Inanimate object or representational figure animated or manipulated by an entertainer
Enes Kanter DESTROYS Nets owner Joe Tsai calling him SPINELESS and a PUPPET of China! Website: www.blackandwhitenetwork.com Get your MERCH here: https://teespring.com/stores/blackandwhitesports Follow Black and White Network on Odysee: Black and White Sports: https://odysee.com/@blackandwhitesports Black and White News: https://odysee.com/@blackandwhitenews Black and White Entertainment: https://odysee.com/@blackandwhiteentertainment Follow us on Rumble: Black and White Sports: https://rumble.com/user/BlackandWhiteSports Black and White News: https://rumble.com/user/BlackandWhiteNews Email: firstname.lastname@example.org Check out the podcast site here for all of the live streams: https://anchor.fm/blackandwhitesports Please support Black and White Sports for as low as .99 per month here: https://anchor.fm/blackandwhitesports/support Support us on Patreon: https://www.patreon.com/blackandwhitesports Join us and become a channel member today as we fight against Woke sports. Click the JOIN button or the link in the description and support us. Just starts at $4.99 per month and cancel anytime. https://www.youtube.com/channel/UC73b_bf7j4fgTnBNRTqKKTA/join Check Out blackandwhitenetwork.com for More Exclusive Content from Us. Entertainment, Politics, Sports! 3 Membership levels Available As Well As Free Video Content & Articles!
We were joined by the creators of the wonderful animated movie "Even Mice Belong in Heaven". So far the movie is enjoying great reviews and we are very proud to play a certain role in its creation. Namely, we are talking about a trio of the Original Prusa i3 MK3 printers used to create some of the puppets.
Movie Meltdown - Episode 566 (For our Patreon "Horror Club") On this “very special” holiday episode, we gather around the table to give thanks for all the different movies we've watched in the past. And this year we watched ThanksKilling 3 - Jordan Downey and Kevin Stewart's follow-up to their super indie cult hit ThanksKilling. Will they be able to recapture the holiday magic of the first film… we'll see. And as we test out the savory flavors of Turkey Dinner Candy Corn, we also bring up puppet fetishism, robots, Wanda Lust, Eldritch horror, outside of an abandoned Wendy's, Garfield, Thanksgiving music, purposefully crude, Beetlejuice, self-important, trying to balance a horror/comedy, Natural Born Killers, skip its own sequel, shooting in real people's homes, stick a knife in an electrical outlet, animated gay cats, Jim Henson, viscerally grossed out, throwing money at things, The Happytime Murders, you just showed up and got beaten with the sequel, Meet the Feebles, the charm of Gwar, string cheese, there ain't no magic, The Blarth aka FrankenTurkey, food innuendos, comedy hits people in totally different ways, Spitting Image, a Kickstarter campaign, Uncle Donny, you can put it in our movie, I almost had to get a divorce, I'm in Hell, I remember saying to my cat, Phallus in Wonderland… in space. Spoiler Alert: Full spoilers for ThanksKilling 3, but I'm not going to tell anyone to watch this movie. You can take that upon yourself if you choose. “The puppet school inmates are running the asylum.”
We have heard about the Puppet that looked like Andrew in previous stories and this morning we add some context to that story and a damning statement from a puppeteer who attended a dinner with Andrew at Buckingham Palace.(Commercial at 10:19)To contact me:Bobbycapucci@protonmail.comSource:https://www.dailymail.co.uk/news/article-8925269/Prince-Andrew-remembered-seeing-Spitting-Image-doll-centre-grope-claim-claims-Steve-Wright.html
2:38:23 – Frank in New Jersey, plus the Other Side. Topics include: Sniglets, Rich Hall, Not Necessarily The News, “glazorpany” – throwing away good bottles, wallpaper, vague dreams, “somnambucrappy” – subpar dreams, inspector, the 80s in my mind, The Overnightscape Forum rediscovered (https://www.tapatalk.com/groups/the_overnightscape/), Alan Parsons – The Neverending Show: Live in the Netherlands, Puppet video, doormat dream, […]
2:38:23 – Frank in New Jersey, plus the Other Side. Topics include: Sniglets, Rich Hall, Not Necessarily The News, “glazorpany” – throwing away good bottles, wallpaper, vague dreams, “somnambucrappy” – subpar dreams, inspector, the 80s in my mind, The Overnightscape Forum rediscovered (https://www.tapatalk.com/groups/the_overnightscape/), Alan Parsons – The Neverending Show: Live in the Netherlands, Puppet video, doormat dream, […]
EP281 - Mark Mahaney, author and top internet analyst Mark Mahaney is Senior Managing Director at Evercore ISI, Research Division, he's one of the original and longest lasting internet analysts on Wall Street. He recently published “Nothing but Net: 10 Timeless Stock-Picking Lessons from One of Wall Street's Top Tech Analysts.” We cover a variety of fun topics including the beginning of his career with with Mary Meeker. His initial evaluation of EBay. His long positions on Amazon, Netflix, and Priceline, and butting heads with Jim Cramer over Google. We also discuss what's next for Amazon, and where the best investments of the future might be. Episode 281 of the Jason & Scot show was recorded on Thursday, November 18th, 2021 http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Transcript Jason: [0:00] Welcome to the Jason and Scot show this is episode 281 being recorded on Thursday November 18 20 21. I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-host Scott Wingo. Scot: [0:16] Hey Jason and welcome back Jason Scott show listeners. Jason as you and the listeners know I am a huge scene in b.c. junkie and you can't turn on CNBC Durning Earth during earning Seasons without seeing Mark mahaney he is one of the top internet analyst. He was actually on recently talking about the artist previously known as Facebook meta Mark has a new book out called quote-unquote Nothing But net and is joining us tonight give listeners an early peek of what is sure to be the best seller in the bookmark covers some of our favorite companies including Amazon Apple Facebook / meta Google Netflix Twitter and Uber Mark welcome to the show. Mark: [0:56] Thanks for having me on guys. Jason: [0:58] Mark we are thrilled the chat with you is you know Scott is a huge Amazon fan boy so I anytime he gets a chance to talk Amazon he's excited. And I'm super excited because after tonight show I'm going to be smart enough to get rich like you and Scott so that's pretty pretty exciting for me. But before we jump into all that we always like to give listeners a little bit of a feel for our guests background and in your case I know I think you're officially the the oldest analysts on Wall Street is that true. Mark: [1:29] Well that's the oldest and longest lasting internet analyst on Wall Street but I don't look the part so how about we do that yes I've been covering Internet stock since 1998 do a series of bank said I started, working with this tremendous analysts her name was Mary Meeker her name is Mary Meeker and started the first Friday I was on Wall Street I got a call from the CFO of this tiny little online auction company that sold Pez dispensers and was looking to see whether any banks would be interested in their IPO that company was eBay so I wasn't there at the beginning of the internet but I was there pretty close to the beginning of the commercial for the public market to internet and it's been a fascinating ride and I thought there were a lot of lessons I could draw both from the successes the market and failures in the market and my personal successes and failures as a stock picker. Scot: [2:20] Cool what's so name some of the firm's so in my recollection you've probably worked at six firms like how many firms have you worked out over or that career. Mark: [2:30] Yeah now I don't want you to think I you know I jump around too much but I started off at Morgan Stanley also worked at Citibank Royal Bank of Canada. A small boot wonderful Boutique called American Technology research and I'm currently at evercore isi but I've been doing nothing but net. Hence the title of the book that's been my email tagline or always online is one of those two it's been my email tagline for 25 years but nothing but net and that's just doing my best to try to stay ahead of these internet stocks the early ones the the eBay's the Amazons the Yahoo excite if you might remember them infoseek. And then and then AOL and then and then later on some of the more Dynamic ones came out ended up with names like uber including most recently one you talked about Warby Parker so it's been a fascinating span and arguably one of the most dynamic. Parts of Wall Street I guess if you were working as an analyst on Wall Street. Or portfolio manager portfolio manager if you could have picked two sectors to be a part of to track over the last 25 years one of them has to have been the internet just how explosive it's been a been plenty of – explosions in there but there's been some wonderful wealth creation the other sector would probably be software just just too wonderful Industries I got lucky I was I was part of the internet. Scot: [3:49] Yeah I'm glad you didn't pick Mall Focus treats that would have been a bad choice. So you know as Jason mentioned there's kind of this auspicious title that you have of the oldest I would say wisest and most longest lasting internet unless. Tell us about some of the as you reflect in the book is kind of got some really good stories and you've been kind of on the front row seat of a lot of cool stuff maybe tell us what was your worst pick and best pick in the span of the career there. Mark: [4:22] Well I had a sale on Google it close to its IPO I was brought on to CNBC show and told by none other than Jim Jim Cramer that I was an analyst with a three-egg omelette on my face because of my cell phone call he was right I was wrong so you know one doesn't pretend one doesn't tend to forget moments like that on public television being told that you know you're pretty much an ass. But it does happen you know there are axes and then there are you know others and so I made plenty of mistakes I had to buy on Blue Apron although the lessons from that turned out to be different than I thought I got the call wrong but the lessons were different than I thought I kind of dissect that a little bit in the book. So those are some of my some of my worst calls I think my to my three best calls have frankly been sticking with a buy on Amazon for pretty much the last 15 years Netflix for the last 12 years and Priceline and now now booking for. [5:18] For a solid 12 years both Netflix of all three of those were really decades-long S&P 500 Best in Class stocks for a variety of different reasons and in the book I try to call out what were those reasons what were the what's that what's the pattern recognition so that you know we as investors can find the next Netflix and the next Amazon doesn't mean and Amazon and Netflix can't perform well from here but what are the things you can see in common that can help you as a stock picker you know kind of see ahead what really kind of started a lot of the the insights the idea of the book was this wonderful book that was written in 1980 called that one up on wall by Peter Lynch kind of a Bible or primer for anybody really looking to invest invest in the market with some wonderful advice and I really had any wrote it based on some wonderful examples of successful stocks and companies of his generation and I thought somebody needed to write one about our generation and you know these phenomenal money-making we know wealth-creating stocks that have. [6:19] That have soared the charts top the charts over the last 20 10 5 and even two years that have been dramatic dramatic winners from the covid crisis to I try to keep it long term in duration and frankly that's one of the big lessons I have in my book is. Is you know long-term I've found stocks do follow fundamentals they just do companies get bigger more Revenue more profits their stocks go higher almost always that's the case if you're a patient long-term investor so you can make money just investing you don't need to day trade and I think that was the last thing that really inspired me to write this book there about 15 million new. [6:53] Trading accounts that have opened up over the last two years you know the mean Traders the Robin Hood accounts and I just wanted to step back and say look you can have very good returns in the markets by buying high quality companies especially Tech and growth companies you don't have to day trade you can sleep better at night I got plenty of examples of companies that created wonderful. Shareholder returns over time and their stories you can take your time and really understand and stick with and anyway that's it this is this book is a little bit of little bit of personal Memoir but really more of a history of the Great. Companies and the ones that failed and then what are the lessons you can draw to apply going forwards. Jason: [7:32] Got it so I know it's not in your coverage area but you would have a buy on GameStop is that what you're saying no. I Nostalgia requires me to ask though I am staring right now at a pets.com. Puppet still in the box that's like sort of a Memento I have on my on my desk like we're you covering like those guys at the at the. Dot-com boom. Mark: [8:00] No no I didn't but I refer to that in the book and I make this I draw the comparison you know pets.com and smoke you know pets.com went public with trailing 12 month month revenues of 5 million I don't know if you heard that right five million dollars. [8:16] Trailing 12 months they had been an operating company for under two years I mean how that thing got out you know in hindsight is is is pretty shocking but wait a second go you know go forward 15 years and what came out. To e.com chewy.com went public with 3 billion in trailing sales and you knows the same sort of basic value proposition to Consumers it's just that the market was a lot bigger it allowed for a lot more scale and a bunch of other things came out o like cell phones smartphones cloud computing which allowed companies to scale up at much lower costs and so the markets really were proved out at that you know the time of pets.com there were three unknowns is there really an internet Market are there really good management teams and other really good business models today the first question is emphatically yes they are huge Market opportunities and they've been proven in in the Internet space advertising retail entertainment a lot of different ways you can cut it and there's some business models have generated enormous amounts of free cash flow and then there are yes of course there's always a few select excellent management teams who find that right combination it can be it's proven to be a great path to making money in stocks and chewy has been a stock that I've really liked since its IPO even though it's the next pets.com and that's the cynicism that people be placed in front of it when they went public. This was a very different puppy. Jason: [9:39] Yeah it does it seems like timing it seems obvious but timing is such a big. Part of all that you referenced Peter Lynch and I know you know there's. There's all the old Netflix stuff I actually started my career at Blockbuster entertainment and so in my in my industry everyone makes fun of Blockbuster that we got Netflix stand and all those sorts of things and I always have to point out. You know we sold Blockbuster for 18 billion dollars in 1995 like five years before Netflix was invented. Then it was a good business with a good exit you know every every business has it it's it's moment and it's time and you know the the railroads aren't the investment that they once were either. Mark: [10:28] Netflix is a fascinating story so let me let me let me jump to it a little bit you know one of the things the punchline of I asked people if you're going to remember one thing for my book I hope you'll still buy it but if you're going to remember one thing from my book it's dhq it's not DQ That's Dairy Queen dhq is dislocated high-quality companies and. You know time you mentioned timing I was thinking in terms of stock timing I thought those were your going to take us I think it's very hard to the time stocks but you know you can clearly see when stocks are dislocated I either traded off twenty Thirty forty percent so that's usually you know time if you think it's high quality asset and it dislocates them they all dislocate from time to time even the best highest quality names. That's when you can kind of Step In add the positions by the stock knowing that you in a way mitigated some of the valuation risk as investors your tries an investor you're trying to do two things mitigate valuation risk and mitigate fundamentals risk you know the chance that Revenue falls off a cliff margins get crushed the way you mitigate that fundamentals. Risk is to focus on companies with large Tam's excellent management teams great product Innovation and superb customer value prop and Netflix screen so well for me on those four things I'll just take this off super quickly if you don't mind. [11:42] The industry Vision so let's see Reed Hastings invented or started Netflix back in 1997 Netflix the name itself sort of implies that somehow we're going to be doing some streaming thing and this is a 1997 when it would have taken you four hours to download the first five minutes of Terminator like there was no streaming Market there but yet. [12:02] That was the premise of the company in 10 years later you know you look at the first initial interviews with Reed Hastings I mean this is where he was going to take the company all along so I was just giving him kudos for industry vision and the fact that he was willing to cannibalize his existing DVD business first dreaming business very few entrepreneurs can do that so management you know checks My Box customer value proposition the best way to tell whether a customer a company has a great value proposition is do they have pricing power will do people love it so much that they'll pay more for starting in 2014 Netflix started increasing pricing just about every other year and there's some ads accelerated that's a compelling that's evidence of compelling value proposition third is this product Innovation and you know they just don't have a lot of things not just streaming but there's a lot of these little tweaks that the side like binge watching you know kudos to Netflix for just rolling out new series all at once I mean practically invented binge-watching and of course you know they sort of invented the streaming thing or the people who founded music really did that but but Reed comes in a close close second on that and then you know I'm finally in terms of Tam's large Tam's total addressable markets. [13:13] You can add it up a couple of different ways but you know home entertainment video consumption it's it's a couple of hundred billion dollars in total you know Market opportunity and then who knows these things come along like smartphones and all of a sudden the majority of usage is on smartphones that tells you that these markets could be a lot bigger than we traditionally thought just like Spotify blew out the market for what really could be music advertising revenue and music subscription Revenue Netflix is did the same thing with me with Video subscription Revenue they blew up the tan they made it a lot bigger so that's right you know I love that story about the stories about Netflix I gave him a tremendous amount of Kudos I think the sometimes people under appreciate just because it's kind of a singular company just you know video video streaming I think they I think they don't get enough credit for what they've done and what they could still do because I think there's still one more one more trick up Reed Hastings sleeve and I think it's gaming and he's reached they've received such so much skepticism about this pivot or missing expansion in the gaming but you know management team to figured out dvd-by-mail streaming original content International expansion mount give them the benefit of the doubt that they can figure out an Innovative new way. To deliver gaming and therefore further increase their value proposition you'd want to stick with a company like that I stick with the stock like that. Scot: [14:34] Ever kind of a random question let's say there was I'll pick something at random a company that was Reinventing Car Care and making it mobile and digital would you call that a dhq. Mark: [14:45] I think that yes yes absolutely. Scot: [14:51] All right leading the witness. I do have to give you Kudos because in the Netflix section you do have a Star Wars reference you talk about the Disney death star which is which is appropriate because they now own the Death Star it's got a part of there is one of their IPs. Mark: [15:09] But by the way that was you know there were a couple of Netflix there's a rocky stock Rocky stock here that's right that's a that's a rocky stock for you it's had there were two times they miss Subs because of uncertainty over the price increases and they got some pushback it was an obvious that they had pricing power but they proved it over time and then they've got this great competitor risk with Disney and I think what the market missed on that this is just kind of leaving aside the book of just talking about stock picks is you know people are going to sign up for multiple streaming services now not now not five six or seven but they'll sign up for two or three if there's original content and they have original content I mean there's some things you will you have to sign up for Disney Plus for if you if people are like use God and you know dramatic. [15:52] Star Wars fans of course you can sign up for Disney plus but you know there's because its original content if you want to watch squid game there's one and one only place you can go for that and you know there's going to be another squid game or you know another show that just kind of breaks through the site-geist and by the way that's where Netflix is so I'll leave Netflix aside but I'm so struck by is this company shapes the Zeitgeist whether they can cause a run on chess board sales worldwide with the Queens Gambit a year ago where they can cause more people start studying Korean on Duolingo a language app which I actually like is the stock because they can you know they've introduced this show squid games like when a company reaches the Zeitgeist when they when they become almost like a lucky lexicon like they become a verb like I'm gonna google that or you know it's the Uber of this that or that you know that's that's something special and those are usually stocks that have gotten very long runways. Scot: [16:44] Yeah and I'm here in North Carolina and we have all these MBA we have all these universities and I was actually speaking earlier this week at MBA class over at Duke. And you know I have this whole little joke track that I do where I talk about my first company was profitable and I learned I could never raise VC because get the TV season that's a your profit we don't invest in property companies so yeah I often joke that I've been doing it wrong and ever since then I haven't made a dime. And I kind of thought it was those funny because you kind of. The internet sector was kind of early before SAS where and you point this out where there's kind of you know what we learned is there is an investor that loves Revenue growth and in a way that the opposite side of that coin is it can actually hurt you if you start to make profits maybe share with listeners that that you know probably many of them come from traditional businesses where that sounds nonsensical maybe maybe explain kind of what happened there. Mark: [17:41] Well I want to be I want to be on to get nuanced here which is you know I that chapter that says the most important thing out there is revenue revenue revenue you know for tech stocks and growth stock. But of course earnings and free cash flow matter it's that sometimes the public market is a lot longer term focused than people give it credit for Netflix is a great example that also is Amazon. I mean those those businesses had if you look at near-term valuation PE metrics price to free cash flow there's no way you would have bought those stocks. But what I think long-term growth investors realized is there's this you know when these get these assets that can grow their Top Line twenty to thirty percent Plus. From scale for multiple years like that can that creates an enormous amount of value over time and it's so rare I came up with something of a 20% rule you know it's one to two percent of the S&P 500 that can consistently grow at from scale their Top Line 20% which is like five times faster or six times faster than Global GDP growth so it's rare for good reasons but those companies dramatically outperformed the market because they're rare and it's not like growth and scale solve everything but geez they solve a lot of things I've yet to see it's got you know you go way back on this I'm sure you had these comments like Amazon will never turn a profit my first year on the street. [19:04] There's a person who's not one of the most influential investors out there put his finger in my chest. And said you know Amazon will never be profitable and you know I guess he must have been writing he was so smart but he was wrong because he didn't realize just what how powerful Amazon could be as it's scaled over time I mean you generate billions and billions in revenue and you can you can run over a lot of your fixed costs as long as you're not selling dollars for 95 cents you know if you're you know if you're selling them for a dollar and two cents and then you get scale against your fixed cost yeah scale will solve just about anything and I look at what happened with Amazon and I've looked at more much more recently its bring it up to up to date to Uber Uber just printed its first free cash flow quarter ever even though it's Rideshare businesses like down 40% since Pre-K covid levels how the heck did they do that because it took a lot of costs out of the business and then they had this delivery business that really scaled so look earnings matter it's just that when we look at tech stocks and growth stocks you know especially early on is IPOs they rarely go public. As profitable businesses the question you have to answer yourself is can they be profitable long-term are there companies that are already you know similar business models that are already are that's one way or their segments of the business that are already profitable. [20:19] Is there a reason that scale can't drive profitability for the company and the fourth what I call profitability Action question that detail this in a book is yo Are there specific steps steps that the management team can take to bring the product the company to profitability so I've yet to see a company. [20:36] And I'm sure there are some but I've yet to see one that hit the public markets that couldn't scale itself to profitability now some blew up. Well you know that's because they couldn't hit the enough scale so that's that's kind of my answer to the question of yes of course earnings and free cash flow matter at the end of the day that's what they're going to be valued on but just watch these companies that they really execute well they can take what looks like really aggressive valuations and overtime those valuations can turn awfully awfully attractive and a lot of times the stock wealth creation goes from point A to point B it doesn't start at point B. Jason: [21:10] Yeah the you know it's you mentioned then the Netflix. Effect on the cultural zygous fun fun stat on Queen's gamut it drove the sale of millions of chessboard and caused hundreds of people to start playing chess. I do one of the things that comes out strongest in in the book to me and that you alluded to upfront is sort of the difference between trading and investing. You know I always have people come up to me and they're like hey you know a lot about these retail companies what's a good investment and I'm like. I have no idea can you can you talk a little bit about sort of what you mean by sort of fundamental investing versus trading. Mark: [21:56] Well I sum it all up in the pithy expression don't play quarters I find playing quarters is almost a Fool's game the number of times I get questions you know what should I buy for the quarter and for little sophisticated institutional investors that could be I've got a position in. [22:15] Amazon or Google or Twitter and you know do I should I be you know heading into the position prior to earnings or you know facing back and adding to it more afterwards okay that's a different setup but if you're just playing a company for that quarter pop the problem is quarterly earnings reactions there's two things that drive them. Fundamentals great get the fundamentals right that it's expectations so the quarter trades are really about expectations you may get the quarter right you may be right that Nvidia or Roblox are going to have super strong quarters because I see how many of my friends kids are all over Roblox you maybe well right on that but you have to know you know what the market is actually expecting and numbers can go Revenue can accelerate but if the bar is higher than that then you're going to see these stocks trade off it happens a lot so I just unless you're unless you're a pro less you're in day in and day out. You know working working these stocks and really have a sense of where the expectations are. I think it's just a Fool's game to play play stocks just four quarters instead you know you want to stick with stocks for the you know you want to find an asset that you think is going to be. [23:29] Materially bigger in two to three years down the road and you think it's high quality based on some of the screens I threw out then stick with that name and don't try to play around the quarters and it's in fact sometimes you can use weakness or strength around the quarter to adjust your position but don't use it too initiator close out a position at the then you fall trap to these expectations game that is very hard to participate in if you're just a regular you know retail investor and you can make just as much money just staying invested in some of these great assets. Jason: [23:59] That is great advice and it's I certainly resonate with the sticking with the Investments I am curious though on the other end of that on the really long Horizon you mentioned you've you've been had a buy on Amazon for like 15 years. Wait. Like are you going to have a buying them for the next 15 years is that how I mean like does there come a point when they achieve their potential and you have to start worrying about them getting on the other side of the Hill. Mark: [24:26] Yeah I think you can I think you can one look for the fundamental towel and so I'm going to I'm going to spin over to another stock I talked about in the book Priceline. Which is actually the single best performing S&P 500 stock for like a 10 year period 2005 to 2015 phenomenal stock travel name everybody knows it William Shatner excetera although they're real secret sauce with what they did in European markets but. But that's a company that you know sustained premium growth like they were growing their bookings in the revenue 40 percent year over year for years and years and years and years and that's what powered that that that stock and when it stopped materially ah performed Market was when the growth rate decelerate it below 20%. [25:10] And so I don't want to you know create a