Podcasts about riverbed

Indie duo Driftwood Choir, featuring Portair and Ed Prosek, are gearing up to release their debut self-titled album on March 7th and I'd love to have you check out the release! The duo and Nettwerk labelmates joined forces after bonding over a spirit of wanderlust, creating an uplifting album about change, and connecting with nature and people. Driftwood Choir cements the musical union of two curious creative spirits, whose songwriting eloquence and acuity matches their clear proclivity for adventure. Born in California and based in Berlin, Ed instantly hit it off with the Australia-born Drew (aka Portair), bonding over a spirit of wanderlust both personally and sonically.  Two distinct paths brought Ed and Drew to Driftwood Choir. Ed had attracted a fervent fanbase with a series of solo EPs, including The Riverbed [2014], Truth [2016], Light as a Feather [2019], and The Foreigner [2023]. Hailing from the other side of the world, Drew built a devout audience under the name of Portair, captivating with The Light That Gives EP [2021], The Ice That Breaks EP [2022], and Learning How to Die EP [2023].  During the fall of 2023, the duo met in Berlin where they linked up for a drink and made a decision to hit the studio together. During their first proper session, the musicians cooked up “Constantinople.” It eventually amassed over half-a-million streams. Inspired by this newly unearthed working relationship, they kept going. Now, the pair is forging a path together emerging with their debut album out 2025.  Thanks for listening!!! Please Follow us on Instagram @hiddentracks99Pre and Post roll music brought to you by @sleepcyclespa

Ambient Songs:By CoAghttps://www.youtube.com/@co.agmusic1823Intro Theme by Swift Junai:https://www.instagram.com/swiftjunai/?hl=enhttps://www.youtube.com/channel/UC6hf5nMJ8s6LJJfFR4OQ3lghttps://open.spotify.com/artist/1PoG2b18MHocWZA8zQgWjOWriters and researchers: Jay Adamshttps://instagram.com/jayadamsdigital?igshid=MzMyNGUyNmU2YQ==Jordan Gottschick https://www.youtube.com/@DerpsWithWolves/playlists

In this episode of Tech Sales Insights, Randy Seidl is joined by Dave Donatelli, CEO of Riverbed. They discuss go-to-market best practices from a CEO's perspective and delve into Dave's extensive career across various technology companies, including EMC, HP, and Oracle. Sponsored by ZoomInfo, the episode also touches upon sales strategies, leadership, and the importance of building strong relationships and delivering consistent value. Additionally, personal anecdotes and career advice underscore the importance of perseverance, focus, and ethical leadership in the tech sales industry.KEY TAKEAWAYSImportance of Relentless Customer Focus: Dave emphasized the critical need for maintaining strong customer relationships and how showing up consistently can make a significant difference.Value of Simplifying Sales Processes: Having straightforward and achievable comp plans can drive better sales performance.Impact of Organizational Changes: Dave's experience shows the importance of focusing on fewer accounts for deeper engagement and better results. Consistency and pushing through initial resistance are crucial.Leveraging Analytics: The role of sales ops and tools like Clary to provide actionable insights and guide decision-making was stressed.Career Growth Tips: Delivering consistent results in your current role is the gateway to more significant opportunities. Self-assessment and honesty about one's performance are key.Power of Long-term Relationships: Building and maintaining relationships over the years is invaluable both personally and professionally.QUOTES"Do an incredibly good job at the job you have. That gives you the right to the next job.""If you execute well all the time, then you free up all these selling hours because one of the customers is happy with what you've done, which gives you the right to then sell them the next thing.""Focus always wins in the end.""Your best performing reps, the really smart ones, figure it out early and they go do it. And everybody else literally, it takes at least six months, half a year is a long time, sometimes nine months."Find out more about Dave Donatelli through the link/s below:https://www.linkedin.com/in/david-donatelli-29854825b/This episode is sponsored by ZoomInfo, the GTM Platform sponsor of the Sales Community. ZoomInfo is the go-to-market platform that helps businesses find, acquire and grow their customers. Businesses use ZoomInfo data and platform to increase efficiency, align sales and marketing teams, and consolidate technology stacks.

It's been 10 years since San Diego's "Vision Zero" plan to reduce traffic deaths.  NBC News projects Rep. Mike Levin will win the 49th District.  Removal of the homeless encampment along the San Diego riverbed is complete.

Election Day is finally here, with high voter turnout expected across the country, including here in San Diego. If you're looking for a way to celebrate after turning in your ballot, several restaurants and businesses have Election Day deals. A large homeless encampment along the San Diego River will be cleaned up later today, after several notices were posted around the area. Here's NBC 7's Steven Luke with the top stories of the day.

Welcome to season 5!! In this episode, we talk with Jared, Jimmy, and Brian from One With The Riverbed. I absolutely fell in love with this band the first time I caught them live at Jeff Fest in Kalamazoo. Dark, atmospheric, and blackened metal music that is brutally beautiful. It checks all the boxes on the What Does Chuck Dig About Metal Music list. It was a pleasure talking with them about how the band came to be, songwriting, influences and more. One With The Riverbed recently released their new album Succumb on Dusktone Records. It surely is one of the best albums of the year. One With The Riverbed Check out their music Follow on Facebook, Instagram, Youtube, Spotify Fans With Bands Subscribe to Fans With Bands on your favorite podcast service such as Apple, Google, Youtube, Spotify, iHeartRadio, Audible, Amazon Music or Stitcher.  Be sure to rate the show and please send us feedback. We would love to hear from you.   You can also follow Fans With Bands on Facebook, Twitter, Youtube, and Instagram For samplings of music by artists featured on Fans With Bands, check out our playlist on Spotify   Fret Rescue Check out this episode's sponsor - Fret Rescue on Youtube, TikTok and Facebook!  

In today's fast-paced tech world, how can businesses stay ahead while overcoming the challenges of digital transformation? In this episode of Tech Talks Daily, I speak with Dave Donatelli from Riverbed, a technology leader with deep industry expertise. We discuss the importance of attracting top talent to the C-suite, the AI conversations happening in boardrooms, and the critical priorities that CIOs need to address in 2024. Dave also shares insights on Riverbed's newest platform and solutions, which harness AI automation and full-fidelity data to reveal hidden gaps in visibility and enhance digital experiences. We'll explore how Unified Observability helps IT teams overcome pressing challenges, particularly with public clouds, remote work, and enterprise mobile devices. Dave explains the value of open platforms and how organizations can implement scalable AI solutions to improve performance. Curious about how Unified Observability and AI are reshaping IT strategies? Tune in to discover how Riverbed empowers organizations to elevate their digital experiences. What are your thoughts on these emerging trends? Join the conversation and share your insights.

In a world of global expansion and local nuance, how do you strike the perfect balance in your Account-Based Marketing (ABM) strategies? Becks Powell, Senior Marketing Manager, Riverbed

What's up everyone, today we have the pleasure of sitting down with Vish Gupta, Marketing Operations Manager at Databricks. Summary: This episode with Vish is jam packed with advice for marketers making their way through the martech galaxy. We touch on the pitfalls of Frankenstein stacks and the perks of self-service martech. Vish explains why martech isn't just for engineers and highlights the efficiency of customized Asana intake forms. We also tackle the dangers of over-specialization for senior leaders. Additionally, we explore the intersection of martech and large language models (LLMs), providing insights on how to stay ahead in the evolving landscape.About VishVish started started her career as a Business Analyst in sales ops at Riverbed, a network management companyShe later joined Redis Labs – a real time data platform – as a Marketing Coordinator and got her first taste of analytics and reporting covering social, paid and eventsShe had a short contract at Brocade where she was Marketing Ops specialist and worked closely with their data science team to develop marketing reporting using BIShe then joined VMware, the popular virtualization software giant just before they were acquired by Broadcom. She was both a marketing analyst and later shifted to Growth Analyst where she focused more on Go to market strategyToday Vish is Marketing Operations Manager at Databricks, a leader in data and AI tech valued at more than 40BInfluences from a Tech-Infused ChildhoodVish's upbringing in a tech-savvy household shaped her career path significantly. Her parents, immigrants from India, transitioned into tech for better opportunities, despite initial dreams of cricket and architecture. This drive for a better lifestyle through technology was a core narrative in her family.Interestingly, Vish initially rebelled against this tech-centric world. She pursued psychology, striving to carve out her unique path. However, practicality led her back to tech, aligning her career with her desired lifestyle. This shift wasn't romantic but highlighted her adaptability and strategic thinking.Her parents' relentless upskilling and enthusiasm for technology left a lasting impression. Their constant engagement with new tools and innovations inspired Vish to embrace learning and staying current with tech trends. This mindset proved invaluable in her role at Databricks, where technological adeptness is key.Growing up in Silicon Valley provided Vish with a unique network and role models in tech. This environment, combined with her parents' stories and actions, underscored the importance of tech as a vehicle for advancement and success.Key takeaway: Vish's tech-centric upbringing, driven by her immigrant parents' pursuit of better opportunities, significantly shaped her career. Despite initially rebelling by studying psychology, practicality led her back to tech, showcasing her adaptability. Her parents' continuous upskilling inspired her commitment to learning, crucial in her role at Databricks.Why Your Frankenstein Martech Stack is Sabotaging Your SuccessA Frankenstein martech stack is like a tech monster stitched together from mismatched parts, always on the brink of chaos. Avoiding the creation of a Frankenstein stack is challenging for any marketing operations team who is trying to stay on top of new tools. Vish's mantra is that tools are not problem-solvers on their own; people and processes are the real drivers of solutions.She's a big proponent of understanding the role each tool plays within the organization. It's crucial to ask, "What is this tool doing?" If a tool isn't effectively serving a business purpose or hasn't been adopted well, it might be time to retire it. Simplification is key before automation. An overly complex or constantly changing process isn't a good candidate for automation.Vish points out a common misconception: the belief that automating everything is the ultimate solution. In reality, automating a clunky or inefficient process can exacerbate issues rather than resolve them. The focus should be on simplifying processes first. Only after streamlining should organizations consider tools that enhance efficiency.In practice, this means critically assessing each tool's contribution to the business. If a tool no longer serves its purpose or complicates processes, it's time to reconsider its place in the stack. Automation should follow simplification, ensuring that processes are as straightforward as possible before adding layers of technology.Key takeaway: Simplification should precede automation. Marketers must critically evaluate their tools and processes, focusing on streamlining before leveraging automation. This approach prevents the creation of a cumbersome, Frankenstein-like martech stack—a tech monster stitched together from mismatched parts, always on the brink of chaos.Empowering Campaign Ops with Self-Serve ModelsSetting up self-service models for campaigns is like to an all-you-can-eat buffet, where the food is already prepared, and you simply pick and choose what you want. In the realm of campaign operations, enabling self-service means providing users with the right tools and training, allowing them to be effective without the need for constant support.One such tool, Knak, plays a pivotal role in this self-service approach for Databricks. Vish explains that Knak allows users to create emails independently without needing to delve into their automation platform. This system keeps users out of the intricate details of their MAP, reducing the burden on the marketing operations team while still enabling efficient email creation. By using Knak, the process is streamlined: users work within Knak, sync their work to their MAP, perform quality assurance, and then execute their campaigns. This seamless integration not only simplifies operations but also enhances efficiency.Vish highlights the potential pitfalls of a full self-service model, where multiple users could potentially create chaos within their MAP. Instead, she advocates for a balanced approach, where specific components of the campaign process are made self-service. This method provides a win-win situation for both the operations team and the front-end users. The key is finding tools that allow for this partial self-service model, thereby maintaining control while empowering users.Knak was introduced to replace a previous tool that failed to meet expectations. Vish was part of the decision-making process, although the team had several champions for Knak and a supportive leader confident in their ability to select the right vendor. This collective decision-making and confidence in the tool have led to a successful implementation, demonstrating the importance of team involvement and leadership support in adopting new technologies.Key takeaway: Empowering users with the right self-service tools like Knak can streamline campaign operations and reduce the burden on the marketing team. A balanced approach to self-service can prevent chaos while maximizing efficiency.Why Martech Shouldn't Cater Exclusively to EngineersWhen asked if martech is really geared towards engineers, Vish provided a nuanced perspective. She finds the notion that martech should cater exclusively to engineers rather unsettling. For Vish, her expertise lies in mastering popular systems like Marketo and HubSpot, not engineering. She raises a compelling point about the value of specialized martech knowledge, emphasizing that the real worth of a martech professional is their ability to understand and implement what marketers need, not merely to build systems from scratch...

