Il y a les marins qui suivent des routes toutes tracées et puis il y a ceux qui naviguent au gré du vent et dessinent d'aussi belles trajectoires. Isabelle Joschke, 44 ans, fait partie de cette seconde catégorie. Rien ne prédestinait cette navigatrice, née à Munich d'un père allemand et d'une mère française, à prendre la mer. Rien, si ce n'est, peut-être, une grand-mère autrichienne et le lac en bas de la maison où elle passait des vacances, qui distillèrent les prémices de la passion. Ce n'est qu'en devenant étudiante à la Sorbonne qu'Isabelle se décide à souffler sur les braises de ses rêves de petite fille en partant en stage aux Glénans. La fameuse école lui ouvre les yeux sur son destin et elle finit ses études de lettres modernes pour devenir skipper et enchaîner les convoyages en Méditerrannée et aux Antilles. En 2003, à Lorient, elle rencontre des ministes préparant la Transat 6.50 : un an plus tard, elle investit ses économies dans un proto et la voilà découvrant la course et le solitaire - se découvrant, au passage, compétitrice. C'est le début d'un long sillage, toujours en cours. Deux Mini-Transats en 2005 et 2007, auxquelles vont succéder huit rudes années en Figaro, puis deux courtes saisons en Class40 avant qu'elle ne fasse son entrée sur le circuit Imoca, en 2017, à la barre de l'ancien Safran, pour approcher ce qui est devenu son rêve : le Vendée Globe. Un rêve qui se mérite, car la campagne vers cette édition 2020 est mal pavée avec des abandons sur le Rhum 2018 et la Transat Jacques Vabre 2019. L'abandon au Brésil sur le Vendée Globe n'a cependant pas le même goût d'amertume : Isabelle repart et termine, profitant de la fin du parcours pour trouver la sérénité en bouclant la boucle malgré tout. Et ensuite ? Il ne devait y avoir qu'un seul Vendée Globe, mais, comme Isabelle le rappelle, "il est des propositions qu'on ne refuse pas". Et on la retrouvera sur la ligne de départ en 2024. Générique : In Closing – Days Past Post-production : Clovis Tisserand
Chuck Porter a long time radio personally and friend shares the ins and outs of Amateur Radio operators otherwise known as Ham Radio. Chuck Porter spent 6 years as a dog handler in the U.S. Air Force and fondly speaks to the "Four Footed Radar Units."
On today's episode of Great Minds Drink Alike the girls discuss Grandma's new real estate venture! It is a very exciting time and things are changing around here! Today's episode is sponsored by Raphael Vineyard! Go get yourself a beautiful bottle of wine from a local Long Island vineyard. Located in Peconic, NY Raphael Vineyard grows European grapes such as Cabarnet Franc and many more! The grapes are harvested entirely by hand at this family-owned winery. Find their contact information below! Raphael Vineyard | https://www.raphaelwine.com/ | (631) 765 - 1100 | 39390 Route 25, Peconic, New York 11958| Don't forget to follow the girls on Instagram! @rebeccaheins @bettyannbracco
season four premiere, Sam and Geoff travel to Weatherford, Oklahoma to meet Nathan Gunter at the Heartland of America Museum on Route 66. After touring the historical museum, Nathan takes Sam and Geoff to the location known as Dead Woman's Crossing.
You're listening to the Westerly Sun's podcast, where we talk about the best local events, new job postings, obituaries, and more. First, a bit of Rhode Island trivia. Today's trivia is brought to you by Perennial. Perennial's new plant-based drink “Daily Gut & Brain” is a blend of easily digestible nutrients crafted for gut and brain health. A convenient mini-meal, Daily Gut & Brain” is available now at the CVS Pharmacy in Wakefield. Now, some trivia. Did you know that Rhode Island native, Joe Exter is a retired American ice hockey goaltender? He is famous for playing two seasons with the ECHL's Wheeling Nailers several months after being in a coma due to a severe on-ice collision. Next, an event that you should know about… Tomorrow, Saturday at 9am, The Westerly Track Club will host the sixth annual Run for the Pumpkins, at the Bradford Preserve at 199 Bradford Road, Westerly. Registration begins at 9 a.m.; 5K and 8K races start at 10 a.m.; free kids run for age 10 and under will be at 11 a.m. Participants must wear at least 200 square inches of orange! Visit westerlytrackclub.org for more information or to register in advance. See you there! Next, Are you interested in a new opportunity? Look no further, we're here again with another new job listing. Today's posting comes from the City of Norwich. They're looking for 911 Emergency Dispatchers and your responsibility will be to handle and keep accurate communications of calls made to the emergency system. Pay starts at $51,000 per year. If you're interested, you can read more and apply by using the link in our episode description. https://www.indeed.com/jobs?l=Westerly%2C%20RI&mna=5&aceid&gclid=Cj0KCQjwpf2IBhDkARIsAGVo0D2S3gEb-328GyRpBuTTeeKPdn3-klOh0KYAsfete6MEZmI5S4qTg-4aAnQkEALw_wcB&vjk=c91650dde4931e5f Today we're remembering the life of Gabriella Piver Gaultney, 91, of Stonington, who passed away in July. Gaby was bornin Stonington and lived there most of her life. Her family will receive relatives and friends Saturday, October 16th from 10:00 am – 12:00 pm with a time of remembrances at 11:00 am at the Mystic Funeral Home located on Route 1 in Mystic. Face masks are required when entering the funeral home. Please consider a donation to the Josh Piver Memorial Scholarship at the Stonington Community Center. Thank you for taking a moment with us today to remember and celebrate Gabriella's life. Lastly, remember that reporting the local news is an important part of what it means to live here. Head over to Westerlysun.com and help us tell the stories of our community each and every day. Digital access starts at just 50 cents a day and makes all the difference in the world. That's it for today, we'll be back next time with more! Also, remember to check out our sponsor Perennial, Daily Gut & Brain, available at the CVS on Main St. in Wakefield! See omnystudio.com/listener for privacy information.
Many times success is what happens when wer're on our journey along the way. That can be where all of our greatest benefit is hidden and packaged, ready to be unlocked. We have to be ready and enthusiastic for the different directions and detours that God sends us. For more content from Charlie, and/or to order Charlie's book Unlocking Greatness, please visit http://www.charlieharary.com This podcast is powered by JewishPodcasts.org. Start your own podcast today and share your content with the world. Click jewishpodcasts.fm/signup to get started.
2-man crew this week to take a look at the coaching carousel and the Week 7 board; bonus alternate uniform talk! Games picked = Oklahoma State @ Texas, Florida @ LSU, Kentucky @ Georgia, Pittsburgh @ Virginia Tech, and TCU @ Oklahoma.
Route 66 (Camden Theatre, London 3-19-1964)It's All Over Now (Civic Auditorium, Santa Monica, CA 10-29-1964)(I Can't Get No) Satisfaction (ABC Theatre, Belfast 9-4-1965)The Last Time (UK Tour March 1965)Everybody Needs Somebody To Love (UK Tour March 1965)19th Nervous Breakdown (City Hall, Newcastle-Upon-Tyne 10-1-1966)Have You Seen Your Mother Baby, Standing In The Shadow (The Colston Hall, Bristol 10-7-1966)No Expectations (Intertel Studios, Wembley 12-11-1968)Love In Vain (Hyde Park, London 7-5-1969)Prodigal Son (Madison Square Garden, New York City, NY 11-27-1969)Honky Tonk Women (Madison Square Garden, New York City, NY 11-28-1969)Sympathy For The Devil (Altamont Speedway, Livermore, CA 12-6-1969)Live With Me (Roundhouse, London 3-14-1971)Dead Flowers (Leeds University, Leeds 3-13-1971)Bitch (Marquee Club, London 3-26-1971)Sweet Virginia (Tarrant County Convention Center, Fort Worth, TX 6-24-1972, early show)Rip This Joint (Tarrant County Convention Center, Fort Worth, TX 6-24-1972, late show)Dancing With Mr. D (Forest National, Brussels 10-17-1973)Brown Sugar (Sportpaleis Ahoy, Rotterdam 10-13-1973)Street Fighting Man (Empire Pool, Wembley 9-9-1973)Doo Doo Doo Doo Doo (Heartbreaker) (L.A. Forum, Inglewood, CA 7-13-1975)Fingerprint File (Maple Leaf Gardens, Toronto 6-17-1975)Wild Horses (Knebworth Park, Hertfordshire 8-21-1976)Crackin' Up (El Mocambo, Toronto 3-4-1977)Shattered (Will Rogers Auditorium, Fort Worth, TX 7-18-1978)When The Whip Comes Down (Masonic Temple, Detroit, MI 7-6-1978)Let's Spend The Night Together (Sun Devil Stadium, Tempe, AZ 12-13-1981)Let Me Go (Capital Centre, Largo, MD 12-8-1981)Beast Of Burden (Rosemont Horizon, Chicago, IL 11-25-1981)Twenty Flight Rock (Hampton Roads Coliseum, Hampton, VA 12-18-1981)Going To A Go-Go (Roundhay Park, Leeds 7-25-1982)Start Me Up (Memorial Stadium, Clemson, SC 11-26-1989)Happy (Convention Center, Atlantic City, NJ 12-19-1989)Ruby Tuesday (Tokyo Dome, Tokyo 2-26-1990)Sad Sad Sad (Stadio Delle Alpi, Turin 7-28-1990)2000 Light Years From Home (Estadi Olimpic De Montjuic, Barcelona 6-13-1990)Almost Hear You Sigh (Wembley Stadium, London 7-6-1990)Love Is Strong (Tokyo Dome, Tokyo 3-12-1995)All Down The Line (Giants Stadium, East Rutherford, NJ 8-14-1994)Tumbling Dice (Joe Robbie Stadium, Miami, FL 11-25-1994)Black Limousine (Brixton Academy, London 7-19-1995)Connection (Paradiso, Amsterdam 3-26-1995)Midnight Rambler (L'Olympia, Paris 7-3-1995)Flip The Switch (TWA Dome, St. Louis, MO 12-12-1997)Under My Thumb (Soldier Field, Chicago, IL 9-23-1997)Gimme Shelter (Capitol Theatre, Port Chester, NY 10-25-1997)You Got Me Rocking (Weserstadion, Bremen 9-2-1998)You Can't Always Get What You Want (River Plate Stadium, Buenos Aires 4-5-1998)Before They Make Me Run (San Jose Arena, San Jose, CA 4-19-1999)Let It Bleed (Madison Square Garden, New York City, NY 1-18-2003)Respectable (L'Olympia, Paris 7-11-2003)Rocks Off (Twickenham Rugby Ground, London 8-24-2003)Jumpin' Jack Flash (Downsview Park, Toronto 7-30-2003)Oh No, Not You Again (Phoenix Concert Theatre, Toronto 8-10-2005)Miss You (Delta Center, Salt Lake City, UT 11-22-2005)Rough Justice (Copacabana Beach, Rio de Janeiro 2-18-2006)Paint It, Black (River Plate Stadium, Buenos Aires 2-21-2006)She's So Cold (Zilker Park, Austin, TX 10-22-2006)She Was Hot (Beacon Theatre, New York City, NY 11-1-2006)Get Off Of My Cloud (Prudential Center, Newark, NJ 12-15-2012)Doom And Gloom (Hyde Park, London 7-6-2013)Can't You Hear Me Knockin' (w/Mick Taylor, Glastonbury Festival 6-29-2013)Sway (Fonda Theatre, Los Angeles, CA 5-20-2015)Out Of Control (Estadio Ciudad De La Plata, Buenos Aires 2-10-2016)You Got The Silver (Estadio Monumental, Lima, Peru 3-6-2016)It's Only Rock ‘N' Roll (Ciudad Deportiva, Havana, Cuba 3-25-2016)She's A Rainbow (U Arena, Paris 10-25-2017)Monkey Man (Soldier Field, Chicago, IL 6-25-2019)Shine A Light (Arena, Amsterdam 9-30-2017)
Jenny Schweigert brings Tracy Cotton back to the program and we cover the gamet on issues and opportunities in the great state of Tennessee. OH that plus a little passion about vinegar based BBQ sauce.
In the first hour of today's show with John and Hugh (on vacation), we hit the headlines, hear about Lincoln Riley throwing a hissy fit in the morning mashup, and ask the question "What teams offer the easiest route to a Braves World Series title?" See omnystudio.com/listener for privacy information.