hard and fast rule but I do feel strongly about this twenty percent rule 20 percent you know we're close to it you know don't don't Nick me at 19.8% you know could close to twenty percent is unusual rare growth. [25:23] And the markets usually pay up for that and when you see a company over time either because of Miss execution it happens or Market maturity and their growth rates you know kind of slide below 20% then that's when you reconsider your position that's a simplistic rule as a lot of caveats to that when I see with Amazon here is despite the size of this business I think they're still growing 20% for the next five years so in that if that's the case. [25:48] You know the simple rule of thumb is companies that can grow like. They can I like to see stocks that can double in in three years in order to do that you kind of have to do you know 20 to 25 percent earnings growth that's what a Maps out too. And you know you can double a stock in 3 years your handily beating the market in almost all time periods. And so when I see what it'll change my opinion really on Amazon is if I believe that this company is going to go X growth it's going to go you know well below 20 percent Revenue growth I just don't see that in the next couple of years given how much growth they have in retail in NE ws and cloud computing and in some of these really newer areas that I'm really interested in whether they really can crack the code on groceries and they can that's a large opportunity and business supplies Industrial Supplies I think that's a very underappreciated part of Amazon's business so I don't see myself changing my opinion on Amazon although you don't want things that we talked about this earlier that I love to see your founder LED companies that's no longer the case with with Amazon so that's you know at some level I've got slightly less conviction than the in the by case but I'm going to stick with it as long as the numbers prove out right and long as I can see this path that's consistent 20% Revenue. Scot: [26:59] Yeah and this is kind of breaking out of the book thing but since you brought up Amazon it wouldn't be a Jason Scott show if we didn't kind of double click on that what did any thoughts on the Q2 and Q3 earnings feels like they're slowing down a bit and feeling some of the labor and see what we call Supply pain on the show are you are you getting nervous about it or you think it's just a little one of their little kind of investment phases. Mark: [27:23] I called the six billion dollar kitchen sink that's how much lower their guidance was for operating income in the December quarter then then what the street was looking for like she was looking for close to eight billion and they guided to billions six billion dollar kitchen sink and they threw it all in there wage inflation you know you right you drive that route 95 on the east coast and you'll see Amazon Amazon is hiring Billboards up and down the East Coast Seaboard I did it recently so yeah they're aggressively hiring at higher wages that's impacting their margins there still some covid related cost shipping they're just not able to a sufficiently source and bring in product and so they have to bring in product into the the ports that aren't optimized for their distribution Network so just a lot of. [28:14] Positive blowing up now the question you have to ask yourself as an investor is are those are those cost increases elective structural discretionary temporary it's kind of like which of those are they the more that you can make a determination that the cost bikes are temporary the more you stick with the name if you think there's something structurally changed about Amazon okay that's different I don't think there's anything structurally changed about Amazon and certainly not its competitive position and then the last thing what I really like to see. [28:44] Frankly is this company. I mean the level of investment this company is making its distribution Network you know you talked about Facebook earlier they're dumping 10 billion into the metaverse which I think there's a there there but I don't know Amazon is dumping billions and billions into its own Logistics Network like they're doubling down on their core competency you bet I'll stick with that and what they're going to what's going to come out of that is even faster and faster delivery and they're going to prove out this concept what I call shipping elasticity the faster you ship the more that people are going to use you in a more of their of the more of their wallet and per-share you're going to Amazon's going to get so we're going to actually going to Super up one day delivery and then they're going to Super up super same day delivery and I think they'll be able to just grab more and more and offer more and more products to people so I like those kind of investment initiatives so I think a lot of that margin pressure by the way it was really due to these kind of elective investments in the infrastructure they added more distribution capacity the last two years than Walmart has in its history. That's how aggressive Amazon is being an eye you know my guess is that third we're going to see dramatic market share gains from Amazon in the next 12 months so I like those companies that kind of really lean in bendin and the double down on our core competency that's what the Amazon is doing now. Scot: [30:00] Yeah. The Press is making a lot of noise around Shopify versus Amazon and Shopify is kind of amplifying that with they're arming the rebels and everything. Jason Connor makes our I won't say his thing but he's not a believer in that I think it's kind of interesting in there's definitely no love lost between the company's what what's your take on that is that a real battle or is that just kind of genda by to kind of raise awareness for Shopify. Mark: [30:26] You have a quick point of view on that Scott. Scot: [30:29] I think Shopify becomes a Marketplace adjacent thinks that's crazy Jason what do you what I'll let you state your own opinion. Jason: [30:38] Yeah I mean I think Shopify is a phenomenal company and a good executor so I'm not throwing rocks at Shopify. They're to me they're not a competitor to Amazon they don't acquire customers they have no traffic there there. Piece of infrastructure and a great valuable piece of infrastructure but a piece of infrastructure. Doesn't draw any customers in so I call these people that are like oh man they're like Amazon they have all this aggregated gmv and they could sell ads to it and they can you know recruit more sellers because they have this this audience and all these things will they don't have any of those things they don't have a single b2c marketer. In their company and I would argue that's that's been one of Amazon's Court competencies is they've they use the flywheel to build this this huge audience that they get to sell all the. Their goods and services to so I just I don't think. They compete in any in any meaningful way and I think if Shopify were to try to become a true b2c company like Amazon. It would just be a phenomenal pivot it would be you know. Can't you know obviously they have the resources to fund trying for it but I'm not sure that's the best move for them. Mark: [31:57] Yeah I don't so I Do cover Shopify I've been really impressed with them I don't know them as well as I know Amazon but I've been super impressed. With them and terms of the product development and they are just providing more and more services to small Merchants so I think there's an are now bigger than eBay in terms of GM vo but I can never there's not enough disclosure to figure out so where's that GM D coming because I think some of that probably does come through eBay so a little bit of double counting that goes on in there but it's really impressive what they've pulled together whether they can actually aggregate demand in a way that Amazon has I think that's I think that's unlikely I think that's a very hard thing to do it's possible they do have a shop app I just, yeah I guess that's the action question we often ask ourselves do you think you're going to use the shop app to shop. [32:45] I don't think so I don't think people are going to do that but you know if they can get enough people to do that boy they will have really they will have some really circled it that you know because they got the infrastructure okay they're talking about building out fulfillment and doing fulfillment for people and spending a billion dollars on it sorry my friends you're gonna have to spend a heck of a lot more than a billion if you if you really want to you know compete. Because the bar is getting higher it's not getting lower it's getting higher in terms of funeral the speed of delivery eBay learn this the hard way and so shockfights Memphis spend a lot more than that so anyway there's a lot of wonderful things about Shopify and I don't know whether if you listening to slammed on by if you think they can build up an aggregate an audience I don't think they can so does it make doesn't make it a slam dunk by it's it's you know it's a deep three point shot put it that way. And you're not Steph Curry. Jason: [33:41] I think we're going back to the basketball references in the book. Yeah it you know I tend to agree I'm not I don't think the shop app you know has attracted an audience that uses it for shopping yet it's a shipping trapping tracking app at the moment. But the it is funny like there are lots of companies that facilitate huge amounts of gmv so I think of like. Excuse me and Akamai is a. Is a CDN that's that used by almost every retailer to help help sell stuff right and so if you said well what's the CD the gmv of Akamai well it's bigger than Amazons. Um but that doesn't mean that Akamai can compete with Amazon so yeah I don't know. [34:28] I do want to go back to Amazon earnings just briefly because I you know I think a lot of the Slowdown is kind of a covid blip and I don't know if you ever think of it this way but. They're there their times in history when. It feels like the external factors aren't a big influence and and you know some companies perform really well and other companies struggle so you know there could be a year when you see Home Depot doing really well and lows struggling and you say. There's something special about Home Depot that I might be interested in investing in at the moment it feels like the external environment for retail is having a. [35:07] Sort of a consistent effect on everyone right and so you look at the industry average is you look at all of them is on Spears and they all have sort of the same shape of deceleration. That Amazon has so it's to me it's hard to attribute that to some. Some fundamental flaw in Amazon but there is one thing I noticed this quarter that it was interesting and I wanted to get your opinion about because I know as an investor you like seeing companies that have pricing power. And you know of course Amazon famously raise the price of prime a while back and seems like that was wildly successful this quarter. They've raised the price for grocery delivery there now charging ten dollar delivery fees even for Prime members. And then this week we saw that they made a pretty substantial increase to the cost of f ba which is you know the fundamental service used by almost all marketplace hours and they they just raise the price of that by like five percent and I'm curious do you look at that as a good sign that hey. They have pricing power and they're doing so well that they can command those prices or to me it's a potential warning sign because I feel like Amazon is so. Zealous an advocate of the flywheel in the flywheel is all about driving costs down to get scale up I just was surprised to see some of these like price increases in in you know. Especially grocery which isn't super mature yet. Mark: [36:33] Well I'm not sure really of the answer to your question Jason it's a it's a it's a really good thoughtful question on the on the groceries I think they raised it because the unit economics were just not working for them in terms of grocery delivery that's that's my guess they also you know yet to have that get to really crack the code on the grocery business and so I sort of see that as they tried it and it just can't right size the economics of they got to charge more for it so I read that kind of negatively what did the raising fees to sellers. But my guess is it's a mixture of things but it's largely driven that my guess is that this largely driven off of Just Rising. [37:17] You know Rising infrastructure costs have been rising shipping costs I mean Rising the two costs that they called out specifically on the earnings call my recall is correct is our steel costs because of all of that dish construction they're doing with their fulfillment centers and trucking services and so my guess is that they've they're doing is not necessarily the right size the economics is I think the economics are working but because they want to try to keep their unit economics relatively intact. And that's sort of the way I think they thought about the raising the price of prime it wasn't they did it because they could. It's they did because they sort of had to like the costs are rising it's just that what I found interesting in terms of pricing power is van acceleration in in Prime ads you know post that price increase like that and so does Netflix to me Netflix is essentially raise fees use the fees to you know generate more Revenue by more content is like a flywheel that they've worked with their make the service more bringing more users allows them to get a little bit raised money just a little bit more so it's not so much raising fees to extract excess profits it's raising fees to further accelerate growth and the value proposition is strong enough that they can do that and not lose customers that's that's that that there's this is subtle nuance and maybe it's too salty but but I think it's an important it's important difference it's not it's no it's raising pricing not to raise margins it's raising pricing to fuel growth. [38:46] And when you so either way it's good I happen to think you you want to the the better one is the latter one is a more impressive the latter one is more impressive because you're raising pricing just to Goose your margins you know you just put a Target on your back. Scot: [39:03] Reading the book made me nostalgic and maybe we'll do a little bit of a lightning round but one of the companies you wrote about that I kind of forgot about and those interesting was Zulily I remember when they came on the scene and we were all like. They were all blown away by how fast they could just get product up right they had this thing where they could. They could have most of those kids so they'd get like all these little kid models in there and throw some clothes on them take a picture and then like changed outfit take another so they could do something like you know thousand different products an hour or something. What's your recollection on Zulily. Mark: [39:40] She really is that was one of my calls that didn't work and. So I and I learned some lessons from that I think to me the lesson I drew a to do with value proposition they had wonderful cohort disclosure in their S1 when they went public I mean it was truly impressive. And you know the they also raise kind of an analytical question because the first it's not too dissimilar to stitch fix today the first three or four million customers were extremely happy the question is. Were there another three to four million customers that could be extremely happy and the problem that Zulily faced is that it customer value proposition had one major flaw which is that you couldn't return product if you didn't like it they didn't they didn't accept returns oh I'm sorry there were two problems and there was no Speedy Delivery you know you could get stuff in seven days and 20 days. That was good for the first day of the first three to four million customers who are fine with that you break into the mainstream and you mean I can't return something if I don't like it you mean I gotta wait how many days until I get something like that ended up. [40:45] And it was very hard being the survey you really had to go with gut instinct on that to realize in advance that they were going to hit a wall in their growth. Geez when you saw what happened to their growth rate when they went public it was Triple digits six quarters later they were doing 10 percent Revenue growth they hit the wall because the value proposition. Wasn't strong enough and then they end up going going private that to me was kind of a lesson which is you know the. [41:10] Growth was impressive but that value proposition if it's not if they hadn't they didn't have it nailed down and you knew from the beginning I knew from the beginning what the two Falls were I just I didn't know when it would hit them and hit them earlier than I thought so you know it gives us another reason to really focus on how compelling do you think this value proposition is how many you know will that can the can a customer base double given the existing value prop. And that's one of the big lessons if I spin it a little bit I mean that's to me is and Scott you look through this entire history like you know the first decade of the internet the king of online retail wasn't Amazon it was eBay and they had like six times seven times the market cap of Amazon that's completely changed and why is it change and I think in part it's because of the value prop I mean Amazon just beat him on price selection and convenience year in and year out and that really mattered but a more recent example in my book. [42:02] In literally and figuratively is doordash and GrubHub and that's example many people will will know but grub have that great business model wonderful investor Centric business model High margins and doordash had this you know generating tons of losses but they had the better value prop because they had more restaurants selection and the end of the day that they want and they were able to scale up and generate serve reasonable profits over time that was the case where my quick tag line is you know customer-centric companies. Beat investor Centric companies most of the time in market cap and market share Amazon versus eBay, GrubHub versus doordash those two examples really drilled that less than to me. Jason: [42:48] Yeah I've been fighting those companies because you know there. They're like increasingly overlapping with a lot of my Commerce clients and like you know a big. A big sort of disruption and commerce right now is all these ultra-fast delivery services and you know it seems pretty clear that doordash and Uber are both gonna want to play directly in that space so it seems like some of those those sectors are on a collision course to chase that Tam. Mark: [43:15] I think you're right Jason I also think Amazon I mean you're talking about logistics like that's Amazon's competency so whether you need to. Whether you're going to vertically integrate and do that or whether you going to do that virtually you know Foo you know a gig economy Network. I don't know which which is going to work better long-term but yeah and you know it's going to raise the bar and make it more and more expensive for anybody to operate in that in that segment I have a bias that Amazon in the end wins that but it's big enough of a market it's so early stage that you can have multiple winners for the next five years I don't know that you can have multiple winners for the next 10 years. Jason: [43:56] Yeah there was a funny question in the Amazon earnings call someone asked about ultra-fast delivery in the CFO kind of I thought brilliantly threw some shade on it he's like. He said something to the effect of we like where we are and ultrafast like we have one hour delivery on about 178,000 skews right now and we're you know we're going to continue to scale that and I don't know how many people follow this but all of the competitors in this space are are desperately trying to figure out how to do one hour delivery for like 7000 skus. So so like they're you know they definitely are gonna be able to leverage the infrastructure there and I'm sure they're making some big investments in that space too. Another area that's that's been kind of interesting lately and I know you've been following this little bit is obviously there are all these privacy changes and the depreciation of the third-party cookies and especially the IDF a you know mobile privacy changes. That Apple has instituted and that obviously had a pretty pronounced impact on the value of some companies like Snap recently A View you have a opinion there is that. Is that a blip or is that a systemic change. Mark: [45:08] I think it's a big pothole in the road. But it's not there but the but the it's a big pothole in the road but it's not a bridge that it's not a collapsed bridge that get that mountain out. Yeah so poor that hey yes. Yes it is yeah that's it that's pretty I mean that's a big pothole that idea Fay allowed Facebook to offer amazing attribution to millions and millions and millions of businesses and now that's gone and and and to their credit to Facebook's credit they warned about it for a year two snaps discredit they didn't warn about it ever and so that's why their stock went off you know 22 decline 25 percent whereas Facebook stock even the numbers came in weaker than expected you know kind of fell off to the 3% and by the way then is traded up above where it was at earnings time so what I mean very intrigued by is I think it will be a son of that idea of a. [46:12] You know child of idea say I like I think there's so much at stake here both from the advertising platforms like Facebook you know and Google's to some extent a little bit and Snapchat but also for you know the millions of marketers out there who you don't you were able to thank thanks to Facebook use of people's privacy data you know from right or wrong I mean that's what that's what they they did I mean this help Merchants really know which of their campaigns worked and allow them to you know run creative and that creative could be automatically you know a be tested abcdefgh like 8 times 8 different ways in which ever those creatives work best. You could actually beat successful one of them then you can just pivot all of the dollars behind that one campaign you know campaign h for campaign be your campaign e.e. and that's just a wonderful way to help these small businesses you know really succeed and that's been taken away now you know there's I think there's first a little bit of shock shoot I can't get the attribution I had I'm going to pull a my marketing dollars but marketers got a market. [47:13] And I think you're going to see those dollars come back and my guess is that Facebook and other companies are going to find some way to do. Better targeting they may not quite get to idea that a type of levels but they were going to be able to do some sort of audience targeting they also have a lot of first-party data but they'll be able to do it in a way that doesn't that you know respect people's privacy and yeah you'll see those dollars come back so that's why I referred to as a pothole I it's a big pothole it's but it's not that it's not a bridge that just collapsed you know you're going to be you can they can they got stuck in that pothole more than anybody else but you know the cranes there whatever they're getting a tow trucks they're they're getting out of it they got to do some nobody work they'll fix the car and it'll be back on the road in part because they've got the talent to do it but in part because there are millions of small businesses that are given to going to give them the incentive to do it because they'll get those marketing dollars back once they figure out some of the idea that a. Jason: [48:09] Yeah I always like to remind people that are like The Skys Falling on the advertising industry that you know. It wasn't very long ago that we had much worse targeting than than we have in digital even with idea of a I mean targeting used to be deciding which publication you were going to print your ad in. And they still got a lot of money in the advertising industry so like I kind of suspect that that marketers are going to figure out you know the best ways to invest their money even if it maybe isn't quite as. As real-time as people got used to for a short while. Mark: [48:42] I think you're right Jason. Scot: [48:45] So Mark you in the book you recap kind of this awesome 25-year career and you know one of the things I've learned is if you're in the game of making predictions you know that it's kind of humbling but then you kind of slowly but surely get better at it right you never get to kind of you know a hundred percent but over time you get better and like like for example you learned the lesson of. The companies that are customer focused to do better than investor focused think founder based in that kind of as you as you take those backward 25-year learnings and project them forward what are some of the things that you get excited about looking out the next five or ten years. Mark: [49:23] Well in terms of Trends even the next year or two I think whoever solves. Marketing attribution is going to be worth a lot more in two years than they are today just because there's so many businesses so many marketers that will pay for that. So I you know so that's that's kind of a debt that whoever whoever fills in the pothole that's going to be a very valuable company it's going to be a lot more valuable to years and it is today my guess is that there's gonna be Facebook so I'm interested in that then there's thing this thing called The Medic verse which I don't know this is just virtual reality just renamed do a Google Trends search on metaverse just watch that just spiked up in the last love so you know you kudos to the person who came up with that idea may be excited maybe Jason or Scott maybe was you I. Jason: [50:09] It's just a rebranded second life. Mark: [50:12] Okay and. But but you know the fact that it was two things that kind of struck me there's some pretty big companies throwing a lot of big money at metaverse you know Facebook Microsoft there's a bunch of others and then there's this Roblox generation people young people who are perfectly comfortable living in the meta verse in virtual reality and. [50:38] You know participating in concerts safely and you know and shopping and communicating and entertaining and learning. [50:49] And learning through the metaverse and so you know we knows 8 18 year olds you know get out into the real world you know they're going to be perfectly comfortable in the meadow verse maybe not the way you know not the way that we will naturally be but you know though they'll help us figure it out and so so I'm really intrigued by the metaverse I think it is going to take 5 to 10 years because that to really develop and I'm trying to trying to figure it out who the big winners are but but I'm very intrigued by that. [51:18] Yeah I'm also got one of those oculist you know I've gotten two different versions Generations the it's the iterations of the Oculus Rift and you know i-i've always it's kind of like when I first saw the Kindle you know the first Kindle I ever got was pretty darn kludgy but you know I just love the idea that you could just download any book on the your kludgy device will you know whenever you whenever you were in a Wi-Fi area and and I and you and you just saw how that device got better and better each iteration and so I just think about that with these with these virtual reality headsets I mean they're clumpy their clunky their kludgy it's kind of embarrassing to be have a picture of you taking them but you know just you can imagine already know how much they've improved over the last couple of years and just think ahead is it possible the next five to seven years it's going to be just it's going to be like putting on a pair of sunglasses I think that's what we should be thinking about if you can easily put on a pair of sunglasses and and enter the metaverse and have you know share a virtual you know in presence experience that sounds but that sounds odd or not but you can do that, I think a lot of people will do that and you know the education the work applications around that so I'm very intrigued by that. Jason: [52:28] So you're saying that that could be chewy.com to Google Glasses pets.com. Mark: [52:36] Yes yes I love that yes I hadn't thought about that way yeah and by the way I've got my Google Glass here you know I'm. Got that I got that early version I got the Amazon Fire Phone you know but just be the the early failures sometimes see these I mean they're kind of in the right direction I don't know exactly what there's a there's a backstory to Google Glass that we only partially know but anyway they have the concept is there and and you know the big iterations that these products do get better and as they get better easier cheaper lighter cooler you know like Main Street cooler not Silicon Valley cooler then then markets can appear. Scot: [53:17] I think that's something the three of us have in common I think the three of us are probably the only people that ordered and probably still own an Amazon Fire Phone. Jeff Ellis. Mark: [53:29] And I've Got My Socks.com puppet to it's in my office I put the hits I got it as a warning. Scot: [53:31] I have one of those too yeah we all I guess we all have one of those too. Jason: [53:36] That that puppet ended up being the most valuable asset from pets.com sidenote like I don't know if you followed it but there was there was there was a whole intellectual property fight with Triumph the comedy dog and all that stuff yeah. Unattended value unintended value creation. Scot: [53:53] Mark were you you know we've used up about an hour of your time we really appreciate you coming on the show to tell us about the book when's it come out where can people find it do you do you want them to order from that Seattle bookstore that we've been chatting about. Mark: [54:09] So yeah and thanks Scott Jason I've always enjoyed listening to your show I did tell you it beginning I your analysis recently all birds and Warby Parker I took the heart because I initiated Warby Parker as an analyst but I after after I've seen what your thoughts were on it. So thanks for having me on the show and to talk about the book nothing but Net 10 Timeless stock-picking lessons from one of wall Street's top Tech analyst I just like to nothing but net on a big Hoops fan. And my kids are hoops and that's been my email pack lines there's a lot of meaning for me in that that title it is available wherever fine literature is sold it is available on Amazon it's the it's a top bestseller now and in the business category so I've been I've been just it was just a it was a labor of love for me and throw like a chance to talk with both of you about it because you've lived through the sister just as much as I have and it's fascinating the lessons we can draw from. Jason: [55:01] Well Mark is been entirely our privilege and it's a great sign that you know just halfway through your career you had enough material for an amazing book so I can't wait to read the the sequel after the next half. Mark: [55:13] All right I will talk with will do it again in 25 years. Jason: [55:18] I'm booking it right now. Scot: [55:20] Bring our sock puppet are and pets.com puppets in our Amazon Fire Phone. Mark: [55:24] That's. Jason: [55:25] Yeah everyone else will be living in the metaverse at that point in no one's going to get it but it's cool. But Mark really appreciated your time and until next time happy commercing!