Join us for SpaceTime Series 27 Episode 81, where we delve into the latest discoveries and advancements in space exploration.First, new observations from NASA's Juno spacecraft reveal that Jupiter's volcanic moon Io is covered in lakes of molten lava. These findings, published in Communications Earth and Environments, provide a fuller picture of Io's extensive volcanic activity and offer new insights into the volcanic processes at work on this ancient, violent world. Io, slightly larger than Earth's moon, is the most volcanically active world in our solar system due to the gravitational forces from its neighboring Jovian moons and Jupiter itself. Juno's recent flybys have captured high-resolution infrared images showing bright rings surrounding numerous hotspots, indicating that much of Io's surface is covered in lava lakes with caldera-like features.Next, NASA's Mars Perseverance rover has crossed an ancient Martian riverbed in the Jezero Crater, reaching the Bright Angel geological site earlier than expected. This route provided a treasure trove of geological features, including rocks with diverse textures and compositions. Perseverance's exploration of this ancient river channel offers new clues about Mars' geological history and the processes that shaped its surface.Finally, we examine whether space tourism is healthy. New research published in the Journal of the Frontiers of Physiology warns that wealthy, unhealthy individuals venturing into space may face increased health risks, such as pulmonary edema, due to the effects of microgravity on the heart. The study suggests that future space tourists might need to send a digital twin of themselves into virtual space to test their bodies' responses before embarking on the real journey.July Skywatch: What to look for in the night skies throughtout the the month of July with Sky & Telescopes Jonathan Nally.Follow our cosmic conversations on X @stuartgary, Instagram, YouTube, and Facebook. Join us as we unravel the mysteries of the universe, one episode at a time.Sponsor OfferThis episode is proudly supported by NordVPN. Secure your digital journey across the cosmos with a VPN service you can trust. Find your stellar security solution at https://www.bitesz.com/nordvpn.Listen to SpaceTime on your favorite podcast app including Apple Podcasts, Spotify, YouTube Music, or wherever you get your podcasts.Support SpaceTimeBecome a supporter of SpaceTime: https://www.bitesz.com/show/spacetime/support/www.bitesz.com

Are you a technical founder struggling to navigate sales in your cybersecurity startup? Do you find it challenging to balance technology discussions with business outcomes? Are you curious when to bring in sales professionals for a consistent approach?In this conversation, we discuss:

One of the most practical applications of Artificial Intelligence (AI) is to assist in network observability. The big move to Zero Trust is predicated on the ability to have a thorough understanding of network assets. This is a significant issue for federal information technology. We have legacy systems, shadow IT, and a deluge of data in addition to the confusion that a hybrid network can bring. Riverbed takes a phrase from science, telemetry. Initially, it was used to troubleshoot the original network: the power grid. Since then, the term has been modified to apply to a standard data collection system for analyzing information on a digital network. The fact that 98% of the Fortune 100 uses Riverbed for determining network status means that they are the de facto leaders in the market. Today, we sat down with Jeff Waters to help us understand how Riverbed can be applied to federal systems. You would expect Jeff to emphasize network management, however, he shows how the basic “telemetry” approach can be used for improving user experience. The approach is simple:  if a technology can look at movement on a network, it can be applied to understanding how federal sites are used by citizens. We move from DevOps to Artificial Intelligence Ops, or AI Ops at the end of the interview. This concept allows Riverbed to be able to understand a situation and offer remediation. Because the network is so well understood, the solution is effectuated quickly. Telemetry – from old-school electrical troubleshooting to helping with user experience on a federal website. = = = Want to leverage you next podcast appearance? https://content.leadquizzes.com/lp/fk1JL_FgeQ Connect to John Gilroy on LinkedIn   https://www.linkedin.com/in/john-gilroy/ Want to listen to other episodes? www.Federaltechpodcast.com      

Milin Desai is the CEO at Sentry, an application monitoring tool for developers. Sentry has recently passed two key milestones: 100K customers and over $100M in ARR. Before Sentry, Milin was a GM at VMware and scaled their cloud networking into a billion-dollar business. Prior to stepping into leadership roles, Milin was a PM at Riverbed and a software engineer at Veritas. — In today's episode, we discuss: The key ingredients of Sentry's success Sentry's developer-centric approach Lessons on pricing, packaging, and product from VMware Being an external CEO at a startup Forging successful relationships with founders — Referenced: Building for the Fortune 500,000: https://blog.sentry.io/building-for-the-fortune-500-000/ Carl Eschenbach: https://www.linkedin.com/in/carl-eschenbach-980543/ Chris Jennings: https://www.linkedin.com/in/chriskjennings/ David Cramer: https://www.linkedin.com/in/dmcramer/ FRC's product market fit framework: https://pmf.firstround.com/ Martin Casado: https://www.linkedin.com/in/martincasado/ Pat Gelsinger: https://www.linkedin.com/in/patgelsinger/ Raghu Raghuram: https://www.linkedin.com/in/raghuraghuram/ Riverbed: https://www.riverbed.com/ Sentry: https://sentry.io/ Todd Bazakas: https://www.linkedin.com/in/todd-bazakas-b5a2533/ Veritas: https://www.veritas.com/ VMware: https://www.vmware.com/ — Where to find Milin Desai: LinkedIn: https://www.linkedin.com/in/milin-desai-464757/ Twitter/X: https://twitter.com/virtualmilin — Where to find Brett Berson: LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ Twitter/X: https://twitter.com/brettberson — Where to find First Round Capital: Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter/X: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast — Timestamps: (00:00) Introduction (03:03) Joining Sentry as an external CEO (06:27) The CEO/founder relationship (09:37) Lessons from VMware (13:04) What PMs did differently at VMware (18:04) Becoming the need, not the want (20:53) Scaling Sentry (23:07) Building for the “Fortune 500,000” (27:02) Open versus closed source product (30:43) The key ingredients to Sentry's success (36:21) How Milin updated his playbook at Sentry (38:49) Focus on packaging, not pricing (40:29) “Build for the many, not the few” (41:53) Sentry's B2D model (45:10) The second product mindset (51:03) Contrarian take on building for enterprise (52:50) Several people who influenced Milin

Prepare yourself for an amazing tale of triumph over adversity! The boys are joined by Paolo Iacometti, owner of a Porsche 993 which, amazingly, spent five years lying fully submerged in an Italian river. Paolo describes in detail the sights, smells, and sweat which went into this ultimate story of revival to get this classic 911 back where it belongs… on the road!You can see more @limoncellaprojekt‘9WERKS Radio' @9werks.radio is your dedicated Porsche and car podcast, taking you closer than ever to the world's finest sports cars and the culture and history behind them.The show is brought to you by 9werks.co.uk, the innovative online platform for Porsche enthusiasts. Hosted by Porsche Journalist Lee Sibley @9werks_lee, 911 owner and engineer Andy Brookes @993andy and obsessive Porsche enthusiast & magazine junkie Max Newman @maxripcor, with special input from friends and experts around the industry, including you, our valued listeners.If you enjoy the podcast and would like to support us by joining the 9WERKS Driven Not Hidden Collective you can do so by hitting the link below, your support would be greatly appreciated.Support the Show.

Extrait : "...l'album In Conflict, peut-être le plus accessible de tous, véritable objet d'art offrant symphonie luxuriante, cavalcades au violon, mélodies précieuses, arrangements luxueux, ainsi que la présence aux synthés, à la guitare et dans les chœurs, de son premier fan, Brian Eno lui-même. Et au milieu de tout ça, surnage la magnifique “The riverbed”..."Pour l'écouter, c'est par ici si tu utilises Apple Podcasts, ici pour Deezer, là sur Spotify, voire, si tu préfères, Podcast Addict. Il y a plein d'autres app de podcasts, cherche Good Morning Music sur la tienne. Pour commenter les épisodes, tu peux le faire sur l'appli en question, ça aide énormément à faire croître l'audience. Mais aussi sur le site web dédié, il y a une section Le Bar, ouverte 24/24, pour causer du podcast ou de musique en général, je t'y attends avec impatience. Enfin, si tu souhaites me soumettre une chanson, c'est aussi sur le site web que ça se passe. Pour soutenir Good Morning Music et Gros Naze :1. Abonne-toi2. Laisse-moi un avis et 5 étoiles sur Apple Podcasts, ou Spotify et Podcast Addict3. Partage ton épisode préféré à 3 personnes autour de toi. Ou 3.000 si tu connais plein de monde. Good Morning Music Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