About EwereCloud, DevOps Engineer, Blogger and AuthorLinks: Infrastructure Monitoring with Amazon CloudWatch: https://www.amazon.com/Infrastructure-Monitoring-Amazon-CloudWatch-infrastructure-ebook/dp/B08YS2PYKJ LinkedIn: https://www.linkedin.com/in/ewere/ Twitter: https://twitter.com/nimboya Medium: https://medium.com/@nimboya My Cloud Series: https://mycloudseries.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate: is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards, while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other, which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at Honeycomb.io/screaminginthecloud. Observability, it's more than just hipster monitoring.Corey: This episode is sponsored in part by Liquibase. If you're anything like me, you've screwed up the database part of a deployment so severely that you've been banned from touching every anything that remotely sounds like SQL, at at least three different companies. We've mostly got code deployments solved for, but when it comes to databases we basically rely on desperate hope, with a roll back plan of keeping our resumes up to date. It doesn't have to be that way. Meet Liquibase. It is both an open source project and a commercial offering. Liquibase lets you track, modify, and automate database schema changes across almost any database, with guardrails to ensure you'll still have a company left after you deploy the change. No matter where your database lives, Liquibase can help you solve your database deployment issues. Check them out today at liquibase.com. Offer does not apply to Route 53.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I periodically make observations that monitoring cloud resources has changed somewhat since I first got started in the world of monitoring. My experience goes back to the original Call of Duty. That's right: Nagios.When you set instances up, it would theoretically tell you when they were unreachable or certain thresholds didn't work. It was janky but it kind of worked, and that was sort of the best we have. The world has progressed as cloud has become more complicated, as technologies have become more sophisticated, and here today to talk about this is the first AWS Hero from Africa and author of a brand new book, Ewere Diagboya. Thank you for joining me.Ewere: Thanks for the opportunity.Corey: So, you recently published a book on CloudWatch. To my understanding, it is the first such book that goes in-depth with not just how to wind up using it, but how to contextualize it as well. How did it come to be, I guess is my first question?Ewere: Yes, thanks a lot, Corey. The name of the book is Infrastructure Monitoring with Amazon CloudWatch, and the book came to be from the concept of looking at the ecosystem of AWS cloud computing and we saw that a lot of the things around cloud—I mostly talked about—most of this is [unintelligible 00:01:49] compute part of AWS, which is EC2, the containers, and all that, you find books on all those topics. They are all proliferated all over the internet, you know, and videos and all that.But there is a core behind each of these services that no one actually talks about and amplifies, which is the monitoring part, which helps you to understand what is going on with the system. I mean, knowing what is going on with the system helps you to understand failures, helps you to predict issues, helps you to also envisage when a failure is going to happen so that you can remedy it and also [unintelligible 00:02:19], and in some cases, even give you a historical view of the system to help you understand how a system has behaved over a period of time.Corey: One of the articles that I put out that first really put me on AWS's radar, for better or worse, was something that I was commissioned to write for Linux Journal, back when that was a print publication. And I accidentally wound up getting the cover of it with my article, “CloudWatch is of the devil, but I must use it.” And it was a painful problem that people generally found resonated with them because no one felt they really understood CloudWatch; it was incredibly expensive; it didn't really seem like it was at all intuitive, or that there was any good way to opt out of it, it was just simply there, and if you were going to be monitoring your system in a cloud environment—which of course you should be—it was just sort of the cost of doing business that you then have to pay for a third-party tool to wind up using the CloudWatch metrics that it was gathering, and it was just expensive and unpleasant all around. Now, a lot of the criticisms I put about CloudWatch's limitations in those days, about four years ago, have largely been resolved or at least mitigated in different ways. But is CloudWatch still crappy, I guess, is my question?Ewere: Um, yeah. So, at the moment, I think, like you said, CloudWatch has really evolved over time. I personally also had that issue with CloudWatch when I started using CloudWatch; I had the challenge of usability, I had the challenge of proper integration, and I will talk about my first experience with CloudWatch here. So, when I started my infrastructure work, one of the things I was doing a lot was EC2, basically. I mean, everyone always starts with EC2 at the first time.And then we had a downtime. And then my CTO says, “Okay, [Ewere 00:04:00], check what's going on.” And I'm like, “How do I check?” [laugh]. I mean, I had no idea of what to do.And he says, “Okay, there's a tool called CloudWatch. You should be able to monitor.” And I'm like, “Okay.” I dive into CloudWatch, and boom, I'm confused again. And you look at the console, you see, it shows you certain metrics, and yet [people 00:04:18] don't understand what CPU metric talks about, what does network bandwidth talks about?And here I am trying to dig, and dig, and dig deeper, and I still don't get [laugh] a sense of what is actually going on. But what I needed to find out was, I mean, what was wrong with the memory of the system, so I delved into trying to install the CloudWatch agent, get metrics and all that. But the truth of the matter was that I couldn't really solve my problem very well, but I had [unintelligible 00:04:43] of knowing that I don't have memory out of the box; it's something that has to set up differently. And trust me, after then I didn't touch CloudWatch [laugh] again. Because, like you said, it was a problem, it was a bit difficult to work with.But fast forward a couple of years later, I could actually see someone use CloudWatch for a lot of beautiful stuff, you know? It creates beautiful dashboards, creates some very well-aggregated metrics. And also with the aggregated alarms that CloudWatch comes with, [unintelligible 00:05:12] easy for you to avoid what to call incident fatigue. And then also, the dashboards. I mean, there are so many dashboards that simplified to work with, and it makes it easy and straightforward to configure.So, the bootstrapping and the changes and the improvements on CloudWatch over time has made CloudWatch a go-to tool, and most especially the integration with containers and Kubernetes. I mean, CloudWatch is one of the easiest tools to integrate with EKS, Kubernetes, or other container services that run in AWS; it's just, more or less, one or two lines of setup, and here you go with a lot of beautiful, interesting, and insightful metrics that you will not get out of the box, and if you look at other monitoring tools, it takes a lot of time for you to set up, for you to configure, for you to consistently maintain and to give you those consistent metrics you need to know what's going on with your system from time to time.Corey: The problem I always ran into was that the traditional tools that I was used to using in data centers worked pretty well because you didn't have a whole lot of variability on an hour-to-hour basis. Sure, when you installed new servers or brought up new virtual machines, you had to update the monitoring system. But then you started getting into this world of ephemerality with auto-scaling originally, and later containers, and—God help us all—Lambda now, where it becomes this very strange back-and-forth story of, you need to be able to build something that, I guess, is responsive to that. And there's no good way to get access to some of the things that CloudWatch provides, just because we didn't have access into AWS's systems the way that they do. The inverse, though, is that they don't have access into things running inside of the hypervisor; a classic example has always been memory: memory usage is an example of something that hasn't been able to be displayed traditionally without installing some sort of agent inside of it. Is that still the case? Are there better ways of addressing those things now?Ewere: So, that's still the case, I mean, for EC2 instances. So before, now, we had an agent called a CloudWatch agent. Now, there's a new agent called Unified Cloudwatch Agent which is, I mean, a top-notch from CloudWatch agent. So, at the moment, basically, that's what happens on the EC2 layer. But the good thing is when you're working with containers, or more or less Kubernetes kind of applications or systems, everything comes out of the box.So, with containers, we're talking about a [laugh] lot of moving parts. The container themselves with their own CPU, memory, disk, all the metrics, and then the nodes—or the EC2 instance of the virtual machines running behind them—also having their own unique metrics. So, within the container world, these things are just a click of a button. Everything happens at the same time as a single entity, but within the EC2 instance and ecosystem, you still find this there, although the setup process has been a bit easier and much faster. But in the container world, that problem has totally been eliminated.Corey: When you take a look at someone who's just starting to get a glimmer of awareness around what CloudWatch is and how to contextualize it, what are the most common mistakes people make early on?Ewere: I also talked about this in my book, and one of the mistakes people make in terms of CloudWatch, and monitoring in generalities: “What am I trying to figure out?” [laugh]. If you don't have that answer clearly stated, you're going to run into a lot of problems. You need to answer that question of, “What am I trying to figure out?” I mean, monitoring is so broad, monitoring is so large that if you do not have the answer to that question, you're going to get yourself into a lot of trouble, you're going to get yourself into a lot of confusion, and like I said, if you don't understand what you're trying to figure out in the first place, then you're going to get a lot of data, you're going to get a lot of information, and that can get you confused.And I also talked about what I call alarm fatigues or incident fatigues. This happens when you configure so many alarms, so many metrics, and you're getting a lot of alarms hitting and notification services—whether it's Slack, whether it's an email—and it causes fatigue. What happens here is the person who should know what is going on with the system gets a ton of messages and in that scenario can miss something very important because there's so many messages coming in, so many integrations coming in. So, you should be able to optimize appropriately, to be able to, like you said, conceptualize what you're trying to figure out, what problems are you trying to solve? Most times you really don't figure this out for a start, but there are certain bare minimums you need to know about, and that's part of what I talked about in the book.One of the things that I highlighted in the book when I talked about monitoring of different layers is, when you're talking about monitoring of infrastructure, say compute services, such as virtual machines, or EC2 instances, the certain baseline and metrics you need to take note of that are core to the reliability, the scalability, and the efficiency of your system. And if you focus on these things, you can have a baseline starting point before you start going deeper into things like observability and knowing what's going on entirely with your system. So, baseline understanding of—baseline metrics, and baseline of what you need to check in terms of different kinds of services you're trying to monitor is your starting point. And the mistake people make is that they don't have a baseline. So, we do not have a baseline; they just install a monitoring tool, configure a CloudWatch, and they don't know the problem they're trying to solve [laugh] and that can lead to a lot of confusion.Corey: So, what inspired you from, I guess, kicking the tires on CloudWatch—the way that we all do—and being frustrated and confused by it, all the way to the other side of writing a book on it? What was it that got you to that point? Were you an expert on CloudWatch before you started writing the book, or was it, “Well, by the time this book is done, I will certainly know [laugh] more about the service than I did when I started.”Ewere: Yeah, I think it's a double-edged sword. [laugh]. So, it's a combination of the things you just said. So, first of all, I have experienced with other monitoring tools; I have love for reliability and scalability of a system. I started Kubernetes at some of the early times Kubernetes came out, when it was very difficult to deploy, when it was very difficult to set up.Because I'm looking at how I can make systems a little bit more efficient, a little bit more reliable than having to handle a lot of things like auto-scaling, having to go through the process of understanding how to scale. I mean, that's a school of its own that you need to prepare yourself for. So, first of all, I have a love for making sure systems are reliable and efficient, and second of all, I also want to make sure that I know what is going on with my system per time, as much as possible. The level of visibility of a system gives you the level of control and understanding of what your system is doing per time. So, those two things are very core to me.And then thirdly, I had a plan of a streak of books I want to write based on AWS, and just like monitoring is something that is just new. I mean, if you go to the package website, this is the first book on infrastructure monitoring AWS with CloudWatch; it's not a very common topic to talk about. And I have other topics in my head, and I really want to talk about things like networking, and other topics that you really need to go deep inside to be able to appreciate the value of what you see in there with all those scenarios because in this book, every chapter, I created a scenario of what a real-life monitoring system or what you need to do looks like. So, being that I have those premonitions, I know that whenever it came to, you know, to share with the world what I know in monitoring, what I've learned in monitoring, I took a [unintelligible 00:12:26]. And then secondly, as this opportunity for me to start telling the world about the things I learned, and then I also learned while writing the book because there are certain topics in the book that I'm not so much of an expert in things, like big data and all that.I had to also learn; I had to take some time to do more research, to do more understanding. So, I use CloudWatch, okay? I'm kind of good in CloudWatch, and also, I also had to do more learning to be able to disseminate this information. And also, hopefully, X-Ray some parts of monitoring and different services that people do not really pay so much attention into.Corey: What do you find that is still the most, I guess, confusing to you as you take a look across the ecosystem of the entire CloudWatch space? I mean, every time I play with it, I take a look, and I get lost in, “Oh, they have contributor analyses, and logs, and metrics.” And it's confusing, and every time I wind up, I guess, spiraling out of control. What do you find that, after all of this, is a lot easier for you, and what do you find that's a lot more understandable?Ewere: I'm still going to go back to the containers part. I'm sorry, I'm in love containers. [laugh].Corey: No, no, it's fair. Containers are very popular. Everyone loves them. I'm just basically anti-container based upon no better reason than I'm just stubborn and bloody-minded most of the time.Ewere: [laugh]. So, pretty much like I said, I kind of had experience with other monitoring tools. Trust me, if you want to configure proper container monitoring for other tools, trust me, it's going to take you at least a week or two to get it properly, from the dashboards, to the login configurations, to the piping of the data to the proper storage engine. These are things I talked about in the book because I took monitoring from the ground up. I mean, if you've never done monitoring before, when you take my book, you will understand the basic principles of monitoring.And [funny 00:14:15], you know, monitoring has some big data process, like an ETL process: extraction, transformation, and writing of data into an analytic system. So, first of all, you have to battle that. You have to talk about the availability of your storage engine. What are you using? An Elasticsearch? Are you using an InfluxDB? Where do you want to store your data? And then you have to answer the question of how do I visualize the data? What method do I realize this data? What kind of dashboards do I want to use? What methods of representation do I need to represent this data so that it makes sense to whoever I'm sharing this data with. Because in monitoring, you definitely have to share data with either yourself or with someone else, so the way you present the data needs to make sense. I've seen graphs that do not make sense. So, it requires some level of skill. Like I said, I've [unintelligible 00:15:01] where I spent a week or two having to set up dashboards. And then after setting up the dashboard, someone was like, “I don't understand, and we just need, like, two.” And I'm like, “Really?” [laugh]. You know? Because you spend so much time. And secondly, you discover that repeatability of that process is a problem. Because some of these tools are click and drag; some of them don't have JSON configuration. Some do, some don't. So, you discover that scalability of this kind of system becomes a problem. You can't repeat the dashboards: if you make a change to the system, you need to go back to your dashboard, you need to make some changes, you need to update your login, too, you need to make some changes across the layer. So, all these things is a lot of overhead [laugh] that you can cut off when you use things like Container Insights in CloudWatch—which is a feature of CloudWatch. So, for me, that's a part that you can really, really suck out so much juice from in a very short time, quickly and very efficiently. On the flip side, when you talk about monitoring for big data services, and monitoring for a little bit of serverless, there might be a little steepness in the flow of the learning curve there because if you do not have a good foundation in serverless, when you get into [laugh] Lambda Insights in CloudWatch, trust me, you're going to be put off by that; you're going to get a little bit confused. And then there's also multifunction insights at the moment. So, you need to have some very good, solid foundation in some of those topics before you can get in there and understand some of the data and the metrics that CloudWatch is presenting to you. And then lastly, things like big data, too, there are things that monitoring is still being properly fleshed out. Which I think that in the coming months and years to come, they will become more proper and they will become more presentable than they are at the moment.