You also work in the database world, which is, I guess you could say I do and that I misuse things as databases, mostly for laughs and occasionally for production. And you're over in the product manager side of the world, which for me, has always—may as well be a language that I do not understand, let alone speak. Yet you have consistently shown up and made great contributions to every conversation you've ever been a part in. Where did you come from? How did you start doing this?Ricardo: Well, I'm originally from Costa Rica, right, which is I wouldn't say uncommon, but then again, there's just a few of us. And I was doing my master's degree in Mexico when I showed up to a recruitment event dressed up like a business student and realize all of my peers were actually developers—although I'm a computer scientist by trade—looking for a job at Oracle's Development Center in Mexico, right? And by showing up, something magical happened. I stayed at the session, they made a raffle with numbers. I didn't win, but they asked us questions nobody answered, and as you can see, I talk a lot.I raised my hand, and they said, “Okay, answer these questions.” And then it became, like, a competition, and I won. And back then I got, like, a tablet. I think it was an iPad; it was great. I thought, okay, no job for me because I wasn't working—looking for a job in development.And then this person, which is now an SVP in my company, which has been my mentor in many ways, approached me, and he said, “I really liked what you did. It seemed you do have some technical background. We need somebody that can talk like that with customers, but at the same time, understand the requirements for a technical product and work with engineers. Do you want to come to the office tomorrow?” And a week later, I got an offer my life change in ways, like, we've never foreseen.Corey: This is a hard thing to talk about because it's the way the world works, but when you say it, people love to come back and tear you down, like, “You just got lucky.” Or it—“Well, yeah, that works for you, but it doesn't work for other people.” But I've found invariably that the seminal moments that happened in the course of my career have all come from conversations I had with people I didn't need to be talking to at events I didn't need to be attending, but one thing leads to another. Instead of sitting at home and brooding, I put myself in situations where I could, for lack of a better term, make my own luck. Sure, if only one conversation in a thousand winds up turning into a career opportunity, okay, but that means you need to have a thousand conversations to get there, so time to get started. And you are probably one of the best living embodiments of this that I've ever met.Ricardo: Well, it's interesting. You're right. I mean, the luck part plays a factor, I guess, but you have to change your own luck. And it's complicated to talk about that because there's also privilege in both, and being part of—like, I was in college. I had the privilege to go to college, although, I mean, there's a whole, like, list of things that made me get there and the sacrifices from family, et cetera.And not everybody has the same level of field, right? But what I can say though, is that I heard somebody said something that really resonated with me, which is, “For some of us, right, we won't be the main player in the game.” [reading 00:04:25], like, so imagine you have, like, a sports event where—whatever sport you want—and there's a game of playing, right? The coach will not call you. But they might call you over the last five minutes, but when they do, you have to be there and score a goal, touchdown, whatever you want to call it, be the best player because that's the opportunity you have and you have to make the most out of it. Some people were born and they have the opportunity to be in the starting lineup. Some of us will be just called at the last minute. But when you do, your A-Game has to be there on top and you have to be the best you can because that's the only way you have to shine.Corey: I think that you're right. There's a tremendous amount of privilege baked into all of this. And privilege is one of those things you can't just set aside. It's something that we wind up all manifesting in different ways to different degrees. But it's a, “Oh, just be like me,” is fundamentally what a lot of advice comes down to, regardless of whoever it is the me in question that's talking about it.But there seems to be just certain things that lend themselves to better possibilities of success. One of the things that has always impressed me is that you just show up and start great conversations with people, left and right. That's a skill that I honestly wish I had. I have to be noisy and public to get people to approach me, whereas you, ah, you don't have the time for that. You just walk up and start talking to them. I've never been good at that.Ricardo: I guess part of my upbringing—also, you know, my home country has a whole history of [horizontalness 00:05:47], but that's a different discussion. And we are, I guess, not shy to just talk to people, right, which sometimes can bring into interesting conversations with management and, like—because if I disagree, I will let you know, right? I will be completely candid about things. But I think it's important, right? Because like, we're all human beings trying to do the same thing, right?We all wake up in the morning with the same set of problems and then get to share moments in between each other. Why don't make them as pleasant as possible and try to see how can we actually grow together? It's important that you're not only getting things and growing yourself but also see how can with that