A record-breaking number of manatees gathered at Blue Spring State Park in Orange City, Florida on Sunday, January 21.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Drop the technical jargon. Instead, speak your audience's language.Language has power. And talking to your audience not as “marketer” but as someone who understands your customer's world is key. This means speaking to their cares, concerns and frustrations. Do this and your audience engagement will soar. In this episode, we're looking at a show that literally speaks its audience's languages: Spanish and English. It's Apple TV's first bilingual comedy, Acapulco, a show that has been recognized by the Imagen Foundation for its meaningful portrayal of latinos in the media. And together with the help of our special guest, Head of Americas Marketing, Cristina Daroca, we talk about showing the outcome first, speaking your audience's language, choosing a visually stunning setting, and more. So grab your sunglasses for this episode of Remarkable.About our guest, Cristina DarocaCristina Daroca is Senior Director of Global Demand and Americas Marketing at Riverbed Technology. She joined Aternity in July of 2020 as Director of Global Demand Generation, and the company merged with Riverbed in December of 2021. She previously served as Senior Manager of Global Marketing Programs for DataRobot. She has also worked at companies like Mighty AI and LevelUp. She was born and raised in Spain, and now lives in Boston.About RiverbedRiverbed transforms data into actionable insights across the entire digital ecosystem and accelerates performance for a seamless digital experience. Riverbed is the only company with the collective richness of telemetry from network to app to end user, that illuminates and then accelerates every interaction, so organizations can deliver a seamless digital experience and drive enterprise performance. Riverbed offers two industry-leading portfolios: Alluvio by Riverbed, a differentiated Unified Observability portfolio that unifies data, insights, and actions across IT, so customers can deliver seamless, secure digital experiences; and Riverbed Acceleration, providing fast, agile, secure acceleration of any app, over any network, to users anywhere. They have thousands of partners, and market-leading customers globally – including 95% of the FORTUNE 100. Riverbed is headquartered in San Francisco, but they have lots of employees in the Boston area because of an acquisition.About AcapulcoAcapulco is a TV show about a 20-something Mexican guy named Maximo who gets the job of his dreams working at a luxury resort in Acapulco. But then he finds out that it's much more complicated than he expected. His new co-workers refuse to show him the ropes, the guests are super demanding, and he finds that it creates challenges at home. The story is told in flashbacks by an older Maximo who has clearly had a successful career, as he's now living in a beautiful seaside house, looking back on his beginnings. The show stars Eugenio Derbez as the mature Maximo Gallardo, and young Maximo is played by Enrique Arrizon. Maximo's best friend, Memo, who he works with at Las Colinas is played by Fernando Carsa. His boss, Don Pablo, is played by Damian Alcazar. And his love interest, Julia, is played by Camila Perez.It premiered in 2021, with two seasons out on Apple TV, and a third on the way. And it's been nominated for the Critics Choice Awards, Hollywood Critics Association Television Awards, Imagen Foundation Awards, and more. It's Apple TV's first Spanish bilingual comedy.What B2B Companies Can Learn From Acapulco:Show the outcome first. Customers want to hear about results. Then you can support those results with details of how you help them get there. It's like how In Acapulco, we meet an older, wealthy Maximo who tells his story in flashbacks of how he became successful. Ian says, “A lot of times, we'll say 10 X ROI, here's your case study. But if we get the story element at the beginning part of it using flashbacks, you can tell a story that's gripping from the moment you dig into it.“ And Cristina adds, “Sometimes I think we get too hung up on, ‘What's the pain that the customer is feeling? What's the problem like?' Let's paint a picture of what the end state looks like for them, and then walk them through, ‘This is how you get there.'” Give your audience a glimpse of their future after they've been using your product to grab their attention.Speak your audience's language. Cristina says, “Especially in B2B, we tend to be very buttoned up and using fancy words. And hey, we're talking to humans. It's so important in marketing to know your customer's language, to use the language they're using to really speak the way they do.” She says that's why Acapulco really resonates with her as a bilingual Spanish and English speaker. Choose a visually stunning setting. 80s Acapulco was a beautiful and evocative place that had cachet as a celebrity vacation spot. This is hugely important, because Ian says, “If you were to tell the same story in Finland in the winter, for example, it would feel extremely different than telling the story in Acapulco in the 80s. It's another piece that we often don't think of setting when we do our marketing stories, because we're in an office. Setting is so important and we don't think about it enough in B2B marketing.”Capitalize on the resources you have. Everyone is working on tight budgets with limited resources. But Cristina says, “We can control what we have and what we can make out of it, and how we can make it a good experience for our customers, for our guests, for the audience that we're serving.” Maximo came from humble beginnings, having been raised by a single mother. But he used what resources he did have to find success. So focus on doing your best work with what you have.Quotes*”It's so important in marketing to know your customer's language. To use the language they're using to really speak the way they do. Especially in B2B. We tend to be very buttoned up and use fancy words. And hey, we're talking to humans. They're also humans. They're talking the same language. So yeah, just really understand your customers, know how they speak and use that same language with them.” - Cristina Daroca*”This is what it is. The economy is what it is. It's all out of our control. We can't really control the budget cuts, the team cuts. What we can control is what we have and what we can make out of it. And how we can make it a good experience for our customers, for our guests, for the audience that we're serving.” - Cristina DarocaTime Stamps[0:55] Meet Cristina Daroca, Head of Americas Marketing at Riverbed[1:50] Why are we talking about Acapulco?[2:19] What does Cristina's work at Riverbed entail?[2:59] What is Acapulco about?[6:05] Why is it important to speak your audience's language?[6:53] About the setting of Acapulco[14:08] What are marketing lessons we can take from Acapulco?[22:01] How does Cristina think about marketing at Riverbed?[24:17] How does Cristina prove the ROI of content?[25:08] What marketing strategy has worked well for Cristina in the past?[26:10] Learn more about Riverbed's roadshow[32:12] What advice would Cristina give to other marketers?LinksWatch AcapulcoConnect with Cristina on LinkedInLearn more about RiverbedAbout Remarkable!Remarkable! is created by the team at Caspian Studios, the premier B2B Podcast-as-a-Service company. Caspian creates both non-fiction and fiction series for B2B companies. If you want a fiction series check out our new offering - The Business Thriller - Hollywood style storytelling for B2B. Learn more at CaspianStudios.com. In today's episode, you heard from Ian Faison (CEO of Caspian Studios) and Meredith Gooderham (Senior Producer). Remarkable was produced this week by Meredith Gooderham, mixed by Scott Goodrich, and our theme song is “Solomon” by FALAK. Create something remarkable. Rise above the noise.

Contact your host with questions, suggestions, or requests about sponsoring the AppleInsider Daily:charles_martin@appleinsider.com (00:00) - 01 - Intro (00:13) - 02 - Bug-fix udpates (00:47) - 03 - Cavalry still not spotted (01:43) - Masimo now trying to play nice (02:05) - Future Apple Watch features? (02:23) - 04 - QN: Spain store strike (02:47) - 05 - QN: Apple TV+ family shows clean up (03:20) - 06 - QN: More Apple TV+ news (04:01) - 07 - NordVPN for Apple TV (04:33) - 08 - Google's terrible, no-good, very bad week (05:32) - 09 - iPhone 12 goes on a river rock adventure (06:06) - 10 - Outro Links from the showApple releases macOS Sonoma 14.2.1 with bug fixesApple releases iOS 17.2.1 update with unspecified bug fixesApple releases updates for iOS 16.7.4 and iPadOS 16.7.4White House is tracking Apple Watch ban with no sign of interveningMasimo open to an Apple Watch settlement, if Apple would only call2024 Apple Watch with new design rumored to get sleep apnea & blood pressure sensingBarcelona Apple Store union will strike on December 23Apple TV+ pulls five wins at the Children's and Family Emmy AwardsApple signs order for drama 'Your Friends and Neighbors' starring Jon HammApple TV+ renews period drama 'The Buccaneers' for second seasonNordVPN releases app for Apple TVs running tvOS 17Google to pay $700 million after one Play Store antitrust caseAlgae-covered iPhone 12 recovered from 3-month dip in river, still worksSubscribe to the AppleInsider podcast on: Apple Podcasts Overcast Pocket Casts Spotify Subscribe to the HomeKit Insider podcast on:•  Apple Podcasts•  Overcast•  Pocket Casts•  Spotify

In this episode of Tech Sales Insights, Randy Seidl sits down with David Donatelli, CEO of Riverbed, for a candid conversation on "Lessons Learned." David shares insights garnered throughout his illustrious career spanning EMC, Hewlett Packard (HP), Oracle, and his current role at Riverbed. From telemarketing and sales strategies of the past to the evolving landscape of enterprise solutions, they explore the essence of value-based selling, marketing lead generation, and the importance of customer trust. David delves into the significance of product-market fit, team collaboration, and the transformative impact technology can have on businesses, sharing anecdotes that highlight how Riverbed's solutions have streamlined operations for major companies worldwide.KEY TAKEAWAYSValue-based Selling: Understanding and articulating the true business value of solutions are pivotal in driving successful enterprise sales.Customer Trust: Building and maintaining customer trust by honoring commitments and exceeding expectations.Team Collaboration: Emphasizing that sales success is a collective effort involving all functions within an organization.Product-Market Fit: The criticality of product differentiation and market alignment for sustained success in the enterprise technology landscape.Technology's Impact: Real-life examples showcasing how innovative technology solutions positively impact business operations and customer satisfaction.QUOTES"Customers are very smart. They do the research before they meet you. They want to understand how you rank versus others in the industry.""Your reputation is built by honoring your commitments to your customers and exceeding what you promise them.""It's more important than ever to understand the true business value and articulate that to customers.""Sales success is a team sport. Every function within a company has a role to play in achieving success."Find out more about David Donatelli through the links below:LinkedIn: https://www.linkedin.com/in/david-donatelli-29854825b/This episode of Tech Sales Insights is brought to you by: Sales Community: https://www.salescommunity.com/Sandler: https://www.sandler.com/

Episode Summary In this episode of Sunny Side Up, host Erik Blaze interviews Carolyn Crandall on the evolving world of marketing and AI integration. She discusses the importance of personalised customer experiences and adopting a full-stack marketer mindset. Marketers should strategise effectively, embrace continuous learning, and recognise AI's diverse impact beyond content creation. Forward-thinking leaders and tools like Imperative drive innovative marketing initiatives through data correlation and sentiment analysis.   About the Guest Carolyn Crandall is a technology CMO and executive with over 30 years of experience in building emerging technology markets in security, networking and storage industries. She has a demonstrated track record of successfully taking companies from pre-IPO through to multibillion-dollar sales and has held leadership positions at Attivo Networks, Cisco, Juniper Networks, Nimble Storage, Riverbed and Seagate. Carolyn is recognized as a global thought leader on technology trends and for building strategies that connect technology with customers to solcomplexult information technology challenges. Connect with Carolyn Crandall Key Takeaways - The interconnectedness of today's world demands a seamless and personalised customer experience. It's crucial to ensure that your brand resonates with the audience, making them want to engage in business with you. - A full-stack marketer mindset focuses on the holistic customer experience. - Amidst rapid changes, it's essential to strategise effectively, start with small steps, and move quickly in executing projects. - Emphasise ongoing self-improvement and learning. Dedicate your day to learning and development to stay ahead of the curve. - While AI might not replace all functions, its integration can significantly improve efficiency, enabling marketers to undertake more activities and experiments. - Recognise AI's role beyond content and creativity, particularly in reporting, analytics, and predictive modelling. Quotes “So much has changed that I just encourage people to think strategically and think big but move fast and start small wherever you can to move your projects and initiatives.” –  Carolyn Crandall. Recommended Resource Marketing AI Institute CMO Alliance National Cybersecurity Society Shout-outs Leslie Alore – GVP, Growth Marketing at Ivanti  Daniel Raskin – Co-Founder & Chief Marketing Officer at Mperativ Melissa Turek – Integrated Marketing Strategy Director at Matter Communications Connect with Carolyn Crandall⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠| ⁠⁠⁠⁠⁠⁠⁠⁠Follow us on LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠

This week on episode 342, we interviewed Marisa Thalberg, Chief Marketing and Communications Officer at SeaWorld Parks and Entertainment, Inc., Dave Donatelli, CEO of Riverbed and Felice B. Ekelman and Julie P. Kantor, Authors of Thrive with a Hybrid Workplace: Step-by-Step Guidance from the Experts. DisrupTV is a weekly podcast with hosts R “Ray” Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

Sit down for a rest by the Green Peak riverbed. --- Support this podcast: https://podcasters.spotify.com/pod/show/find-this-podcast/support

Stories in this episode:  - Where Did They Take Us?, by Frost (0:38)  - The Dude With The Notebook, by Madison (5:42)  - He Had a Friendly Smile, by QueenMassive Cake (15:07)  - Mr. K, by Liv (20:52)  - The Dude in the Cheap Sunglasses, Jess (27:08)  - I Don't Remember and I Don't Want To, by Girl From the Middle of the World (32:25)  - The Man With a "Stick", by Confusionitus (37:31)  - There Are No Good Tylers, by Riley (41:53)  Extended Patreon Content:  - William, by Anonymous - Just a Bloody Shirt in a Riverbed, by Eleena  Due to periodic changes in ad placement, time-stamps are estimates and are not always accurate. All of the stories you've heard this week were narrated and produced with the permission of their respective authors. Let's Not Meet: A True Horror Podcast is not associated with Reddit or any other message boards online. To submit your story to the show, send it to letsnotmeetstories@gmail.com.   Get access to extended, ad-free episodes of Let's Not Meet: A True Horror Podcast with bonus stories every week at a higher bitrate along with a bunch of other great exclusive material and merch at patreon.com/letsnotmeetpodcast. This podcast would not be possible to continue at this rate without the help of the support of the legendary LNM Patrons. Come join the family! Check out the other Cryptic County podcasts like Odd Trails, Welcome to Paradise (It Sucks), and the Old Time Radiocast at CrypticCountyPodcasts.com or wherever you get your podcasts! Stop throwing your money away. Cancel unwanted subscriptions and manage your expenses the easy way by going to https://rocketmoney.com/meet. - Facebook - https://www.facebook.com/groups/433173970399259/ - Website - https://letsnotmeetpodcast.com - Patreon - https://patreon.com/letsnotmeetpodcast - Instagram - https://www.instagram.com/letsnotmeetcast/ - Twitch - https://twitch.tv/crypticcounty 

The Linux world is abuzz with controversy as IBM Red Hat puts the source code for Red Hat Enterprise Linux (RHEL) behind a paywall, leaving CentOS Stream as the only accessible option. Meanwhile, Oracle emphasizes its commitment to Linux freedom, offering open access to binaries and source code for their RHEL-compatible distribution, Oracle Linux. On the other hand, SUSE takes a bold step by forking RHEL and investing millions in developing their own RHEL-compatible distribution, free from restrictions. The battle for Linux supremacy is heating up, with each company vying for dominance and championing their respective visions of openness and innovation. Time Stamps: 0:00 - Welcome to the Rundown 0:39 - Intel Shucks NUC Products 7:18 - Kentik Announces Azure Observability 10:18 - El Capitan Reporting for Duty 15:39 - Microsoft Issues Patch Targeting Malicious Drivers 18:53 - InfluxData Sees Influx of Angry Customers 23:01 - Vector Capital Acquires Riverbed Technology 26:52 - Oracle Wants Linux to Remain Open and Free 31:34 - SUSE Working On Another Red Hat 35:21 - The Battle Over Red Hat Enterprise Linux 39:11 - The Weeks Ahead 40:56 - Thanks for Watching Follow our Hosts on Social Media Tom Hollingsworth: https://www.twitter.com/NetworkingNerd Stephen Foskett: https://www.twitter.com/SFoskett Follow Gestalt IT Website: https://www.GestaltIT.com/ Twitter: https://www.twitter.com/GestaltIT LinkedIn: https://www.linkedin.com/company/Gestalt-IT Tags: #Rundown, @Intel, @IntelBusiness, @KentikInc, @Azure, @Microsoft, #Observability, @InfluxDB, @Riverbed, @Capital_Vector, @RedHat, @Oracle, @OracleCloud, #Linux, #OpenSource,

Guest star, Sam 2.0, and The Operator (his dad / probably his mentor), are stuck in a hotel room in a small town. On the UNCUT, they discuss their harrowing adventures with ferries, mountains, and drunk mountain people. They talk about eating stuff, getting sick, sick moves on electric scooters, and drunk bullies. On the episode, they descend into a dry, remote riverbed to cover the eerie case of a missing girl. We wrap it up with a prank gone wrong. We hope you like it. Hotels have not-so-good acoustics sometimes.Hugs. ❤️EXTRA CONTENT, NOW IN YOUR PODCAST PLAYER! Support 11:59 plus and get access to extra content, uncut episodes, exclusive merch, and early access to unpublished shows. Start accessing hours of more 11:59 Media content daily! Visit www.1159plus.com   and support us today!Support this podcast at — https://redcircle.com/911-calls-podcast-with-the-operator487/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

This week's Network Break discusses a new Google offering to interconnect public clouds, NVIDIA's platform for AI networking fabrics using Ethernet switches and DPUs, and Cisco's latest security acquisition. We also cover Riverbed getting a new private equity owner, Amazon paying a pittance to the FTC to settle allegations of customer privacy violations, and more tech news.

This week's Network Break discusses a new Google offering to interconnect public clouds, NVIDIA's platform for AI networking fabrics using Ethernet switches and DPUs, and Cisco's latest security acquisition. We also cover Riverbed getting a new private equity owner, Amazon paying a pittance to the FTC to settle allegations of customer privacy violations, and more tech news. The post Network Break 433: NVIDIA Melds Switches, DPUs For AI Networking Fabric; FTC Says Amazon Ring Employee Spied On Female Customers appeared first on Packet Pushers.

This week's Network Break discusses a new Google offering to interconnect public clouds, NVIDIA's platform for AI networking fabrics using Ethernet switches and DPUs, and Cisco's latest security acquisition. We also cover Riverbed getting a new private equity owner, Amazon paying a pittance to the FTC to settle allegations of customer privacy violations, and more tech news.

This week's Network Break discusses a new Google offering to interconnect public clouds, NVIDIA's platform for AI networking fabrics using Ethernet switches and DPUs, and Cisco's latest security acquisition. We also cover Riverbed getting a new private equity owner, Amazon paying a pittance to the FTC to settle allegations of customer privacy violations, and more tech news. The post Network Break 433: NVIDIA Melds Switches, DPUs For AI Networking Fabric; FTC Says Amazon Ring Employee Spied On Female Customers appeared first on Packet Pushers.

This week's Network Break discusses a new Google offering to interconnect public clouds, NVIDIA's platform for AI networking fabrics using Ethernet switches and DPUs, and Cisco's latest security acquisition. We also cover Riverbed getting a new private equity owner, Amazon paying a pittance to the FTC to settle allegations of customer privacy violations, and more tech news.

This week's Network Break discusses a new Google offering to interconnect public clouds, NVIDIA's platform for AI networking fabrics using Ethernet switches and DPUs, and Cisco's latest security acquisition. We also cover Riverbed getting a new private equity owner, Amazon paying a pittance to the FTC to settle allegations of customer privacy violations, and more tech news. The post Network Break 433: NVIDIA Melds Switches, DPUs For AI Networking Fabric; FTC Says Amazon Ring Employee Spied On Female Customers appeared first on Packet Pushers.

Through decades of impacting experiences, Alison sees the world with a global perspective and with the straight up honesty and spirit of a Brooklyn-native, combined with California wellness-cool. She has a unique ability to see big picture opportunities very quickly. With over 26-years in global tech enterprise Sales and Product Marketing Leadership within large and mid-sized enterprises, such as Cisco, Brocade, Autodesk, Riverbed, and a start-up exit to Microsoft, Alison has driven and experienced business growth across a wide range of perspectives. Alison holds advanced certifications with the International Coach Federation - ICF (ACC), Co-Active Training Institute (CPCC), and from Cornell University in Women's Executive Leadership and Diversity and Inclusion.  She has a lifelong passion for whole wellness, incorporating her ‘Four Pillars of Wellness' into her leadership coaching, and is a certified holistic wellness coach and former fitness trainer.   In 2020, she received a diagnosis of Stage 3 endometrial cancer where she applied her warrior approach to herself.  Her journey through cancer treatment was the call she needed to move on from the enterprise and to build her own company, The Lens Leadership, a leadership coaching company specializing in coaching for companies, groups, and individuals, from young professionals to senior-most executives. If you want to see if it's a good fit to work with Jen V. and JRT on speaking courageously as a leader, let's chat: https://www.voicefirstworld.com/chat

I had the opportunity to sit down and chat with Lynn D. Tinney, who pretty much ‘grew up in the channel'. She gathered her substantial experience working at companies like Compaq Computers, Enterasys Networks, Siemens, Samsung, Cisco, Riverbed and CA Technologies to name a few. In January 2022 she took on the role of Senior Vice Presidents of Global Partners at Zayo. It's in this capacity where she took the initiative of creating a Partner Advisory Board.Partner advisory boards provide a platform for partners to engage with a vendor company and provide valuable feedback, leading to stronger partnerships and increased growth.Key Points:How to create a successful Partner Advisory Board Define the board's objectivesChoose the right partnersProvide clear guidelines and expectationsBest practices for running a Partner Advisory Board Encourage active participation from partnersFoster open and honest communicationImplement feedback into your channel strategyPost first Partner Advisory Board meeting Continue to meet regularlyCommunicate actions and commitmentsContinuously assess and improveExternal Links:Lynn's LinkedIn ProfileSupport the showThank you for tuning in to Channel Voices! If you appreciate this resource please consider supporting us. Thank you!To stay up to date follow us on LinkedIn and Twitter.You can of course contact us on our social channels or by visiting our website: www.ChannelVoices.comSubscribe to Channel Voices Scope, a monthly LinkedIn newsletter where we provide you with additional information accompanying the podcast. We hope you find this newsletter informative and useful for your career and organisation.We would also like to invite you to join our growing Channel Ecosystems Community on Twitter, a community of channel professionals exchanging ideas, sharing insights and learning from each other. Let's grow together!Until next time

Bill Handel is out on vacation so Wayne Resnick is in the host's chair. A Space Update with Rod Pyle: the Soyuz Capsule experienced a leak back on December 14th and could ultimately strand 3 astronauts on the space station, raising a safety concern. Also, in Bakersfield, a lawsuit is aiming to turn a dry riverbed into a flowing river. Jennifer Jones Lee accompanies Wayne for the Late Edition of Wayne on the News.