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance accelerator for the Oracle MySQL Database Service. Although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLTP and OLAP, don't ask me to ever say those acronyms again, workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: The problem I've always had with dashboards is it seems like managers always want them—“More dashboards, more dashboards”—then you check the usage statistics of who's actually been viewing the dashboards and the answer is, no one since you demoed it to the execs eight months ago. But they always claim to want more. How do you square that?I guess, slicing between what people asked for and what they actually use.Ewere: [laugh]. So yeah, one of the interesting things about dashboards in terms of most especially infrastructure monitoring, is the dashboards people really want is a revenue dashboards. Trust me, that's what they want to see; they want to see the money going up, up, up, [laugh] you know? So, when it comes to—Corey: Oh, yes. Up and to the right, then everyone's happy. But CloudWatch tends to give you just very, very granular, low-level metrics of thing—it's hard to turn that into something executives care about.Ewere: Yeah, what people really care about. But my own take on that is, the dashboards are actually for you and your team to watch, to know what's going on from time to time. But what is key is setting up events across very specific and sensitive data. For example, when any kind of sensitive data is flowing across your system and you need to check that out, then you tie a metric to that, and in turn alarm to it. That is actually the most important thing for anybody.I mean, for the dashboards, it's just for you and your team, like I said, for your personal consumption. “Oh, I can see all the RDS connections are getting too high, we need to upgrade.” Oh, we can see that all, the memory, there was a memory spike in the last two hours. I know that's for you and your team to consume; not for the executive team. But what is really good is being able to do things like aggregate data that you can share.I think that is what the executive team would love to see. When you go back to the core principles of DevOps in terms of the DevOps Handbook, you see things like a mean time to recover, and change failure rate, and all that. The most interesting thing is that all these metrics can be measured only by monitoring. You cannot change failure rates if you don't have a monitoring system that tells you when there was a failure. You cannot know your release frequency when you don't have a metric that measures number of deployments you have and is audited in a particular metric or a particular aggregator system.So, we discovered that the four major things you measure in DevOps are all tied back to monitoring and metrics, at minimum, to understand your system from time to time. So, what the executive team actually needs is to get a summary of what's going on. And one of the things I usually do for almost any company I work for is to share some kind of uptime system with them. And that's where CloudWatch Synthetics Canary come in. So, Synthetic Canary is a service that helps you calculate that helps you check for uptime of the system.So, it's a very simple service. It does a ping, but it is so efficient, and it is so powerful. How is it powerful? It does a ping to a system and it gets a feedback. Now, if the status code of your service, it's not 200 or not 300, it considers it downtime.Now, when you aggregate this data within a period of time, say a month or two, you can actually use that data to calculate the uptime of your system. And that uptime [unintelligible 00:19:50] is something you can actually share to your customers and say, “Okay, we have an SLA of 99.9%. We have an SLA of 99.8%.” That data should not be doctored data; it should not be a data you just cook out of your head; it should be based on your system that you have used, worked with, monitored over a period of time so that the information you share with your customers are genuine, they are truthful, and they are something that they can also see for themselves.Hence companies are using [unintelligible 00:20:19] like status page to know what's going on from time to time whenever there is an incident and report back to their customers. So, these are things that executives will be more interested in than just dashboards, [laugh] dashboards, and more dashboards. So, it's more or less not about what they really ask for, but what you know and what you believe you are going to draw value from. I mean, an executive in a meeting with a client and says, “Hey, we got a system that has 99.9% uptime.”He opens the dashboard or he opens the uptime system and say, “You see our uptime? For the past three months, this has been our metric.” Boom. [snaps fingers]. That's it. That's value, instantly. I'm not showing [laugh] the clients and point of graphs, you know? “Can you explain the memory metric?” That's not going to pass the message, send the message forward.Corey: Since your book came out, I believe, if not, certainly by the time it was finished being written and it was in review phase, they came out with Managed Prometheus and Managed Grafana. It looks almost like they're almost trying to do a completely separate standalone monitoring stack of AWS tooling. Is that a misunderstanding of what the tools look like, or is there something to that?Ewere: Yeah. So, I mean by the time those announced at re:Invent, I'm like, “Oh, snap.” I almost told my publisher, “You know what? We need to add three more chapters.” [laugh]. But unfortunately, we're still in review, in preview.I mean, as a Hero, I kind of have some privilege to be able to—a request for that, but I'm like, okay, I think it's going to change the narrative of what the book is talking about. I think I'm going to pause on that and make sure this finishes with the [unintelligible 00:21:52], and then maybe a second edition, I can always attach that. But hey, I think there's trying to be a galvanization between Prometheus, Grafana, and what CloudWatch stands for. Because at the moment, I think it's currently on pre-release, it's not fully GA at the moment, so you can actually use it. So, if you go to Container Insights, you can see that you can still get how Prometheus and Grafana is presenting the data.So, it's more or less a different view of what you're trying to see. It's trying to give you another perspective of how your data is presented. So, you're going to have CloudWatch: it's going to have CloudWatch dashboards, it's going to have CloudWatch metrics, but hey, this different tools, Prometheus, Grafana, and all that, they all have their unique ways of presenting the data. And part of the reason I believe AWS has Prometheus and Grafana there is, I mean, Prometheus is a huge cloud-native open-source monitoring, presentation, analytics tool; it packs a lot of heat, and a lot of people are so used to it. Everybody like, “Why can't I have Prometheus in CloudWatch?”I mean—so instead of CloudWatch just being a simple monitoring tool, [unintelligible 00:22:54] CloudWatch has become an ecosystem of monitoring tool. So, we got—we're not going to see cloud [unintelligible 00:23:00], or just [unintelligible 00:23:00] log, analytics, metrics, dashboards, no. We're going to see it as an ecosystem where we can plug in other services, and then integrate and work together to give us better performance options, and also different perspectives to the data that is being collected.Corey: What do you think is next, as you take a look across the ecosystem, as far as how people are thinking about monitoring and observability in a cloud context? What are they missing? Where's the next evolution lead?Ewere: Yeah, I think the biggest problem with monitoring, which is part of the introduction part of the book, where I talked about the basic types of monitoring—which is proactive and reactive monitoring—is how do we make sure we know before things happen? [laugh]. And one of the things that can help with that is machine learning. There is a small ecosystem that is not so popular at the moment, which talks about how we can do a lot of machine learning in DevOps monitoring observability. And that means looking at historic data and being able to predict on the basic level.Looking at history, [then are 00:24:06] being able to predict. At the moment, there are very few tools that have models running at the back of the data being collected for monitoring and metrics, which could actually revolutionize monitoring and observability as we see it right now. I mean, even the topic of observability is still new at the moment. It's still very integrated. Observability just came into Cloud, I think, like, two years ago, so it's still being matured.But one thing that has been missing is seeing the value AI can bring into monitoring. I mean, this much [unintelligible 00:24:40] practically tell us, “Hey, by 9 p.m. I'm going to go down. I think your CPU or memory is going down. I think I'm line 14 of your code [laugh] is a problem causing the bug. Please, you need to fix it by 2 p.m. so that by 6 p.m., things can run perfectly.” That is going to revolutionize monitoring. That's going to revolutionize observability and bring a whole new level to how we understand and monitor the systems.Corey: I hope you're right. If you take a look right now, I guess, the schism between monitoring and observability—which I consider to be hipster monitoring, but they get mad when I say that—is there a difference? Is it just new phrasing to describe the same concepts, or is there something really new here?Ewere: In my book, I said, monitoring is looking at it from the outside in, observability is looking at it from the inside out. So, what monitoring does not see under, basically, observability sees. So, they are children of the same mom. That's how I put it. One actually needs the other and both of them cannot be separated from each other.What we've been working with is just understanding the system from the surface. When there's an issue, we go to the aggregated results that come out of the issue. Very basic example: you're in a Java application, and we all know Java is very memory intensive, on the very basic layer. And there's a memory issue. Most times, infrastructure is the first hit with the resultant of that.But the problem is not the infrastructure, it's maybe the code. Maybe garbage collection was not well managed; maybe they have a lot of variables in the code that is not used, and they're just filling up unnecessary memory locations; maybe there's a loop that's not properly managed and properly optimized; maybe there's a resource on objects that has been initialized that has not been closed, which will cause a heap in the memory. So, those are the things observability can help you track. Those are the things that we can help you see. Because observability runs from within the system and send metrics out, while basic monitoring is about understanding what is going on on the surface of the system: memory, CPU, pushing out logs to know what's going on and all that.So, on the basic level, observability helps gives you, kind of, a deeper insight into what monitoring is actually telling you. It's just like the result of what happened. I mean, we are told that the symptoms of COVID is coughing, sneezing, and all that. That's monitoring. [laugh].But before we know that you actually have COVID, we need to go for a test, and that's observability. Telling us what is causing the sneezing, what is causing the coughing, what is causing the nausea, all the symptoms that come out of what monitoring is saying. Monitoring is saying, “You have a cough, you have a runny nose, you're sneezing.” That is monitoring. Observability says, “There is a COVID virus in the bloodstream. We need to fix it.” So, that's how both of them act.Corey: I think that is probably the most concise and clear definition I've ever gotten on the topic. If people want to learn more about what you're up to, how you view about these things—and of course, if they want to buy your book, we will include a link to that in the [show notes 00:27:40]—where can they find you?Ewere: I'm on LinkedIn; I'm very active on LinkedIn, and I also shared the LinkedIn link. I'm very active on Twitter, too. I tweet once in a while, but definitely, when you send me a message on Twitter, I'm also going to be very active.I also write blogs on Medium, I write a couple of blogs on Medium, and that was part of why AWS recognized me as a Hero because I talk a lot about different services, I help with comparing services for you so you can choose better. I also talk about setting basic concepts, too; if you just want to get your foot wet into some stuff and you need something very summarized, not AWS documentation per se, something that you can just look at and know what you need to do with the service, I talk about them also in my blogs. So yeah, those are the two basic places I'm in: LinkedIn and Twitter.Corey: And we will, of course, put links to that in the [show notes 00:28:27]. Thank you so much for taking the time to speak with me. I appreciate it.Ewere: Thanks a lot.Corey: Ewere Diagboya, head of cloud at My Cloud Series. 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 hated this podcast, please leave a five-star review on your podcast platform of choice along with a comment telling me how many more dashboards you would like me to build that you will never look at.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.
If you thought the world couldn't get any weirder, you thought WRONG! Demi Lovato aka spokeswoman for extraterrestrials has come out and set the record straight. According to Demi, calling extraterrestrials “aliens” is derogatory and should no longer be used for potential otherworldly visitors. When did Demi become the spokesperson for aliens? Walgreens is BIG trouble after giving a 4- and 5-year-old the BLAH BLAH vaccine by mistake. Was it a mistake? Walgreens is also closing five stores in the San Francisco area due to an “organized retail crime” spree. Why did they have to make the new Superman bisexual? Since 1938, Superman has been an icon of Americana, on par with Route 66 and apple pie. Jerry Siegel, the co-creator of Superman, once said that he was the “champion of the oppressed – the physical Marvel who had sworn to devote his existence to helping those in need.” And our southern border is in trouble again after reports of a “mother of all caravans” heading to the United States. Will the federal government stop this caravan? Today's Sponsors It's not just me who loves Gabi. Gabi has been featured in TechCrunch, Forbes, and USA today! Start saving on your auto insurance today! Go to http://Gabi.comWATCHCHAD to start saving today! Get 20% off your first monthly box when you sign up at http://BoxOfAwesome.com and enter the code WATCHCHAD at checkout. Visit http://cowboywines.com and you'll get top quality, extreme altitude wine for about half the price. My audience gets 50% off the wine & 50% off the shipping. No need for a promo code. Learn more about your ad choices. Visit megaphone.fm/adchoices
The only way to learn history is to actually learn history first then study it. We have not been taught actual history in particular about monetary value and collapse. How much are we living today, and don't even realize it?