help others grow as well, right? So that's, I think, part of what conversations can be—I mean, starting conversation with anybody just it's really important to say, “Okay, nice to meet you. How can we, you know, make the most out of it for both of us?” And, you know, either even if it's just, like, you'd have a great conversation or, you know, help each other or just me help you, et cetera.Corey: So, I want to talk a little bit about your day job. Given that you work in product management, I have to assume that having people skills is kind of a prerequisite for the role. At least you would think. I've worked in places where that was apparently not the case, and not for nothing, it kind of showed.Ricardo: Yeah, I mean, it's really important. I think product management is one of these positions in which you are in the middle of things. When people ask me—and these are people that don't work in technology—“What do you do?” I tell them, “I'm a translator,” right? And when they ask me, like, “Oh, so you do it between languages?” I said, “Well, yeah, I speak different languages with us.”So, the point is, I am able to talk with people that have a less technical acumen or are actually just users of our product, right, and [unintelligible 00:07:17] highly skilled, and then go back to the engineers, which have a different point of view, right? So, I'm always back and forth. But that people skills, as you mentioned, is really important because otherwise you cannot do your job. The thing that is interesting for me is that product management itself is not really a thing that can be defined. I mean, yes, of course, there's, like, books on it and people that have done their careers and, like, saying how it works, but it changes from company to company.And even within the same company, there are different product managers doing different things. What I do—and I've been really fortunate to have really good managers that I've worked for the last seven years, I think—has a lot to do with the people skills that you mentioned, right? And it allows me to be as good as I can with my job and try to do me just, you know, grow every day.Corey: It's easier to sit here and reason about these things in the context of specifics, on some level. And it's also easy for me at least to look at a company and think, “Oh, they do one thing,” but I have it on good authority that Oracle is a large-ish company that might have more than one product at any given point in time. What product do you work with? Where do you start and where do you stop?Ricardo: Okay, well, I've been part of three different teams, if you could call it that way. Although, like, over the last seven years, I've been focusing mostly for—I mean, always within the database organization, so like database development. And then over the last, like, six, seven years, I've been on the high-availability team, which focus on a thing called maximum availability architecture, right, which is basically helping customers to achieve all their requirements. And we're talking about, like, heavy usage of, you know, regular Oracle database with high availability, scalability, I mean, requirements for, like, 24/7, like, great uptime.And I started working with them with the cluster file system, which I still do, but my main job over the last, like, let's say, four, almost five years, have been working towards helping customers come to the cloud, right, to Oracle Cloud. And my product, I'm the product manager for protocols ZDM, Zero Downtime Migration, and it's been in the market for the last three-and-a-half years, right? So, I was there since it's all started as a whole interesting story about cross-work with different teams in Oracle getting together to get this product out. So, that's my day-to-day job, just enabling customers on maximize the usage of the Oracle database in the high-availability realm, and also helping them move to the cloud, the Oracle Cloud, if that's what they want and the mission they have right now in their organizations.Corey: I know that people are going to have opinions about Oracle Cloud, and I'm just going to say something that I think is relatively uncontroversial, in that the technology is freaking solid. I have used it in a bunch of different ways, I've talked to folks who have, and there is remarkably little argument that when you use it as directed, that stuff works. And there's a lot to be said for that. So, you focus a lot on the migration story, specifically, to my understanding, databases inward from a variety of other places. Do they tend to find themselves living in on-prem environments? Are they in other cloud providers? Are they, God forbid, well, we have this filing cabinet full of paperwork and we're hoping you can help us digitize it all, which, yes, those projects exist. And no, I don't want to be within 6000 miles of them.Ricardo: Well, mostly, we're talking about on-premises customers, right, that have large fleets of Oracle databases and we're trying to help these customers, either as small businesses, it could be public or enterprises move to the Oracle Cloud when they deem that the strategy they're doing, right? So, my product, what it does is it actually orchestrates, it automates that process for them so that when they're actually doing the migration, it's as seamless as possible for them. Because there's a lot of, like, caveats and a lot of things to consider when we're talking about database migration into the cloud.Corey: When you take a look at what is going on in the larger ecosystem, it's easy for me to sit here and say, “Well, I don't see Oracle databases very often.” And yeah, in the context of companies that I work with, that are very often founded in the last few years and are