An Ancient Green Dragon reveals herself, as ruin falls on the city of Briarcliff Gardens. Can The Six defeat Poisona and save the day? STORE OPEN NOW! CHECK IT OUT HERE! BUY MERCH AND SUPPORT US! https://www.stubbornheroes.com/etsy-shop https://linktr.ee/stubbornheroes

In this episode, you can hear Laura and Avanish discuss:Expanding single channels and products to create more value (7:00)The importance of internal alignment on products and partners (10:48)Using modeling to optimize partnerships and platform strategy (13:35)Key measures of success when growing partnership ecosystems (16:47)The benefit of defining clear metrics of success (21:12)Laura's advice: Start where you know you can have an impact, but don't be afraid to disrupt (28:57)Guest: Laura Padilla, VP, GLobal Partners, AirtableLaura Padilla is currently the VP of Global Partners and Services at Airtable where she is building the partner and services delivery strategy. She brings over 20 years of leadership experience in leading/building complex business units and new revenue streams to scale small, private companies to +$1B post-IPO revenue including Zoom, Nutanix, Box and Riverbed. Leadership experience across marketing, alliances/business development and partner/channel sales roles in the SaaS, Enterprise Software and Hardware industries. She most recently was at Zoom where she led the global partner and platform sales business unit that was composed of over 300 team members and over $500M in revenue. This included indirect sales with and through VAR's, service providers/carriers, OEM's, referral partners, ISV's and SI's, as well as influenced revenue with technology partners such as Slack, Dropbox, Box, Okta, Five9, Twilio and others. She is known as a function builder where her strength is in scaling new organizations to drive incremental revenue and customer value. Host: Avanish SahaiAvanish Sahai is a Tidemark Fellow and has served as a Board Member of Hubspot since April 2018 and of Birdie.ai since April 2022. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guest, Laura PadillaFollow our host, Avanish SahaiLearn more about Tidemark

It seems like lead generation has become the Red-Headed stepchild of modern marketing. But it's certainly not going away—especially since most SaaS companies have built their sales and marketing infrastructures around it.It does need to evolve though, and that was the gist of our discussion with Cristina Daroca, Senior Director of demand marketing at Riverbed Technology.Leads are not created equal. For example, if someone wants a demo or to speak with sales, “Speed to lead” still applies. You should follow up with them as quickly as possible when they're sales ready.However, for content downloads of assets such as white papers, it's not a good idea to annoy them with a quick phone call. Instead, try understanding where they are in their journey so you can provide the right assistance at the right time. Daroca also talks about how ABM and demand generation should not be separate functions and must work closely together. It's when people start engaging with content where your ABM motion can start. Overall, lead generation and the lead funnel aren't the problem. It's about how we evolve that to ensure that we're creating the demand so that when leads come in, they're the ones we actually want. 

Squiz Kids is an award-winning, free daily news podcast just for kids. Give us ten minutes, and we'll give you the world. A short podcast that gives kids the lowdown on the big news stories of the day, delivered without opinion, and with positivity and humour.‘Kid-friendly news that keeps them up to date without all the nasties' (A Squiz Parent)This Australian podcast for kids easily fits into the daily routine - helping curious kids stay informed about the world around them.Fun. Free. Fresh. LINKSDinosaur drought discovery: https://www.abc.net.au/news/2022-08-25/drought-uncovers-dinosaur-tracks-in-us-park/101369122Acrocanthosaurus: videohttps://www.youtube.com/watch?v=h8s_6ZECpLkAcrocanthosaurus: fact sheethttps://www.thoughtco.com/things-to-know-acrocanthosaurus-1093769Sauroposeidon; fact sheethttps://dinosaurpictures.org/Sauroposeidon-picturesNewshounds: Register your interest in our new media literacy resource for classroomswww.squizkids.com.au/newshoundsTeachers: Did you know that you can access curriculum-aligned, differentiated resources related to each day's podcast episode with a Squiz Kids for Schools subscription? Check it all out with a FREE 30 Day Trial.Stay up to date with us on our Squiz Kids For Schools Instagram!Parents: Unlock a heap of bonus content with our Squiz Kids Subscriber Specials, only on Apple Podcasts. There's a 7-day free trial, and you'll get access to the whole back catalogue of Shortcuts, quizzes, and Squiz The World episodes.Stay up to date with us on our Squiz Kids Instagram!Got a birthday coming up and you want a shout-out? Send us an email at squizkids@thesquiz.com.au

In der Mittagsfolge sprechen wir heute mit Maximilian von Wallenberg, CEO und Co-Founder von Unstoppable Finance, über die erfolgreich abgeschlossene Finanzierungsrunde in Gesamthöhe von 12,5 Millionen Euro. Unstoppable Finance hat mit Ultimate ein Wallet entwickelt, das jedem das dezentrale Finanzwesen (DeFi) eröffnen soll, indem es Tokenized Assets, Web3 und Digitale Identitäten in nur einer Lösung zugänglich macht. Eine intuitive und leicht verständliche Nutzererfahrung soll mit einer nativen Integration ausgewählter DeFi-Protokolle dazu führen, den Massenmarkt anzusprechen. Der Beta-Launch soll noch im August 2022 erfolgen und es stehen laut eigenen Angaben knapp 300.000 User auf der Warteliste. Der endgültige Start ist im Laufe des Jahres 2022 für Android und iOS geplant. Das FinTech wurde von SolarisBank-Co-Founder Peter Grosskopf, dem ehemaligen Soundcloud-Ingenieur Omid Aladini und Maximilian von Wallenberg-Pachaly, ehemaliger CEO des Bereichs Digital Assets der Börse Stuttgart, im Jahr 2021 in Berlin gegründet. Mittlerweile beschäftigt das Jungunternehmen mehr als 25 Mitarbeitende. Unstoppable Finance hat nun in einer Series-A-Finanzierungsrunde 12,5 Millionen Euro unter der Leitung von Lightspeed Venture Partners eingesammelt. Die im Jahr 2000 gegründete mehrstufige Risikokapitalgesellschaft konzentriert sich auf Innovationen in den Bereichen Unternehmen, Verbraucher, Finanztechnologie und Gesundheit. In den letzten zwei Jahrzehnten hat der VC hunderte Founder unterstützt und den Aufbau von mehr als 500 Unternehmen weltweit gefördert. Die Partnerstruktur von Lightspeed ist paritätisch und insgesamt wurden über 700 Millionen US-Dollar in Gründerinnen investiert. Zum Portfolio gehören u.a. Personalis, Snap Inc., Epic Games, Giphy, Wheel, Calm, Guardant, Orcabio, Blend, Riverbed, Arctic Wolf, Carta, Nutanix, Grafana, Exabeam, Rubrik, Netskope, Appdynamics, MuleSoft, Grab, ShareCHat, Honest, Nest, Byhus, Grubhub, Faire, Affirm und TripActions. Weitere Investoren der Serie A sind Speedinvest, Rockaway Blockchain Fund, Backed VC, Inflection, Discovery Ventures, Fabric Ventures und Anagram. Mit dem frischen Kapital soll das Wallet während der Beta-Phase weiterentwickelt und massentauglich gemacht werden. One more thing wird präsentiert von OMR Reviews – Finde die richtige Software für Dein Business. Wenn auch Du Dein Lieblingstool bewerten willst, schreibe eine Review auf OMR Reviews unter https://moin.omr.com/insider. Dafür erhältst du einen 15€ Amazon Gutschein.

In today's clip, GAS MTA mentions his theory on image recognition, he also talks about his favorite places to go writing and does a roll call of his early graffiti influences.

Riverbed Technology has been helping federal information technology professionals get a grip on their networks for years. They are well known for Wide Area Network monitoring systems. They have a new offering to assist in today's multi cloud environment. As everyone reading this knows, COVID has drastically increased remote work, so it has gotten difficult to understand exactly who is on your federal network. Combine that with cheap storage and proliferation of edge devices, and you have masses and masses of data to worry about. We get to use the term “zettabyte” to describe the amazing amount. So, you may be in a situation where you have many access points on your network and are making a transition to the hybrid cloud. You may have gone from five hundred cloud services to 5,000 cloud services. However, your opps budget and your opps tools have not changed. Your staff has remained the same as well. One way to get a handle on managing the “mess” is to look at offerings that give you visibility on your network. Chances are you have Riverbed Technologies products on your network already. Why not learn about Riverbed's new offering, Alluvio, to see if you can leverage existing equipment to help automate monitoring the complex new systems you are facing. During the interview, Craig McCullough talks about how Alluvio developed and how federal leaders can take advantage of its power to help reach the goals of digital transformation and zero trust.   