About TimTim's tech career spans over 20 years through various sectors. Tim's initial journey into tech started as a US Marine. Later, he left government contracting for the private sector, working both in large corporate environments and in small startups. While working in the private sector, he honed his skills in systems administration and operations for largeUnix-based datastores.Today, Tim leverages his years in operations, DevOps, and Site Reliability Engineering to advise and consult with clients in his current role. Tim is also a father of five children, as well as a competitive Brazilian Jiu-Jitsu practitioner. Currently, he is the reigning American National and 3-time Pan American Brazilian Jiu-Jitsu champion in his division.Links: Twitter: https://twitter.com/elchefe The Duckbill Group: https://duckbillgroup.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate: is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards, while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other, which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at Honeycomb.io/screaminginthecloud. Observability, it's more than just hipster monitoring.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Periodically, I have a whole bunch of guests come on up, second time. Now, it's easy to take the naive approach of assuming that it's because it's easier for me to find a guest if I know them and don't have to reach out to brand new people all the time. This is absolutely correct; I'm exceedingly lazy. But I don't have too many folks on a third time, but that changes today.My guest is Tim Banks. I've had him on the show twice before, both times it led to really interesting conversations around a wide variety of things. Since those episodes, Tim has taken the job as a principal cloud economist here at The Duckbill Group. Yes, that is probably the strangest interview process you can imagine, but here we are. Tim, thank you so much for joining me both on the show and in the business.Tim: My pleasure, Corey. It was definitely an interesting interview process, you know, but I was glad to be here. So, I'm happy to be here a third time. I don't know if you get a jacket like you do in Saturday Night Live, if you host, like, a fifth time, but we'll see. Maybe it's a vest. A cool vest would be nice.Corey: We can come up with something.[ effectively, it can be like reverse hangman where you wind up getting a vest and every time you come on after that you get a sleeve, then you get a second sleeve, and then you get a collar, and we can do all kinds of neat stuff.Tim: I actually like that idea a lot.Corey: So, I'm super excited to be able to have this conversation with you because I don't normally talk a lot on this show about what cloud economics is because my guest usually is not as deep into the space as I am, and that's fine; people should never be as deep into this space as I am, in the general sense, unless they work here. Awesome. But I do guest on other shows, and people ask me all kinds of questions about AWS billing and cloud economics, and that's fine, it's great, but they don't ask the questions about the space in the same way that I would and the way that I think about it. So, it's hard for me to interview myself. Now, I'm not saying I won't try it someday, but it's challenging. But today, I get to take the easy path out and talk to you about it. So Tim, what the hell is a principal cloud economist?Tim: So, a principal cloud economist, is a cloud computing expert, both in architecture and practice, who looks at cloud cost in the same way that a lot of folks look at cloud security, or cloud resilience, or cloud performance. So, the same engineering concerns you have about making sure that your API stays up all the time, or to make sure that you don't have people that are able to escape containers or to make sure that you can have super, super low response times, is the same engineering fundamentals that I look at when I'm trying to find a way to reduce your AWS bill.Corey: Okay. When we say cloud cost and cloud economics, the natural picture that leads to mind is, “Oh, I get it. You're an Excel jockey.” And sometimes, yeah, we all kind of play those roles, but what you're talking about is something else entirely. You're talking about engineering expertise.And sure enough, if you look at the job postings we have for roles on the team from time to time, we have not yet hired anyone who does not have an engineering and architecture background. That seems odd to folks who do not spend a lot of time thinking about the AWS bill. I'm told those people are what is known as ‘happy.' But here we are. Why do we care about the engineering aspect of any of this?Tim: Well, I think first and foremost because what we're doing in essence, is still engineering. People aren't putting construction paper up on [laugh] AWS; sometimes they do put recipes up on there, but it still involves working on a computer, and writing code, and deploying it somewhere. So, to have that basic understanding of what it is that folks are doing on the platform, you have to have some engineering experience, first and foremost. Secondly, the fact of the matter is that most cost optimization, in my opinion, can be done on the whiteboard, before anything else, and really I think should be done on the whiteboard before anything else. And so the Excel aspect of it is always reactive. “We have now spent this much. How much was it? Where did it go?” And now we have to figure out where it went.I like to figure out and get a ballpark on how much something is going to cost before I write the first line of code. I want to know, hey, we have a tier here, we're using this kind of storage, it's going to take this kind of instance types. Okay, well, I've got an idea of how much it's going to cost. And I was like, “You know, that's going to be expensive. Before we do anything, is there a way that we can reduce costs there?”And so I'm reverse engineering that on already deployed workloads. Or when customers want to say, “Hey, we were thinking about doing this, and this is our proposed architecture,” I'm going to look at it and say, “Well, if you do this and this and this and this, you can save money.”Corey: So, it sounds like you and I have a bit of a philosophical disagreement in some ways. One of my recurring talking points has always been that, “Oh, by and large, application developers don't need to think overly much about cloud cost. What they need to know generally fits on an index card.” It's, okay, big things cost more than small things; if you turn something on, it will never get turned off and will bill you in perpetuity; data transfer has some weird stuff; and if you store data, you pay for data, like, that level of baseline understanding. When I'm trying to build something out my immediate thought is, great, is this thing possible?Because A, I don't always know that it is, and B, I'm super bad at computers so for me, it may absolutely not be, whereas you're talking about baking cost assessments into the architecture as a day one type of approach, even when sketching ideas out on the whiteboard. I'm curious as to how we diverge there. Can you talk more about your philosophy?Tim: Sure. And the reason I do that is because, as most folks that have an engineering background in cloud infrastructure will tell you, you want to build resilience in, on the whiteboard. You certainly want to build performance in, on the whiteboard, right? And security folks will tell you you want to do security on the whiteboard. Because those things are hard to fix after they're deployed.As soon as they're deployed, without that, you now have technical debt. If you don't consider cost optimization and cost efficiency on the whiteboard, and then you try and do it after it's deployed, you not only have technical debt, you may have actual real debt.Corey: One of the comments I tend to give a lot is that architecture and cost are the same thing in the world of cloud. And I think that we might be in violent agreement, as Liz Fong-Jones is fond of framing it, where I am acutely aware of aspects of cost and that does factor into how I build things on the whiteboard—let's also be very clear, most of the things that I build are very small scale; the largest cost by a landslide is the time I spend building it—in practice, that's an awful lot of environments; people are always more expensive than the AWS environment they're working on. But instead, it's about baking in the assumptions and making sure you're not coming up with something that is going to just be wasteful and horrible out of the gate, and I guess part of that also is the fact that I am at a level of billing understanding that I sort of absorbed these concepts intrinsically. Because to me, there is no difference between cost and architecture in an environment like this. You're right, there's always an inherent trade-off between cost and durability. On the one hand, I don't like that. On the other, it feels like it's been true forever and I don't see a way out of it.Tim: It is inescapable. And it's interesting because you talk about the level of an application developer or something like that, like what is your level of concern, but retroactively, we'll go in for cost optimization houses—and I've done this as far back as when I was working at AWS has a TAM—and I'll ask the question to an application developer or database administrator, and I'm like, “Why do you do this? What do you have a string value for something that could be a Boolean?” And you'll ask, “Well, what difference does that make?” Well, it makes a big difference when you're talking about cycles for CPU.You can reduce your CPU consumption on a database instance by changing a string to a Boolean, you need fewer instances, or you need a less powerful instance, or you need less memory. And now you can run a less expensive instance for your database architecture. Well, maybe for one node it's not that biggest difference, but if you're talking about something that's multi-AZ and multi-node, I mean, that can be a significant amount of savings just by making one simple change.Corey: And that might be the difference right there. I didn't realize that, offhand. It makes sense if you think about it, but just realizing that I've made that mistake on one of my DynamoDB tables. It costs something like seven cents a month right now, so it's not something I'm rushing to optimize, but you're right, expand that out by a factor of a million or so, and we're talking serious money, and then that sort of optimization makes an awful lot of sense. I think that my position on it is that when you're building out something small scale as a demo or a proof of concept, spending time on optimizations like this is not the best use of anyone's time or brain sweat, for lack of a better term. How do you wind up deciding when it's time to focus on stuff like that?Tim: Well, first, I will say that—I daresay that somewhere in the 80% of production workloads are just—were the POC, [laugh] right? Because, like, “It worked for this to get funding, let's run it,” right?Corey: Let they who does not have a DynamoDB table in production with the word ‘test' or ‘dev' in it cast the first stone.Tim: It's certainly not me. So, I understand how some of those decisions get made. And that's why I think it's better to think about it early. Because as I mentioned before, when you start something and say, “Hey, this works for now,” and you don't give consideration to that in the future, or consideration for what it's going to be like in the future, and when you start doing it, you'll paint yourself into corners. That's how you get something like static values put in somewhere, or that's how you get something like, well, “We have to run this instance type because we didn't build in the ability to be more microservice-based or stateless or anything like that.”You've seen people that say, “Hey, we could save you a lot of money if you can move this thing off to a different tier.” And it's like, “Well, that would be an extensive rewrite of code; that'd be very expensive.” I daresay that's the main reason why most AS/400s are still being used right now is because it's too expensive to rewrite the code.Corey: Yeah, and there's no AWS/400 that they can migrate to. Yet. Re:Invent is nigh.Tim: So, I think that's why, even at the very beginning, even if you were saying, “Well, this is something we will do later.” Don't make it impossible for you to do later in your code. Don't make it impossible for you to do later in your architecture. Make things as modular as possible, so that way you can say, “Hey”—later on down the road—“Oh, we can switch this instance type.” Or, “Here's a new managed service that we can maybe save money on doing this.”And you allow yourself to switch things out, or turn different knobs, or change the way you do things, and give yourself more options in the future, whether those options are for resilience, or those options or for security, or those options are for performance, or they're for cost optimizations. If you make binding decisions earlier on, you're going to have debt that's going to build up at some point in the future, and then you're going to have to pay the piper. Sometimes that piper is going to be AWS.Corey: One thing that I think gets lost in a lot of conversations about cloud economics—because I know that it happened to me when I first started this place—where I am planning to basically go out and be the world's leading expert in AWS cost analysis and understanding and optimization. Great. Then I went out into the world and started doing some of my first engagements, and they looked a lot less like far-future cost attribution projections and a lot more like, “What's a reserved instance?” And, “We haven't bought any of those in 18 months.” And, “Oh, yeah, we shut down an entire project six months ago. We should probably delete all the resources, huh?”The stuff that I was preparing for at the high end of the maturity curve are great and useful and terrific to have conversations about in some very nuanced depth, but very often there's a walk before you can run style of conversation where, okay, let's do the easy stuff first before we start writing a whole bunch of bespoke internal stuff that maps your business needs to the AWS bill. How do you, I guess, reconcile those things where you're on the one hand, you see the easy stuff and on the other, you see some of the just the absolutely challenging, very hard, five-years-of-engineering-effort-style problems on the other?Tim: Well, it's interesting because I've seen one customer very recently who has brilliant analyses as to their cost; just well-charted, well-tagged, well-documented, well—you know, everything is diagrammed quite nicely and everything like that, and they're very, very aware of their costs, but they leave test instances running all weekend, you know, and their associated volumes and things like that. And that's a very easy thing to fix. That is a very, very low-hanging fruit. And so sometimes, you just have to look at where they're spending their efforts where sometimes they do spend so much time chasing those hard to do things because they are hard to do and they're exciting in an engineering aspect, and then something as simple as, “Hey, how about we delete these old volumes?” It just isn't there.Or, “How about we switch to your S3 bucket storage type?” Those are easy, low-hanging fruits, and you would be surprised how sometimes they just don't get that. But at the same time, sometimes customers have, like, “Hey, we could knock this thing out, we knock this thing out,” because it's Trusted Advisor. Every AI cost optimization recommendation you can get will tell you these five things to do, no matter who you are or where you are, but they don't do the conceptual things like understanding some of the principles behind cost optimization and cost optimization architecture, and proactive cost optimization versus react with cost optimizations. So, you're doing very conceptual education and conversations with folks rather than the, “Do these five things.” And I've not often found a customer that you have to do both on; it's usually one or the other.Corey: It's funny that you made that specific reference to that example. One of my very first projects—not naming names. Generally, when it comes to things like this, you can tell stories or you can name names; I bias for stories—I was talking to a company who was convinced that their developer environments were incredibly overwrought, expensive, et cetera, and burning money. Okay, great. So, I talked about the idea of turning those things off at night or between test runs, deleting volumes to snapshot, and restore them on a schedule when people come in in the morning because all your developers sit in the same building in the same time zones. Great. They were super on board with the idea, and it was going to be a little bit of work, but all right, this was in the days before the EC2 Instance Scheduler, for example.But first, let's go ahead and do some analysis. This is one of those early engagements that really reinforced my idea of, yeah, before we start going too far down the rabbit hole, let's double-check what's going on in the account. Because periodically you encounter things that surprise people. Like, “What's up with those Australia instances?” “Oh, we don't have anything in that region.” “I believe you're being sincere when you say this, however, the API generally doesn't tell lies.”So, that becomes a, oh, security incident time. But looking at this, they were right; they had some fairly sizable developer instances that were running all the time, but doing some analysis, their developer environment was 3% of their bill at the time and they hadn't bought RIs in a year-and-a-half. And looking at what they were doing, there was so much easier stuff that they could do to generate significant savings without running the potential of turning a developer environment off at night in the middle of