born in a particular cloud provider—in my case, AWS—yeah, there doesn't seem to be a lot of those things. But at the same time, Oracle rose to its current position by having database technology that was second to none. There's a reason that all of these quote-unquote, “Legacy companies,” by which of course, we mean, companies that made money and had the temerity to be founded more than three years ago, have wound up standardizing across Oracle to a large extent. As a result then, we're seeing a stupendous amount of those companies now looking and weighing, what does moving into the cloud actually look like because we have an increasingly dire raccoon problem in our data center?Ricardo: Yeah, I mean, we have all the latest technology over the last 40 years. Like, Oracle, as you mentioned, right? It has impressive technology and it's quite solid. Now, you're asking me about companies that, you know, that might not be using Oracle or that you're not aware of they're using Oracle. The interesting thing, and when people asked me about this, right, is that it's really easy, both me and you without knowing, use Oracle products today, right?Because you check your bank account, you use certain financial services, you made phone calls, et cetera, right? And a lot of the underlying technology and infrastructure that runs the world today—either you took a plane, et cetera—is running on Oracle, right? There's a lot of deployments there, right? It's just that is not that maybe we're not doing—you know, again, we're talking about the whole ecosystem that runs a lot of infrastructure that normal people would do on a daily basis, but it's right on the back end, so you might not hear about it, or it's not as known, but it is there in the top companies all over the world. So, what we're doing now is helping these companies, right, migrate to the cloud when their needs really adapt to exactly that goal.And sometimes it's actually more, “Okay, how can we actually modernize your data center, right?” So, Oracle actually has Cloud@Customer, and we also help them with that migration as well. So, we have a whole set of products and deployments that would work within the customer data center, but within a cloud managed by Oracle.Corey: I think that that's an interesting question in its own right, which is you have these companies that are doing incredibly important things. Like this, like Oracle databases, run hospitals, they run DMVs—Ricardo: Yep.Corey: At various states. They run basically everything big infrastructure that you can imagine a lot of places. They run banks, for example. And now these companies are looking at transforming into a cloud approach, on some level. How on earth you convince them to move something as critical as a workload on Oracle database, which in many cases, is a bedrock layer upon which aspects of society depend, to, “Oh, yeah, just go ahead and move it to this cloud thing. That'll be fine.” It feels like an almost impossible goal, but it's clearly not. What drives it.Ricardo: Well, it's happening all over the industry, right? People are realizing that cloud, it's—I wouldn't dare to say the future because it's been happening for, you know, over the last years, but clearly for cost management, security, administration, resource scaling, you name it, it's the way to go, right? So, it takes time, and depending on who you're working with the projects could, you know, span, three years, et cetera. But people, that's the way you like, you know, the whole ecosystem is going, right? So, what we're doing is, and we didn't reinvent the wheel here, at least with my product, right, was to take technology has been used for over 40 years as a standard for, you know, backup, export, data transfer, synchronization, security, database management, and integrate it into a single product that would be, like, automated and helping the customers.And what we wanted to do, and it was really important for me is, like, we want you to be in our cloud, we want to help you, so let's make this free. Even if we're using other products that Oracle already has that have a cost, if you're using the migration suite that we offer, it will not cost you money.Corey: There's a lot of value to being able to make assurances like that but, on some level, that feels like whatever someone migrates anything anywhere, but a few things are certain. One is that there's going to be technical challenges with it. There always are. That is the nature of large systems, particularly systems built upon systems built upon systems. And too, as humans, as much as we love talking about the idea of blamelessness, everyone's going to be looking for a scapegoat when something inherently goes wrong.The database is always an easy thing to blame, and the cloud, aha, that's stuff where it's non-deterministic and we can't go and put our meaty hands on it in the data center the way we used to when things start breaking. How do you avoid becoming the blame center in a scenario like that?Ricardo: That's a great question and it's interesting because it could happen, right, that somebody says, “Well, because of the migration, things are not working as expected,” et cetera. So, we do help customer—there is a lot of implications when you're talking about migration, right—to the proper planning, sizing, are there any architecture implications? Are you doing any cross-endianness? Then, you know, database-wise, Oracle has different architectures, so we have the previous model of non-containerized or no-container databases. Now, we're going to tenant-based.We're working—are you doing an upgrade as well? Are you doing, you know, you're coming from an older version to a newer version? Are there security implications? Because