About RachelRachel leads product and technical marketing for Chronosphere. Previously, Rachel wore lots of marketing hats at CloudHealth (acquired by VMware), and before that, she led product marketing for cloud-integrated storage at NetApp. She also spent many years as an analyst at Forrester Research. Outside of work, Rachel tries to keep up with her young son and hyper-active dog, and when she has time, enjoys crafting and eating out at local restaurants in Boston where she's based.Links: Chronosphere: https://chronosphere.io Twitter: https://twitter.com/RachelDines Email: rachel@chronosphere.io TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: The company 0x4447 builds products to increase standardization and security in AWS organizations. They do this with automated pipelines that use well-structured projects to create secure, easy-to-maintain and fail-tolerant solutions, one of which is their VPN product built on top of the popular OpenVPN project which has no license restrictions; you are only limited by the network card in the instance. To learn more visit: snark.cloud/deployandgoCorey: Couchbase Capella Database-as-a-Service is flexible, full-featured and fully managed with built in access via key-value, SQL, and full-text search. Flexible JSON documents aligned to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling while reducing cost. Capella has the best price performance of any fully managed document database. Visit couchbase.com/screaminginthecloud to try Capella today for free and be up and running in three minutes with no credit card required. Couchbase Capella: make your data sing.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. A repeat guest joins me today, and instead of talking about where she works, instead we're going to talk about how she got there. Rachel Dines is the Head of Product and Technical Marketing at Chronosphere. Rachel, thank you for joining me.Rachel: Thanks, Corey. It's great to be here again.Corey: So, back in the early days of me getting started, well, I guess all this nonsense, I was an independent consultant working in the world of cloud cost management and you were over at CloudHealth, which was effectively the 800-pound gorilla in that space. I've gotten louder, and of course, that means noisier as well. You wound up going through the acquisition by VMware at CloudHealth, and now you're over at Chronosphere. We're going to get to all of that, but I'd rather start at the beginning, which, you know, when you're telling stories seems like a reasonable place to start. Your first job out of school, to my understanding, was as an analyst at Forrester is that correct?Rachel: It was yeah. Actually, I started as a research associate at Forrester and eventually became an analyst. But yes, it was Forrester. And when I was leaving school—you know, I studied art history and computer science, which is a great combination, makes a ton of sense—I can explain it another time—and I really wanted to go work at the equivalent of FAANG back then, which was just Google. I really wanted to go work at Google.And I did the whole song-and-dance interview there and did not get the job. Best thing that's ever happened to me because the next day a Forrester recruiter called. I didn't know what Forrester was—once again, I was right out of college—I said, “This sounds kind of interesting. I'll check it out.” Seven years later, I was a principal analyst covering, you know, cloud-to-cloud resiliency and backup to the cloud and cloud storage. And that was an amazing start to my career, that really, I'm credited a lot of the things I've learned and done since then on that start at Forrester.Corey: Well, I'll admit this: I was disturbingly far into my 30s before I started to realize what it is that Forrester and its endless brethren did. I'm almost certain you can tell that story better than I can, so what is it that Forrester does? What is its place in the ecosystem?Rachel: Forrester is one of the two or three biggest industry analyst firms. So, the people that work there—the analysts there—are basically paid to be, like, big thinkers and strategists and analysts, right? There's a reason it's called that. And so the way that we spent all of our time was, you know, talking to interesting large, typically enterprise IT, and I was in the infrastructure and operations group, so I was speaking to infrastructure, ops, precursors to DevOps—DevOps wasn't really a thing back in ye olden times, but we're speaking to them and learning their best practices and publishing reports about the technology, the people and the process that they dealt with. And so you know, over a course of a year, I would talk to hundreds of different large enterprises, the infrastructure and ops leaders at everyone from, like, American Express to Johnson & Johnson to Monsanto, learn from them, write research and reports, and also do things like inquiries and speaking engagements and that kind of stuff.So, the idea of industry analysts is that they're neutral, they're objective. You can go to them for advice, and they can tell you, you know, these are the shortlist of vendors you should consider and this is what you should look for in a solution.Corey: I love the idea of what that role is, but it took me a while as a condescending engineer to really wrap my head around it because I viewed it as oh, it's just for a cover your ass exercise so that when a big company makes a decision, they don't get yelled at later, and they said, “Well, it seemed like the right thing to do. You can't blame us.” And that is an overwhelmingly cynical perspective. But the way it was explained to me, it really was put into context—of all things—by way of using the AWS bill as a lens. There's a whole bunch of tools and scripts and whatnot on GitHub that will tell you different things about your AWS environment, and if I run them in my environment, yeah, they work super well.I run them in a client environment and the thing explodes because it's not designed to work at a scale of 10,000 instances in a single availability zone. It's not designed to do backing off so it doesn't exhaust rate limits across the board. It requires a rethinking at that scale. When you're talking about enterprise-scale, a lot of the Twitter zeitgeist, as it were, about what tools work well and what tools don't for various startups, they fail to cross over into the bowels of a regulated entity that has a bunch of other governance and management concerns that don't really apply. So, there's this idea of okay, now that we're a large, going entity with serious revenue behind this, and migrating to any of these things is a substantial lift. What is the right answer? And that is sort of how I see the role of these companies in the ecosystem playing out. Is that directionally correct?Rachel: I would definitely agree that that is directionally correct. And it was the direction that it was going when I was there at Forrester. And by the way, I've been gone from there for, I think, eight-plus years. So, you know, it's definitely evolved it this space—Corey: A lifetime in tech.Rachel: Literally feels like a lifetime. Towards the end of my time there was when we were starting to get briefings from this bookstore company—you might have heard of them—um, Amazon?Corey: Barnes and Noble.Rachel: Yes. And Barnes and Noble. Yes. So, we're starting to get briefings from Amazon, you know, about Amazon Web Services, and S3 had just been introduced. And I got really excited about Netflix and chaos engineering—this was 2012, right?—and so I did a bunch of research on chaos engineering and tried to figure out how it could apply to the enterprises.And I would, like, bring it to Capital One, and they were like, “Ya crazy.” Turns out I think I was just a little bit ahead of my time, and I'm seeing a lot more of the industry analysts now today looking at like, “Okay, well, yeah, what is Uber doing? Like, what is Netflix doing?” And figure out how that can translate to the enterprise. And it's not a one-to-one, right, just because the people and the structures and the process is so different, so the technology can't just, like, make the leap on its own. But yes, I would definitely agree with that, but it hasn't necessarily always been that way.Corey: Oh, yeah. Like, these days, we're seeing serverless adoption on some levels being driven by enterprises. I mean, Liberty Mutual is doing stuff there that is really at the avant-garde that startups are learning from. It's really neat to see that being turned on its head because you always see these big enterprises saying, “We're like a startup,” but you never see a startup saying, “We're like a big enterprise.” Because that's evocative of something that isn't generally compelling.“Well, what does that mean, exactly? You take forever to do expense reports, and then you get super finicky about it, and you have so much bureaucracy?” No, no, no, it's, “Now, that we're process bound, it's that we understand data sovereignty and things like that.” But you didn't stay there forever. You at some point decided, okay, talking to people who are working in this industry is all well and good, but time for you to go work in that industry yourself. And you went to, I believe, NetApp by way of Riverbed.Rachel: Yes, yeah. So, I left Forrester and I went over to Riverbed to work on their cloud storage solution as a product marketing. And I had an amazing six months at Riverbed, but I happened to join, unfortunately, right around the time they were being taken private, and they ended up divesting their storage product line off to NetApp. And they divested some of their other product lines to some other companies as part of the whole deal going private. So, it was a short stint at Riverbed, although I've met some people that I've stayed in touch with and are still my friends, you know, many years later.And so, yeah, ended up over at NetApp. And it wasn't necessarily what I had initially planned for, but it was a really fun opportunity to take a cloud-integrated storage product—so it was an appliance that people put in their data centers; you could send backups to it, and it shipped those backups on the back end to S3 and then to Glacier when that came out—trying to make that successful in a company that was really not overly associated with cloud. That was a really fun process and a fun journey. And now I look at NetApp and where they are today, and they've acquired Spot and they've acquired CloudCheckr, and they're, like, really going all-in in public cloud. And I like to think, like, “Hey, I was in the early days of that.” But yeah, so that was an interesting time in my life for multiple reasons.Corey: Yeah, Spot was a fascinating product, and I was surprised to see it go to NetApp. It was one of those acquisitions that didn't make a whole lot of sense to me at the time. NetApp has always been one of those companies I hold in relatively high regard. Back when I was coming up in the industry, a bit before the 2012s or so, it was routinely ranked as the number one tech employer on a whole bunch of surveys. And I don't think these were the kinds of surveys you can just buy your way to the top of.People who worked there seemed genuinely happy, the technology was fantastic, and it was, for example, the one use case in which I would run a database where its data store lived on a network file system. I kept whining at the EFS people over at AWS for years that well, EFS is great and all but it's no NetApp. Then they released NetApps on tap on FSX as a first-party service, in which case, okay, thank you. You have now solved every last reservation I have around this. Onward.And I still hold the system in high regard. But it has, on some level, seen an erosion. We're no longer in a world where I am hurling big money—or medium money by enterprise standards—off to NetApp for their filers. It instead is something that the cloud providers are providing, and last time I checked, no matter how much I spend on AWS they wouldn't let me shove a NetApp filer into us-east-1 without asking some very uncomfortable questions.Rachel: Yeah. The whole storage industry is changing really quickly, and more of the traditional on-premises storage vendors have needed to adapt or… not, you know, be very successful. I think that NetApp's done a nice job of adapting in recent years. But I'd been in storage and backup for my entire career at that point, and I was like, I need to get out. I'm done with storage. I'm done with backup. I'm done with disaster recovery. I had that time; I want to go try something totally new.And that was how I ended up leaving NetApp and joining CloudHealth. Because I'd never really done the startup thing. I done a medium-sized company at Riverbed; I'd done a pretty big company at NetApp. I've always been an entrepreneur at heart. I started my first business on the playground in second grade, and it was reselling sticks of gum. Like, I would go use my allowance to buy a big pack of gum, and then I sold the sticks individually for ten cents apiece, making a killer margin. And it was a subscription, actually. [laugh].Corey: Administrations generally—at least public schools—generally tend to turn a—have a dim view of those things, as I recall from my misspent youth.Rachel: Yeah. I was shut down pretty quickly, but it was a brilliant business model. It was—so you had to join the club to even be able to buy into getting the sticks of gum. I was, you know, all over the subscription business [laugh] back then.Corey: And area I want to explore here is you mentioned that you double-majored. One of those majors was computer science—art history was sort of set aside for the moment, it doesn't really align with either direction here—then you served as a research associate turned analyst, and then you went into product marketing, which is an interesting direction to go in. Why'd you do it?Rachel: You know, product marketing and industry analysts are there's a lot of synergy; there's a lot of things that are in common between those two. And in fact, when you see people moving back and forth from the analyst world to the vendor side, a lot of the time it is to product marketing or product management. I mean, product marketing, our whole job is to take really complex technical concepts and relate them back to business concepts and make them make sense of the broader world and tell a narrative around it. That's a lot of what an analyst is doing too. So, you know, analysts are writing, they're giving public talks, they're coming up with big ideas; that's what a great product marketer is doing also.So, for me, that shift was actually very natural. And by the way, like, when I graduated from school, I knew I was never going to code for a living. I had learned all I was going to learn and I knew it wasn't for me. Huge props, like, you know, all the people that do code for a living, I knew I couldn't do it. I wasn't cut out for it.Corey: I found somewhat similar discoveries on my own journey. I can configure things for a living, it's fun, but I still need to work with people, past a certain point. I know I've talked about this before on some of these shows, but for me, when starting out independently, I sort of assumed at some level, I was going to shut it down, and well, and then I'll go back to being an SRE or managing an ops team. And it was only somewhat recently that I had the revelation that if everything that I'm building here collapses out from under me or gets acquired or whatnot and I have to go get a real job again, I'll almost certainly be doing something in the marketing space as opposed to the engineering space. And that was an interesting adjustment to my self-image as I went through it.Because I've built everything that I've been doing up until this point, aligned at… a certain level of technical delivery and building things as an engineer, admittedly a mediocre one. And it took me a fair bit of time to get, I guess, over the idea of myself in that context of, “Wow, you're not really an engineer. Are you a tech worker?” Kind of. And I sort of find myself existing in the in-between spaces.Did you have similar reticence when you went down the marketing path or was it something that you had, I guess, a more mature view of it [laugh] than I did and said, “Yeah, I see the value immediately,” whereas I had to basically be dragged there kicking and screaming?Rachel: Well, first of all, Corey, congratulations for coming to terms with the fact that you are a marketer. I saw it in you from the minute I met you, and I think I've known you since before you were famous. That's my claim to fame is that I knew you before you were famous. But for me personally, no, I didn't actually have that stigma. But that does exist in this industry.I mean, I think people are—think they look down on marketing as kind of like ugh, you know, “The product sells itself. The product markets itself. We don't need that.” But when you're on the inside, you know you can have an amazing product and if you don't position it well and if you don't message it well, it's never going to succeed.Corey: Our consulting [sub-projects 00:14:31] are basically if you bring us in, you will turn a profit on the engaging. We are selling what basically [unintelligible 00:14:37] money. It is one of the easiest ROI calculations. And it still requires a significant amount of work on positioning even on the sales process alone. There's no such thing as an easy enterprise sale.And you're right, in fact, I think the first time we met, I was still running a DevOps team at a company and I was deploying the product that you were doing marketing for. And that was quite the experience. Honestly, it was one of the—please don't take this the wrong way at all—but you were at CloudHealth at the time and the entire point was that it was effectively positioned in such a way of, right, this winds up solving a lot of the problems that we have in the AWS bill. And looking at how some of those things were working, it was this is an annoying, obnoxious problem that I wish I could pay to make someone else's problem, just to make it go away. Well, that indirectly led to exactly where we are now.And it's really been an interesting ride, just seeing how that whole thing has evolved. How did you wind up finding yourself at CloudHealth? Because after VMware, you said it was time to go to a startup. And it's interesting because I look at where you've been now, and CloudHealth itself gets dwarfed by VMware, which is sort of the exact opposite of a startup, due to the acquisition. But CloudHealth was independent for years while you were there.Rachel: Yeah, it was. I was at CloudHealth for about three-plus years before we were acquired. You know, how did I end up there? It's… it's all hazy. I was looking at a lot of startups, I was looking for, like, you know, a Series B company, about 50 people, I wanted something in the public cloud space, but not storage—if I could get away from storage that was the dream—and I met the folks from CloudHealth, and obviously, I hadn't heard about—I didn't know about cloud cost management or cloud governance or FinOps, like, none of those were things back then, but I was I just was really attracted to the vision of the founders.The founders were, you know, Joe Kinsella and Dan Phillips and Dave Eicher, and I was like, “Hey, they've built startups before. They've got a great idea.” Joe had felt this pain when he was a customer of AWS in the early days, and so I was like—Corey: As have we all.Rachel: Right?Corey: I don't think you'll find anyone in this space who hasn't been a customer in that situation and realized just how painful and maddening the whole space is.Rachel: Exactly, yeah. And he was an early customer back in, I think, 2014, 2015. So yeah, I met the team, I really believed in their vision, and I jumped in. And it was really amazing journey, and I got to build a pretty big team over time. By the time we were acquired a couple of years later, I think we were maybe three or 400 people. And actually, fun story. We were acquired the same week my son was born, so that was an exciting experience. A lot of change happened in my life all at once.But during the time there, I got to, you know, work with some really, really cool large cloud-scale organizations. And that was during that time that I started to learn more about Kubernetes and Mesos at the time, and started on the journey that led me to where I am now. But that was one of the happiest accidents, similar to the happy accident of, like, how did I end up at Forrester? Well, I didn't get the job at Google. [laugh]. How did I end up at CloudHealth? I got connected with the founders and their story was really inspiring.Corey: Couchbase Capella Database-as-a-Service is flexible, full-featured and fully managed with built in access via key-value, SQL, and full-text search. Flexible JSON documents aligned to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling while reducing cost. Capella has the best price performance of any fully managed document database. Visit couchbase.com/screaminginthecloud to try Capella today for free and be up and running in three minutes with no credit card required. Couchbase Capella: make your data sing.Corey: It's amusing to me the idea that, oh, you're at NetApp if you want to go do something that is absolutely not storage. Great. So, you go work at CloudHealth. You're like, “All right. Things are great.” Now, to take a big sip of scalding hot coffee and see just how big AWS billing data could possibly be. Yeah, oops, you're a storage company all over again.Some of our, honestly, our largest bills these days are RDS, Athena, and of course, S3 for all of the bills storage we wind up doing for our customers. And it is… it is not small. And that has become sort of an eye-opener for me just the fact that this is, on some level, a big data problem.Rachel: Yeah.Corey: And how do you wind up even understanding all the data that lives in just the outputs of the billing system? Which I feel is sort of a good setup for the next question of after the acquisition, you stayed at VMware for a while and then matriculated out to where you are now where you're the Head of Product and Technical Marketing at Chronosphere, which is in the observability space. How did you get there from cloud bills?Rachel: Yeah. So, it all makes sense when I piece it together in my mind. So, when I was at CloudHealth, one of the big, big pain points I was seeing from a lot of our customers was the growth in their monitoring bills. Like, they would be like, “Okay, thanks. You helped us, you know, with our EC2 reservations, and we did right-sizing, and you help with this. But, like, can you help with our Datadog bill? Like, can you help with our New Relic bill?”And that was becoming the next biggest line item for them. And in some cases, they were spending more on monitoring and APM and like, what we now call some things observability, they were spending more on that than they were on their public cloud, which is just bananas. So, I would see them making really kind of bizarre and sometimes they'd have to make choices that were really not the best choices. Like, “I guess we're not going to monitor the lab anymore. We're just going to uninstall the agents because we can't pay this anymore.”Corey: Going down from full observability into sampling. I remember that. The New Relic shuffle is what I believe we call it at the time. Let's be clear, they have since fixed a lot of their pricing challenges, but it was the idea of great suddenly we're doing a lot more staging environments, and they come knocking asking for more money but it's a—I don't need that level of visibility in the pre-prod environments, I guess. I hate doing it that way because then you have a divergence between pre-prod and actual prod. But it was economically just a challenge. Yeah, because again, when it comes to cloud, architecture and cost are really one and the same.Rachel: Exactly. And it's not so much that, like—sure, you know, you can fix the pricing model, but there's still the underlying issue of it's not black and white, right? My pre-prod data is not the same value as my prod data, so I shouldn't have to treat it the same way, shouldn't have to pay for it the same way. So, seeing that trend on the one hand, and then, on the other hand, 2017, 2018, I started working on the container cost allocation products at CloudHealth, and we were—you know, this was even before that, maybe 2017, we were arguing about, like, Mesos and Kubernetes and which one was going to be, and I got kind of—got very interested in that world.And so once again, as I was getting to the point where I was ready to leave CloudHealth, I was like, okay, there's two key things I'm seeing in the market. One is people need a change in their monitoring and observability; what they're doing now isn't working. And two, cloud-native is coming up, coming fast, and it's going to really disrupt this market. So, I went looking for someone that was at the intersection of the two. And that's when I met the team at Chronosphere, and just immediately hit it off with the founders in a similar way to where I hit it off with the founders that CloudHealth. At Chronosphere, the founders had felt pain—Corey: Team is so important in these things.Rachel: It's really the only thing to me. Like, you spend so much time at work. You need to love who you work with. You need to love your—not love them, but, you know, you need to work with people that you enjoy working with and people that you learn from.Corey: You don't have to love all your coworkers, and at best you can get away with just being civil with them, but it's so much nicer when you can have a productive, working relationship. And that is very far from we're going to go hang out, have beers after work because that leads to a monoculture. But the ability to really enjoy the people that you work with is so important and I wish that more folks paid attention to that.Rachel: Yeah, that's so important to me. And so I met the team, the team was fantastic, just incredibly smart and dedicated people. And then the technology, it makes sense. We like to joke that we're not just taking the box—the observability box—and writing Kubernetes in Crayon on the outside. It was built from the ground up for cloud-native, right?So, it's built for this speed, containers coming and going all the time, for the scale, just how much more metrics and observability data that containers emit, the interdependencies between all of your microservices and your containers, like, all of that stuff. When you combine it makes the older… let's call them legacy. It's crazy to call, like, some of these SaaS solutions legacy but they really are; they weren't built for cloud-native, they were built for VMs and a more traditional cloud infrastructure, and they're starting to fall over. So, that's how I got involved. It's actually, as we record, it's my one-year anniversary at Chronosphere. Which is, it's been a really wild year. We've grown a lot.Corey: Congratulations. I usually celebrate those by having a surprise meeting with my boss and someone I've never met before from HR. They don't offer your coffee. They have the manila envelope of doom in front of them and hold on, it's going to be a wild meeting. But on the plus side, you get to leave work early today.Rachel: So, good thing you run in your own business now, Corey.Corey: Yeah, it's way harder for me to wind up getting surprise-fired. I see it coming [laugh]—Rachel: [laugh].Corey: —aways away now, and it looks like an economic industry trend.Rachel: [sigh]. Oh, man. Well, anyhow.Corey: Selfishly, I have to ask. You spent a lot of time working in cloud cost, to a point where I learned an awful lot from you as I was exploring the space and learning as I went. And, on some level, for me at least, it's become an aspect of my identity, for better or worse. What was it like for you to leave and go into an orthogonal space? And sure, there's significant overlap, but it's a very different problem aimed at different buyers, and honestly, I think it is a more exciting problem that you are in now, from a business strategic perspective because there's a limited amount of what you can cut off that goes up theoretically to a hundred percent of the cloud bill. But getting better observability means you can accelerate your feature velocity and that turns into something rather significant rather quickly. But what was it like?Rachel: It's uncomfortable, for sure. And I tend to do this to myself. I get a little bit itchy the same way I wanted to get out of storage. It's not because there's anything wrong with storage; I just wanted to go try something different. I tend to, I guess, do this to myself every five years ago, I make a slightly orthogonal switch in the space that I'm in.And I think it's because I love learning something new. The jumping into something new and having the fresh eyes is so terrifying, but it's also really fun. And so it was really hard to leave cloud cost management. I mean, I got to Chronosphere and I was like, “Show me the cloud bill.” And I was like, “Do we have Reserved Instances?” Like, “Are we doing Committed Use Discounts with Google?”I just needed to know. And then that helped. Okay, I got a look at the cloud bill. I felt a little better. I made a few optimizations and then I got back to my actual job which was, you know, running product marketing for Chronosphere. And I still love to jump in and just make just a little recommendation here and there. Like, “Oh, I noticed the costs are creeping up on this. Did we consider this?”Corey: Oh, I still get a kick out of that where I was talking to an Amazonian whose side project was 110 bucks a month, and he's like, yeah, I don't think you could do much over here. It's like, “Mmm, I'll bet you a drink I can.”—Rachel: Challenge accepted.Corey: —it's like, “All right. You're on.” Cut it to 40 bucks. And he's like, “How did you do that?” It's because I know what I'm doing and this pattern repeats.And it's, are the architectural misconfigurations bounded by contacts that turn into so much. And I still maintain that I can look at the AWS bill for most environments for last month and have a pretty good idea, based upon nothing other than that, what's going on in the environment. It turns out that maybe that's a relatively crappy observability system when all is said and done, but it tells an awful lot. I can definitely see the appeal of wanting to get away from purely cost-driven or cost-side information and into things that give a lot more context into how things are behaving, how they're performing. I think there's been something of an industry rebrand away from monitoring, alerting, and trending over time to calling it observability.And I know that people are going to have angry opinions about that—and it's imperative that you not email me—but it all is getting down to the same thing of is my site up or down? Or in larger distributed systems, how down is it? And I still think we're learning an awful lot. I cringe at the early days of Nagios when that was what I was depending upon to tell me whether my site was up or not. And oh, yeah, turns out that when the Nagios server goes down, you have some other problems you need to think about. It became this iterative, piling up on and piling up on and piling up on until you can get sort of good at it.But the entire ecosystem around understanding what's going on in your application has just exploded since the last time I was really running production sites of any scale, in anger. So, it really would be a different world today.Rachel: It's changing so fast and that's part of what makes it really exciting. And the other big thing that I love about this is, like, this is a must-have. This is not table stakes. This is not optional. Like, a great observability solution is the difference between conquering a market or being overrun.If you look at what our founders—our founders at Chronosphere came from Uber, right? They ran the observability team at Uber. And they truly believe—and I believe them, too—that this was a competitive advantage for them. The fact that you could go to Uber and it's always up and it's always running and you know you're not going to have an issue, that became an advantage to them that helped them conquer new markets. We do the same thing for our customers. Corey: The entire idea around how these things are talked about in terms of downtime and the rest is just sort of ludicrous, on some level, because we take specific cases as industry truths. Like, I still remember, when Amazon was down one day when I was trying to buy a pair of underwear. And by that theory, it was—great, I hit a 404 page and a picture of a dog. Well, according to a lot of these industry truisms, then, well, one day a week for that entire rotation of underpants, I should have just been not wearing any. But no here in reality, I went back an hour later and bought underpants.Now, counterpoint: If every third time I wound up trying to check out at Amazon, I wound up hitting that error page, I would spend a lot more money at Target. There is a point at which repeated downtime comes at a cost. But one-offs for some businesses are just fine. Counterpoint with if Uber is down when you're trying to get a ride, well, that ride [unintelligible 00:28:36] may very well be lost for them and there is a definitive cost. No one's going to go back and click on an ad as well, for example, and Amazon is increasingly an advertising company.So, there's a lot of nuance to it. I think we can generally say that across the board, in most cases, downtime bad. But as far as how much that is and what form that looks like and what impact that has on your company, it really becomes situationally dependent.Rachel: I'm just going to gloss over the fact that you buy your underwear on Amazon and really not make any commentary on that. But I mean—Corey: They sell everything there. And the problem, of course, is the crappy counterfeit underwear under the Amazon Basics brand that they ripped off from the good underwear brands. But that's a whole ‘nother kettle of wax for a different podcast.Rachel: Yep. Once again, not making any commentary on your—on that. Sorry, I lost my train of thought. I work in my dining room. My husband, my dog are all just—welcome to pandemic life here.Corey: No, it's fair. They live there. We don't, as a general rule.Rachel: [laugh]. Very true. Yeah. You're not usually in my dining room, all of you but—oh, so uptime downtime, also not such a simple conversation, right? It's not like all of Amazon is down or all of DoorDash is down. It might just be one individual service or one individual region or something that is—Corey: One service in one subset of one availability zone. And this is the problem. People complain about the Amazon status page, but if every time something was down, it reflected there, you'd see a never ending sea of red, and that would absolutely erode confidence in the platform. Counterpoint when things are down for you and it's not red. It's maddening. And there's no good answer.Rachel: No. There's no good answer. There's no good answer. And the [laugh] yeah, the Amazon status page. And this is something I—bringing me back to my Forrester days, availability and resiliency in the cloud was one of the areas I focused on.And, you know, this was once again, early days of public cloud, but remember when Netflix went down on Christmas Eve, and—God, what year was this? Maybe… 2012, and that was the worst possible time they could have had downtime because so many people are with their families watching their Doctor Who Christmas Specials, which is what I was trying to watch at the time.Corey: Yeah, now you can't watch it. You have to actually talk to those people, and none of us can stand them. And oh, dear Lord, yeah—Rachel: What a nightmare.Corey: —brutal for the family dynamic. Observability is one of those things as well that unlike you know, the AWS bill, it's very easy to explain to people who are not deep in the space where it's, “Oh, great. Okay. So, you have a website. It goes well. Then you want—it gets slow, so you put it on two computers. Great. Now, it puts on five computers. Now, it's on 100 computers, half on the East Coast, half on the West Coast. Two of those computers are down. How do you tell?”And it turns in—like, they start to understand the idea of understanding what's going on in a complex system. “All right, how many people work at your company?” “2000,” “Great. Three laptops are broken. How do you figure out which ones are broken?” If you're one of the people with a broken laptop, how do you figure out whether it's your laptop or the entire system? And it lends itself really well to analogies, whereas if I'm not careful when I describe what I do, people think I can get them a better deal on underpants. No, not that kind of Amazon bill. I'm sorry.Rachel: [laugh]. Yeah, or they started to think that you're some kind of accountant or a tax advisor, but.Corey: Which I prefer, as opposed to people at neighborhood block parties thinking that I'm the computer guy because then it's, “Oh, I'm having trouble with the printer.” It's, “Great. Have you tried [laugh] throwing away and buying a new one? That's what I do.”Rachel: This is a huge problem I have in my life of everyone thinking I'm going to fix all of their computer and cloud things. And I come from a big tech family. My whole family is in tech, yet somehow I'm the one at family gatherings doing, “Did you turn it off and turn it back on again?” Like, somehow that's become my job.Corey: People get really annoyed when you say that and even more annoyed when it fixes the problem.Rachel: Usually does. So, the thread I wanted to pick back up on though before I got distracted by my husband and dog wandering around—at least my son is not in the room with us because he'd have a lot to say—is that the standard industry definition of observability—so once again, people are going to write to us, I'm sure; they can write to me, not you, Corey, about observability, it's just the latest buzzword. It's just monitoring, or you know—Corey: It's hipster monitoring.Rachel: Hipster monitoring. That's what you like to call it. I don't really care what we call it. The important thing is it gets us through three phases, right? The first is knowing that something is wrong. If you don't know what's wrong, how are you supposed to ever go fix it, right? So, you need to know that those three laptops are broken.The next thing is you need to know how bad is it? Like, if those three laptops are broken is the CEO, the COO, and the CRO, that's real bad. If it's three, you know, random peons in marketing, maybe not so bad. So, you need to triage, you need to understand roughly, like, the order of magnitude of it, and then you need to fix it. [laugh].Once you fix it, you can go back and then say, all right, what was the root cause of this? How do we make sure this doesn't happen again? So, the way you go through that cycle, you're going to use metrics, you might use logs, you might use traces, but that's not the definition of observability. Observability is all about getting through that, know, then triage, then fix it, then understand.Corey: I really want to thank you for taking the time to speak with me today. If people do want to learn more, give you their unfiltered opinions, where's the best place to find you?Rachel: Well, you can find me on Twitter, I'm @RachelDines. You can also email me, rachel@chronosphere.io. I hope I don't regret giving out that email address. That's a good way you can come and argue with me about what is observability. I will not be giving advice on cloud bills. For that, you should go to Corey. But yeah, that's a good way to get in touch.Corey: Thank you so much for your time. I really appreciate it.Rachel: Yeah, thank you.Corey: Rachel Dines, Head of Product and Technical Marketing at Chronosphere. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, and castigate me with an angry comment telling me that I really should have followed the thread between the obvious link between art history and AWS billing, which is almost certainly a more disturbing Caravaggio.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.