an incident or something like that. The risk factor and effort were easier just do the easy stuff, then do another pass and look at the deep stuff. And to be clear, they weren't lying to me; they weren't wrong.Back when they started building this stuff out, their developer environments were significantly large and were a significant portion of their spend. And then they hit product-market fit, and suddenly their production environment had to scale significantly in a short period of time. Which, yay, cloud. It's good at that. Then it just became such a small portion that developer environments weren't really a thing. But the narrative internally doesn't get updated very often because once people learn something, they don't go back to relearn whether or not it's still true. It's a constant mistake; I make it myself frequently.Tim: I think it's interesting, there are things that we really need to put into buckets as far as what's an engineering effort and what's an administrative effort. And when I say ‘administrative effort,' I mean if I can save money with a stroke of a pen, well, that's going to be pretty easy, and that's usually going to be RIs; that's going to be EDPs, or PPAs or something like that, that don't require engineering effort. It just requires administrative effort, I think RIs being the simplest ones. Like, “Oh, all I have to do is go in here and click these things four times and I'm going to save money?” “Well, let's do that.”And it's surprising how often people don't do that. But you still have to understand that, and whether it's RIs or whether it's a savings plan, it's still a commitment of some kind, but if you are willing to make that commitment, you can save money with no engineering effort whatsoever. That's almost free money.Corey: So, much of what we do here comes down to psychology, in many ways, more than it does math. And a lot of times you're right, everything you say is right, but in a large-scale environment, go ahead and click that button to buy the savings plan or the reserved instance, and that's a $20 million purchase. And companies will stall for months trying to run a different series of analyses on this and what if this happens, what if that happens, and I get it because, “Yeah, I'm going to click this button that's going to cost more money than I'll make in my lifetime,” that's a scary thing to do; I get it. But you're going to spend the money, one way or the other, with the provider, and if you believe that number is too high, I get it; I am right there with you. Buy half of them right now and then you can talk about the rest until you get to a point of being comfortable with it.Do it incrementally; it's not all or nothing, you have one shot to make the buy. Take pieces out of it that makes sense. You know you're probably not going to turn off your database cluster that handles all of production in the next year, so go ahead and go for it; it saves some money. Do the thing that makes sense. And that doesn't require deep-dive analytics that requires, on some level, someone who's seen a lot of these before who gets what customers are going through. And honestly, it's empathy in many respects, becomes one of those powerful things that we can apply to our customer accounts.Tim: Absolutely. I mean, people don't understand that decision paralysis, about making those commitments costs you money. You can spend months doing analysis, but those months doing analysis, you're going to spend 30, 40, 50, 60, 70% more on your EC2 instances or other compute than you would otherwise, and that can be quite significant. But it's one of those cases where we talk about psychology around perfect being the enemy of good. You don't have to make the perfect purchase of RIs or savings plans and have that so tuned perfectly that you're going to get one hundred percent utilization and zero—like, you don't have to do that.Just do something. Do a little bit. Like you said, buy half; buy anything; just something, and you're going to save money. And then you can run analysis later on, while you're saving money [laugh] and get a little better and tune it up a little more and get more analysis on and maybe fine-tune it, but you don't actually ever need to have it down to the penny. Like, it never has to be that good.Corey: At some point, one of the value propositions we have for our customers has always been that we tell you when to stop focusing on saving money because there's a theoretical cap of a hundred percent of the cloud bill that you can save, but you can make so much more than that by launching the right feature to the right market a little sooner; focus on that. Be responsible stewards of the money that's invested with you, but by and large, as a general piece of guidance, at some point, stop cutting and go back to doing the thing that makes your company work. It's not all about saving money at all costs for almost all of us. It is for us, but we're sort of a special case.Tim: Well, it's a conversation I often have. It's like, all right, are you trying to save money on AWS or are you trying to save money overall? So, if you're going to spend $400,000 worth of engineering effort to save $10,000 on your AWS bill, that doesn't make no sense. So—[laugh]—Corey: Right. There has to be a strategic reason to do things like that—Tim: Exactly.Corey: —and make sure you understand the value of what you're getting for this. One reason that we wind up charging the way that we do—and we've gotten questions on this for a while—has been that we charge a fixed fee for what we do on engagements. And similarly—people have asked this, but haven't tied the two things together—you talk about cost optimization, but never cost-cutting. Why is that? Is that just a negative term?And the answer has been no, they're aligned. What we do focuses on what is best for the customer. Once that fixed fee is decided upon, every single thing that we say is what we would do if we were in the customer's position. There are times we'll look at what they have going on and say, “Ah, you really should spend more money here for resiliency, or durability,” or, “Okay, that is critical data that's not being backed up. You should consider doing that.”It's why we don't take percentages of things because, at that point, we're not just going with the useful stuff, it's, well we're going to basically throw the entire kitchen sink at you. We had an early customer and I was talking to their AWS account manager about what we were going to be doing and their comment was, “Oh, saving money on AWS bills is great, make sure you check the EBS snapshots.” Yeah, I did that. They were spending 150 bucks a month on EBS snapshots, which is basically nothing. It's one of those stories where if, in the course of an hour-long meeting, I can pay for that entire service, by putting a quarter on the table, I'm probably not going to talk about it barring [laugh] some extenuating circumstances.Focus on the big things, not the things that worked in a different environment with a different account and different constraints. It's hard to context switch like that, but it gets a lot easier when it is basically the entirety of what we do all day.Tim: The difference I draw between cost optimization and cost-cutting is that cost optimization is ensuring that you're not spending money unnecessarily, or that you're maximizing your dollar. And so sometimes we get called in there, and we're just validation for the measures they've already done. Like, “Your team is doing this exactly right. You're doing the things you should be doing. We can nitpick if you want to; we're going to save you $7 a year, but who cares about that? But y'all are doing what you should be doing. This is great. Going forward, you want to look for these things and look for these things and look for these things. We're going to give you some more concepts so that you are cost-optimized in the future.” But it doesn't necessarily mean that we have to cut your bill. Because if you're already spending efficiently, you don't need your bill cut; you're already cost-optimized.Corey: Oh, we're not going to nitpick on that, you're mostly optimized there. It's like, “Yeah, that workload's $140 million a year and rising; please, pick nits.” At which point? “Okay, great.” That's the strategic reason to focus on something. But by and large, it comes down to understanding what the goals of clients are. I think that is widely misunderstood about what we do and how we do it.The first question I always ask when someone does outreach of, “Hey, we'd like to talk about coming in here and doing a consulting engagement with us.” “Great.” I always like to ask the quote-unquote, “Foolish question” of, “Why do you care about the AWS bill?” And occasionally I'll get people who look at me like I have two heads of, “Why wouldn't I care about the AWS bill?” Because there are more important things to care about for the business, almost certainly.Tim: One of the things I try and do, especially when we're talking about cost optimization, especially trying to do something for the right now so they can do things going forward, it's like, you know, all right, so if we cut this much from your bill—if you just do nothing else, but do reserved instances or buy a savings plan, right, you're going to save enough money to hire four engineers. Think about what four engineers would do for your overall business? And that's how I want you to frame it; I want you to look at what cost optimization is going to allow you to do in the future without costing you any more money. Or maybe you save a little more money and you can shift it; instead of paying for your AWS bill, maybe you can train your developers, maybe you can get more developers, maybe you can get some ProServ, maybe you can do whatever, buy newer computers for your people so they can do—whatever it is, right? We're not saying that you no longer have to spend this money, but saying, “You can use this money to do something other than give it to Jeff Bezos.”Corey: This episode is sponsored in part by Liquibase. If you're anything like me, you've screwed up the database part of a deployment so severely that you've been banned from touching every anything that remotely sounds like SQL, at at least three different companies. We've mostly got code deployments solved for, but when it comes to databases we basically rely on desperate hope, with a roll back plan of keeping our resumes up to date. It doesn't have to be that way. Meet Liquibase. It is both an open source project and a commercial offering. Liquibase lets you track, modify, and automate database schema changes across almost any database, with guardrails to ensure you'll still have a company left after you deploy the change. No matter where your database lives, Liquibase can help you solve your database deployment issues. Check them out today at liquibase.com. Offer does not apply to Route 53.Corey: There was an article recently, as of the time of this recording, where Pinterest discussed what they had disclosed in one of their regulatory filings which was, over the next eight years, they have committed to pay AWS $3.2 billion. And in this article, they have the head of engineering talking to the reporter about how they're thinking about these things, how they're looking at things that are relevant to their business, and they're talking about having a dedicated team that winds up doing a whole bunch of data analysis and running some analytics on all of these things, from piece to piece to piece. And that's great. And I worry, on some level, that other companies are saying, “Oh, Pinterest is doing that. We should, too.” Yeah, for the course of this commitment, a 1% improvement is $32 million, so yeah, at that scale I'm going to hire a team of data scientists, too, look at these things. Your bill is $50,000 a month. Perhaps that's not worth the effort you're going to put into it, barring other things that contribute to it.Tim: It's interesting because we will get folks that will approach us that have small accounts—very small, small spend—and like, “Hey, can you come in and talk to us about this whatever.” And we can say very honestly, “Look, we could, but the amount of money we're going to charge you is going to—it's not going to be worth your while right now. You could probably get by on the automated recommendations, on the things that already out there on the internet that everybody can do to optimize their bill, and then when you grow to a point where now saving 10% is somebody's salary, that's when it, kind of, becomes more critical.” And it's hard to say what point that is in anyone's business, but I can say sometimes, “Hey, you know what? That's not really what you need to focus on.” If you need to save $100 a month on your AWS bill, and that's critical, you've got other concerns that are not your AWS bill.Corey: So, back when you were interviewing to work here, one of the areas of focus that you kept bringing up was the concept of observability, and my response to this was, “Ah, hell. Another one.” Because let's be clear, Mike Julian—my business partner and our CEO—has written a book called Practical Monitoring, and apparently what we learned from this is as soon as you finish writing a book on the topic, you never want to talk about that topic ever again, which yeah, in hindsight makes sense. Why do you care about observability when you're here to look at cloud costs?Tim: Because cloud costs is another metric, just like you would use for performance, or resilience, or security. You do real-time monitoring to see if somebody has compromised the system, you do real-time monitoring to see if you have bad performance, if response times are too slow. You do real-time monitoring to know if something has gone down and then you need to make adjustments, or that the automated responses you have in response to that downtime are working. But cloud costs, you send somebody a report at the end of the month. Can you imagine, if you will—just for a second—if you got a downtime report at the end of month, and then you can react to something that has gone down?Or if you get a security report at the end of the month, and then you can react to the fact that somebody has your root keys? Or if you get [laugh] a report at the end of month, this said, “Hey, the CPU on this one was pegged. You should probably scale up.” That's outrageous to anybody in this industry right now. But why do we accept that for cloud cost?Corey: It's worse than that. There are a number of startups that talk about, “Oh, real-time cloud cost monitoring. Okay, the only way you're going to achieve such a thing is if you build an API shim that interprets everything that you're telling your cloud control plane to do, taking cost metrics out of it, and then passing it on to the actual cloud control plane.” Otherwise, you're talking about it showing up in the billing record in—ideally, eight hours; in practice, several days, or you're talking about the CloudTrail events, which is not holistic but gives you some rough idea, but it's also in some cases, 5 to 20 minutes delayed. There's no real-time way to do this without significant disruption to what's going on in your environment.So, when I hear about, “Oh, we do real-time bill analysis.” Yeah, it feels—to be very direct—you don't know enough about the problem space you're working within to speak intelligently about it because anyone who's played in this space for a while knows exactly how hard it is to get there. Now, I've talked to companies that have built real-time-ish systems that take that shim approach and acts sort of as a metadata sidecar ersatz billing system that tracks all of this so they can wind up intercepting potentially very expensive configuration mistakes. And that's great. That's also a bit beyond for a lot of folks today, but it's where the industry is going. But there is no way to get there today, short of effectively intercepting all of those calls, in a way that is cohesive and makes sense. How do you square that circle given the complete lack of effective tooling?Tim: Honestly, I'm going to point that right back at the cloud provider because they know how much you're spending, real-time. They know exactly how much you spend in real-time. They've figured it out. They have the buckets, they have APIs for it internally. I'm sure they do; it would make no sense for them not to. Without giving anything anyway, I know that when I was at AWS, I knew how much they were spending, almost real-time.Corey: That's impressive. I wish that existed. My never having worked at AWS perspective on it is that they, of course, have the raw data effective immediately, or damn close to it, but the challenge for the billing system is distilling and summarizing and attributing all of that in a reasonable timeframe; it is an exabyte-scale problem. I've talked to folks there who have indicated it is comfortably north of a petabyte in raw data per day. And that was a couple of years ago, so one can only imagine as the footprint has increased, so has all of this.I mean, the billing system is fundamentally magic from the outside. I'm not saying it's good magic, but it is magic, and it's something that is unappreciated, that every customer uses, and is one of those areas that doesn't get the attention it deserves. Because, let's be clear, here, we talk about observability; the bill is still the only thing that AWS offers that gives you a holistic overview of everything running in your account, in one place.Tim: What I think is interesting is that you talk about this, the scale of the problem and that it makes it difficult to solve. At the same time, I can have a conversation with my partner about kitty litter, and then all of a sudden, I'm going to start getting ads about kitty litter within minutes. So, I feel like it's possible to emit cost as a metric like you would CPU or disk. And if I'm going to look at who's going to do that, I'm going to look right back at AWS. The fun part about that, though, is I know from AWS's business model, that