a lot of the database is on-premises might not have encryption, and we by default encrypt at the target level because it's a requirement in the cloud, right?So, what we work with the customers is two things. First of all, do all the planning and testing as possible before the migration so that you know what you're doing is correct. Is the app certified with newer version and the environment you're going into, right? And we can work with you to do all these tests. And then one thing that we realized was really important in the product is to have a way to have, like, knobs or control of what you're doing, and you could actually do testing before the actual switch over into the cloud.So, you will have, like, a standby database, like, a copy of your database, running in the cloud, [unintelligible 00:16:47] synchronization with your on-prem, your database, right, on your application, but you can use that to just do all the testing you want and then be sure. And only when you're ready, then you will do a switchover, and then things would work as expected, right? But again, there's a lot of process. And we've worked with customers that you know, they know what they're doing, they were, like, super happy and they did it quite fast. There's others that said, “You know what? I am going to do a nine-month testing process because my week that I'm going to be migrating and then the weekend that I'm going to do the switchover is crucial.” And then we work with them over those nine months. But then when it happened, it went, you know, perfectly, right? So, it really depends on the project. But we do ensure that everything is taken care of because as you mentioned, it's a big change, it's the big shift.Corey: Tired of wrestling with Apache Kafka's complexity and cost? Feel like you're stuck in a Kafka novel, but with more latency spikes and less existential dread by at least 10%? You're not alone.What if there was a way to 10x your streaming data performance without having to rob a bank? Enter Redpanda. It's not just another Kafka wannabe. Redpanda powers mission-critical workloads without making your AWS bill look like a phone number.And with full Kafka API compatibility, migration is smoother than a fresh jar of peanut butter. Imagine cutting as much as 50% off your AWS bills. With Redpanda, it's not a pipedream, it's reality.Visit go.redpanda.com/duckbill today. Redpanda: Because your data infrastructure shouldn't give you Kafkaesque nightmares.Corey: I think that there's a very true story about how oh, we just try to close our eyes and cross our fingers and hope for the best and press the migrate button that everything will work out flawlessly. It doesn't work that way. The way that we always wound up handling migrations in places that weren't riddled with dysfunction up, down, and sideways—at least not in this particular way because everyone's environment's terrible—is that we would test these things out, we'd stage them, we would have rollbacks that were tested and known to work. In some cases, we'd begin with the rollback before we started the migration plan, just because we absolutely cannot have this system down outside of a maintenance window or outside of certain constraints. And it feels like a lot of that planning is wasted when things go well. But it's not. It's the reason that important things don't crumble underneath us. Like, on some level it's, do I feel like I wasted money on my airbags and seatbelts because I've never used them? Not really no.Ricardo: Well, I mean, this is, like, the classic [unintelligible 00:18:23] ops thing and support thing, right? People always complain when things don't work, but when they do work, they don't realize it because of all the worries that all the people that infrastructure and planning and support and ops were doing, right? So it's—yeah, there's a lot of time that can be spent in planning and people would think that it's actually wasted time, that actually is super important and crucial for these. The other thing I think it's important is that you always should have a fallback plan. There's, like, different configurations in which these might be more cumbersome or complex, but we do have the possibility to, like, keep replicating back to on-premises, so that if anything happens, people do have that option, right?And we do have customers that like the idea of having a disaster recovery configuration in which they have, like, something in the cloud and then another thing on-premises, so there's always an option for you. But planning is crucial, right? So, we even have a thing called, like, evaluation mode in which we could we dry run a migration without actually doing it, just to tell you what could happen. Of course, when you do things live, there's always things, right, that could be related to many other factors, but we really, really try to dial in and be sure that when you're doing the migration and you properly planned, things will be automated and work for you.And so, we've grown over the last three-and-a-half years, and I was doing some research, right, and we've had, like, you know, thousands of databases migrated, great customer that have been using us, and surprises, so sometimes we don't know, right, and we find out, oh, somebody's doing a course in one of these learning platforms based on our product, which is really new, but it's, oh, it's cool. Like, when we're not creating, like, even your [unintelligible 00:19:50] et cetera, right? And I'm really glad that what your doing has an impact and helps people. That's all you want. You want to help people achieve their goals.Corey: So, I have to ask. On some level, building something that migrates a database from one location to another naively would seem