Welcome to the Boys Watching Buffy Podcast! On this episode, the Boys discuss what may be their favorite episode of the season. Giles is put in charge of the school's talent show, Buffy believes a Ventriloquist Dummy is responsible for a gruesome murder, and Buffy's Mom can't stop dreaming about bills. The Boys also dive into the arrival of a new Principal who calls out all the strange events that have happened at the school and vows to get to the bottom of them. Plus Joe and Vance talk about the post-credits scene and answer the question, Would you rather be a Slayer or a Watcher? Artwork by Josh Sude Music Composed by Fritz Myers BoysWatchingBuffy@gmail.com IG: https://www.instagram.com/boyswatchingbuffy Joe's Instagram: https://www.instagram.com/joewelkie Vance's Twitter: https://twitter.com/IsThatVance
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Yanni is the only real news left! Jared Harvin is in studio! Yanni talks Liz Cheney's excommunication from the GOP in Wyoming, Beto is back and Texas don't care, Bezos & Musk are selling stock like America is a going out of business, crypto is here to stay because it's too big to fail but Janet Yellen says there's nothing to fear, yeah right B%tch, an ODU professor has been asked to resign after controversy over a theory that pedophiles should not be stigmatized, Sesame Street has added its first Asian-America, Kyle Rittenhouse and I don't care and I give my take on my friend Tim Dillon vs Michael Che. It's LongDays so you know was da deal is. Sponsors Talk space https://www.talkspace.com Promo code: FUMES The Daily Tip presented by BETMGM https://www.audacy.com/thefanrichmond/hosts/betmgm-the-daily-tip Manscaped https://www.manscaped.com Promo code: fumes Hello Fresh https://www.hellofresh.com Promo code: longdays14 Yanni tour dates & tickets: https://www.yannispappascomedy.com Join for weekly Bonus episodes: https://www.patreon.com/yannilongdays LongDays is now officially going twice a week. Every Saturday & Thursday night. One weekly solo pod & a chat pod on Thursdays. Enjoy you hyenas! The show goes out every Saturday night & Thursdays to youtube and podcast audio platforms but while it's being recorded the show goes LIVE on Yannis' Instagram on Wednesdays. Come join in on the LONG DAY & Follow Yannis Pappas Instagram - https://www.instagram.com/yannispappas/ Twitter - https://twitter.com/yannispappas
American Media is Corrupt. Who are these people and what is their long game? Are members of the mainstream-prestige-elite-legacy-mass-corporate media even aware of their role in amplifying government propaganda? If they had any idea of how sinister and destructive their work was, would they stop? Probably not. In fact, we're now at a point where 'journalists' are the products of academia. And we know what that means. Jesse Kelly and panel expose the latest media malfeasance, so you know who's lying to you and about what...this time. It never gets old. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com
S4 E21: Director Glenn Payne and Writer/Actress Casey Dillard of the Movie: DrivenNovember 18th, 2021Drunk with BudsThis episode we try 4 beers while interviewing the fantastic minds behind the Demonic Thriller, Driven, for lack of a better term. Director Glenn Payne and Actress/Writer Casey Dillard sit down and call into the show and let us peel back the layers of their brain so we can find what makes the Indie Movie business tick!-In Pub Talk, our guests and us talk about UFOs, Monsters in general and Puppet Entertainment!- Honer Brings us to a Dive Bar that has been featured in a local film!- Bruce trivia has Name that Flick in honor of Casey and Glenn!! See how they stack up against 2Tones and Honer in trying to guess what Movie trailer is playing!!So sit back with your favorite suds, pop on the podcast and enjoy the ride!! "We are getting drunk wiiith... Drunk with Buds"----Our Social Media:Twitter: @DrunkWithBudsInstagram: @DrunkWithBudsFacebook: Drunk with Buds Podcasthttps://linktr.ee/DrunkwithBudspodcast----Drinks Tasted! (In Order Followed By Untappd Avg):Doom Tree (3.74) by Fonta Flora Brewery / Arizona Wilderness Brewing CoI Don't Feel That I Need To Explain My Art To You, Warren (4.03) by Stellwagen Blueberry Cheesecake ( 3.75) by Drekker Brewing CoMakers Series: The O.G. (3.74) by Little Beast Brewing CoFollow us on Untappd @DrunkWithBuds to get a preview of what this week's show will have on tap!Artworks: Honer Creations / Duff Design----MERCH! and PROMO CODES!:We have t-shirts, hoodies, leggings, women's apparel and masks!! Click the link:https://teespring.com/stores/drunkwithbudsTavour App: Use 'DrunkWithBuds' at signup for $10 off your first order of $25 or more! Visit our Website!Drunkwithbuds.weebly.comWatch these great flicks!!DRIVENTubi TV (FREE): bit.ly/drivenTubiAmazon (FREE): bit.ly/drivenAmazonKILLER CONCEPTTubi TV (FREE): https://bit.ly/KCtubiAmazon: (FREE) bit.ly/KCamazon
About Micheal BenedictMicheal Benedict leads Engineering Productivity at Pinterest. He and his team focus on developer experience, building tools and platforms for over a thousand engineers to effectively code, build, deploy and operate workloads on the cloud. Mr. Benedict has also built Infrastructure and Cloud Governance programs at Pinterest and previously, at Twitter -- focussed on managing cloud vendor relationships, infrastructure budget management, cloud migration, capacity forecasting and planning and cloud cost attribution (chargeback). Links: Pinterest: https://www.pinterest.com Twitter: https://twitter.com/micheal LinkedIn: https://www.linkedin.com/in/michealb/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: You know how git works right?Announcer: Sorta, kinda, not really Please ask someone else!Corey: Thats all of us. Git is how we build things, and Netlify is one of the best way I've found to build those things quickly for the web. Netlify's git based workflows mean you don't have to play slap and tickle with integrating arcane non-sense and web hooks, which are themselves about as well understood as git. Give them a try and see what folks ranging from my fake Twitter for pets startup, to global fortune 2000 companies are raving about. If you end up talking to them, because you don't have to, they get why self service is important—but if you do, be sure to tell them that I sent you and watch all of the blood drain from their faces instantly. You can find them in the AWS marketplace or at www.netlify.com. N-E-T-L-I-F-Y.comCorey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Sometimes when I have conversations with guests here, we run long. Really long. And then we wind up deciding it was such a good conversation, and there's still so much more to say that we schedule a follow-up, and that's what happened today. Please welcome back Micheal Benedict, who is, as of the last time we spoke and presumably still now, the head of engineering productivity at Pinterest. Micheal, how are you?Micheal: I'm doing great, and thanks for that introduction, Corey. Thankfully, yes, I am still the head of engineering productivity; I'm really glad to speak more about it today.Corey: The last time that we spoke, we went up one side and down the other of large-scale environments running on AWS and billing aspects thereof, et cetera, et cetera. I want to stay away from that this time and instead focus on the rest of engineering productivity, which is always an interesting and possibly loaded term. So, what is productivity engineering? It sounds almost like it's an internal dev tools team, or is it something more?Micheal: Well, thanks for asking because I get this question asked a lot of times. So, for one, our primary job is to enable every developer, at least at our company, to do their best work. And we want to do this by providing them a fast, safe, and a reliable path to take any idea into production without ever worrying about the infrastructure. As you clearly know, learning anything about how AWS works—or any public cloud provider works—is a ton of investment, and we do want our product engineers, our mobile engineers, and all the other folks to be focused on delivering amazing experiences to our Pinners. So, we could be doing some of the hard work in providing those abstractions for them in such way, and taking away the pain of managing infrastructure.Corey: The challenge, of course, that I've seen is that a lot of companies take the approach of, “Ah. We're going to make AWS available to all of our engineers in it's raw, unfiltered form.” And that lasts until the first bill shows up. And then it's, “Okay. We're going to start building some guardrails around that.” Which makes a lot of sense. There then tends to be a move towards internal platforms that effectively wrap cloud services.And for a while now, I've been generally down on the concept and publicly so in the general sense. That said, what I say that applies as a best practice or something that most people should consider does tend to fall apart when we talk about specific use cases. You folks are an extremely large environment; how do you view it? First off, do you do internal platforms like that? And secondly, would you recommend that other companies do the same thing?Micheal: I think that's such a great question because every company evolves with its own pace of development. And I wouldn't say Pinterest by itself had a developer productivity or an engineering productivity organization from the get-go. I think this happens when you start realizing that your core engineers who are working on product are now spending a certain fraction of time—which starts ballooning pretty fast—in managing the underlying systems and the infrastructure. And at that point in time, it's probably a good question to ask, how can I reduce the friction in those people's lives such that they could be focused more on the product. And, kind of, centralize or provide some sort of common abstractions through a central team which can take away all that pain.So, that is generally a good guiding principle to think about when your engineers are spending at least 30% of their time on operating the systems rather than building capabilities, that's probably a good time to revisit and see whether a central team would make sense to take away some of that. And just simple examples, right? This includes upgrading OS on your EC2 machines, or just trying to make sure you're patching all the right versions on your next big Kubernetes cluster you're running for serving x number of users. The moment you start seeing that, you want to start thinking about, if there is a central team who could take away that pain, what are the things they could be investing on to help up-level every other engineer within your organization. And I think that's one of the best ways to be thinking about it.And it was also a guiding principle for us within Pinterest to view what investments we could make in these central teams which can up-level each and every different type of engineer in the company as well. And just an example on that could be your mobile engineer would have very different expectations from your backend engineer who was working on certain aspects of code in your product. And it is truly important to understand where you want to centralize capabilities, which both these types of engineers could use, or you want to divest and have unique capabilities where it's going to make them productive. There's no one-size-fits-all solution for this, but I'm happy to talk about what we have at Pinterest, which has been reasonably working well. But I do think there's a lot more improvements we could be doing.Corey: Yeah, but let's also be clear that, as you've mentioned, you are heavily biased towards EC2 instances for a lot of what you do. If we look at the AWS console and we see hundreds of different services now, and it's easy to sit here and say, “Oh, internal platforms are terrible because all of those services are going to be enhanced in various ways and you're never going to be able to keep up with feature parity.” Yeah, but if you can wrap something like EC2 in an internal platform wrapper, that begins to be a different story because sure, someone's going to go and try something new with a different AWS service, they're going to need direct access. But the EC2 product across the board generally does not evolve in leaps and bounds with transformative changes overnight. Let's also not forget that at a company with the scale that Pinterest operates at, “Hey, AWS just dusted off a new feature and docs are still rolling out, and it's not in CloudFormation yet, but we're going to roll it out to production,” probably seems like the wrong direction to go in, I would assume.Micheal: And yes, I think that brings one of the key guardrails, I think, which these groups provide. So, when we start thinking about what teams, centralized teams like engineering productivity, developer tools, developer platforms actually do is they help with a couple of things. The top three are: they can help pave a path for the most common use cases. Like to your point, provisioning EC2 does take a set of steps, all the time. If you're going to have a thousand people doing that every time they're building a new service or trying to expand capacity playing with their launch templates, those are things you can start streamlining and making it simple by some wrapper because you want to address those 80% use cases which are usually common, and you can have a wrapper or could just automate that. And that's one of the key things: can you provide a paved path for those use cases?The second thing is, can you do that by having the right guardrails in place? How often have you heard the story that, “I just clicked a button and that now spun up, like, a thousand-plus instances.” And now you have to juggle between trying to stop them or do something about it.Corey: Back in 2013, you folks were still focusing on this fair bit. I remember because Jeremy Carroll, who I believe was your first SRE there once upon a time, wound up doing a whole series of talks around how Pinterest approached doing an AMI Factory. And back in those days, the challenges were, “Okay. We have the baseline AMI, and that's great, but we also want to do deployments of things and we don't really want to do a new deploy of an entire fleet of EC2 instances for a single line of config change, so how do we wind up weighing off of when you bake a new AMI versus when you just change something that has—in what is deployed to them?” And it was really a complicated problem back then.I'm not convinced it's not still a complicated problem, but the answers are a lot more cohesive. And making sure that every team—when you're talking about a company as large as Pinterest with that many teams—is doing things in the same way, seems like it's critically important otherwise you wind up with a whole bunch of unique-looking instances that each have to be managed by hand as opposed to something that can be reasoned around collectively.Micheal: Yep. And that last part you mentioned is extremely crucial as well because like I said, our audience or our customers are just not the engineers; we do work with our product managers and business partners as well because at times, we have to tie or change our architecture based on certain cost optimizations which would make sense, like you just articulated. We don't want to have all the instance types. It does not add much value to a developer unless they're explicitly seeking a high-memory instance or a [GP-based instance in a 00:10:25] certain way. So, we can then work with our business partners to make sure that we're committing to only a certain type of instances, and how we can abstract our tools to only give you that. For example, our deployment system, Teletraan which is an open-source system, actually condenses down all these instance types to a couple of categories like high-compute, high-memory—and you've probably seen that in many of the new cloud providers as well—so people don't have to learn or know the underlying instance type.When we moved from c3 to c5, it was just called as a high-compute system, so the next time someone provisioned a new service or deployed it using our system, they would just select high-compute as the de facto instance type and we would just automatically provision a C5 for them. So, that just reduces the extra complexity or the cognitive overhead individuals would have to go through in learning each instance type, what is the base AMI that comes on it, what are the different configurations that need to go in terms of setting up your AZ-scaling properties. We give them a good reasonable set of defaults to get started with, and then they can then work on optimizing or making changes to it.Corey: Ignoring entirely your mispronunciation of AMI, which is, of course, three syllables—and that is a petty hill upon which I will die—it occurs to me the more I work with AWS in various ways, the easier it gets. And I used to think in some respects, it was because the platform was so—it was improving so dramatically around me. But no, in many cases, it's because the first time you write some CloudFormation by hand, it's a nightmare and you keep smacking into weird issues. But the second or third time, it's super easy because you just copy the thing you've already built and change the relevant bits around. And that was the learning curve that I went through playing around with a lot of these things.When you start looking at this from a large-scale environment where it's not just about upskilling the people that you have to understand how these things integrate in AWS land, but also the consistent onboarding of engineers at a fairly progressive clip is, great, you effectively have to start doing trainings on all these things, and there's a lot of knobs and dials that can blow up and hurt people. At some point, building the guardrails or building the environment in which you are getting all the stuff abstracted away from where the application engineers have to think about this at all, it eventually reaches a tipping point where it starts to feel like it's no longer optional if you want to continue growing as a company because you don't have the luxury of spending six months of onboarding before you let someone touch the thing they were hired to build.Micheal: And you will see that many companies very often have very similar programming practices like you just described. Even I learned that the same way: you have a base template, you just copy-paste it and start from there on. And no one goes through the bootstrapping process manually anymore; you want to—I think we call it cargo-culting, but in general, just get something to bootstrap and start from there. But one of the things we learned in sort of the hard way is that can also lead to, kind of, you pushing, you know, not great practices because people don't know what is a blessed version of a good template or what actually would make sense. So, some of those things, we have been working on.And this is where centralized teams like engineering productivity are really helpful is we provide you with the blessed or the canonical way to do certain things. Case in point example is a CI/CD pipeline or delivery of software services. We have invested enough in experimenting on what works with some of the more nuanced use cases at Pinterest, in helping generate, sort of, a canonical version which would cover 80% of the use cases. Someone could just go and try to build a service and they could just use the same canonical pipeline without learning much or making changes to it. This also reduces that cargo-culting nature which I called, rather than copying it from unknown sources and trying to like—again, it may cause havoc to our systems, so we can avoid a lot of that because of these practices.Corey: So, let's step a little bit beyond AWS—I know I hate doing it, too—but I'm going to assume that your remit is broader than, oh, AWS whisperer-slash-Wrangler. So, tell me a little bit more about what it is that your day-to-day looks like if there is anything that could be said not to focus purely around AWS whispering.Micheal: So, one of the challenges—and I want to talk about this a bit more—is our environments have become extremely complex over time. And it's the nature of, like, rising entropy. Like, we've just noticed that there's two things: we have a diverse set of customer base, and these include everyone trying to do different workloads or work service types. What that essentially translates into is that we realized that our solution may not fit all of them. For example, what works for a machine-learning engineer in terms of iterating on building a model and delivering a model is not the same as someone working on a long-running service and trying to deploy that. The same would apply for someone trying to operate a Kafka system.And that has made, I think, definitely our job a bit challenging in trying to assess where do you actually draw the line on the abstraction? What is the right layer of abstraction across your local development experience, across when you move over to staging your code in a PR model and getting feedback and subsequently actually releasing it to production? Because this changes dramatically based on what is the workload type you're working on. And we feel like that has been one of the biggest challenges where I know I spent my day-to-day and my team does too, in trying to help provide some of the right solutions for these individuals. There's—very often we'll also get asked from individuals trying to do a very nuanced thing.Of late, we have been talking about thinking about how you operate functions, like provide Functions as a Service within the company? It just put us in a difficult spot at times because we have to ask the hard question, “Is this required?” I know the industry is doing it; it's definitely there. I personally believe, yes, it could be a future, but is that absolutely important? Is that going to benefit Pinterest in any formal way if we invest on some core abstractions?And those are difficult conversations to have because we have exciting engineers coming in trying to do amazing things; it puts us in a hard spot, as well, as to sometimes saying graciously, no. I know many companies deal with it when they have these centralized teams, but I think it's part of that job. Like when you say it's day-to-day, I would say I'm probably saying no a couple of times in that day.Corey: Let's pretend for the sake of argument that I am, tomorrow morning, starting another company—Twitter for Pets—and over the next ten years, it grows to be larger than Pinterest in terms of infrastructure, probably not revenue because it turns out pets are not the lucrative source of ad revenue that I was hoping it would be but, you know, directionally the same thing. It seems to me that building out this sort of function with this sort of approach to things is dramatically early as far as optimizations go when it's just me puttering around on something. I'm always cognizant of the wrong people taking the wrong message when we're talking about things that happen like this at scale. When does having an engineering productivity group begin to make sense?Micheal: I mentioned this earlier; like, yeah, there is definitely not a right answer, but we can start small. For example, this group actually started more as a delivery team. You know, when we started, we realized that we had different ways of deploying services or software at Pinterest, so we first gathered together to figure out, okay, what are the different ways and can we start simplifying that part? And that's where it started expanding. Okay, we are doing button-based deployments right now we have thousand-plus microservices, and we are seeing more incidents than we wanted to because anything where there's a human involved means there's a potential gap for error. I myself was involved in a SEV 0 incident, and I will be honest; we ended up deploying a Hello World application in one of our production fleet. Not the thing I wanted to be associated with my name, but, you know—Corey: And you were suddenly saying hello to the world, in fact—Micheal: [laugh].Corey: —and oops-a-doozy.Micheal: Yeah. So—and that really prompted us to rethink how we need to enable guardrails to do safe production rollouts. And that's how those conversations start ballooning out.Corey: And the healthy correct way. We've all broken production in various ways, and it's—you correctly are identifying, I believe, the direction you're heading in where this is a process problem and a tooling problem; it is not that you are secretly crap and should never have been allowed near anything in production. I mean, that's my excuse for me, but in your case, this is a common thing where it's, if someone can unintentionally cause issues like that, there needs to be better processes and procedures as the organization matures.Micheal: Yep. And that's kind of like always the route or the starting point for these discussions. And it starts growing from there on because, okay, you've helped improve the deploy process but now we're seeing insane amount of slowness, say on the build processes, or even post-deploy, there's, like, issues on how we monitor and look into data.And that I think forces these conversations, okay, where do we have these bespoke tools available? What are people doing today? And you have to ask those hard questions, like what can we actually remove from here? The goal is not to introduce yet another new system. Many a times, to be honest bash just gets the job done. [laugh].Personally, I'm okay with that as long as it's consistent and people, you know, are able to contribute to it and you have good practices in validating it, if it works, we should go for it rather than introducing yet another YAML [laugh] and some of that other aspects of doing that work. And that's what we encourage as well. That's how I think a lot of this starts connecting together in terms of, okay, now this is becoming a productivity group; they're focused on certain challenges where investing probably one person here may up-level a few other engineers who don't have to do that on a day-to-day basis. And I think that's one of the key items for, especially, folks who are running mid-sized companies to realize and start investing in these type of teams to really up-level, sort of, the rest of the engineering.Corey: You've been doing this for a fair while. If you were to go back and start over again on day one—which is always a terrifying question, on some level—what would you have done differently about building out this function as Pinterest continued to scale out?Micheal: Well, first, I must acknowledge that this was just not me, and there's, like, ton of people involved in helping make this happen.Corey: No, that's fair. We'll blame them for the missteps; that is—Micheal: [laugh].Corey: —just fine with me. I kid. I kid.Micheal: I think, definitely the nuances. If I look back, all the decisions that were made then at that point in time, there was a decision made to move to Phabricator, which was back then a great open-source code management system where with the current information at that point in time. And I'm not—I think it's very hard to always look back and say, “Oh, we could have chosen x at one point in time.” And I think in reality, that's how engineering organizations always evolve, that you have to make do with the information you have right now to make a decision that works for you over a couple of years.And I'll give you a small example of this. There was a time when Pinterest was actually on GitHub Enterprise—this was like circa 2013, I would say—and it really served as well for, like, five-plus years. Only then at certain point, we realized that it's hard to hire PHP engineers to support a tool like that, and we had to rethink what is the ROI and the investments we've made here? Can we ever map up or match back to one of the offerings in the industry today? And that's when you make decisions that, okay, at this point in time, it's clear that business continuity talks, you know, and it's hard to operate a system, which is, at this moment not supported, and then you make a call about making a shift or moving.And I think that's the key item. I don't think there's anything dramatically I would have changed since the start. Perhaps definitely investing a bit more individuals into the group and going from there. But that said, I'm really, sort of, at least proud of the fact that usually these teams are extremely lean and small, and they always have an outsized impact, especially when they're working with other engineers, other [opinionated 00:22:13] engineers for what it's worth.This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. 