if that's something they were to emit, it would also cost you, like, 25 cents per call, and then you would actually, like, triple your cloud costs just trying to figure out how much it costs you.Corey: Only with 16 other billing dimensions because of course it would. And again, I'm talking about stuff, because of how I operate and how I think about this stuff, that is inherently corner case, or [vertex 00:31:39] case in many cases. But for the vast majority of folks, it's not the, “Oh, you have this really weird data transfer paradigm between these two resources,” which yeah, that's a problem that needs to be addressed in an awful lot of cases because data transfer pricing is bonkers, but instead it's the, “Huh. You just spun up a big cluster that's going to cost $20,000 a month.” You probably don't need to wait a full day to flag that.And you also can't put this on the customer in the sense of, “Oh, just set some budget alarms, that's great. That's the first thing you should do in a new AWS account.” “Well, jackhole, I've done an awful lot of first things I'm supposed to do in an AWS account, in my dedicated test account for these sorts of things. It's been four months, I'm not done yet with all of those first things I'm supposed to do.” It's incredibly secure, increasingly expensive, and so far all it runs is a single EC2 instance that is mostly there just so that everything else doesn't error out trying to divide by zero.Tim: There are some things that are built-in. If I stand up an EC2 instance and it goes down, I'm going to get an alert that this instance terminated for some reason. It's just going to show up informationally.Corey: In the console. You're not going to get called about it or paged about it, unless—Tim: Right.Corey: —you have something else in the business that will, like a boss that screams at you two o'clock in the morning. This is why we have very little that's production-facing here.Tim: But if I know that alert exists somewhere in the console, that's easy for me to write a trap for. That's easy for me to write, say hey, I'm going to respond to that because this call is going to come out somewhere; it's going to get emitted somewhere. I can now, as an engineer, write a very easy trap that says, “Hey, pop this in the Slack. Send an alert. Send a page.”So, if I could emit a cost metric, and I could say, “Wow. Somebody has spun up this thing that's going to cost X amount of money. Someone should get paged about this.” Because if they don't page about this and we wait eight hours, that's my month's salary. And you would do that if your database server went down; you would do that if someone rooted that database server; you would do that if the database server was [bogging 00:33:48] you to scale up another one. So, why can't you do that if that database server was all of sudden costing you way more than you had calculated?Corey: And there's a lot of nuance here because what you're talking about makes perfect sense for smaller-scale accounts, but even some of the very large accounts where we're talking hundreds of millions a year in spend, you can set compromised keys up on GitHub, put them in Payspin, whatever, and then people start spinning up Bitcoin miners everywhere. Great. It takes a long time to materially move the needle on that level of spend; it gets lost in the background noise. I lose my mind when I wind up leaving a managed NAT gateway running and it cost me 70 bucks a month in my $5 a month test account. Yeah, but you realize you could basically buy an island and it gets lost in the AWS bill at some of the high watermarks for some of these larger accounts.“Oh, someone spun up a cluster that's going to cost $400,000 a year?” Yeah, do I need to re-explain to you what a data science team does? They light money on fire in return for questionable returns, as a general rule. You knew that when you hired them; leave them alone. Whereas someone in their developer account does this, yeah, you kind of want to flag that immediately.It always comes down to rules and context. But I'd love to have some templates ready to go of, “I'm a starving student, please alert me anytime it looks like I might possibly exceed the free tier,” or better yet, “Don't let me, and if I do, it's on you and you eat the cost.” Conversely, it's, “Yeah, this is a Netflix sub-account or whatnot. Maybe don't bother me for anything whatsoever because freedom and responsibility is how we roll.” I imagine that's what they do internally on a lot of their cloud costing stuff because freedom and responsibility is ingrained in their culture. It's great. It's the freedom from having to think about cloud bills and the responsibility for paying it, of the cloud bill.Tim: Yeah, we will get internally alerted if things are [laugh] up too long, and then we will actually get paged, and then our manager would get paged, [laugh] and it would go up the line. If you leave something that's running too expensive, too long. So, there is a system there for it.Corey: Oh, yeah. The internal AWS systems for employees are probably my least favorite AWS service, full stop. And I've seen things posted about it; I believe it's called Isengard, for spinning up internal accounts and the rest—there's a separate one, I think, called Conduit, but I digress—that you spin something up, and apparently if it doesn't wind up—I don't need you to comment on this because you worked there and confidentiality is super important, but to my understanding it's, great, it has a whole bunch of formalized stuff like that and it solves for a whole lot of nifty features that bias for the way that AWS focuses on accounts and how they've view security and the rest. And, “Oh, well, we couldn't possibly ship this to customers because it's not how they operate.” And that's great.My problem with this internal provisioning system is it isolates and insulates AWS employees from the real pain of working with multiple accounts as a customer. You don't have to deal with the provisioning process of Control Tower or whatnot; you have your own internal thing. Eat your own dog food, gargle your own champagne, whatever it takes to wind up getting exposure to the pain that hits customers and suddenly you'll see those things improve. I find that the best way to improve a product is to make the people building it live with the painful parts.Tim: I think it's interesting that the stance is, “Well, it's not how the customers operate, and we wouldn't want the customers to have to deal with this.” But at the same time, you have to open up, like, 100 accounts if you need more than a certain number of S3 buckets. So, they are very comfortable with burdening the customer with a lot of constraints, and they say, “Well, constraints drive innovation.” Certainly, this is a constraint that you could at least offer and let the customers innovate around that.Corey: And at least define who the customer is. Because yeah, “I'm a Netflix sub-account is one story,” “I'm a regulated bank,” is another story, and, “I'm a student in my dorm room, trying to learn how this whole cloud thing works,” is another story. From risk tolerance, from a data protection story, from a billing surprise story, from a, “I'm trying to learn what the hell this is, and all these other service offerings you keep talking to me about confuse the hell out of me; please streamline the experience.” There's a whole universe of options and opportunity that isn't being addressed here.Tim: Well, I will say it very simply like this: we're talking about a multi-trillion dollar company versus someone who, if their AWS bill is too high, they don't pay rent; maybe they don't eat; maybe they have other issues, they don't—medical bill doesn't get paid; child care doesn't get paid. And if you're going to tell me that this multi-trillion dollar company can't solve for that so that doesn't happen to that person and tells them, “Well, if you come in afterwards, after your bill gets there, maybe we can do something about it, but in the meantime, suffer through this.” That's not ethical. Full stop.Corey: There are a lot of things that AWS gets right, and I want to be clear that I'm not sitting here trying to cast blame and say that everything they're doing is terrible. I feel like every time I talk about billing in any depth, I have to throw this disclaimer in. Ninety to ninety-five percent of what they do is awesome. It's just the missing piece that is incredibly painful for customers, and that's what I spend most of my time focusing on. It should not be interpreted to think that I hate the company.I just want them to do better than they are, and what they're doing now is pretty decent in most respects. I just want to fix the painful parts. Tim, thank you for joining me for a third time here. I'm certain I'll have you back in the somewhat near future to talk about more aspects of this, but until then, where can people find you slash retain your services?Tim: Well, you can find me on Twitter at @elchefe. If you want to retain my services for which you would be very, very happy to have, you can go to duckbillgroup.com and fill out a little questionnaire, and I will magically appear after an exchange of goods and services.Corey: Make sure to reference Tim by name just so that we can make our sales team facepalm because they know what's coming next. Tim, thank you so much for your time; it's appreciated.Tim: Thank you so much, Corey. I loved it.Corey: Principal cloud economist here at The Duckbill Group, Tim Banks. 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, wait at least eight hours—possibly as many as 48 to 72—and then leave a comment explaining what you didn't like.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.
During the early days of WWII, the Route 66 community of Miami welcomed over 2000 British Cadets as part of a training program to prepare pilots for combat over their homeland of England. While most of these young cadets returned home to intense fighting and a country already ravaged by war, there were a few that never made it back home to their native soil. They were tragically killed while training in the states and have been forever laid to rest along Route 66 in the community of Miami, Oklahoma. Laying these young men to rest on foreign soil attracted the attention of a local, Francis Mae Hill, who would over the next 40 years provide both flowers and prayers for these young men. Mrs. Hill knew the family members would not be able to visit their loved ones, so she voluntarily tended to their graves and promised family members back home that they would not be forgotten. She often considered the young men her boys, and her last wish was to be buried alongside her boys. King George VI would later award Mrs. Hill The King's Award for Service. Join host Anthony Arno as he talks with Nancy Bro, office manager at the GAR Cemetery in Miami, OK, about the life of these cadets and other notables buried in Miami. Highlights of the conversation include: SHOW NOTES Origin and network of GAR Cemeteries Cemetery Tourism as an upcoming industry The US agrees to a proposed program to train British in the US The Spartan Flying School Keeping the operation top secret in the early days A sudden influx of British men with funny accents gathering in Miami- what's going on? How a Route 66 community welcomes 2000 men with open arms British adjusting to American life while the war is raging back home The final count laid to rest: 15 Cadets and a local woman Kenneth Raisbeck: recreating the final flight of for the 70 year old son who he never met Annual Remembrance Ceremonies at GAR Origin of fatal accidents Col Gale Halverson The Candy Bomber Frantie "Francis" Mae Hill Mother of the boys buried in Oklahoma Why should we care for British soldiers laid to rest in the US? Honoring the British war dead in the states - justification and reasoning Everlasting relationships cadets formed with locals Local museums honoring the RAF cadets Dobson Museum NE OK College, Oklahoma Other notables buried at GAR Cemetery Richard Kelton George Coleman Elvin and Lovell Mantle John Beaver Atha Cardin Charles Banks Wilson William Campbell Booger Red LINKS Website: GAR Cemetery, Miami, OK Dobson Museum Raisbeck Story and Flight THE CANDY BOMBER: Colonel Gail “Hal” Halvorsen CHARLES BANKS WILSON: Documentary (Notable artist buried at GAR Cemetery) From the Ozarks and Beyond" Part 1 From the Ozarks and Beyond" Part 2 From the Ozarks and Beyond" Part 3 From the Ozarks and Beyond" Part 4 THE STEM CLASS PODCAST with Anthony Arno Dr. Frances Carter, a real life Rosie the Riveter Thank you to Route 66 Podcast & Scholarship supporters! MidPoint Cafe, Adrian, TX - Featuring both their Ugly Crust Pie and one of the most popular photo ops along Route 66, located exactly halfway between Chicago and Santa Monica in Adrian, Texas. Gilligan's Route 66 Tours featuring tours of Route 66 in Ford Mustang convertibles, stays at historic Route 66 motels, and daily breakfast. Jon B - Rhode Island Mary Beth Busutil - Florida Jim Crabtree - California Mike Fort Route 66 author and photographer - Shellee Graham and also my guest on Episode # 10 where she talks about her book, Tales from the Coral Court Motel. Kristin Haakenson - Washington Rich Havlik - Minnesota Mary Nicholson - Pennsylvania Brian Sawyer - Indiana United Kingdom Charli Beeton The Netherlands Jim Rensen Please consider supporting both The Route 66 Podcast and Scholarship Program through Patreon. Patreon members receive access to an additional 10 minutes of this episode, featuring the following content: Miami City takes over GAR Cemetery Miami Municipal Airport Bugles across America Additional fatalities at other Spartan Flying School locations Logistics for visiting the GAR Cemetery Personal Background for Nancy Child Remembrance Ceremony
Andrew Henderson is on fire and keeps a serious pulse on the happens of the both US and UK today we have Jay Truitt along with common sense. Why he says the voting on $3.5 trillion dollars in more bureaucracy building will occur in December.
On this episode of the NFL Weekly Drive, Brandon and Wes break down the NFL action from week 5. They give their thoughts on the Bills demolishing the Chiefs on Sunday night football plus the Bengals and Packers missing 5+ field goals and the Chargers winning an exciting shootout against the Browns. Plus, they take an early look at week 6 to preview some enticing matchups. Available on Apple Podcasts, Spotify, and media services alike.
Time for a new Patreon-fueled shout-out:Charlottesville 350 is the local chapter of a national organization that seeks to reduce dependence on fossil fuels. Charlottesville 350 uses online campaigns, grassroots organizing, and mass public actions to oppose new coal, oil and gas projects, and build 100% clean energy solutions that work for all. To learn more about their most active campaigns, including a petition drive to the Richmond Federal Reserve Bank, visit their Facebook page at facebook.com/cville350On today’s show:The Charlottesville City Council and the Planning Commission spend two hours asking questions about the Comprehensive Plan in advance of tonight’s public hearingAlbemarle’s Board of Supervisors gets an update on transportation projectsA new tenant signs on for a new office building in downtown CharlottesvilleThe summer and September COVID surge in Virginia continues to wane, but community spread continues. The seven-day percent positive rate has dropped to 7.8 percent and the seven-day average is 2,443. In the Blue Ridge Health District, there are 205 new cases reported and the percent positive rate is 5.8 percent. There have been eight more fatalities reported since October 4. The Blue Ridge Health District will have a town hall on October 13 and one of the topics will be vaccination in pregnant people. Register in advance. Today is the last day to register to vote in the November 2 election, which is three weeks from today. Local registrars will take in-person registrations through 5 p.m. Registrations submitted via mail must be postmarked with today’s date in order to be accepted. You can also register online up until 11:59 p.m. You will need an ID issued by the Virginia Department of Motor Vehicles in order to register in that fashion. (Department of Elections online portal)The last day to request a mail-in ballot is October 22. The last day to vote early in-person is October 30. Charlottesville’s Office of Voter Registration will have additional hours on October 23 and October 30. There are several makeshift memorials to people who died in crashes on 5th Street Extended in Charlottesville. Yesterday, a city-sanctioned memorial to Quintus Brooks was unveiled with a family ceremony. Brooks died on October 1, 2020 and yesterday would have been his birthday. “A new application process is being launched for roadside memorials at the site of deaths resulting from automobile, bicycle or pedestrian accidents that occur on public streets within the City of Charlottesville,” said city Communications Director Brian Wheeler in an email announcing the event. Charlottesville has hired a Nevada firm to provide pest control services in two prominent locations. In September, the city sent out a request for proposals for a firm to provide pest suppression for the 135,000 square feet of the Downtown Mall and the 30,000 square feet of the Corner. “The Contractor will be responsible to provide a program to control rodents such as, but not limited to, rats, mice, squirrels, snakes, all insects (roaches, flies, bees, ants – including fire ants, cockroaches, moths, crickets, silverfish, all spiders, termites),” reads the proposal.Pestmaster Services has been awarded the contract. These areas include outdoor dining spaces, including locations where tables are set up near tree wells. Another tenant has been announced for the new 3-Twenty-3 building in downtown Charlottesville. General Atomics Commonwealth Computer Research will lease just under 50,000 square feet in the building.