to folks to be a, “Okay, at some point, this gets declared feature-complete and then we go work on other interesting problems.” But yet the fact that you've remained employed in the role that you're in where you continue to work on the problem would strongly suggest that this is not, in fact, true. How does the product continue to evolve once you are, let's be clear, shipping this to paying customers?Ricardo: Well, I mean, the product will evolve, as you mentioned, right—Corey: And I want to be clear, that's not just a rephrasing of, “Hey, quick, justify your job.” Obviously, this stuff has to evolve. This is not one of those, “So, what is it? You'd say these do here,” crappy questions that isn't really a question so much as an accusation. Those come in a slightly different tone of voice.Ricardo: That's, you know, it's a super valid question and I actually appreciate it a lot because it also makes me reflect on how much we've grown right? I mean, I think the magic of ZDM and the team behind it is that it's kind of like a startup within Oracle, right? It all started because different teams [within 00:21:03] Oracle, right, you're banded together, a team propose a prototype based on existing technology, right? So like, again, as I mentioned, like, Oracle technology for database has been over 40 years in the making. And, you know, a team said, “Okay, what are the standard tools to actually do a backup or an export of data transferred, you know, to a location”—in this case, the cloud—“Doing a whole synchronization, encryption, et cetera, and then the switchover?” Right?So, the thing is that databases come in many flavors, there are different options, different ways for databases to work. There's also different targets in the Oracle Cloud and those then change how you would be migrating into, you will have different workflows, physical, logical, you could use different backup locations, so of course, in Oracle Cloud, the standard is the object storage, right? You can do a direct data transfer; you have that technology as well. If you're doing migrations to [cloud 00:21:51] customer, you'll definitely will require, like, external storage, like NFS. If you're doing a conversion from AIX or Solaris into, you know, the cloud target which is Linux, then again, there's other implications, if you're doing an inflight upgrade, if you're changing architectures, from non-multi-tenancy to multi-tenancy, if you're doing, you know, coming from other clouds, there are also certain considerations.So, now that I mentioned all of these, you can see how a product from the get-go can have all those, right? So, we started with a subset of features and we've grown up to six releases now over the last three-and-a-half years that have incorporated everything that I've just mentioned. And we can do all those things, but it keeps getting better. And then there's always, like, things that we realize that customers are using us in ways that maybe were not expected, which is great because oh, okay, cool, then this is something that we can actually, like, make better or enhance, right?And there's always requests from customers on what they want to do or see change in the product. We also integrate with our team. So, there is an advisor that does a pre-check for the database and checks, okay, what are, like, the recommendations on what you should do? So, those integrations and working with our teams across Oracle, again, take time, and hence why, you know, products keep growing and evolving. And you're right, maybe at some point, we will be able to cover everything that there is to do, right?What we're doing now, and we've been working, again, in partnership with our teams at Oracle, right, is, like, be the engine of other Oracle migration strategies. So, there is a native service in Oracle Cloud infrastructure called DMS that has a subset of our features and it uses ZDM under the hood, right? So again, there's always work to do and a lot of it sometimes is go to communication and working with customers, but there's also a lot of, like, going back to the drawing board and see how can the product be improved.Corey: I think that there's a certain lack of attention also given to the fact that every time you think you've seen it all, all it takes is talking to one more customer, where they have a use case that you potentially hadn't considered. And maybe it sounds ridiculous to you, but it's ridiculous in load-bearing ways in an awful lot of these other places. Empathy becomes such a key aspect of this that I'm somewhat surprised that more folks don't spend more time than they do thinking about these things.Ricardo: Well, I think as a product manager, this is really important, right? You need to put yourself in the customer's shoes. And you also need to use the product. Sometimes using the product, like, so I use it, like, to create my own workshops that we have. There's a platform called Live Labs in Oracle that has, like, I don't like 6000 labs that are free for you to use and learn about our technology, right?So, in order to better the product understand, and then you know, when we're doing a new release, et cetera, then see the key features, like, we create materials like that and we use it. But that doesn't give us the whole scope of how a product customer would be using it. So, for all internal migration that we have within Oracle products into the Oracle Cloud, we use that and then that gives us a lot of insights. But then going to a customer and spending time with them, sometimes developing relationships that go more than a year because we were talking about, like, big [fleet 00:24:41] migrations, thousands of databases, you realize, oh, the scope is broader than we expect, but it's