After reading James Nestor's book, Breath, I had plenty of questions. James and I chat about his approach to research and writing, what it's like to swim with sperm whales, breathing through your nose, and his upcoming breath retreat in Costa Rica.James Nestor is an author and journalist who has written for Scientific American, Outside, The New York Times, and more. His latest book, Breath: The New Science of a Lost Art, was released May 26, 2020 by Riverhead/Penguin Random House and was an instant New York Times and London Sunday Times bestseller. Breath explores how the human species has lost the ability to breathe properly--and how to get it back. Breath spent 18 weeks on the New York Times bestseller list in the first year of release, and became a bestseller in Spain, Italy, Germany, and Croatia. Breath will be translated into more than 35 languages in 2022. Breath was awarded the Best General Nonfiction Book of 2020 by the American Society of Journalists and Authors and was a Finalist for Best Science Book of 2021 by the Royal Society. Nestor has spoken at Stanford Medical School, Yale School of Medicine, Harvard Medical School, the United Nations, Global Classroom, and appeared on more than 60 radio and television shows, including Fresh Air with Terry Gross, the Joe Rogan Show, and more. He lives and breathes in San Francisco. James NestorInstagram: instagram.com/mrjamesnestorFacebook: facebook.com/mrjamesnestorTwitter: twitter.com/mrjamesnestorI Am Water FoundationTEDx Talk - James NestorPROJECT CETISupport the show