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Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: Most folks show up intending to do good today, and you make the best decision at the time with the context and constraints that you have, but my question I think is less around, “Well, what were the biggest mistakes you made?” But more to do with the idea of, based upon what you've learned and as you have shown—as you've shined light on these dark areas, as you have been exploring it, has anything jumped out at you that is, “Oh, yeah. Now, that I know—if I had known then what I know now, I would definitely have made this other decision.” Ideally, something that applies a little more globally than specific within Pinterest, just because the whole idea, aspirationally, is that people might learn something from our conversation. At least I will, if nothing else.Micheal: No, I think that's a great question. And I think the three things that jump to me, top of mind. I think technology is means to an end unless it gives you a competitive edge. And it's really hard to figure out at what point in time what technology and why we adopted it, it's going to make the biggest difference. Humans always tend to have a bias towards aligning towards where we want to go. So, that's the first one in my mind.The second one is, and we spoke about this last time, embrace your cloud provider as much as possible. You'd want to avoid taking on operational burden which is not going to add value to the business. If there is something you see your operating which can be offloaded—because your provider can, trust me, do a way better job than you or your team of few can ever do—embrace that as soon as possible. It's better that way because then it frees up your time to focus on the most important thing, which I've realized over time is—I really think teams like ours are actually—we're probably the most value as a glue to all the different experiences a software engineer would go through as part of their SDLC lifecycle.If we can simplify someone's life by giving them a clear view as to where their commit or the work is in this grand scheme of rolling out and giving them the right amount of data to take action when something goes wrong, trust me, they will love you for what you're doing because you're saving them ton of time. Many times, we don't realize that when we publish 11 different ways for you to go and check to just get your basic validation of work done. We tend to so much focus on the technological aspect of what the tool does, rather than the experience of it, and I've realized, if you can bridge the experience, especially for teams like ours, people really don't even need to know whether you're running Kubernetes or any of those solutions behind the scenes. And I think that's one of the biggest takeaways I have.Corey: I want to double down on something you said about the fact that you are not going to be able to run these services as effectively as your provider can. And relatively recently—in fact, since the first time we spoke—AWS has released a investment report in Virginia. And from 2011 through 2020, they have invested in building AWS data centers there, $35 billion. I promise almost no company that employs people listening to this that are not themselves a cloud provider is going to make that kind of investment in running these things themselves.Now, do cloud providers have sharp edges? Yes, absolutely. That is what my entire career is about, unfortunately. But you're not going to do a better job of running things more sustainably, more reliably, et cetera, et cetera. But there are other problems with this—and that's what I want to start exploring here—where in the olden days, when I ran things in data centers and they went down a lot more as a result, sometimes when there were outages, I would have the CEO of the company just standing there nervous worrying over my shoulder as I frantically typed to fix things.Spoiler: my typing accuracy did not improve by having someone looming over me. Now, when there's an outage that your cloud provider takes, in many cases the thing that you are doing to fix it is reloading the status page and waiting for an update because it is completely out of your hands. Is that something that you've had to encounter? Because you can push buttons and turn dials when things are broken and you control it, but in an AWS—or other cloud provider—outage, all you can really do is wait unless you have a DR plan that is large-scale and effective enough that you won't feel foolish or have wasted a huge amount of time and energy migrating off and then—because then it gets repaired in ten minutes. How do you approach that, from your perspective? I guess, the expectation management piece?Micheal: It's definitely I know something which keeps a lot of folks within infrastructure up at night because, like you just said, at times we can feel extremely powerless when we obviously don't have direct control—or visibility at times, as well—on what's happening. One of the things we have realized over time as part of running on our cloud provider for over a decade now, it forces us to rethink a bit on our priority workflows, what we want our Pinners to always have access to, what they need to see, what is not important or critical. Because it puts into perspective, even for the infrastructure teams, is to what is the most important thing we should always have it available and running, what is okay to be in a degraded state, until what time, right? So, it actually forces us to define SLOs and availability criteria within the team where we can broadcast that to the larger audience including the executives. So, none of this comes as a surprise at that point.I mean, it's not the answer, probably, you're looking for because is there's nothing we can do except set expectations clearly on what we can do and how when you think about the business when these things do happen. So, I know people may have I have a different view on this; I'm definitely curious to hear as well, but I know at Pinterest at least we have converged on our priority workflows. When something goes out, how do we jump in to provide a degraded experience? We have very clear run books to do that, and especially when it's a SEV 0, we do have clear processes in place on how often we need to update our entire company on where things are. And especially this is where your partnership with the cloud provider is going to be a big, big boon because you really want to know or have visibility, at the minimum some predictability on when things can get resolved, and how you want to work with them on some creative solutions. This is outside the DR strategy, obviously; you should still be focused on a DR strategy, but these are just simple things we've learned over time on how to just make it predictable for individuals within the company, so not everyone is freaking out.Corey: Yeah, from my perspective, I think the big things that I found that have worked, in my experience—mostly by getting them wrong the first time—is explain that someone else running the infrastructure when they take an outage; there's not much we can do. And no, it's not the sort of thing where picking up the phone and screaming at someone is going to help us, is the sort of thing that is best to communicate to executive stakeholders when things are running well, not in the middle of that incident.Then when things break, it's one of those, “Great, you're an exec. You know what your job is? Literally anything other than standing in the middle of the engineering floor, making everyone freak out even more. We'll have a discussion later about what the contributing factors were when you demand that we fire someone because of an outage. Then we're going to have a long and hard talk about what kind of culture you're trying to build here again?” But there are no perfect answers here.It's easy to sit here in the silver light of day with things working correctly and say, “Oh, yeah. This is how outages should be handled.” But then when it goes down, we're all basically an inch away at best from running around with our hair on fire, screaming, “Fix it, fix it, fix it, fix it, now.” And I am empathetic to that. There's a reason but I fix AWS bills for a living, and one of those big reasons is that it's a strictly business-hours problem and I don't have to run production infrastructure that faces anything that people care about, which is kind of amazing and freeing for someone who spent too many years on call.Micheal: Absolutely. And one of the things is that this is not only with the cloud provider, I think in today's nature of how our businesses are set up, there's probably tons of other APIs you are using or you're working with you may not be aware of. And we ended up finding that the hard way as well. There were a certain set of APIs or services we were using in the critical path which we were not aware of. When these outages happen, that's when you find that out.So, you're not only beholden to your provider at that point in time; you have to have those SLO expectations set with your other SaaS providers as well, other folks you're working with. Because I don't think that's going to change; it's probably only going to get complicated with all the different types of tools you're using. And then that's a trade-off you need to really think about. An example here is just like—you know, like I said, we moved in the past from GitHub to Phabricator—I didn't close the loop on that because we're moving back to GitHub right now [laugh] and that's one of the key projects I'm working with. Yeah, it's circle of life.But the thing is, we did a very strong evaluation here because we felt like, “Okay, there's a probability that GitHub can go down and that means people will be not productive for that couple of hours. What do we do then?” And we had to put a plan together to how we can mitigate that part and really build that confidence with the engineering teams, internally. And it's not the best solution out there; the other solution was just run our own, but how is that going to make any other difference because we do have libraries being pulled out of GitHub and so many other aspects of our systems which are unknowingly dependent on it anyways. So, you have to still mitigate those issues at some point in your entire SDLC process.So, that was just one example I shared, but it's not always on the cloud provider; I think there are just many aspects of—at least today how businesses are run, you're dependent; you have critical dependencies, probably, on some SaaS provider you haven't really vetted or evaluated. You will find out when they go down.Corey: So, I don't think I've told this story before, but before I started this place, I was doing a fair bit of consulting work for other companies. And I was doing a project at Pinterest years ago. And this was one of the best things I've ever experienced at a company site, let alone a client site, where I was there early in the morning, eight o'clock or so, so you know, engineers love to show up at the crack of 11:30. But so I was working a little early; it was great. And suddenly my SSH session that I was using to remote into something or other hung.And it's tap up, tap enter a couple of times, tap it a couple more. It was hung hard. “What's the—” and then someone gently taps me on the shoulder. So, I take the headphones off. It was someone from corporate IT was coming around saying, “Hey, there's a slight problem with our corporate firewall that we're fixing. Here's a MiFi device just for you that you can tether to get back online and get worked on until the firewall gets back.”And it was incredible, just the level of just being on top of things, and the focus on keeping the people who were building things and doing expensive engineering work that was awesome—and also me—productive during that time frame was just something I hadn't really seen before. It really made me think about the value of where do you remove bottlenecks from people getting their jobs done? It was—it remains one of the most impressive things I've seen.Micheal: That is great. And as you were telling me that I did look up our [laugh] internal system to see whether a user called Corey Quinn existed, and I should confirm this with you. I do see entries over here, a couple of commits, but this was 2015. Was that the time you were around, or is this before that even?Corey: That would have been around then, yes. I didn't start this place until late 2016.Micheal: I do see your commits, like, from 2015, and I—Corey: And they're probably terrible, I have no doubt. There's a reason I don't read code for a living anymore.Micheal: Okay, I do see a lot of GIFs—and I hope it's pronounced as GIF—okay, this is cool. We should definitely have a chat about this separately, Corey?Corey: Oh, yeah. “Would you explain this code?” “Absolutely not. I wrote it. Of course, I have no idea what it does. That's the rule. That's the way code always works.”Micheal: Oh, you are an honorary Pinterest engineer at this point, and you have—yes—contributed to our API service and a couple of Puppet profiles I see over here.Corey: Oh, yes—Micheal: [Amazing 00:36:11]. [laugh].Corey: You don't wind up thinking that's a risk factor that should be disclosed. I kid. I kid. It's, I made a joke about this when VMware acquired SaltStack and I did some analytics and found that 60 some odd lines of code I had written, way back when that were still in the current version of what was being shipped. And they thought, “Wait, is this actually a risk?”And no, I am making a joke. The joke is, is my code is bad. Fortunately, there are smart people around me who review these things. This is why code review is so important. But there was a lot to admire when I was there doing various things at Pinterest. It was a fun environment to work in, the level of professionalism was phenomenal, and I was just a big fan of a lot of the automation stuff.Phabricator was great. I love working with it, and, “Great, I'm going to use this to the next place I go.” And I did and then it was—I looked at what it took to get it up and running, and oh, yeah, I can see why GitHub is so popular these days. But it was neat. It was interesting seeing that type of environment up close.Micheal: That is great to hear. You know, this is what I enjoy, like, hearing some of these war stories. I am surprised; you seem to have committed way more than I've ever done in my [laugh] duration here at Pinterest. I do managing for a living, but then again—Corey, the good news is your code is still running on production. And we—Corey: Oh dear.Micheal: —haven't—[laugh]. We haven't removed or made any changes to it, so that's pretty amazing. And thank you for all your contributions.Corey: Oh, please, you don't have to thank me. I was paid, it was fine. That's the value of—Micheal: [laugh].Corey: —[work 00:37:38] for hire. It's kind of amazing. And the best part about consultants is, is when we're done with a project, we get the hell out everyone's happy about it.More happy when it's me that's leaving because of obvious personality-related reasons. But it was just an interesting company from start to finish. I remember one other time, I wound up opening a ticket about having a slight challenge with a flickering on my then Apple-branded display that everyone was using before they discontinued those. And I expected there to be, “Oh, okay. You're a consultant. Great. How did we not put you in the closet with a printer next to that thing, breathing the toner?” Like most consulting clients tend to do, and sure enough, three minutes later, I'm getting that tap on the shoulder again; they have a whole replacement monitor. “Can you go grab a cup of coffee? We'll run the cable for it. It'll just be about five minutes.” I started to feel actively bad about requesting things because I did a lot of consulting work for a lot of different companies, and not to be unkind, but treating consultants and contractors super well is not something that a lot of companies optimize for. I can't necessarily blame them for that. It just really stood out.Micheal: Yep, I do hope we are keeping up with that right now because I know our team definitely has a lot of consultants working with us as well. And it's always amazing to see; we do want to treat them as FTs. It doesn't even matter at that point because we're all individuals and we're trying to work towards common goals. Like you just said, I think I personally have learned a few items as well from some of these folks. Which is again, I think speaks to how we want to work and create a culture of, like, we're all engineers; we want to be solving problems together, and as you were doing it, we want to do it in such a way that it's still fun, and we're not having the restrictions of titles or roles and other pieces. But I think I digressed. It was really fun to see your commits though, I do want to track this at some point before we move completely over to GitHub, at least keep this as a record, for what it's worth.Corey: Yeah basically look at this graffiti in the codebase of, “A shit-poster was here,” and here I am. And that tends to be, on some level, the mark we live on the universe. What's always terrifying is looking at things I did 15 years ago in my first Linux admin job. Can I still ping the thing that I built there? Yes, I can. And how is that even possible? That should not have outlived me; honestly, it should never have seen the light of day in production, but here we are. And you never know how long that temporary kluge you put together is going to last.Micheal: You know, one of the things I was recalling, I was talking to someone in my team about this topic as well. We always talk about 10x engineers. I don't know what your thoughts are on that, but the fact that you just mentioned you built something; it still pings. And there's a bunch of things, in my mind, when you are writing code or you're working on some projects, the fact that it can outlast you and live on, I think that's a big, big contribution. And secondly, if your code can actually help up-level, like, ten other people, I think you've really made the mark of 10x engineer at that point.Corey: Yeah, the idea of the superhuman engineer is always been a strange and dangerous one. If for nothing else, from where I sit, excellence is inherently situational. Like we just talked about someone at Pinterest: is potentially going to be able to have that kind of impact specifically because—to my worldview—that there's enough process and things around there that empower them to succeed. Then if you were to take that engineer and drop them into a five-person startup where none of those things exist, they might very well flounder. It's why I'm always a little suspicious of this is a startup founded by engineers from Google or Facebook, or wherever it is.It's, yeah, and what aspects of that culture do you think are one-to-one matches with the small scrappy startup in the garage? Right, I predicting some challenges here. Excellence is always situational. An amazing employee at one company can get fired at a second one for lack of performance, and that does not mean that there's anything wrong with them and it does not mean that they are a fraud. It means that what they needed to be successful was present in one of those shops, but not the other.Micheal: This is so true. And I really appreciate you bringing this up because whenever we discuss any form of performance management, that is a—in my view personally—I think that's an incorrect term to be using. It is really at that point in time, either you have outlived the environment you are in, or the environment is going in a different direction where I think your current skill set probably could be best used in the environment where it's going to work. And I know it's very fuzzy at that point, but like you said, yes, excellence really means you don't want to tie it to the number of commits you have pushed out, or any specific aspect of your deliverables or how you work.Corey: There are no easy answers to any of these things, and it's always situational. It's why I think people are sometimes surprised when I will make comments about the general case of how things should be, then I talk to a specific environment where they do the exact opposite, and I don't yell at them for it. It's there—in a general sense, I have some guidance, but they are usually reasons things are the way they are, and I'm interested in hearing them out. Everything's situational, the worst consultant in the world is the one that shows up, has no idea what's going on, and then asked, “What moron set this up?” Invariably, two said, quote-unquote, “Moron.” And the engagement doesn't go super well from there. It's, “Okay, why is this the way that it is? What constraints shaped it? What was the context behind the problem you were trying to solve?” And, “Well, why didn't you use this AWS service?” “Because it didn't exist for another three years when we were building that thing,” is a—Micheal: Yes.Corey: —common answer.Micheal: Yes, you should definitely appreciate that of all the decisions that have been made in past. People tend to always forget why they were made. You're absolutely right; what worked back then will probably not work now, or vice versa, and it's always situational. So, I think I can go on about this for hours, but I think you hit that to the point, Corey.Corey: Yeah, I do my best. I want to thank you for taking another block of time out of your day to wind up talking with me about various aspects of what it takes to effectively achieve better levels of engineering productivity at large companies, with many teams, working on shared codebases. If people want to learn more about what you're up to, where can they find you?Micheal: I'm definitely on Twitter. So, please note that I'm spelled M-I-C-H-E-A-L on Twitter. So, you can definitely read on to my tweets there. But otherwise, you can always reach out to me on LinkedIn, too.Corey: Fantastic and we will, of course, include a link to that in the [show notes 00:44:02]. Thanks once again for your time. I appreciate it.Micheal: Thanks a lot, Corey.Corey: Micheal Benedict, head of engineering productivity at Pinterest. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a comment telling me that you work at Pinterest, have looked at the codebase, and would very much like a refund and an apology.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
This week's episode pulls some strings to cover the 1989 cult favorite "Puppet Master." We talk about Charles Band's bizarre story and the doll-horror subgenre, and we revisit director David Schmoeller's 1979 horror classic "Tourist Trap" as well. Listen now!