“With projects ranging from optimizing the world’s largest container port to predicting future asymmetric warfare events, CCRi has no shortage of experience in diverse client expectations,” reads a description of the company on their website. The 3-Twenty-3 building is being developed by Insite Properties and marketed by Cushman & Wakefield | Thalhimer. A press release describes the building as a five-story office building on top of a four-story, 200 space parking garage. There’s about 27,000 square feet left to be leased in the 120,000 square foot structure, according to leasing agent John Pritzlaff. McGuireWoods and Manchester Capital are already in their spaces, and Williams Mullen is starting building out now. Tonight, the seven-member Charlottesville Planning Commission and the five-member Charlottesville City Council will hold a public hearing on the Comprehensive Plan, the second task performed by Rhodeside & Harwell as part of the Cville Plans Together initiative. That includes a Future Land Use Map which increases residential density across most of the city. Yesterday, the elected body and the appointed body spent two hours asking questions about the plan. Councilor Lloyd Snook went first. “A common criticism which I personally believe to be based on ignorance… is that the Future Land Use Map and the suggestions of higher density have not taken into account either… the effect of the University of Virginia, the effect of the student population, and the distorting effect on the poverty data for the student population,” Snook said. Jennifer Koch with Rhodeside & Harwell said her team began their work based of a housing needs assessment conducted in 2018 by the Form-Based Code Institute and Partners for Economic Solutions. (download)“There was a fairly robust discussion in that document about how students may or may not play into various impacts on affordability in the city,” Koch said. “The other way we are looking to include considerations for students in this plan is in looking at potential intensity near UVA, for example Jefferson Park Avenue, Fontaine Avenue area. We’ve included additional intensity in those areas and we’ve included a discussion of potential intensity in those areas as we move through zoning.”The first step in the Cville Plans Together initiative was adoption of an affordable housing plan. The next step after adoption of the Comprehensive Plan will be a rewrite of the zoning code. The University of Virginia is working on an initiative to identify space on land it or its real estate foundation owns to build up to 1,500 below-market units. In September, a top official at UVA told the Central Virginia Regional Housing Partnership that the work is slightly behind schedule. (UVA housing initiative website)Other topics at the two-hour meeting included assumptions about population growth and the links between increased density and affordability requirements. Watch the whole thing in advance of tonight’s hearing, which begins at 6 p.m. (watch)And time for another Patreon-fueled shout-out:Fall is here, and with it, more moderate temperatures. While your HVAC takes a break, now is the perfect time to prepare for the cooler months. Your local energy nonprofit, LEAP, wants you and yours to keep comfortable all year round! LEAP offers FREE home weatherization to income- and age-qualifying residents, so, if you’re age 60 or older, or have an annual household income of less than $74,950, you may qualify for a free energy assessment and home energy improvements such as insulation and air sealing. Sign up today to lower your energy bills, increase comfort, and reduce energy waste at home!At their meeting Wednesday afternoon, the Albemarle Board of Supervisors will get an update on the Rio Corridor Study, an effort to reshape the public realm along Rio Road on stretches of the roadway in Albemarle’s Places29-Rio growth area. Opponents of recent rezoning applications in the area cited transportation concerns for why the Board of Supervisors should vote against more intense residential density. But last week, they got an update on other transportation projects from Kevin McDermott, a planning manager in Albemarle. Though the applications aren’t due until next summer, work is underway for the next round of Smart Scale projects. (Albemarle transportation report)Right now the top candidates that the Charlottesville-Albemarle Metropolitan Planning Organization might submit are: A roundabout at District Avenue and Hydraulic Road Avon Street Corridor Bicycle and Pedestrian Improvements between Druid Avenue and Avon Street park and ride5th Street Extended multimodal improvements between the future (and funded) 5th Street Trail Hub to Harris RoadRivanna River Bike and Pedestrian bridge from South Pantops Boulevard to the Woolen Mills area Right now the possible candidates Albemarle County might submit in the 5th Smart Scale round are: Avon Street Extended multimodal improvements from Mill Creek to Peregory Lane 5th Street Extended bicycle and pedestrian improvements between Albemarle Business Campus and the Southwood community U.S. 250 corridor improvements between Peter Jefferson Place and Hansen Road U.S. 250 / Route 22 / Milton Drive intersection improvements Belvedere Boulevard / Rio Road improvements Hillsdale Drive extension and realignment from Mall Drive to Rio Road U.S. 250 West interchange with U.S. 29 / 250 bypassU.S. 250 West and Crozet Avenue intersection improvements Albemarle has recently turned in an application for VDOT Revenue-Sharing Funds for Eastern Avenue South, a project that has been in Crozet Master Plan since it was adopted. “That goes from the Westhall area, across Lickinghole Creek, to Cory Farms, and connects to U.S. 250,” McDermott said. In most cases, it takes several years for transportation projects to go from project approval to construction. A project to upgrade the intersection of U.S. 250 and Virginia Route 20 at Pantops was funded in 2018. “They are currently in design for that and we will hopefully be seeing some construction out there in about two years or so,” McDermott said. Another VDOT revenue-sharing project is to extend Berkmar Drive to Lewis and Clark Drive, which would complete a north-south roadway parallel to U.S. 29 from Fashion Square Mall to the University of Virginia’ North Fork Research Park. “We’ve got a lot of economic development going on up there, a lot of new development also,” McDermott said. “This would also provide that parallel facility to U.S. 29 so it can take some of that traffic off of 29 and remove it from some of those intersections that are experiencing some delays like Airport Road and U.S. 250.”McDermott said construction of that project is expected for 2025. Supervisor Donna Price of the Scottsville District noted the length of the report as well as its detail.“I really appreciate the way you explain some of these so that it differentiates between a study and a proposal,” Price said. “We get a lot of communications from people in the community that are to the effect of ‘I can’t believe you’re even considering’ [a project],” Price said. “But when you’re looking at transportation, if you don’t look at the various options, then you’re really going in with a narrow-minded approach. We appreciate your wide approach of looking at all of the different possibilities before narrowing down what really appears to be the best course of action.”Special announcement! Today’s the first day of a new promo with Ting! Are you interested in fast internet? Visit this site and enter your address to see if you can get service through Ting. If you decide to proceed to make the switch, you’ll get:Free installationSecond month of Ting service for freeA $75 gift card to the Downtown Mall This is a public episode. Get access to private episodes at communityengagement.substack.com/subscribe
With the Cut HM in hand, Joshua & Mr. Keepsies take down the Team Plasma grunts who were beating up a Munna for its sweet, sweet dream juice. So much for "liberating" Pokémon. From there, they head north and encounter a bunch of little pukes who challenge them to battle, shortly before they once again get accosted by Plasma grunts who've made off with one of Bianca's Pokémon. In hot pursuit, they venture into Wellspring Cave and are bombarded by an astoundingly lazy and ugly new 'mon, many of which must be dispatched before they can head west to Nacrene City to face off against Gym Leader Lenora. Notes: Keep your Nosepasses clean and tidy with Manscaped, our first official sponsor! Get 20% off your order and free shipping with promo code EXPSHARE at Manscaped.com!
This is Part III of this Route 66 series because we're finally doing the full Route 66 — 28 days in the RV from Chicago to LA! So, of course, I had to get the full breakdown on the history of Route 66, the must-see attractions, and what essentials we need to make the trip. To get the complete lowdown on Route 66 in Oklahoma, I'm joined by Rhys Martin, President of the Oklahoma Route 66 Association! For more information on the Oklahoma Route 66 Association, visit https://www.oklahomaroute66.com/ Find the Kansas Historic Route 66 Association on Facebook: @OklahomaRoute66 Check out http://visiting66.com to follow along with our trip, watch tours of the attractions we visit, and see more interviews with folks who are quintessentially Route 66! -------------------------------- If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. For more episodes visit https://www.curiosityness.com/ Connect with Curiosityness... YouTube: https://www.youtube.com/c/curiosityness Instagram: https://www.instagram.com/curiositynesspodcast/ Twitter: https://twitter.com/Curiositynesstv Facebook: https://www.facebook.com/curiosityness Get your FREE Curiosityness sticker at https://www.curiosityness.com/freesticker/ Find Travis, the host of Curiosityness, on Instagram: https://www.instagram.com/travderose/ Or send him an email to firstname.lastname@example.org
We're back for our the premiere of our fourteenth (!) season, and this week, Justin has written six trivia questions all about canals! We also sail into discussions of Irish music, video games, and one of the weirder events of the past couple of very weird years.3:03: Q1 (Times & Places): What famous canal was derisively referred to as “Clinton's Big Ditch” while it was being constructed, but saw 33,000 commercial shipments in 1855?9:21: Q2 (Music): In a song that has become an Irish standard, what titular object “went jingle-jangle, all along the banks of the Royal Canal”?16:44: Q3 (Sports & Games): The Panama Canal is one of the “wonders” that you can build in what series of turn-based strategy games, originally developed by Sid Meier?24:45: Q4 (Movies & TV): The canals of Venice, California, appear prominently in what 1984 horror movie, which featured Johnny Depp in his film debut, and introduced us to the murderous Freddy Krueger?33:58: Q5 (Arts & Literature): Canaletto's The Entrance to the Grand Canal is one prominent work from a later incarnation of what “School” of art, which is named for the city where you would find the Grand Canal?38:43: Q6 (Everything Else): What was the name of the ship that obstructed the Suez Canal earlier this year, single-handedly grinding global trade to a halt?Theme music: "Thinking it Over" by Lee Rosevere, licensed under CC BY 2.0E-Mail: email@example.com Facebook: https://www.facebook.com/quizandhers/Twitter: https://twitter.com/quizandhersInstagram: https://www.instagram.com/quizandhers/History of the Atlantic World Podcast: https://podcasts.apple.com/us/podcast/history-of-the-atlantic-world/id1363411819Brain Ladle Podcast: http://www.brainladletrivia.com/Cormac on Twitter: @CormacsThoughts
Ranching in White Pine County Nevada always has its challenges but this year tops them all. Hank shares all the challenges of course, intertwines plenty of tyranny throughout the course of history blended with a bit of China today.
Week 6 brought its own special brand of chaos to the party with plenty of exciting finishes including Alabama falling to Texas A&M, Oklahoma surging back past Texas, and Notre Dame stealing one on the road in Blacksburg.
You're listening to the Westerly Sun's podcast, where we talk about news, the best local events, new job postings, obituaries, and more. First, a bit of Rhode Island trivia. Today's trivia is brought to you by Perennial. Perennial's new plant-based drink “Daily Gut & Brain” is a blend of easily digestible nutrients crafted for gut and brain health. A convenient mini-meal, Daily Gut & Brain” is available now at the CVS Pharmacy in Wakefield. Now for some trivia. Did you know that Rhode Island native, John Clark Donatelli is a former professional ice hockey player and is the former head coach of the AHL's Wilkes-Barre /Scranton Penguins? Donatelli was a long-time minor league player in the American Hockey League and International Hockey League. He played 35 games in the NHL. Donatelli played for the American national team at several World Championships, and the 1988 and 1992 Winter Olympics. Now, we turn our feature story…. Westerly's planning staff is working with the Town Council to tackle initiatives included in the revised Comprehensive Plan. The new plan, which was adopted by the Town Council and approved by the state Division of Statewide Planning in May, sets out goals to reflect the development and preservation priorities. Reaching the goals requires input from the town's planning, zoning and other boards as well as the approval of the Town Council. Todd Romano, the lawyer who represents the Zoning Board of Review, presented a schedule etched out by the Department of Development Services for getting proposals related to the priorities before the Town Council during the next 18 months. Council President Sharon Ahern invited Romano to make the presentation. Ahern said: "I wanted the council to see it and the public to be aware that we are working on it, so that they see that it is in the works and that there is a path forward," Romano said: "It it is an aggressive schedule but we all believe this council all has the experience and knowledge.”. There are five priorities: revisions to the aquifer protection overlay regulations; creation of a river overlay protection area; redevelopment of the downtown; a Route 1 study; the creation of a floodplain and special area management plan. The proposed aquifer protection zone and regulation changes are expected to be submitted to the Town Council for its Oct. 25 meeting reflecting changes in how the Department of Environmental Management monitors and manages groundwater. Stay up to date on this story at westerlysun.com There are a lot of businesses in our community that are hiring right now, so we're excited to tell you about some new job listings. Today's Job posting comes from Cargill in Westerly. They're looking for shipping and receiving associates. You'll be responsible for working in a fast paced environment packing meat products. Pay is up $20.00 per hour. If you're interested and think you'd be a good fit for the role you can apply using the link in our episode description. https://www.indeed.com/jobs?l=Westerly%2C%20RI&mna=5&aceid&gclid=Cj0KCQjwpf2IBhDkARIsAGVo0D2S3gEb-328GyRpBuTTeeKPdn3-klOh0KYAsfete6MEZmI5S4qTg-4aAnQkEALw_wcB&vjk=740518464e480bd4 Today we're remembering the life of Nancy Kondracki left this world after a long illness complicated by COVID-19. Nancy was born in Shrewsbury, Vermont and is survived by her husband of 32 years, Steven; a sister, Bonnie; a brother, Ronnie; and her two beloved dogs, Tracker and Gabby. Nancy was a very talented and creative individual, always positive and always full of life. She excelled in doing arts and crafts. Nancy loved all of God's creatures and took care of several wild animals in need. She was a huge fan of Elvis Presley. Nancy loved social events, country music, going to the casino and fishing. She always made others feel welcome and comfortable in her presence. Thank you for taking a moment with us today to remember and celebrate Nancy's life. That's it for today, we'll be back next time with more! Also, remember to check out our sponsor Perennial, Daily Gut & Brain, available at the CVS on Main St. in Wakefield! See omnystudio.com/listener for privacy information.
In this episode of Russian Roulette, Heather provides a brief overview of a new CSIS report, “Russia's Climate Gamble: The Pursuit and Contradictions of its Arctic Ambitions,” which examines the implications of climate impacts for Russia's economy, internal political dynamics, and security posture. Heather then sits down with Felix H. Tschudi, the Chairman and owner of the Tschudi Group, a Norwegian-based global shipping and logistics company with a long history in the Arctic. They discuss Russia's ambitious plans for transforming the Northern Sea Route (NSR) into a major global shipping corridor, the impact of climate change and environmental activism on the NSR's viability, and the prospects of China's Transpolar route. Check out the Center for High North Logistics to track developments in the High North and along the Northern Sea Route as well as the Marines Exchange of Alaska to track shipping traffic and emerging maritime issues in the Bering Sea as well as Alaska. For further information on the Bering Strait as a maritime passage, check out this CSIS report “Maritime Futures: The Arctic and the Bering Strait Region.” To learn more about how climate change will reshape Russian politics, economics, and society, explore the recent work by Russian voices on climate change, civil society, and center-region dynamics here. To learn more about military and security issues related to the Arctic, follow CSIS's Arctic Military Activity tracker for latest Russia and NATO's military activities in the region. Finally, subscribe to Russian Roulette, so you do not miss an episode. Thanks for listening!
Amanda Radke mother of 4, wife, Patriot and Community Citizen joins today to share the hope of a better future. Only thing is we can not sit at home and wait for it to happen, we need to make it happen.