actually a really—there's a lot of satisfaction in learning from them and then getting back to the development team. Or even including. I think that's really important as well.I think a good PM would include development sometimes in the conversation with customers because they then—there is, like, a better understanding from both sides of the aisle. And even bring them to conferences, et cetera, so that the actual, you know, empathy of the customer requests and what they need, it's created.Corey: Yeah, I think that there's also a presupposition that you can look at a company and say, “Oh, you're using X technology? You must be crappy,” or whatnot. Something I've learned is that every company of a size that is remarkably small compared to what people often think he is using basically everything already. Like, I'm at this point at a company that has less than ten employees and we already have five different clouds that we have accounts with, doing different things in different ways. This explosion of different tools and different utilities is like it is for a reason. And it's very tricky to really, I think, appreciate that until you've walked a mile in the shoes of someone who's building things like that.Ricardo: Yeah. It's interesting. There's a whole, like, view of product management, right, and having this idea of building and building and building products, but what you're doing is actually helping people with their needs, and their needs can be really broad, so maybe the solution is not your product. And maybe the solution is not your technology. But I think good PM, and I think anyone in technology, a good person, would actually, like, help these users or customers to get where they need to, even if it's not using your technology, right?Corey: I would agree wholeheartedly. I really want to thank you for taking the time to go through what it is you're up to and how you view the world. If people want to learn more, where's the best place for them to find you other than, you know, local community meetups when you happen to be in town?Ricardo: Well, I mean, of course, anybody can, like, go to LinkedIn and look me there. I have a Twitter account @productmanaged, so product manager, but without the R and a D instead because of course. Twitter handles are—or handles over on social media are hard to get, although I'm as active lately on Twitter. And I, you know, I opened an account on Bluesky, which is [@productmanager 00:26:54]. I did get that one. But um, I only starting now to use it, right, so, you know, I guess those three would be the places to.Corey: Awesome. And we will, of course, put links to that in the [show notes 00:27:04]. Thank you so much for your time, I appreciate it.Ricardo: Anytime. And one thing. If anyone is ever in San Francisco, you know, I'm more than happy to meet up. I love this city. It has changed my life tremendously and I'm happy to show you around. I consider myself now somebody that really, really, really cares for this place and happy to just, you know, have a good time, talk technology or not. I also love to cook. So anytime, I'm here.Corey: I highly recommend that. He's not just fun to hang out with, he is an excellent cook as well. But I don't know if there's a good way to put that in show notes, so you'll have to take my word [laugh] for it instead.Ricardo: [laugh].Corey: Ricardo Gonzalez, Senior Principal Product Manager at Oracle. 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, insulting comment that one day I will find a tool to migrate into a central database. I know not where.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.

The MisFitNation Show chat with Seana Arrechaga - Gold Star Wife, Liaison, NFS Welcome to our Take it Home Thursday show this week. We are glad you are back with us and look forward to hearing your thoughts on this chat. We started the week off releasing our chat with Thomas Becker, then an awesome chat about Police Reform with retired Police Chief Ed Cronin, now we are bringing you Gold Star WIfe, Liaison and NFS, Seana Arrechaga, This is a chat you will not want to miss. Enjoy episode 289! of The MisFitNation! "I have spent the last 11 years traveling the country spreading awareness that our Gold Star families still exist and that our fallen deserve continued honor and respect. I have also helped change and create multiple federal laws that benefit our entire Gold Star community but especially the children of the fallen. I was also instrumental in passing the Global War on Terrorism Memorial Location Act which allows our post 9-11 fallen and veterans to be honored on the National Mall alongside many of our other major wars. I am currently a consultant to the head of the Tennessee National Guard, the Gold Star liaison for the 327th Infantry Regiment Association, and the Nashville ambassador for One Tribe, among many other things." All of our latest episodes and videos can be found here: https://www.themisfitnation.com This episode YouTube: https://youtube.com/live/1mWPV2_PifE Support us here: https://ko-fi.com/themisfitnationpodcast #noslack #goldstar #liaison #OneTribe #army #327 #nfs #vetsnpodcasting #vetsnradio #HMG #AFR Learn more about your ad choices. Visit megaphone.fm/adchoices

Need for Speed: Unbound deserved a better launch than this. After a decade of middling entries, EA has returned NFS responsibilities to the exceptional racing developer Criterion Games. The team has produced a street racing game that blends Forza Horizon with the thrills of the Midnight Club games. And it just looks cool! Frush also got Prodeus off his backlog. It's a solid retro FPS, ideal for playing on a portable like the Switch or the Steamdeck. Plus, we talk through the Besties 2022 bracket!