On this repeat episode of Below the Frame, Matt sits down with Sesame Street Muppet Performer John Kennedy (Mumford). They talk about John's interactions with Jim Henson, his puppetry books, and the fact that he's always working. We also learn a bit about the helpfulness of “Double-Stick Tape” and Muppet Performer Bill Barretta answers a question about NOT puppets.John's website: http://puppetkit.comJohnny K Band: https://www.johnnykband.comBean Ball on the Apple App Store: https://apps.apple.com/us/app/bean-ball/id1522378984
In this episode, I ask founders to consider how they would feel if they took investment capital and then saw an inexperienced puppet CEO with a fancy resume replace them as the operating leader. Listen in to understand why this happens still and how to avoid this scenario.Your Host: Dr. James F. Richardson of Premium Growth Solutions, LLC www.premiumgrowthsolutions.comPlease send feedback on this or other episodes to: email@example.com
Truly Inconsequential - Not all characters are created equal. Mr. Greer and Brimstone of The Grindhouse Radio debate this week's zeroes in front of a live audience. It'll be determined in real time who will remain inconsequential, and who may be liberated back into the hero's category. This week they argue Sweetums from The Muppets; as well as Snuffy from Sesame Street. Which Muppet will come out of the darkness and into the light as the other falls into felty obscurity. Question is, who will remain truly inconsequential
After walking more than 8000 kilometres across Europe, a puppet named Little Amal took the stage at COP26 in Glasgow to raise awareness of the plight of refugee children and the effects of climate change.
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Dan Konopka regales us with stories about the piss bucket that is put by his drum kit every time he plays the Paradise Rock Club in Boston; how a dead muppet looks; and what it's like to rock in zero gravity. Social: @TMEPshow Website: TMEPshow.com
Think of this episode as Metal Nerdery Podcast's “double-concept-EP-hidden-bonus-split-album” podcast, with “double the content” (kind of…) of any of our prior episodes (I mean, not really…but also, definitely kind of…). Not only will you get the Metal Nerdery Concert Report featuring a review of the boys' recent KNOTFEST experience in Atlanta, but you'll also get, for a limited time* (again, kind of, but not really…but also again, …definitely kind of…) the latest installment of “Inside the Metal” as Metal Nerdery explores the deep layers of musical virtuosity, showmanship and complexity that fuels The PROG-METAL Try some time-release, relaxer infused “horseradish ranch” with your “Wolf Steak Prog Salad,” tune up those pianos & keyboards, get ready for an incredibly orchestrated “treadmill solo” that will transcend time and dimension in the face of multiple degrees of tangentionalality and JOIN US for a smorgasbord of PROGRESSIVE METAL after a brief review of the Metal Nerdery KNOTFEST Experience. *Limited time = however much time you have left before your battery runs out. Yeah…this one was a pretty long one. Visit www.metalnerdery.com/podcast for more on this episode Leave us a Voicemail to be played on a future episode: 980-666-8182 Metal Nerdery Tees and Hoodies – metalnerdery.com/merch and kindly leave us a review and/or rating on the iTunes/Apple Podcasts - Spotify or your favorite Podcast app Listen on iTunes, Spotify, Podbean, Google Podcasts or wherever you get your Podcasts. Follow us on the Socials: Facebook - Instagram - Twitter Email: email@example.com Can't be LOUD Enough Playlist on Spotify Show Notes: (00:01): #thatswhatitsoundslike ***WELCOME BACK!!!*** #metalnerderypodcastexperience (Here inside the #vulvular walls of 33rd Floor Inverted Underground Bunker Poon Studios #whazzup / Time for the #tradish #clinky #markthetime #nutrious / #thisepisodesbeeroftheepisode #dramaticpop the #tradesmanship and #artisanship behind every episode's #beeroftheepisode ***#mastodon #threetaverns #teardrinker #hazypaleale (#pellell) epical #albumcover ***CHECK OUT #hushedandgrim*** #hailtoall (03:24): Baseball #sportsball #worldseries celebration and the #MN33rdFlrIUBPSLounge (new add on for 2021, THANK YOU for your CONTINUED support!!! www.metalnerdery.com/merch) #settledownbeavis #squeezeitout #notready #thetimeismarked #thechristmasepisode (05:22): ***METAL NERDERY CONCERT UPDATE: #SLIPKNOT & KNOTFEST Atlanta show and #ActusReus and #fam and #tangentionalalityismness #goodtimeswerehad #vipline vs #lawnline / #codeorange and a #phonecall and a #hugelysizable #upgrade (#notallconnected #settledownbeavis) / #fever333 #threepiece #punk #metal #thrash #markthetime #showenergy and the #guitarslinger #sinisterlaughter #ventriloquistnightmare #settledownspaz / #killswitchengage (#dadrock? I don't agree; #KSE is #mostdefinitely #fuckingmetal) #constipatedburp #squealieburps #squealieASMR (and the story of the shuffling singers…see also #Seemless for #tangentionality) / ***Past #KSE shows #slipofthetongue #wrongword #threedayban for #hatespeech #anyway (14:21): #slipknot #headliner #legendary (*Note: In case you weren't already aware, apparently #Slipknot put on one of the best shows in #metal!!!*) / ***Check out Slipknot's #livealbum*** / The “intro” music: #forthoseabouttorock #fire #ACDCisMetal #ACDCisMetalASMR #DanzigASMR / #luxuryaccomodations #vipbar #notrough / #CodeOrange and the #importance of #articulation in #production (and a moment of #tangentionalality to #DreamTheater and #MikePortnoy and #progressivemetal and #because). (20:53): #tanks #noteven #waybetter #muchlybetter #treadmills #waitwhat #leadtreadmill #eerie #creepy #cool and the #centralmessage #shhhhhh / #highlights #readthoselyrics SURFACING #epbonusalbum #longasfuck #markthetime *and now** a definition of #progressivemetal #longasssongs #subgenre #pickitupbuttercup #nowwithextracaffeine #caffeineinfusedcocaine #core #waitwhat (***still SURFACING #slipknotASMR #glorious***) #readthoselyrics #tensionsiren (***go check out #Slipknot at #DownloadFestival 2018-2019 re #stageshow***) #heyguys #jazzlounge (27:11): #letsdoit #halfhourin***METAL NERDERY PODCAST: KNOTFEST REVIEW & INSIDE THE PROG METAL: like a #doublealbum #podcast*** GIVE US A CALL AT 980-666-8182!!!*** #okayturnitoffnow / #Loudwire.com's #lysticle (not #prague, but #progressive #prog, as in #prog #metal, glorious, majestic, #progmetal*** #AJFA had a big impact on #progressivemetal as did the old school #seventiesprogrock / #wolfsteakprogsalad #progressivesaladyeah / Iron Maiden (very prog) / Prog vs Power metal? And multiple #subgenres / #Periphery (“Periphery II”) ERISED #youtalkintomay #recordscratch #thatsnotmymetal #yougottawaitforit MAKE TOTAL DESTROY #moregooder #unsoftness #mathmetal (34:34): #Enslaved (“Below the Lights”) HAVENLESS #progressivevikingblackmetalcore #crunchyballriff #fortifiedbreakfast #whatsitgonnado / #ProtestTheHero #killeropener #notasdjenty BLOODMEAT #usethoseheadphones #holymoly #alottoswallow #alittlebiggerthanyouthink #markthetime / ***check out #AnimalsAsLeaders*** / #Evergrey (“In Search of Truth”) THE MASTER PLAN #virtuososhredding #shinydiamonds and #cleantigers / #experimental / #SymphonyX #whaddyawannahear #thathadasmell #killeropener OF SINS AND SHADOWS #squealies #nintendokeyboards #thefable (45:38): #BetweenTheBuriedAndMe (and a word from #SweetIcedTea) COMA MACHINE (“Coma Ecliptic”) #heavyBeatles #kingsX #vibe #markthetime #itsweirdbutikindalikeit #howgoodimnot #wellworded / #DreamTheater #andawaywego (“A View from The Top of The World”) AWAKEN THE MASTER #eightstring #holymoly #lotsgoinon (51:09): #bodymap #topography #crickets / #IronMaiden (“Seventh Son of a Seventh Son”) #deepcut MOONCHILD #ithadtohappen #screamforme #didyougo #numberone #letsbackup / ***Bruce Dickinson's Spoken Word tour. Check out his website: www.screamforme.com *** #screamformelongbeach / #Meshuggah (“Chaosphere”) NEW MILLENIUM CYANIDE CHRIST #doyoumath #definitelynot / #Mastodon (“Crack the Skye”) DIVINATIONS #thisone (see also #banjo) #harmonizedchords are #nextlevel #ATL #AtlantaMetal (1:02:08): #Tool (and the #unpopularopinion) “10,000 Days” JAMBI and those #deliciousholes #tupperwareASMR (and a dumb side note regarding #FearInnoculum and #compactdiscs) “R's and N's” PNEUMA (#heavypinkfloyd #artmetal #newgenre) #thatwasnotontheboat #dingy #minimalmental #layers (***be sure to check out our Tool Aenima Album Dive!!!*** Especially with the #relaxers and the #funguys ) (1:09:43): #FatesWarning (“Awaken the Guardian”) THE SORCERESS with #JohnArch and (“No Exit”) ANARCHY DIVINE with #RayAlder and #thecommonbond between #progmetal and #deathmetal and #vocals #oppositehelium #yoadrian / ***Show memory re: Queensryche & Metallica at The Omni*** #Queensryche (“Operation: Mindcrime”) SPREADING THE DISEASE (and the upcoming release of Geeoff Taint's unauthorized authorized autobiographical biography, “Scream from the Balls: The Legacy”) #mynotsoloalbum (***Concept albums are generally a very strong indication of prog-metal***) / #hairmetal #whatever (1:18:29): “Give ‘em a little pat on the bottom…” / #healthfood #healthhelmet #Opeth (“Blackwater Park”) BLEAK (Opeth's #Puppets) and the evolution of Opeth's sound and a return to old school 70's style prog rock with #extrahuevos and #cleanvocals and #darklyrics / #strollandscroll / a list from #Kerrang.com's 13 essential progressive metal albums (and a definition of the term “Kerrang”) #onomatopoeia #melbums #yeah / The results of another list…very comparable. #yeah #alsoyeah #stillyeah #alottayeah (1:24:56): #Watchtower (the #progmetalband, NOT the religious publication of the #JehovasWitnesses) / #Savatage and #TransSiberianOrchestra #nobigdill…still on Watchtower (“Control and Resistance”) CONTROL AND RESISTANCE #againwiththemath #kindabusy (similar to #Cynic) #heyman #wrapthisoneup THANK YOU FOR JOINING US!!! ***GIVE US A CALL AT 980-666-8182*** BUY OUR SHIT metalnerdery.com/merch #metallicablackalbumdenmarkian54321 on the #newgumapp and check out #TheMetalNerderyFallCollection for some excellent #holidaygiftideas and please purchase a #tentaclemassage #giftcard for your loved ones this holiday season. #untilthenext #noneofthatwasontheboat #cuttingroomfloormegamix #iabstnm #myballsfellasleep
The last few years have been rough for everyone, but it especially hit the world of Broadway hard. After touring the world with the hit musical 'Hamilton' today's guest Fergie Philippe was set to start staring on the On-Broadway production of the show. As he moved from the touring version of Hamilton and started to perform as Hercules Mulligan and James Madison on the Broadway production the pandemic hit and the show was shut down.But the shutdown didn't slow down Fergie. He got the creative juices going and came up with another hit idea. A podcast about The Muppets. He pitched the idea to 'The Broadway Podcast Network.' They loved the concept of creating a show all about The Muppets to correspond to the release on Disney +. 'It's Time to Meet the Muppets' is an in-depth look into each episode of this beloved franchise.Now that Broadway is reopened, Fergie is back performing on the stage. In today's conversation, Fergie shares his very unique journey from Miami, Florida to the stages of Broadway. We also discuss Jim Henson's Muppets, how he fell in love with them, why the Muppets connect with generations of people, and why 'The Broadway Podcast Network' would want a show not about Broadway on their platform.Later in the episode, we dive deeper into the future of Broadway, race and diversity, and how Broadway is reenvisioning the type of shows they create.LinksIt's Time to Meet the Muppets: https://broadwaypodcastnetwork.com/podcast/its-time-to-meet-the-muppets/The Broadway Podcast Network: https://broadwaypodcastnetwork.comFergie's Website: https://www.fergiephilippe.comPodcast Magazine Article: https://podcastmagazine.com/its-time-to-meet-the-muppetsHamilton Website: http://www.broadway.com/shows/hamilton-broadway/
As everyone in Trumps sphere is being subpoenaed, it begs the question why are republican's not fighting back? Where are the subpoenas for the news organizations or pencil neck that spread every false rumor? Why don't republicans know how to fight back? It begs the question why can we never count on our own?
WATCH this episode on Youtube https://youtu.be/CDKg5WahKHkIn this special episode I sit and chat with actor/filmmaker Daniel Villareal AKA Little Puppet. We discuss his early interest in cinema, his background as a photographer, how he got his first role as 'Finger Man' in the film 'Stand and Deliver', his work in 'American Me' and 'Speed' as well as his overall love of cinema. Daniel is a big time cinephile so we have a great conversation about some of his favorite foreign films.
Is it time for timer? Do you hanker for a hunk of cheese? Did you wake up early before your parents, make a bowl of cereal and eat it in front of the tv watching all your favorite shows? Do you know who the Banana Splits are? How about HR Pufnstuf? Are you afraid of Sleestaks? We've got the episode for you. We look first at the history of puppets (very briefly) and then we go into the world of 70s children's shows focusing on the wildness of Sid and Marty Krofft properties HR Pufnstuf and The Land of the Lost. Is it a classic genXtemporaneous? Maybe not classic. But it is at least as good as HR Pufnstuf and we do it without a laugh track. Sources: Ericksson, Hal. Sid and Marty Krofft: A Critical Study of Saturday Morning Children's Television, 1969-1993. McFarland & Company, Inc. Jefferson, NC and London. 1998 I'm Just a Bill (Schoolhouse Rock) https://www.youtube.com/watch?v=tyeJ55o3El0&t=30s Sunshine on a Stick https://www.youtube.com/watch?v=AaVWM1mqG74 Land of the Lost Theme: https://www.youtube.com/watch?v=n3m7Xow0YxE HR Pufnstuf theme https://www.youtube.com/watch?v=obxfuFrUTzg Bob Marley/Banana Splits Mashup: https://www.youtube.com/watch?v=dtluQkuT25s Uncanny Valley: https://www.youtube.com/watch?v=GVdx22WtXI4&t=63s Puppetry In Education: https://www.youtube.com/watch?v=1BXlpyBf_O8&t=405s A visit inside the trippy world of Sid and Marty Krofft https://www.youtube.com/watch?v=fbLWKlWideg Puppets and perception: https://www.youtube.com/watch?v=X_Molj8L6nM --- Support this podcast: https://anchor.fm/marc-snediker/support
About Betty Betty Junod is the Senior Director of Multi-Cloud Solutions at VMware helping organizations along their journey to cloud. This is her second time at VMware, having previously led product marketing for end user computing products. Prior to VMware she held marketing leadership roles at Docker and solo.io in following the evolution of technology abstractions from virtualization, containers, to service mesh. She likes to hang out at the intersection of open source, distributed systems, and enterprise infrastructure software. @bettyjunod Links: Twitter: https://twitter.com/BettyJunod Vmware.com/cloud: https://vmware.com/cloud TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: You know how git works right?Announcer: Sorta, kinda, not really Please ask someone else!Corey: Thats all of us. Git is how we build things, and Netlify is one of the best way I've found to build those things quickly for the web. Netlify's git based workflows mean you don't have to play slap and tickle with integrating arcane non-sense and web hooks, which are themselves about as well understood as git. Give them a try and see what folks ranging from my fake Twitter for pets startup, to global fortune 2000 companies are raving about. If you end up talking to them, because you don't have to, they get why self service is important—but if you do, be sure to tell them that I sent you and watch all of the blood drain from their faces instantly. You can find them in the AWS marketplace or at www.netlify.com. N-E-T-L-I-F-Y.comCorey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Periodically, I like to poke fun at a variety of different things, and that can range from technologies or approaches like multi-cloud, and that includes business functions like marketing, and sometimes it extends even to companies like VMware. My guest today is the Senior Director of Multi-Cloud Solutions at VMware, so I'm basically spoilt for choice. Betty Junod, thank you so much for taking the time to speak with me today and tolerate what is no doubt going to be an interesting episode, one way or the other.Betty: Hey, Corey, thanks for having me. I've been a longtime follower, and I'm so happy to be here. And good to know that I'm kind of like the ultimate cross-section of all the things [laugh] that you can get snarky about.Corey: The only thing that's going to make that even better is if you tell me, “Oh, yeah, and I moonlight on a contract gig by naming AWS services.” And then I just won't even know where to go. But I'll assume they have to generate those custom names in-house.Betty: Yes. Yes, I think they do those there. I may comment on it after the fact.Corey: So, periodically I am, let's call it miscategorized, in my position on multi-cloud, which is that it's a worst practice that when you're designing something from scratch, you should almost certainly not be embracing unless you're targeting a very specific corner case. And I stand by that, but what that has been interpreted as by the industry, in many cases because people lack nuance when you express your opinions in tweet-sized format—who knew—as me saying, “Multi-cloud bad.” Maybe, maybe not. I'm not interested in assigning value judgment to it, but the reality is that there are an awful lot of multi-cloud deployments out there. And yes, some of them started off as, “We're going to migrate from one to the other,” and then people gave up and called it multi-cloud, but it is nuanced. VMware is a company that's been around for a long time. It has reinvented itself in a few different ways at different periods of its evolution, and it's still highly relevant. What is the Multi-Cloud Solutions group over at VMware? What do you folks do exactly?Betty: Yeah. And so I will start by multi-cloud; we're really taking it from a position of meeting the customer where they are. So, we know that if anything, the only thing that's a given in our industry is that there will be something new in the next six months, next year, and the whole idea of multi-cloud, from our perspective, is giving customers the optionality, so don't make it so that it's a closed thing for them. But if they decide—it's not that they're going to start, “Hey, I'm going to go to cloud, so day one, I'm going to go all-in on every cloud out there.” That doesn't make sense, right, as—Corey: But they all gave me such generous free credit offers when I founded my startup; I feel obligated to at this point.Betty: I mean, you can definitely create your account, log in, play around, get familiar with the console, but going from zero to being fully operationalized team to run production workloads with the same kind of SLAs you had before, across all three clouds—what—within a week is not feasible for people getting trained up and actually doing that. Our position is that meeting customers where they are and knowing that they may change their mind, or something new will come up—a new service—and they really want to use a new service from let's say GCP or AWS, they want to bring that with an application they already have or build a new app somewhere, we want to help enable that choice. And whether that choice applies to taking an existing app that's been running in their data center—probably on vSphere—to a new place, or building new stuff with containers, Kubernetes, serverless, whatever. So, it's all just about helping them actually take advantage of those technologies.Corey: So, it's interesting to me about your multi-cloud group, for lack of a better term, is there a bunch of things fall under its umbrella? I believe Bitnami does—or as I insist on calling it, ‘bitten-A-M-I'—I believe that SaltStack—which I wrote a little bit of once upon a time, which tells me you folks did no due diligence whatsoever because everything I've ever written is molten garbage—Betty: Not [unintelligible 00:04:33].Corey: And—so to be clear, SaltStack is good; just the parts that I wrote are almost certainly terrible because have you met me?Betty: I'll make a note. [laugh].Corey: You have Wavefront, you have CloudHealth, you have a bunch of other things in the portfolio, and yeah, all those things do work across multiple clouds, but there's nothing that makes using any of those things a particularly bad idea even if you're all-in on one cloud provider, too. So, it's a portfolio that applies to a whole bunch have different places from your perspective, but it can be used regardless of where folks stand ideologically.Betty: Yes. So, this goes back to the whole idea that we meet the customers where they are and help them do what they want to do. So, with that, making sure these technologies that we have work on all the clouds, whether that be in the data center or the different vendors, so that if a customer wants to just use one, or two, or three, it's fine. That part's up to them.Corey: The challenge I've run into is that—and maybe this is a ‘Twitter Bubble' problem, but unfortunately, having talked to a whole bunch of folks in different contexts, I know it isn't—there's almost this idea that you have to be incredibly dogmatic about a particular technology that you're into. I joke periodically about the Rust Evangelism Strikeforce where their entire job is talking about using Rust; their primary IDE is PowerPoint because they're giving talks all the time about it rather than writing code. And great, that's a bit of an exaggeration, but there are the idea of a technology purist who is taking, “Things must be this way,” well past a point of being reasonable, and disregarding the reality that, yeah, the world is messy in a way that architectural diagrams never are.Betty: Yeah. The architectural diagrams are always 2D, right? Back to that PowerPoint slide: how can I make pretty boxes? And then I just redraw a line because something new came out. But you and I have been in this industry for a long time, there's always something new.And I think that's where the dogmatism gets problematic because if you say we're only going to do containers this way—you know, I could see Swarm and Kubernetes, or all-in on AWS and we're going to use all the things from AWS and there's only this way. Things are generational and so the idea that you want to face the reality and say that there is a little bit of everything. And then it's kind of like, how do you help them with a part of that? As a vendor, it could be like, “I'm going to help us with a part of it, or I'm going to help address certain eras of it.” That's where I think it gets really bad to be super dogmatic because it closes you off to possibly something new and amazing, new thinking, different ways to solve the same problem.Corey: That's the problem is left to our own devices, most of us who are building things, especially for random ideas, yeah, there's a whole modern paradigm of how I can build these things, but I'm going to shortcut to the thing I know best, which may very well the architectures that I was using 15 years ago, maybe tools that I was using 15 years ago. There's a reason that Vim is still as popular as it is. Would I recommend it to someone who's a new user? Absolutely not; it's user-hostile, but back in my days of being a grumpy sysadmin, you learned vi because it was on everything you could get into, and you never knew in what environment you were going to be encountering stuff. These days, you aren't logging in to remote systems to manage them, in most cases, and when it happens, it's a rarity and a bug.The world changes; different approaches change, but you have to almost reinvent your entire philosophy on how things work and what your career trajectory looks like. And you have to give up aspects of what you've considered to be part of your identity and embrace something new. It was hard for me to accept that, for example, Docker and the wave of containerization that was rolling out was effectively displacing the world that I was deep in of configuration management with Puppet and with Salt. And the world changes; I said, “Okay, now I'll work on cloud.” And if something else happens, and mainframes are coming back again, instead, well, I'm probably not going to sit here railing against the tide. It would be ridiculous to do that from my perspective. But I definitely understand the temptation to fight against it.Betty: Mm-hm. You know, we spend so much time learning parts of our craft, so it's hard to say, “I'm now not going to be an expert in my thing,” and I have to admit that something else might be better and I have to be a newbie again. That can be scary for someone who's spent a lot of time to be really well-versed in a specific technology. It's funny that you bring up the whole Docker and Puppet config management; I