Steph is a trauma-informed massage therapist living and working in Chapel Hill, NC. She talks body autonomy, the common theme of childhood trauma that connects many bodyworkers, and why providing an opportunity for safe touch feels so personal.Producer: Robin LandyVisit @90000hrspod on InstagramEmail: ninetythousandhourspod@gmail.comIntro: "Crossing the Line" - Eric Andrew KuhnUnderscore: "Reaching", "Bowls Underwater" - Eric Andrew Kuhn"Lacuna Quake," "Bone in the Riverbed" - Silian RailSupport this podcast at — https://redcircle.com/90-000-hours/donations

Today's Tech Bytes is a customer story with sponsor Riverbed. It's a tale of latency and its impact on network performance when moving applications to cloud. Our guests from Riverbed are Aly Walowski, whose title is roughly “Cloud Goddess” at Riverbed; and Jack Sweeney, Major Account Manager.

Today's Tech Bytes is a customer story with sponsor Riverbed. It's a tale of latency and its impact on network performance when moving applications to cloud. Our guests from Riverbed are Aly Walowski, whose title is roughly “Cloud Goddess” at Riverbed; and Jack Sweeney, Major Account Manager.

Today's Day Two Cloud Tech Byte, sponsored by Riverbed, looks at how Riverbed is using ML and AI to enable more automated troubleshooting. Our guest is Chris Eckert, Technical Solutions Architect at Riverbed.

Today's Day Two Cloud Tech Bytes is all about proactive network monitoring with sponsor Riverbed. The goal of proactive network monitoring is to see and respond to an emerging issue before it becomes a problem that affects end users or application performance. Our guest is Chris Eckert, Technical Solutions Architect at Riverbed.

Today's show explores cloud visibility with sponsor Riverbed. Perhaps best known for its Steelhead WAN optimization appliances, Riverbed has a suite of solutions that target cloud performance and visibility, and we'll get to know them. Our Riverbed guests are Dr. Vincent Berk, VP, Chief Architect Security, CTO; and Brandon Carroll, Director, Technical Evangelist, Worldwide Marketing Management.