just had a healthy discussion over Slack with some friends. Some people that we know and comment about some of the newer areas of config management, and the whole idea is like, is it a new category or an evolution of? And I went back to the point that I made earlier is like, it's generations. We continually find new ways to solve a problem, and one thing now is it [sigh] it just all goes so much faster, now. There's a new thing every week. [laugh] it seems sometimes.Corey: It is, and this is the joy of having been in this industry for a while—toxic and broken in many ways though it is—is that you go through enough cycles of seeing today's shiny, new, amazing thing become tomorrow's legacy garbage that we're stuck supporting, which means that—at least from my perspective—I tend to be fairly conservative with adopting new technologies with respect to things that matter. That means that I'm unlikely to wind up looking at the front page of Hacker News to pick a framework to build a banking system in, and I'm unlikely to be the first kid on my block to update to a new file system or database, just because, yeah, if I break a web server, we all laugh, we make fun of the fact that it throws an error for ten minutes, and then things are back up and running. If I break the database, there's a terrific chance that we don't have a company anymore. So, it's the ‘mistakes will show' area and understanding when to be aggressive and when to hold back as far as jumping into new technologies is always a nuanced decision. And let's be clear as well, an awful lot of VMware's customers are large companies that were founded, somehow—this is possible—before 2010. Imagine that. Did people—Betty: [laugh]. I know, right?Corey: —even have businesses or lives back then? I thought we all used horse-driven carriages and whatnot. And they did not build on cloud—not because of any perception of distrust; because it functionally did not exist at the time that they were building these things. And, “Oh, come out into the cloud. It's fine now.” It… yeah, that application is generating hundreds of millions in revenue every quarter. Maybe we treat that with a little bit of respect, rather than YOLO-ing it into some Lambda-driven monster that's constructed—Betty: One hundred—Corey: —out of popsicle sticks and glue.Betty: —percent. Yes. I think people forget that. And it's not that these companies don't want to go to cloud. It's like, “I can't break this thing. That could be, like, millions of dollars lost, a second.”Corey: I write my weekly newsletters in a custom monstrosity of a system that has something like 30-some-odd Lambda functions, a bunch of API gateways that are tied together with things, and periodically there are challenges with it that break as the system continues to evolve. And that's fine. And I'm okay with using something like that as a part of my workflow because absolute worst case, I can go back to the way that my newsletter was originally written: in Google Docs, and it doesn't look anywhere near the same way, and it goes back to just a text email that starts off with, “I have messed up.” And that would be a better story than most of the stuff I put out as a common basis. Similarly, yeah, durability is important.If this were a serious life-critical app, it would not just be hanging out in a single region of a single provider; it would probably be on one provider, as I've talked about, but going multi-region and having backups to a different cloud provider. But if AWS takes a significant enough outage to us-west-2 in Oregon, to the point where my ridiculous system cannot function to write the newsletter, that too, is a different handwritten email that goes out that week because there's no announcement they've made that anyone's going to give the slightest toss about, given the fact that it's basically Cloud Armageddon. So, we'll see. It's about understanding the blast radius and understanding your use case.Betty: Yep. A hundred percent.Corey: So, you've spent a fair bit of time doing interesting things in your career. This is your second outing at VMware, and in the interim, you were at solo.io for a bit, and before that you were in a marketing leadership role at Docker. Let's dive in, if you will. Given that you are no longer working at Docker, they recently made an announcement about a pricing model change, whereas it is free to use Docker Desktop for anyone's personal projects, and for small companies.But if you're a large company, which they define is ten million in revenue a year or 250 employees—those two things don't go alike, but okay—then you have to wind up having a paid plan. And I will say it's a novel approach, but I'm curious to hear what you have to say about it.Betty: Well, I'd say that I saw that there was a lot of flutter about that news, and it's kind of a, it doesn't matter where you draw the line in the sand for the tier, there's always going to be some pushback on it. So, you have to draw a line somewhere. I haven't kept up with the details around the pricing models that they've implemented since I left Docker a few years ago, but monetization is a really important part for a startup. You do have to make money because there are people that you have to pay, and eventually, you want to get off of raising money from VCs all the time. Docker Desktop has been something that has been a real gem from a local developer experience, right, giving the—so that has been well-received by the community.I think there was an enterprise application for it, but when I saw that, I was like, yeah, okay, cool. They need to do something with that. And then it's always hard to see the blowback. I think sometimes with the years that we've had with Docker, it's kind of like no matter what they do, the Twitterverse and Hacker News is going to just give them a hard time. I mean, that is my honest opinion on that. If they didn't do it, and then, say, they didn't make the kind of revenue they needed, people would—that would become another Twitter thread and Hacker News blow up, and if they do it, you'll still have that same reaction.Corey: This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. This means you can provision a virtual machine instance or spin up an autonomous database that manages itself all while gaining the networking load, balancing and storage resources that somehow never quite make it into most free tiers needed to support the application that you want to build.With Always Free you can do things like run small scale applications, or do proof of concept testing without spending a dime. You know that I always like to put asterisks next to the word free. This is actually free. No asterisk. Start now. Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: It seems to be that Docker has been trying to figure out how to monetize for a very long time because let's be clear here; I think it is difficult to overstate just how impactful and transformative Docker was to the industry. I gave a talk “Heresy in the Church of Docker” that listed a bunch of things that didn't get solved with Docker, and I expected to be torn to pieces for it, and instead I was invited to give it at ContainerCon one year. And in time, a lot of those things stopped being issues because the industry found answers to it. Now, unfortunately, some of those answers look like Kubernetes, but that's neither here nor there. But now it's, okay, so giving everything that you do that is core and central away for free is absolutely part of what drove the adoption that it saw, but goodwill from developers is not the sort of thing that generally tends to lead to interesting revenue streams.So, they had to do something. And they've tried a few different things that haven't seemed to really pan out. Then they spun off that pesky part of their business that made money selling support contracts, over to Mirantis, which was apparently looking for something now that OpenStack was no longer going to be a thing, and Kubernetes is okay, “Well, we'll take Docker enterprise stuff.” Great. What do they do, as far as turning this into a revenue model?There's a lot of the, I guess, noise that I tend to ignore when it comes to things like this because angry people on Twitter, or on Hacker News, or other terrible cesspools on the internet, are not where this is going to be decided. What I'm interested in is what the actual large companies are going to say about it. My problem with looking at it from the outside is that it feels as if there's significant ambiguity across the board. And if there's one thing that I know about large company procurement departments, it's that they do not like ambiguity. This change takes effect in three or four months, which is underwear-outside-the-pants-superhero-style speed for a lot of those companies, and suddenly, for a lot of developers, they're so far removed from the procurement side of the house that they are never going to have a hope of getting that approved on a career-wide timespan.And suddenly, for a lot of those companies, installing and running Docker Desktop just became a fireable offense because from the company's perspective, the sheer liability side of it, if they were getting subject to audit, is going to be a problem. I don't believe that Docker is going to start pulling Oracle-like audit tactics, but no procurement or risk management group in the world is going to take that on faith. So, the problem is not that it's expensive because that can be worked around; it's not that there's anything inherently wrong with their costing model. The problem is the ambiguity of people who just don't know, “Does this apply to me or doesn't this apply to me?” And that is the thing that is the difficult, painful part.And now, as a result, the [unintelligible 00:17:28] groups and their champions of Docker Desktop are having to spend a lot more time, energy, and thought on this than it would simply be for cutting a check because now it's a risk org-wide, and how do we audit to figure out who's installed this previously free open-source thing? Now what?Betty: Yeah, I'll agree with you on that because once you start making it into corporate-issued software that you have to install on the desktop, that gets a lot harder. And how do you know who's downloaded it? Like my own experience, right? I have a locked-down laptop; I can't just install whatever I want. We have a software portal, which lets me download the approved things.So, it's that same kind of model. I'd be curious because once you start looking at from a large enterprise perspective, your developers are working on IP, so you don't want that on something that they've downloaded using their personal account because now it sits—that code is sitting with their personal account that's using this tool that's super productive for them, and that transition to then go to an enterprise, large enterprise and going through a procurement cycle, getting a master services agreement, that's no small feat. That's a whole motion that is different than someone swiping a credit card or just downloading something and logging in. It's similar to what you see sometimes with the—how many people have signed up for and paid 99 bucks for Dropbox, and then now all of a sudden, it's like, “Wow, we have all of megacorp [laugh] signed up, and then now someone has to sell them a plan to actually manage it and make sure it's not just sitting on all these personal drives.”Corey: Well, that's what AWS's original sales motion looked a lot like they would come in and talk to the CTO or whatnot at giant companies. And the CTO would say, “Great, why should we pick AWS for our cloud needs?” And the answer is, “Oh, I'm sorry. You have 87 distinct accounts within your organization that we've [unintelligible 00:19:12] up for you. We're just trying to offer you some management answers and unify the billing and this, and probably give you a discount as well because there is price breaks available at certain sizing.” It was a different conversation. It's like, “I'm not here to sell you anything. We're already there. We're just trying to formalize the relationship.” And that is a challenge.Again, I'm not trying to cast aspersions on procurement groups. I mean, I do sell enterprise consulting here at The Duckbill Group; we deal with an awful lot of procurement groups who have processes and procedures that don't often align to the way that we do things as a ten-person, fully remote company. We do not have commercial vehicle insurance, for example, because we do not have a commercial vehicle and that is a prerequisite to getting the insurance, for one. We're unlikely to buy one to wind up satisfying some contractual requirements, so we have to go back and forth and get things like that removed. And that is the nature of the beast.And we can say yes, we can say no on a lot of those questionnaires, but, “It depends,” or, “I don't know,” is the sort of thing that's going to cause giant red flags and derail everything. But that is exactly what Docker is doing. Now, it's the well, we have a sort of sloppy, weird set of habits with some of our engineers around the bring your own device to work thing. So, that's the enterprise thing. Let me be very clear, here at The Duckbill Group, we have a policy of issuing people company machines, we manage them very lightly just to make sure the drives are encrypted, so they—and that the screensaver comes out with a password, so if someone loses a laptop, it's just, “Replace the hardware,” not, “We have a data breach.”Let's be clear here; we are responsible about these things. But beyond that, it's oh, you want to have some personal thing installed on your machine or do some work on that stuff? Fine. By all means. It's a situation of we have no policy against it; we understand this is how work happens, and we trust people to effectively be grownups.There are some things I would strongly suggest that any employee—ours or anyone else—not cross the streams on for obvious IP ownership rights and the rest, we have those conversations with our team for a reason. It's, understand the nuances of what you're doing, and we're always willing to throw hardware at people to solve these problems. Not every company is like that. And ten million in revenue is not necessarily a very large company. I was doing the math out for ten million in revenue or 250 employees; assuming that there's no outside investment—which with VC is always a weird thing—it's possible—barely—to have a $10 million in revenue company that has 250 employees, but if they're full time they are damn close to a $15 an hour minimum wage. So, who does it apply to? More people than you might believe.Betty: Yeah, I'm really curious to how they're going to like—like you say, if it takes place in three or four months, roll that out, and how would you actually track it and true that up for people? So.Corey: Yeah. And there are tools and processes to do this, but it's also not in anyone's roadmap because people are not sitting here on their annual planning periods—which is always aspirational—but no one's planning for, “Oh, yeah, Q3, one of our software suppliers is going to throw a real procurement wrench at us that we have to devote time, energy, resources, and budget to figure out.” And then you have a problem. And by resources, I do mean resources of basically assigning work and tooling and whatnot and energy, not people. People are humans, they are not resources; I will die on that hill.Betty: Well, you know, actually resource-wise, the thing that's interesting is when you say supplier, if it's something that people have been able to download for free so far, it's not considered a supplier. So, it's—now they're going to go from just a thing I can use and maybe you've let your developers use to now it has to be something that goes through the official internal vetting as being a supplier. So, that's just—it's a whole different ball game entirely.Corey: My last job before I started this place, was a highly regulated financial institution, and even grabbing things were available for free, “Well, hang on a minute because what license is it using and how is it going to potentially be incorporated?” And this stuff makes sense, and it's important. Now, admittedly, I have the advantage of a number of my engineering peers in that I've been married to a corporate attorney for 11 years and have insight into that side of the world, which to be clear, is all about risk mitigation which is helpful. It is a nuanced and difficult field to—as are most things once you get into them—and it's just the uncertainty that befuddles me a bit. I wish them well with it, truly I do. I think the world is better with an independent Docker in it, but I question whether this is going to find success. That said, it doesn't matter what I think; what matters is what customers say and do, and I'm really looking forward to seeing how it plays out.Betty: A hundred percent; same here. As someone who spent a good chunk of my life there, their mark on the industry is not to be ignored, like you said, with what happened with containers. But I do wish them well. There's lot of good people over there, it's some really cool tech, and I want to see a future for them.Corey: One last topic I want to get into before we wind up wrapping this episode is that you are someone who was nominated to come on the show by a couple of folks, which is always great. I'm always looking for recommendations on this. But what's odd is that you are—if we look at it and dig a little bit beneath the titles and whatnot, you even self-describe as your history is marketing leadership positions. It is uncommon for engineering-types to recommend that I talk to marketing folks.s personally I think that is a mistake; I consider myself more of a marketer than not in some respects, but it is uncommon, which means I have to ask you, what is your philosophy of marketing because it very clearly is differentiated in the public eye.Betty: I'm flattered. I will say that—and this goes to how I hire people and how I coach teams—it's you have to be super curious because there's a ton of bad marketing out there, where it's just kind of like, “Hey, we do these five things and we always do these five things: blah, blah, blah, blah, blah.” But I think it's really being curious about what is the thing that you're marketing? There are people who are just focused on the function of marketing and not the thing. Because you're doing your marketing job in the service of a thing, this new widget, this new whatever, and you got to be super curious about it.And I'll tell you that, for me, it's really hard for me to market something if I'm not excited about it. I have to personally be super excited about the tech or something happening in the industry, and it's, kind of like, an all-in thing for me. And so in that sense, I do spend a ton of time with engineers and end-users, and I really try to understand what's going on. I want to understand how the thing works, and I always ask them, “Well”—so I'll ask the engineers, like, “So… okay, this sounds really cool. You just described this new feature and you're super excited about it because you wrote it, but how is your end-user, the person you're building this for, how did they do this before? Help me understand. How did they do this before and why is this better?”Just really dig into it because for me, I want to understand it deeply before I talk about it. I think the thing is, it shows a tremendous amount of respect for the builder, and then to try to really be empathetic, to understand what they're doing and then partner with them—I mean, this sounds so business-y the way I'm talking about this—but really be a partner with them and just help them make their thing really successful. I'm like the other end; you're going to build this great thing and now I'm going to make it sound like it's the best thing that's ever happened. But to do that, I really need to deeply understand what it is, and I have to care about it, too. I have to care about it in the way that you care about it.Corey: I cannot effectively market or sell something that I don't believe in, personally. I also, to be clear because you are a marketing professional—or at least far more of one than I ever was—I do not view what I do is marketing; I view it as spectacle. And it's about telling stories to people, it's about learning what the market thinks about it, and that informs product design in many respects. It's about understanding the product itself. It's about being able to use the product.And if people are listening to this and think, “Wait a minute, that sounds more like DevRel.” I have news for you. DevRel is marketing, they're just scared to tell you that. And I know people are going to disagree with me on that. You're wrong. But that's okay; reasonable people can disagree.And that's how I see it is that, okay, I'll talk to people building the service, I'll talk to people using the service, but then I'm going to build something with the service myself because until then, it's all a game of who sounds the most convincing in the stories that they tell. But okay, you can tell an amazing story about something, but if it falls over when I tried to use it, well, I'm sorry, you're not being accurate in your descriptions of it.Betty: A hundred percent. I hate to say, like, you're storytellers, but that's a big part of it, but it's kind of like you want to tell the story, so you do something to that people believe a certain thing. But that's part of a curated experience because you want them to try this thing in a certain way. Because you've designed it for something. “I built a spoon. I want you to use that to eat your soup because you can't eat soup with a fork.”So, then you'll have this amazing soup-eating experience, but if I build you a spoon and then not give you any directions and you start throwing it at cars, you're going to be like, “This thing sucks.” So, I kind of think of it in that way. To your point of it has to actually work, it's like, but they also need to know, “What am I supposed to use it for?”Corey: The problem I've always had on some visceral level with formal marketing departments for companies is that they can say that a product that they sell is good, they can say that the product is great, or they can choose to say nothing at all about that product, but when there's a product in the market that is clearly a turd, a marketing department is never going to be able to say that, which I think erodes its authenticity in many respects. I understand the constraints behind, that truly I do, but it's the one superpower I think that I bring to the table where even when I do sponsorship stuff it's, you can buy my attention but not my opinion. Because the authenticity of me being trusted to call them like I see them, for lack of a better term, to my mind at least outweighs any short-term benefit from saying good things about a product that doesn't deserve them. Now, I've been wrong about things, sure. I have also been misinformed in both directions, thinking something is great when it's not, or terrible when it isn't or not understanding the use case, and I am thrilled to engage in those debates. “But this is really expensive when you run for this use case,” and the answer can be, “Well, it's not designed for that use case.” But the answer should not be, “No it's not.” I promise you, expensive is in the eye of the customer not the person building the thing.Betty: Yes. This goes back to I have to believe in the thing. And I do agree it's, like not [sigh]—it's not a panacea. You're not going to make Product A and it's going to solve everything. But being super clear and focused on what it is good for, and then please just try it in this way because that's what we built it for.Corey: I want to thank you for taking the time to have a what for some people is no doubt going to be perceived as a surprisingly civil conversation about things that I have loud, heated opinions about. If people want to learn more, where can they find you?Betty: Well, they can follow me on Twitter. But um, I'd say go to vmware.com/cloud for our work thing.Corey: Exactly. VM where? That's right. VM there. And we will, of course, put links to that in the [show notes 00:30:07].Betty: [laugh].Corey: Thank you so much for taking the time to speak with me. I appreciate it.Betty: Thanks, Corey.Corey: Betty Junod, Senior Director of Multi-Cloud Solutions at VMware. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a loud, ranting comment at the end. Then, if you work for a company that is larger than 250 people or $10 million in revenue, please also Venmo me $5.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
On this episode of Below The Frame we are talking with Muppet Performer and author, Noel MacNeal! And, yes, we'll talk about Bear in the Big Blue House! Plus, we'll be dropping by the "Injury Corner" and asking a puppeteer about NOT puppets! It's that time again -- it's time to go Below the Frame with Matt Vogel!
More Muppet Show episodes!? It's not as unlikely as you think! In this episode, we cover the following... episodes: Teresa Brewer, Don Knotts, and John Cleese yaaaaaayyyy If you can't get enough Kermitment, follow @KermitmentPod, where we'll tweet fun stuff and interact with our listeners! And you can follow each of us individually: Matt: @MatthewGaydos Sam: @im_sam_schultz
He talks about how he became a christian. He also talked about how his passion became more then just puppets. He brings the message through puppets. Please follow Justin on Tiktok @justintalkspuppets. --- Support this podcast: https://anchor.fm/fcubed/support
http://www.UnderThePuppet.com - The Barbarian and the Troll is a comedic puppet television series that began airing on Nickelodeon in April of 2021. Set in the the fantasy realm of Gothmoria, The Barbarian and the Troll tells the story of Brendar the Barbarian and Evan the Troll with an all puppet cast. I talk to the show's co-creator Drew Massey and series puppeteers Peggy Etra and Nicollette Santino about the development and production of The Barbarian and the Troll on this episode of Under The Puppet. Also, this month you can win a $50 Digital Gift Card to projectpuppet.com! Listen to find out how to enter. Transcript of this interview is available to the Saturday Morning Media Patreon Patrons! CONNECT WITH DREW MASSEY: IMDB - https://www.imdb.com/name/nm0557297/ INSTAGRAM - https://www.instagram.com/orangehatmassey CONNECT WITH PEGGY ETRA: WEBSITE - https://www.facebook.com/PeggyEtraEntertainment/ IMDB - https://www.imdb.com/name/nm0540768/ INSTAGRAM - https://www.instagram.com/peggerpoo2 CONNECT WITH NICOLETTE SANTINO: IMDB - https://www.imdb.com/name/nm5201200/ INSTAGRAM - https://www.instagram.com/nicolette.santino DISCUSSED ON THE SHOW: The Barbarian and the Troll - https://en.wikipedia.org/wiki/The_Barbarian_and_the_Troll Mike Mitchell - https://en.wikipedia.org/wiki/Mike_Mitchell_(director) Krull - https://en.wikipedia.org/wiki/Krull_(film) Dragonslayer - https://en.wikipedia.org/wiki/Dragonslayer_(1981_film) Dark Crystal - https://en.wikipedia.org/wiki/The_Dark_Crystal Nickelodeon - https://en.wikipedia.org/wiki/Nickelodeon Sid and Marty Krofft - https://en.wikipedia.org/wiki/Sid_and_Marty_Krofft Colleen Smith - https://saturdaymorningmedia.com/2021/09/utp-63/ Earth to Ned - https://en.wikipedia.org/wiki/Earth_to_Ned Michael Oosterom - https://www.imdb.com/name/nm0649003/ James Murray - https://www.imdb.com/name/nm0615015 Allan Trautman - https://saturdaymorningmedia.com/2017/09/utp-007/ Sarah Sarang Oh - https://www.imdb.com/name/nm5344942/ Jeny Cassady - https://www.imdb.com/name/nm1674431/ Paramount Plus - https://www.paramountplus.com CONNECT WITH THE SHOW http://www.instagram.com/underthepuppet http://www.twitter.com/underthepuppet CONNECT WITH GRANT http://www.MrGrant.comhttp://www.twitter.com/toasterboy https://instagram.com/throwingtoasters/ Art by Parker Jacobs Music by Dan Ring Edited by Stephen Staver Help us make more shows like this one. Become a patron of Saturday Morning Media and get cool rewards! Visit www.patreon.com/saturdaymorningmedia for info! ©2021 Saturday Morning Media - http://www.saturdaymorningmedia.com
It's Halloween! We're talking about our favorite scary puppet shows, the most famous horror puppets on film, and our family's Halloween traditions. Download MP3s at: https://www.puppetparentpodcast.com Here's some of the shows we talked about. 'GIMME SHELTER' by Compagnie Yokai: https://en.compagnieyokai.com/gimme-shelter 'Le Monstre' by Georges Méliès: https://www.youtube.com/watch?v=DJHR1STJLh8 'Jerk': https://en.wikipedia.org/wiki/Jerk_(play) Thanks for listening!
patreon: https://www.patreon.com/mildfuzztv twitter: https://twitter.com/ScreamsMidnight facebook: https://www.facebook.com/mildfuzznetwork email: firstname.lastname@example.org THE CRYPT: https://sites.google.com/view/mildfuzztvpatreonlists/crypt?authuser=0 Audio version: https://screams-after-midnight.pinecast.co/ UK Merch store: https://shop.spreadshirt.co.uk/mild-fuzz-tv/ US Merch store: https://shop.spreadshirt.com/mild-fuzz-tv-usv Horror #HorrorMovies
Rock confronts the mysterious Mr. Love and his enchanting assistant Carmen Carvino and finds that the enemy of his enemy is his ally. Will Nix solve the riddle of the woman in red or fall victim to her charms? Find out in this thrilling 2nd episode! Cast: Ingrid Garner, Lane Kenney, Matt Key, Robert Poe
In this Halloween episode we discuss a movie that is under debate if it is actually considered a horror movie or more of a thriller.. Wyatt calls it a Horomedy...and I might actually agree...where do you think Puppet Master falls? Psychics find themselves plotted against by a former colleague, who committed suicide after discovering animated, murderous puppets.
On our latest episode, Jamie hints that Doug's grandmother may have been a fan of Marijuana, Doug knows nothing about LOTR but tries talking about it, and while Jamie has not idea how to pronounce Mariska Hargitay's name, Doug wish hard times upon her for a ver specific (and odd reason). Grab your best white robes and sunglasses, Rolla joint or twelve, and join us as we discuss a film that Doug would argue is flawless, Ghoulies!Also, this may be our Norm Macdonald tribute episode as Doug slips two Norm jokes into the show. See if you can spot them.Consider supporting the show on Patreon Full episodes are available on: Blame it on Rio The House on Sorority Row A He-Man and She-Ra Christmas The Hollywood Knights The Great Outdoors Silver Bullet One Magic Christmas The Cabbage Patch Kids First Christmas Under the Cherry Moon Haunted Honeymoon CommandoBeverly Hills Madam Happy Birthday to Me A Christmas Dream A Garfield Christmas SupergirlGarlic is as Good as Ten Mothers Who's Harry Crumb Missing in Action 2: The Beginning Revenge of the Stepford Wives Evil Dead II DuneA Claymation Christmas CelebrationHoward the DuckHow to Beat the High Cost of LivingThey LiveThis House PossessedMonkey Shines& more.. Including our 80's Handshake 5, 90's Handshake 5, Questions and Answers, Interviews & covering/ranking all movies in the Friday the 13th Franchise! Merch on TeePublic Visit our WebsiteVisit our YouTube ChannelFollow us on TwitterAnd on InstagramFind us on Facebook
On this week's ATTITUDES! Erin dishes on equal pay, and how unequal compensation is for women and minorities vs white men. Bryan speaks on Chick-Fil-A's recent sign in Franklin TN, that read : "We do not discriminate against unvaccinated, religion, race, sex, vaccinated, maskless, mask. All neighbors welcome". Bryan also brought to light Chick-Fil-A's very questionable donors. All this plus Chucky, high school pics, and sex critic puppets! Learn more about your ad choices. Visit megaphone.fm/adchoices
In this segment of By Any Means Necessary, Sean and Jacquie are joined by Dr. Adrienne Pine, retired Associate Professor of Anthropology at American University and co-editor of the upcoming book Asylum for Sale: Profit and Protest in the Migration Industry to discuss upcoming elections in Honduras and the historical context of the 2009 coup driving conditions in the country, the influence of the narco-state and drug money on the election, the electoral repression and red-baiting tactics the ruling party is using against the opposition, and the US government's targeting of Honduras as a strategic military point for imperialism in Latin America.
On this episode of Below The Frame, Matt chats with the multi-talented Alice Dinnean! She's a puppeteer, she's a writer, she's a puppet captain, she's an interior decorator! She does it all. Plus, we'll be talking about “Cramped Spaces” and asking a puppeteer about NOT pupppets! All of that on this episode of Below the Frame with Matt Vogel!
About ScottScott first typed ‘docker run' in 2013 and hasn't looked back. He's been with Docker since 2014 in a variety of leadership roles and currently serves as CEO. His experience previous to Docker includes Sun Microsystems, Puppet, Netscape, Cisco, and Loudcloud (parent of Opsware). When not fussing with computers he spends time with his three kids fussing with computers.Links: Docker: https://www.docker.com Twitter: https://twitter.com/scottcjohnston TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by Liquibase. If you're anything like me, you've screwed up the database part of a deployment so severely that you've been banned from touching every anything that remotely sounds like SQL, at at least three different companies. We've mostly got code deployments solved for, but when it comes to databases we basically rely on desperate hope, with a roll back plan of keeping our resumes up to date. It doesn't have to be that way. Meet Liquibase. It is both an open source project and a commercial offering. Liquibase lets you track, modify, and automate database schema changes across almost any database, with guardrails to ensure you'll still have a company left after you deploy the change. No matter where your database lives, Liquibase can help you solve your database deployment issues. Check them out today at liquibase.com. Offer does not apply to Route 53.Corey: This episode is sponsored in part by something new. Cloud Academy is a training platform built on two primary goals. Having the highest quality content in tech and cloud skills, and building a good community the is rich and full of IT and engineering professionals. You wouldn't think those things go together, but sometimes they do. Its both useful for individuals and large enterprises, but here's what makes it new. I don't use that term lightly. Cloud Academy invites you to showcase just how good your AWS skills are. For the next four weeks you'll have a chance to prove yourself. Compete in four unique lab challenges, where they'll be awarding more than $2000 in cash and prizes. I'm not kidding, first place is a thousand bucks. Pre-register for the first challenge now, one that I picked out myself on Amazon SNS image resizing, by visiting cloudacademy.com/corey. C-O-R-E-Y. That's cloudacademy.com/corey. We're gonna have some fun with this one!Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Once upon a time, I started my public speaking career as a traveling contract trainer for Puppet; I've talked about this before. And during that time, I encountered someone who worked there as an exec, Scott Johnston, who sat down, talked to me about how I viewed things, and then almost immediately went to go work at Docker instead. Today's promoted episode brings Scott on to the show. Scott, you fled to get away from me, became the CEO of Docker over the past, oh what is it, seven years now. You're still standing there, and I'm not making fun of Docker quite the way that I used to. First, thanks for joining me.Scott: Great to be here, Corey. Thanks for the invitation. I'm not sure I was fleeing you, but we can recover that one at another time.Corey: Oh, absolutely. In that era, one of my first talks that I started giving that anyone really paid any attention to was called, “Heresy in the Church of Docker,” where I listed about 10 to 13 different things that Docker didn't seem to have answers for, like network separation, security, audit logging, et cetera, et cetera. And it was a fun talk that I used to basically learn how to speak publicly without crying before and after the talk. And in time, it wound up aging out as these problems got addressed, but what surprised me at the time was how receptive the Docker community was to the idea of a talk that wound up effectively criticizing something that for, well, a number of them it felt a lot of the time like it wasn't that far from a religion; it was very hype-driven: “Docker, Docker, Docker” was a recurring joke. Docker has changed a lot. The burning question that I think I want to start this off with is that it's 2021; what is Docker? Is it a technology? Is it a company? Is it a religion? Is it a community? What is Docker?Scott: Yes. I mean that sincerely. Often, the first awareness or the first introduction that newcomers have is in fact the community, before they get their hands on the product, before they learn that there's a company behind the product is they have a colleague who is, either through a Zoom or sitting next to them in some places, or in a coffee shop, and says, “Hey, you got to try this thing called Docker.” And they lean over—either virtually or physically—and look at the laptop of their friend who's promoting Docker, and they see a magical experience. And that is the introduction of so many of our community members, having spoken with them and heard their own kind of journeys.And so that leads to like, “Okay, so why the excitement? Why did the friend lean over to the other friend and introduce?” It's because the tools that Docker provides just helps devs get their app built and shipping faster, more securely, with choice, without being tied into any particular runtime, any particular infrastructure. And that combination has proven to be a breakthrough dopamine hit to developers since the very beginning, since 2013, when Docker is open-source.Corey: It feels like originally, the breakthrough of Docker, that people will say, “Oh, containers aren't new. We've had that going back to LPARs on mainframes.” Yes, I'm aware, but suddenly, it became easy to work with and didn't take tremendous effort to get unified environments. It was cynically observed at the time by lots of folks smarter than I am, that the big breakthrough Docker had was how to make my MacBook look a lot more like a Linux server in production. And we talk about breaking down silos between ops and dev, but in many ways, this just meant that the silo became increasingly irrelevant because, “Works on my machine” was no longer a problem.“Well, you better back up your email because your laptop's about to go into production in that case.” Containers made it easier and that was a big deal. It seems, on some level, like there was a foray where Docker the company was moving into the world of, “Okay, now we're going to run a lot of these containers in production for you, et cetera.” It really feels like recently, the company as a whole and the strategy has turned towards getting back to its roots of solving developer problems and positioning itself as a developer tool. Is that a fair characterization?Scott: A hundred percent. That's very intentional, as well. We certainly had good products, and great customers, and we're solving problems for customers on the ops side, I'll call it, but when we stood back—this is around 2019—and said, “Where's the real… joy?” For lack of a better word, “Where's the real joy from a community standpoint, from a product experience standpoint, from a what do we do different and better and more capable than anyone else in the ecosystem?” It was that developer experience. And so the reset that you're referring to in November 2019, was to give us the freedom to go back and just focus the entire company's efforts on the needs of developers without any other distractions from a revenue, customer, channel, so on and so forth.Corey: So, we knew this was going to come up in the conversation, but as of a couple of weeks ago—as of the time of this recording—you announced a somewhat, well, let's say controversial change in how the pricing and licensing works. Now, as of—taking effect at the end of this year—the end of January, rather, of next year—Docker Desktop is free for folks to use for individual use, and that's fine, and for corporate use, Docker Desktop also remains free until you are a large company defined by ten million in revenue a year and/or 250 employees or more. And that was interesting and I don't think I'd seen that type of requirement placed before on what was largely an open-source project that's now a developer tool. I believe there are closed-source aspects of it as well for the desktop experience, but please don't quote me on that; I'm not here to play internet lawyer engineer. But at that point, the internet was predictably upset about this because it is easy to yell about any change that is coming, regardless.I was less interested in that than I am in what the reception has been from your corporate customers because, let's be clear, users are important, community is important, but goodwill will not put food on the table past a certain point. There has to be a way to make a company sustainable, there has to be a recurring revenue model. I realize that you know this, but I'm sure there are people listening to this who are working in development somewhere who are, “Wait, you mean I need to add more value than I cost?” It was a hard revelation for [laugh] me back when I had been in the industry a few years—Scott: [laugh]. Sure.Corey: —and I'm still struggling with that—Scott: Sure.Corey: Some days.Scott: You and me both. [laugh].Corey: So, what has the reaction been from folks who have better channels of communicating with you folks than angry Twitter threads?Scott: Yeah. Create surface area for a discussion, Corey. Let's back up and talk on a couple points that you hit along the way there. One is, “What is Docker Desktop?” Docker Desktop is not just Docker Engine.Docker Desktop is a way in which we take Docker Engine, Compose, Kubernetes, all important tools for developers building modern apps—Docker Build, so on and so forth—and we provide an integrated engineered product that is engineered for the native environments of Mac and Windows, and soon Linux. And so we make it super easy to get the container runtime, Kubernetes stack, the networking, the CLI, Compose, we make it super easy just to get that up and running and configured with smart defaults, secured, hardened, and importantly updated. So, any vulnerabilities patched and so on and so forth. The point is, it's a product that is based on—to your comments—upstream open-source technologies, but it is an engineered commercial product—Docker Desktop is.Corey: Docker Desktop is a fantastic tool; I use it myself. I could make a bunch of snide comments that on Mac, it's basically there to make sure the fans are still working on the laptop, but again, computers are hard. I get that. It's incredibly handy to have a graphical control panel. It turns out that I don't pretend to understand those people, but some folks apparently believe that there are better user interfaces than text and an 80-character-wide terminal window. I don't pretend to get those people, but not everyone has the joy of being a Linux admin for far too long. So, I get it, making it more accessible, making it easy, is absolutely worth using.Scott: That's right.Corey: It's not a hard requirement to run it on a laptop-style environment or developer workstation, but it makes it really convenient.Scott: Before Docker desktop, one had to install a hypervisor, install a Linux VM, install Docker Engine on that Linux VM, bridge between the VM and the local CLI on the native desktop—like, lots of setup and maintenance and tricky stuff that can go wrong. Trust me how many times I stubbed my own toes on putting that together. And so Docker Desktop is designed to take all of that setup nonsense overhead away and just let the developer focus on the app. That's what the product is, and just talking about where it came from, and how it uses these other upstream technologies. Yes, and so we made a move on August 31, as you noted, and the motivation was the following: one is, we started seeing large organizations using Docker Desktop at scale.When I say ‘at scale,' not one or two or ten developers; like, hundreds and thousands of developers. And they were clamoring for capabilities to help them manage those developer environments at scale. Second is, we saw them getting a lot of benefit in terms of productivity, and choice, and security from using Docker Desktop, and so we stood back and said, “Look, for us to scale our business, we're at 10-plus million monthly active developers today. We know there's 45 million developers coming in this decade; how do we keep scaling while giving a free experience, but still making sure we can fund our engineers and deliver features and additional value?” We looked at other projects, Corey.The first thing we did is we looked outside our four walls, said, “How have other projects with free and open-source components navigated these waters?” And so the thresholds that you just mentioned, the 250 employees and the ten million revenue, were actually thresholds that we saw others put in place to draw lines between what is available completely for free and what is available for those users that now need to purchase subscription if they're using it to create value for their organizations. And we're very explicit about that. You could be using Docker for training, you could be using Docker for eval in those large organizations; we're not going to chase you or be looking to you to step up to a subscription. However, if you're using Docker Desktop in those environments, to build applications that run your business or that are creating value for your customers, then purchasing a subscription is a way for us to continue to invest in a product that the ecosystem clearly loves and is getting a lot of value out of. And so, that was again, the premise of this change. So, now to the root of your question is, so what's the reaction? We're very, very pleased. First off, yes, there were some angry voices out there.Corey: Yeah. And I want to be clear, I'm not trivializing people who feel upset.Scott: No.Corey: When you're suddenly using a thing that is free and discovering that, well, now you have to pay money for it, people are not generally going to be happy about that.Scott: No.Corey: When people are viewed themselves as part of the community, of contributing to what they saw as a technical revolution or a scrappy underdog and suddenly they find themselves not being included in some way, shape or form, it's natural to be upset, I don't want to trivialize—Scott: Not at all.Corey: People's warm feelings toward Docker. It was a big part of a lot of folks' personality, for better or worse, [laugh] for a few years in there. But the company needs to be sustainable, so what I'm really interested in is what has that reaction been from folks who are, for better or worse, “Yes, yes, we love Docker, but I don't get to sign $100,000 deals because I just really like the company I'm paying the money to. There has to be business value attached to that.”Scott: That's right. That's right. And to your point, we're not trivializing either the reaction by the community, it was encouraging to see many community members got right away what we're doing, they saw that still, a majority of them can continue using Docker for free under the Docker Personal subscription, and that was also intentional. And you saw on the internet and on Twitter and other social media, you saw them come and support the company's moves. And despite some angry voices in there, there was overwhelmingly positive.So, to your question, though, since August 31, we've been overwhelmed, actually, by the positive response from businesses that use Docker Desktop to build applications and run their businesses. And when I say overwhelmed, we were tracking—because Docker Desktop has a phone-home capability—we had a rough idea of what the baseline usage of Docker Desktops were out there. Well, it turns out, in some cases, there are ten times as many Docker Desktops inside organizations. And the average seems to be settling in around three times to four times as many. And we are already closing business, Corey.In 12 business days, we have companies come through, say, “Yes, our developers use this product. Yes, it's a valuable product. We're happy to talk to a salesperson and give you over to procurement, and here we go.” So, you and I both been around long enough to know, like 12 working days to have a signed agreement with an enterprise agreement is unheard of.Corey: Yeah, but let's be very clear here, on The Duckbill Group's side of things where I do consulting projects, I sell projects to companies that are, “Great, this project will take, I don't know, four to six weeks, whatever it happens to be, and, yeah, you're going to turn a profit on this project in about the first four hours of the engagement.” It is basically push button and you will receive more money in your budget than you had when you started, and that is probably the easiest possible enterprise sale, and it still takes 60 to 90 days most of the time to close deals.Scott: That's right.Corey: Trying to get a procurement deal for software through enterprise procurement processes is one of those things when people say, “Okay, we're going to have a signature in Q3,” you have to clarify what year they're talking about. So, 12 days is unheard of.Scott: [laugh]. Yep. So, we've been very encouraged by that. And I'll just give you a rough numbers: the overall response is ten times our baseline expectations, which is why—maybe unanticipated question, or you going to ask it soon—we came back within two weeks—because we could see this curve hit right away on the 31st of August—we came back and said, “Great.” Now, that we have the confidence that the community and businesses are willing to support us and invest in our sustainability, invest in the sustainable, scalable Docker, we came and we accelerated—pulled forward—items in our roadmap for developers using Docker Desktop, both for Docker Personal, for free in the community, as well as the subscribers.So, things like Docker Desktop for Linux, right? Docker Desktop for Mac, Docker Desktop for Windows has been out there about five years, as I said. We have heard Docker Desktop for Linux rise in demand over those years because if you're managing a large number of developers, you want a consistent environment across all the developers, whether they're using Linux, Mac, or Windows desktops. So, Docker Desktop for Linux will give them that consistency across their entire development environment. That was the number two most requested feature on our public roadmap in the last year, and again, with the positive response, we're now able to confidently invest in that. We're hiring more engineers than planned, we're pulling that forward in the roadmap to show that yes, we are about growing and growing sustainably, and now that the environment and businesses are supporting us, we're happy to double down and create more value.Corey: My big fear when the change was announced was the uncertainty inherent to it. Because if there's one thing that big companies don't like, it's uncertainty because uncertainty equates to risk in their mind. And a lot of other software out there—and yes, Oracle Databases I am looking at you—have a historical track record of, “Okay, great. We have audit rights to inspect your environment, and then when we wind up coming in, we always find that there have been licensing shortfalls,” because people don't know how far things spread internally, as well as, honestly, it's accounting for this stuff in large, complex organizations is a difficult thing. And then there are massive fines at stake, and then there's this whole debate back and forth.Companies view contracts as if every company behaves like that when it comes down to per-seat licensing and the rest. My fear was that that risk avoidance in large companies would have potentially made installing Docker Desktop in their environment suddenly a non-starter across the board, almost to the point of being something that you would discipline employees for, which is not great. And it seems from your response, that has not been a widespread reaction. Yes of course, there's always going to be some weird company somewhere that does draconian things that we don't see, but the fact that you're not sitting here, telling me that you've been taking a beating from this from your enterprise buyers, tells me you're onto something.Scott: I think that's right, Corey. And as you might expect, the folks that don't reach out are silent, and so we don't see folks who don't reach out to us. But because so many have reached out to us so positively, and basically quickly gone right to a conversation with procurement versus any sort of back-and-forth or questions and such, tells us we are on the right track. The other thing, just to be really clear is, we did work on this before the August 31 announcement as well—this being how do we approach licensing and compliance and such—and we found that 80% of organizations, 80% of businesses want to be in compliance, they have a—not just want to be in compliance, but they have a history of being in compliance, regardless of the enforcement mechanism and whatnot. And so that gave us confidence to say, “Hey, we're going to trust our users. We're going to say, ‘grace period ends on January 31.'”But we're not shutting down functionality, we're not sending in legal [laugh] activity, we're not putting any sort of strictures on the product functionality because we have found most people love the product, love what it does for them, and want to see the company continue to innovate and deliver great features. And so okay, you might say, “Well, doesn't that 20% represent opportunity?” Yeah. You know, it does, but it's a big ecosystem. The 80% is giving us a great boost and we're already starting to plow that into new investment. And let's just start there; let's start there and grow from there.This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. This means you can provision a virtual machine instance or spin up an autonomous database that manages itself all while gaining the networking load, balancing and storage resources that somehow never quite make it into most free tiers needed to support the application that you want to build.With Always Free you can do things like run small scale applications, or do proof of concept testing without spending a dime. You know that I always like to put asterisks next to the word free. This is actually free. No asterisk. Start now. Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: I also have a hard time imagining that you and your leadership team would be short-sighted enough to say, “Okay, that”—even 20% of companies that are willing to act dishonestly around stuff like that seems awfully high to me, but assuming it's accurate, would tracking down that missing 20% be worth setting fire to the tremendous amount of goodwill that Docker still very much enjoys? I have a hard time picturing any analysis where that's even a question other than something you set up to make fun of.Scott: [laugh]. No, that's exactly right Corey, it wouldn't be worth it which is why again, we came out of the gate with like, we're going to trust our users. They love the community, they love the product, they want to support us—most of them want to support us—and, you know, when you have most, you're never going to get a hundred percent. So, we got most and we're off to a good start, by all accounts. And look, a lot of folks too sometimes will be right in that gray middle where you let them know that they're getting away with something they're like, “All right, you caught me.”We've seen that behavior before. And so, we can see all this activity out there and we can see if folks have a license or compliance or not, and sometimes just a little tap on the shoulder said, “Hey, did you know that you might be paying for that?” We've seen most folks at the time say, “Ah, okay. You caught me. Happy to talk to procurement.”So, this does not have to be heavy-handed as you said, it does not have to put at risk the goodwill of the 80%. And we don't have to get a hundred percent to have a great successful business and continuing successful community.Corey: Yeah. I'll also point out that, by my reading of your terms and conditions and how you've specified this—I mean, this is not something I've asked you about, so this could turn into a really awkward conversation but I'm going to roll with it anyway, it explicitly states that it is and will remain free for personal development.Scott: That is correct.Corey: When you're looking at employees who work at giant companies and have sloppy ‘bring your own device' controls around these things, all right, they have it installed on their work machine because in their spare time, they're building an app somewhere, they're not going to get a nasty gram, and they're not exposing their company to liability by doing that?Scott: That is exactly correct. And moreover, just keep looking at those use cases, if the company is using it for internal training or if the company is using it to evaluate someone else's technology, someone else's software, all those cases are outside the pay-for subscription. And so we believe it's quite generous in allowing of trials and tests and use cases that make it accessible and easy to try, easy to use, and it's just in the case where if you're a large organization and your developers are using it to build applications for your business and for your customers, thus you're getting a lot of value using the product, we're asking you to share that value with us so we can continue to invest in the product.Corey: And I think that's a reasonable expectation. The challenge that Docker seems to have had for a while has been that the interesting breakthrough, revelatory stuff that you folks did was all open-source. It was a technology that was incredibly inspired in a bunch of different ways. I am, I guess, mature enough to admit that my take that, “Oh, Docker is terrible”—which was never actually my take—was a little short-sighted. I'm very good at getting things wrong across the board, and that is no exception.I also said virtualization was a flash in the pan and look how that worked out. I was very anti-cloud, et cetera, et cetera. Times change, people change, and doubling down on being wrong gains you nothing. But the question that was always afterwards what is the monetization strategy? Because it's not something you can give away for free and make it up in volume?Even VC money doesn't quite work like that forever, so there's a—the question is, what is the monetization strategy that doesn't leave people either resenting you because, “Remember that thing that used to be free isn't anymore? Doesn't it suck to be you?” And is still accessible as broadly as you are, given the sheer breadth and diversity of your community? Like I can make bones about the fact that ten million in revenue and 250 employees are either worlds apart, or the wrong numbers, or whatever it is, but it's not going to be some student somewhere sitting someplace where their ramen budget is at risk because they have to spend $5 a month or whatever it is to have this thing. It doesn't apply to them.And this feels like, unorthodox though it certainly is, it's not something to be upset about in any meaningful sense. The people that I think would actually be upset and have standing to be upset about this are the enterprise buyers, and you're hearing from them in what is certainly—because I will hear it if not—that this is something they're happy about. They are thrilled to work with you going forward. And I think it makes sense. Even when I was doing stuff as an independent consultant, before I formalized the creation of The Duckbill Group and started hiring people, my policy was always to not use the free tier of things, even if I fit into them because I would much rather personally be a paying customer, which elevates the, I guess, how well my complaints are received.Because I'm a free user, I'm just another voice on Twitter; albeit a loud one and incredibly sarcastic one at times. But if I'm a paying customer, suddenly the entire tenor of that conversation changes, and I think there's value to that. I've always had the philosophy of you pay for the things you use to make money. And that—again, that is something that's easy for me to say now. Back when I was in crippling debt in my 20s, I assure you, it was not, but I still made the effort for things that I use to make a living.Scott: Yeah.Corey: And I think that philosophy is directionally correct.Scott: No, I appreciate that. There's a lot of good threads in there. Maybe just going way back, Docker stands on the shoulders of giants. There was a lot of work with container tech in the Linux kernel, and you and I were talking before about it goes back to LPAR on IBMs, and you know, BS—Berkeley's—Corey: BSD jails and chroots on Linux. Yeah.Scott: Chroot, right? I mean, Bill Joy, putting chroot in—Corey: And Tupperware parties, I'm sure. Yeah.Scott: Right. And all credit to Solomon Hykes, Docker's founder, who took a lot of good up and coming tech—largely on the ops side and in Linux kernel—took the primitives from Git and combined that with immutable copy-on-write file system and put those three together into a really magical combination that simplified all this complexity of dependency management and portability of images across different systems. And so in some sense, that was the magic of standing on these giant shoulders but seeing how these three different waves of innovation or three different flows of innovation could come together to a great user experience. So, also then moving forward, I wouldn't say they're happy, just to make sure you don't get inbound, angry emails—the enterprise buyers—but they do recognize the value of the product, they think the economics are fair and straight ahead, and to your point about having a commercial relationship versus free or non-existing relationship, they're seeing that, “Oh, okay, now I have insight into the roadmap. Now, I can prioritize my requirements that my devs have been asking for. Now, I can double-down on the secure supply chain issues, which I've been trying to get in front of for years.”So, it gives them an avenue that now, much different than a free user as you observed, it's a commercial relationship where it's two way street versus, “Okay, we're just going to use this free stuff and we don't have much of a say because it's free, and so on and so forth.” So, I think it's been an eye-opener for both the company but also for the businesses. There is a lot of value in a commercial relationship beyond just okay, we're going to invest in new features and new value for developers.Corey: The challenge has always been how do you turn something that is widely beloved, that is effectively an open-source company, into money? There have been a whole bunch of questions about this, and it seems that the consensus that has emerged is that a number of people for a long time mistook open-source for a business model instead of a strategy, and it's very much not. And a lot of companies are attempting to rectify that with weird license changes where, “Oh, you're not allowed to take our code and build a service out of it if you're a cloud provider.” Amazon's product strategy is, of course, “Yes,” so of course, there's always going to be something coming out of AWS that is poorly documented, has a ridiculous name, and purports to do the same thing for way less money, except magically you pay them by the hour. I digress.Scott: No, it's a great surface area, and you're right I completely didn't answer that question. [laugh]. So—Corey: No, it's fair. It's—Scott: Glad you brought it back up.Corey: —a hard problem. It's easy to sit here and say, “Well, what I think they should do”—but all of those solutions fall apart under ten seconds of scrutiny.Scott: Super, super hard problem which, to be fair, we as a team and a community wrestled with for years. But here's where we landed, Corey. The short version is that you can still have lots of great upstream open-source technologies, and you'll have an early adopter community that loves those, use those, gets a lot of progress running fast and far with those, but we've found that the vast majority of the market doesn't want to spend its time cobbling together bits and bytes of open-source tech, and maintaining it, and patching it, and, and, and. And so what we're offering is an engineered product that takes the upstream but then adds a lot of value—we would say—to make it an engineered, easy to use, easy to configure, upgraded, secure, so on and so forth. And the convenience of that versus having to cobble together your own environment from upstream has proved to be what folks are willing to pay for. So, it's the classic kind of paying for time and convenience versus not.And so that is one dimension. And the other dimension, which you already referenced a little bit with AWS is that we have SaaS; we have a SaaS product in Docker Hub, which is providing a hosted registry with quality content that users know is updated not less than every 30 days, that is patched and maintained by us. And so those are examples of, in some sense, consumption [unintelligible 00:27:53]. So, we're using open-source to build this SaaS service, but the service that users receive, they're willing to pay for because they're not having to patch the Mongo upstream, they're not having to roll the image themselves, they're not having to watch the CVEs and scramble when everything comes out. When there's a CVE out in our upstream, our official images are patched no less than 24 hours later and typically within hours.That's an example of a service, but all based on upstream open-source tech that for the vast majority of uses are free. If you're consuming a lot of that, then there's a subscription that kicks in there as well. But we're giving you value in exchange for you having to spend your time, your engineers, managing all that that I just walked through. So, those are the two avenues that we found that are working well, that seem to be a fair trade and fair balance with the community and the rest of the ecosystem.Corey: I think the hardest part for a lot of folks is embracing change. And I have encountered this my entire career where I started off doing large-scale email systems administration, and hey, turns out that's not really a thing anymore. And I used to be deep in the bowels of Postfix, for example. I'm referenced in the SVN history of Postfix, once upon a time, just for helping with documentation and finding weird corner cases because I'm really good at breaking things by accident. And I viewed it as part of my identity.And times have changed and moved on; I don't run Postfix myself for anything anymore. I haven't touched it in years. Docker is still there and it's still something that people are actively using basically everywhere. And there's a sense of ownership and identity for especially early adopters who glom on to it because it is such a better way of doing some things that it is almost incomprehensible that we used to do it any other way. That's transformation.That's something awesome. But people want to pretend that we're still living in that era where technology has not advanced. The miraculous breakthrough in 2013 is today's de rigueur type of environment where this is just, “Oh, yeah. Of course you're using Docker.” If you're not, people look at you somewhat strangely.It's like, “Oh, I'm using serverless.” “Okay, but you can still build that in Docker containers. Why aren't you doing that?” It's like, “Oh, I don't believe in running anything that doesn't make me pay AWS by the second.” So okay, great. People are going to have opinions on this stuff. But time marches on and whatever we wish the industry would do, it's going to make its own decisions and march forward. There's very little any of us can do to change that.Scott: That's right. Look, it was a single container back in 2013, 2014, right? And now what we're seeing—and you kind of went there—is we're separating the implementation of service from the service. So, the service could be implemented with a container, could be a serverless function, could be a hosted XYZ as a service on some cloud, but what developers want to do is—what they're moving towards is, assemble your application based on services regardless of the how. You know, is that how a local container? To your point, you can roll a local serverless function now in an OCI image, and push it to Amazon.Corey: Oh, yeah. It's one of that now 34 ways I found to run containers on AWS.Scott: [laugh]. You can also, in Compose, abstract all that complexity away. Compose could have three services in it. One of those services is a local container, one of those services might be a local serverless function that you're running to test, and one of those services could be a mock to a Database as a Service on a cloud. And so that's where we are.We've gone beyond the single-container Docker run, which is still incredibly powerful but now we're starting to uplevel to applications that consist of multiple services. And where do those services run? Increasingly, developers do not need to care. And we see that as our mission is continue to give that type of power to developers to abstract out the how, extract out the infrastructure so they can just focus on building their app.Corey: Scott, I want to thank you so much for taking the time to speak with me. If people want to learn more—and that could mean finding out your opinions on things, potentially yelling at you about pricing changes, more interestingly, buying licenses for their large companies to run this stuff, and even theoretically, since you alluded to it a few minutes ago, look into working at Docker—where can they find you?Scott: No, thanks, Corey. And thank you for the time to discuss and look back over both years, but also zoom in on the present day. So, www.docker.com; you can find any and all what we just walked through. They're more than happy to yell at me on Twitters at @scottcjohnston, and we have a public roadmap that is in GitHub. I'm not going to put the URL here, but you can find it very easily. So, we love hearing from our community, we love engaging with them, we love going back and forth. And it's a big community; jump in, the waters warm, very welcoming, love to have you.Corey: And we'll of course, but links to that in the [show notes. 00:32:28] Thank you so much for your time. I really do appreciate it.Scott: Thank you, Corey. Right back at you.Corey: Scott Johnston, CEO of Docker. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a comment telling me that Docker isn't interested in at all because here's how to do exactly what Docker does in LPARs on your mainframe until the AWS/400 comes to [unintelligible 00:33:02].Scott: [laugh].Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
Episode 113: Intro: Welcome to Pi- Perspectives. What the heck is a Sock Puppet? Mariel Klosterman joins us today to set the record straight. We talk about deep fakes, alternative social media profiles and how this fits in to the world of investigations. Mariel recently won the rising Open Source Investigator award at OSMOSIS2021. Please welcome Mariel and your host, private Investigator, Matt Spaier Links: Matt's email: MatthewS@Satellitepi.com Linkedin: Matthew Spaier www.investigators-toolbox.com Mariel on Linkedin: Mariel Klosterman Twitter: @agentsandstone PI-Perspectives Youtube link: https://www.youtube.com/channel/UCYB3MaUg8k5w3k7UuvT6s0g Sponsors: https://apps.crosstrax.co/signup/index/refcd/LY3R7VUW69 https://jtpalmerassociates.com/ https://piinstitute.com/ https://delvepoint.com/Luna/apply?UTM_SOURCE=PI_Perspectives&UTM_MEDIUM=Podcast&UTM_CAMPAIGN=Investigtive&UTM_CONTENT=Evergreen_Leads
This episode carries content warnings for gun violence, forced human experimentation, imprisonment, the implied separation of mentally/spiritually joined people, description of human bones. Oh, our Blackwick Group. They move below even "the depths of Sapodilla" now, to a place where cold stone floors drift apart, revealing muck and raw emptiness where mortar should be. And beyond that, a clockwork device like none they've ever seen. Yet even as they draw closer to their goals, she watches and waits for her opportunity to strike: the tangled madame of the House of Puppets, Mabriella du Feza... This week on Sangfielle: Hark! The Citadel Beneath Pt. 4 The Almanac of the Heartland Rider Places Sapodilla: One of, if not the, largest city inside of the walls of Concentus. Sapodilla rests on the western shore of the vast lake that takes up much of southeastern Sangfielle, and prizes itself as the rare hub of culture in the bloodfields. In recent years, the powerful witch hunting organization called the Glim Macula has grown in power there, owing to the city's focus on furthering “civilization.” Zevunzolia: Who the hell knows. A miraculous city waiting to be built? A utopian dimension adjacent our own? "The Seventh Sun Itself," I think I heard one of those fools call it. All I know is, however prime and pristine it is in promise, the pricetag keeps going conveniently unmentioned... Facts and Figures Mabriella du Feza (she/her): Among the Glim Macula, it is said that Mabriella du Feza is an accomplished interrogator, brilliant scholar, and malicious commander. What goes unsaid, because it is not widely known, is her role as a ‘liaison' from another, even more sinister organization. Queen of Puppets. Callix, the Aquiline Marquis (he/him, named but unmet): The last reigning Aldominan ruler of Sapodilla, now holding court below his old city streets. But wait, what's this below his Interred Citadel? Might further boulevards yet roll? Dyre Ode (he/they): When an agent of the almanac pressed this mysterious, masked figure for more information about him, they only repeated their name, as if to ensure we'd print it right, adding “Dyre with Y but Ode as you'd like, a poem said in praise or a debt gone unpaid. It bothers me little, how you spell that name.” The Blackwick Group first encountered this myterious figure during their investigation into Roseroot Hall, where they helped him recover his skull. Organizations Wrights of the Seventh Sun: A secret society dedicated to the construction of Zevunzolia, whatever the cost. Their motivations are many: Some believe that the Devils ought to have continued climbing whent hey escaped hell, that this was not the paradise earned. Otherse believe that Zevunzolia is telos of telos, the end-cause of all end-causes, and thus will inevitably bring itself into being. And given that, to do anything but aid it is to risk exclusion from it, or worse. Hosted by Austin Walker (@austin_walker) Featuring Janine Hawkins (@bleatingheart), Ali Acampora (@ali_west), Jack de Quidt (@notquitereal), and Andrew Lee Swan (@swandre3000) Produced by Ali Acampora Music by Jack de Quidt (available on bandcamp) Text by Austin Walker Cover Art by Craig Sheldon (@shoddyrobot)
This episode carries content warnings for forced human experimentation, teeth, chemical burns, forced bodily transformation. The Blackwick Group moves with hound-like swiftness through the Interred Citadel towards their quarry. But between the dog and the fox, a dozen-dozen things move. A mumbling stream. A twirl of dried leaves. Shadows on grass. So much to see. And some of the things in between? They hunt too. This week on Sangfielle: Hark! The Citadel Beneath Pt. 3 The Almanac of the Heartland Rider Places Sapodilla: One of, if not the, largest city inside of the walls of Concentus. Sapodilla rests on the western shore of the vast lake that takes up much of southeastern Sangfielle, and prizes itself as the rare hub of culture in the bloodfields. In recent years, the powerful witch hunting organization called the Glim Macula has grown in power there, owing to the city's focus on furthering “civilization.” Objects of Interest Notes On the Paradise Medicine: A collection of research notes from Hollowfield, first hypothesizing that there may be medical advances available on or through Zevunzolia that are not available here in Sangfielle. In the second half, Hollowfield seems to write about a particularly destructive compound and its potential medical uses. The Marrisa Lefebvre Trilogy: Apparently, in some other world, Kay'Va stretches further. And in this place, they publish books--mystery books. And in a few of them there's a detective by this name who can't help getting herself into trouble. Facts and Figures Appletun (he/him): Along with his fellow researchers Bleaser and Getta, Appletun pursues academic research as a low-ranking member of the the Wrights of the Seventh Sun. While others under Mabriella study puppets of a physical sort, Appletun's focus is a more flexible sort of marionette: Fictional characters. Mabriella du Feza (she/her): Among the Glim Macula, it is said that Mabriella du Feza is an accomplished interrogator, brilliant scholar, and malicious commander. What goes unsaid, because it is not widely known, is her role as a ‘liaison' from another, even more sinister organization. Queen of Puppets. Callix, the Aquiline Marquis (he/him, named but unmet): The last reigning Aldominan ruler of Sapodilla, now holding court below his old city streets. But wait, what's this below his Interred Citadel? Might further boulevards yet roll? Dyre Ode (he/they): When an agent of the almanac pressed this mysterious, masked figure for more information about him, they only repeated their name, as if to ensure we'd print it right, adding “Dyre with Y but Ode as you'd like, a poem said in praise or a debt gone unpaid. It bothers me little, how you spell that name.” The Blackwick Group first encountered this myterious figure during their investigation into Roseroot Hall, where they helped him recover his skull. Emma Serchilde (she/her): One of the most successful investigators in Glim Macula's history, Serchilde made her name ferreting out a group of heritrixes who allegedly served a god of slaughter. Where other witch hunters lean on deductive reasoning or evidence collection, Serchilde's technique is simple: Intimidate witnesses through sheer force of will, using her loyal underlings--Janis, Aztel, and Nelzo--if it becomes necessary to prove that silence will be met with blood. Which isn't to say that she's afraid to get her own hands dirty. Felix Hollowfield (he/him): In many ways, brilliant inventor Felix Hollowfield is the reason for the recent surge in Glim Macula activity. Though the group has stalked the streets of Sapodilla for decades, it was Hollowfield's collection of tools that both allowed the Macula to face down truly powerful supernatural foes and put a deep and singular fear in the hearts of Sapodillans. His weapons reveal the hidden, nullify the mystical, and ground the transcendent. Where could he have found such ideas as these? Alaway (varies): Last seen as the waxy, vampiric minister of Yellowfield, Regan, whose generations-long study of technology led him to dream of (and work towards creating) "The City of Lights," a place of flameless fire, energetic implements, and the safety and freedom to live as one wants. Disposed of, for now at least. But the dream yet lives. Organizations Wrights of the Seventh Sun: A secret society dedicated to the construction of Zevunzolia, whatever the cost. Their motivations are many: Some believe that the Devils ought to have continued climbing whent hey escaped hell, that this was not the paradise earned. Otherse believe that Zevunzolia is telos of telos, the end-cause of all end-causes, and thus will inevitably bring itself into being. And given that, to do anything but aid it is to risk exclusion from it, or worse. Hosted by Austin Walker (@austin_walker) Featuring Janine Hawkins (@bleatingheart), Ali Acampora (@ali_west), Jack de Quidt (@notquitereal), and Andrew Lee Swan (@swandre3000) Produced by Ali Acampora Music by Jack de Quidt (available on bandcamp) Text by Austin Walker Cover Art by Craig Sheldon (@shoddyrobot)
There's a new show on the Network! Join Tracy Barnett, Alex Flanigan, Bee Zelda, and Jeff Stormer as they play and test Iron Edda Reforged!A house has collapsed and the neighborhood of Puppet Strings mobilizes to help. New faces, new places. Puppet Strings is an actual/playtest of Iron Edda Reforged, Season One - Jotunheim. Written and designed by Tracy Barnett, performed by Alex Flanigan, Bee Zelda, and Jeff Stormer. Edited by Jupiter Alchys.Music is Neon by Scott Buckley and A doe running on the beach at dusk, by bisou de l'enfant sauvage. Used under a Creative Commons License.If you like this show, help make sure it continues in its current form! Follow this link to Kickstarter to back the project and fund a zine, this podcast, and a video actual play!