Welcome to the Trusted Security Podcast – a podcast dedicated to bringing the latest news on information security and the industry. This episode features the following members: Geoff Walton, Justin Bollinnger, Carlos Perez, and David Boyd. Announcements Join the TrustedSec Discord Community TrustedSec is on Discord! Join our server to interact with the security community and the TrustedSec team. Go to discord.gg/trustedsec to join. PentesterLab Giveaway To enter visit https://www.trustedsec.com/podcastgiveaway please submit on or before October 22, 2021 to be eligible. Stories Title: What Happened to Facebook, Instagram, & WhatsApp? URL: https://krebsonsecurity.com/2021/10/what-happened-to-facebook-instagram-whatsapp/ Author: Brian Krebs Title: Company That Routes Billions of Text Messages Quietly Says It Was Hacked URL: https://www.vice.com/en/article/z3xpm8/company-that-routes-billions-of-text-messages-quietly-says-it-was-hacked Author: Lorenzo Franceschi-Bicchierai Title: Apple Pay with VISA lets hackers force payments on locked iPhones URL: https://www.bleepingcomputer.com/news/security/apple-pay-with-visa-lets-hackers-force-payments-on-locked-iphones/ Author: Ionut Ilascu
Welcome back to a classic episode of the Fastest Known Podcast. That's right, this week we are re-airing our August 15th, 2020 interview with Kelly Halpin who had just completed the Wind River High Route, solo and unsupported. The route is about 97 miles with 30,000 feet of vertical gain. Her standard point to point route FKT still stands over a year later. A new men's FKT was set this summer by David Aalya in 1d 13h 41m 0s, beating Gabe Joyes by about 9 hours. David's first FKT on the route was back in 2019. We interviewed him on episode #118 during our FKT of the Year 2020 show if you want to learn more about him. ORIGINAL SHOW NOTES We receive 50 FKT submissions per day but this one immediately caught my eye: the Wind River High Route is big, wild, and rough, and a woman just did it alone, faster than anyone except one male. Women have always been athletic equals of men, but we don't often see them alone on the high routes. Turns out Kelly Halpin does a lot of the big routes. WHO IS SHE? "I grew up in the mountains, my favorite way to challenge myself is to do firsts, in the mountains, usually Unsupported." The WRHR traverses the length of the Wind River Range, perfectly bookended by the northern and southern most 13,000' summits in the range. What did she think? "It comes close to being technical, but never is - it's an incredibly beautiful, challenging, high alpine route ... it's one of the most beautiful places in the world." Kelly was over a day faster than the previous women's team - listen to her description as she makes it sound normal, matter-of-fact: "I really like to go light and fast. I'm pretty good with sleep deprivation. I brought no emergency gear, no sleeping, tarp or stove, just to move as fast I can." "And I gotta admit ... I stopped and went skinny-dipping; otherwise I would be a little faster. But it was refreshing."
durée : 00:04:53 - Tanguy Pastureau maltraite l'info - par : Tanguy Pastureau - En Inde, le ministre des transports songe à remplacer les sirènes de la police et des ambulances par des airs de flute. Tanguy est loin d'être convaincu...
We've got some potentially feisty games on the board this weekend, especially in the SEC and B1G; bonus roasting of Texas A&M shenanigans! Games picked = Texas vs Oklahoma, Arkansas @ Ole Miss, Georgia @ Auburn, Penn State @ Iowa, and Michigan @ Nebraska.
Long time anti-hunger advocate Diane Sullivan from Massachusetts joins Jenny Schweigert and myself today with update on the Ballot initiatives enacted by the elites and how that impacts every day consumers food cost.
About JasonJason is now the Managing Director at Redpoint Ventures.Links: GitHub: https://github.com/ @jasoncwarner: https://twitter.com/jasoncwarner GitHub: https://github.com/jasoncwarner Jasoncwarner/ama: https://github.com/jasoncwarner/ama TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate: is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards, while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other, which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at Honeycomb.io/screaminginthecloud. Observability, it's more than just hipster monitoring.Corey: This episode is sponsored in part by Liquibase. If you're anything like me, you've screwed up the database part of a deployment so severely that you've been banned from touching every anything that remotely sounds like SQL, at at least three different companies. We've mostly got code deployments solved for, but when it comes to databases we basically rely on desperate hope, with a roll back plan of keeping our resumes up to date. It doesn't have to be that way. Meet Liquibase. It is both an open source project and a commercial offering. Liquibase lets you track, modify, and automate database schema changes across almost any database, with guardrails to ensure you'll still have a company left after you deploy the change. No matter where your database lives, Liquibase can help you solve your database deployment issues. Check them out today at liquibase.com. Offer does not apply to Route 53.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I'm joined this week by Jason Warner, the Chief Technology Officer at GifHub, although he pronounces it differently. Jason, welcome to the show.Jason: Thanks, Corey. Good to be here.Corey: So, GitHub—as you insist on pronouncing it—is one of those companies that's been around for a long time. In fact, I went to a training conducted by one of your early folks, Scott Chacon, who taught how Git works over the course of a couple of days, and honestly, I left more confused than I did when I entered. It's like, “Oh, this is super awful. Good thing I'll never need to know this because I'm not really a developer.” And I'm still not really a developer and I still don't really know how Git works, but here we are.And it's now over a decade later; you folks have been acquired by Microsoft, and you are sort of the one-stop-shop, from the de facto perspective of, “I'm going to go share some code with people on the internet. I'll use GitHub to do it.” Because, you know, copying and pasting and emailing Microsoft Word documents around isn't ideal.Jason: That is right. And I think that a bunch of things that you mentioned there, played into, you know, GitHub's early and sustained success. But my God, do you remember the old days when people had to email tar files around or drop them in weird spots?Corey: What the hell do you mean, by, “Old days?” It still blows my mind that the Linux kernel is managed by—they use Git, obviously. Linus Torvalds did write Git once upon a time—and it has the user interface you would expect for that. And the way that they collaborate is not through GitHub or anything like that. No, they use Git to generate patches, which they then email to the mailing list. Which sounds like I'm making it up, like, “Oh, well, yeah, tell another one, but maybe involve a fax machine this time.” But no, that is actually what they do.Jason: It blew my mind when I saw that, too, by the way. And you realize, too, that workflows are workflows, and people will build interesting workflows to solve their use case. Now, obviously, anyone that you would be talking to in 2021, if you walked in and said, “Yeah, install Git. Let's set up an email server and start mailing patches to each other and we're going to do it this way.” They would just kind of politely—or maybe impolitely—show you out of the room, and rightfully [laugh] so. But it works for one of the most important software projects in history: Linux.Corey: Yeah, and it works almost in spite of itself to some extent. You've come a long way as a company because initially, it was, “Oh, there's this amazing, decentralized version control system. How do we make it better? I know, we're going to take off the decentralized part of it and give it a central point that everything can go through.” And collaboratively, it works well, but I think that viewing GitHub as a system that is used to sell free Git repositories to people is rather dramatically missing the point. It feels like it's grown significantly beyond just code repository hosting. Tell me more about that.Jason: Absolutely. I remember talking to a bunch of folks right around when I was joining GitHub, and you know, there was still talk about GitHub as, you know, GitHub for lawyers, or GitHub for doctors, or what could you do in a different way? And you know, social coding as an aspect, and maybe turning into a social network with a resume. And all those things are true to a percentage standpoint. But what GitHub should be in the world is the world's most important software development platform, end-to-end software development platform.We obviously have grown a bunch since me joining in that way which we launched dependency management packages, Actions with built-in CI, we've got some deployment mechanisms, we got advanced security underneath it, we've Codespaces in beta and alpha on top of it now. But if you think about GitHub as, join, share, and see other people's code, that's evolution one. If you see it as world's largest, maybe most developed software development platform, that's evolution two, and in my mind, its natural place where it should be, given what it has done already in the world, is become the world's most important software company. I don't mean the most profitable. I just mean the most important.Corey: I would agree. I had a blog post that went up somewhat recently about the future of cloud being Microsoft's to lose. And it's not because Azure is the best cloud platform out there, with respect, and I don't need you to argue the point. It is very clearly not. It is not like other clouds, but I can see a path to where it could become far better than it is.But if I'm out there and I'm just learning how to write code—because I make terrible life choices—and I go to a boot camp or I follow a tutorial online or I take a course somewhere, I'm going to be writing code probably using VS Code, the open-source editor that you folks launched after the acquisition. And it was pretty clear that Atom wasn't quite where the world was going. Great. Then I'm going to host it on GitHub, which is a natural evolution. Then you take a look at things like GitHub Actions that build in CI/CD pipelines natively.All that's missing is a ‘Deploy to Azure' button that is the next logical step, and you're mostly there for an awful lot of use cases. But you can't add that button until Azure itself gets better. Done right, this has the potential to leave, effectively, every other cloud provider in the dust because no one can touch this.Jason: One hundred percent. I mean, the obvious thing that any other cloud should be looking at with us—or should have been before the acquisition, looking at us was, “Oh, no, they could jump over us. They could stop our funnel.” And I used internal metrics when I was talking to them about partnership that led to the sale, which was I showed them more about their running business than they knew about themselves. I can tell them where they were stacked-ranked against each other, based on the ingress and egress of all the data on GitHub, you know, and various reactions to that in those meetings was pretty astounding.And just with that data alone, it should tell you what GitHub would be capable of and what Azure would be capable of in the combination of those two things. I mean, you did mention the ‘Deploy to Azure' button; this has been a topic, obviously, pre and post-acquisition, which is, “When is that coming?” And it was the one hard rule I set during the acquisition was, there will be no ‘Deploy to Azure' button. Azure has to earn the right to get things deployed to, in my opinion. And I think that goes to what you're saying is, if we put a ‘Deploy to Azure' button on top of this and Azure is not ready for that, or is going to fail, ultimately, that looks bad for all of us. But if it earned the right and it gets better, and it becomes one of those, then, you know, people will choose it, and that is, to me, what we're after.Corey: You have to choose the moment because if you do it too soon, you'll set the entire initiative back five years. Do it too late, and you get leapfrogged. There's a golden window somewhere and finding it is going to be hard. And I think it's pretty clear that the other hyperscalers in this space are learning, or have learned, that the next 10 years of cloud or 15 years of cloud or whatever they want to call it, and the new customers that are going to come are not the same as the customers that have built the first half of the business. And they're trying to wrap their heads around that because a lot of where the growth is going to come from is established blue chips that are used to thinking in very enterprise terms.And people think I'm making fun of them when I say this, but Microsoft has 40 years' experience apologizing to enterprises for computer failures. And that is fundamentally what cloud is. It's about talking computers to business executives because as much as we talk about builders, that is not the person at an established company with an existing IT estate, who gets to determine where $50 million a year in cloud-spend is going to go.Jason: It's [laugh] very, [laugh] very true. I mean, we've entered a different spot with cloud computing in the bell curve of adoption, and if you think that they will choose the best technology every time, well, history of computing is littered with better technologies that have failed because the distribution was better on one side. As you mentioned, Microsoft has 40 years, and I wager that Microsoft has the best sales organizations and the best enterprise accounts and, you know, all that sort of stuff, blah, blah, blah, on that side of the world than anyone in the industry. They can sell to enterprises better than almost anyone in the industry. And the other hyperscalers—there's a reason why [TK 00:08:34] is running Google Cloud right now. And Amazon, classically, has been very, very bad assigned to the enterprises. They just happened to be the first mover.Corey: In the early days, it was easy. You'd have an Amazon salesperson roll up to a company, and the exec would say, “Great, why should we consider running things on AWS?” And the answer was, “Oh, I'm sorry, wrong conversation. Right now you have 80 different accounts scattered throughout your org. I'm just here to help you unify them, get some visibility into it, and possibly give you a discount along the way.” And it was a different conversation. Shadow IT was the sole driver of cloud adoption for a long time. That is no longer true. It has to go in the front door, and that is a fundamental shift in how you go to market.Jason: One hundred percent true, and it's why I think that Microsoft has been so successful with Azure, in the last, let's call it five years in that, is that the early adopters in the second wave are doing that; they're all enterprise IT, enterprise dev shops who are buying from the top down. Now, there is still the bottoms-up adoption that going to be happening, and obviously, bottom-up adoption will happen still going forward, but we've entered the phase where that's not the primary or sole mechanism I should say. The sole mechanism of buying in. We have tops-down selling still—or now.Corey: When Microsoft announced it was acquiring GitHub, there was a universal reaction of, “Oh, shit.” Because it's Microsoft; of course they're going to ruin GitHub. Is there a second option? No, unless they find a way to ruin it twice. And none of it came to pass.It is uniformly excellent, and there's a strong argument that could be made by folks who are unaware of what happened—I'm one of them, so maybe I'm right, maybe I'm wrong—that GitHub had a positive effect on Microsoft more than Microsoft had an effect on GitHub. I don't know if that's true or not, but I could believe it based upon what I've seen.Jason: Obviously, the skepticism was well deserved at the time of acquisition, let's just be honest with it, particularly given what Microsoft's history had been for about 15—well, 20 years before, previous to Satya joining. And I was one of those people in the late '90s who would write ‘M$' in various forums. I was 18 or 19 years old, and just got into—Corey: Oh, hating Microsoft was my entire personality.Jason: [laugh]. And it was, honestly, well-deserved, right? Like, they had anti-competitive practices and they did some nefarious things. And you know, I talked about Bill Gates as an example. Bill Gates is, I mean, I don't actually know how old he is, but I'm going to guess he's late '50s, early '60s, but he's basically in the redemption phase of his life for his early years.And Microsoft is making up for Ballmer years, and later Gates years, and things of that nature. So, it was well-deserved skepticism, and particularly for a mid-career to older-career crowd who have really grown to hate Microsoft over that time. But what I would say is, obviously, it's different under Satya, and Scott, and Amy Hood, and people like that. And all we really telling people is give us a chance on this one. And I mean, all of us. The people who were running GitHub at the time, including myself and, you know, let Scott and Satya prove that they are who they say they are.Corey: It's one of those things where there's nothing you could have said that would have changed the opinion of the world. It was, just wait and see. And I think we have. It's now, I daresay, gotten to a point where Microsoft announces that they're acquiring some other beloved company, then people, I think, would extend a lot more credit than they did back then.Jason: I have to give Microsoft a ton of credit, too, on this one for the way in which they handled acquisitions, like us and others. And the reason why I think it's been so successful is also the reason why I think so many others die post-acquisition, which is that Microsoft has basically—I'll say this, and I know I won't get fired because it feels like it's true. Microsoft is essentially a PE holding company at this point. It is acquired a whole bunch of companies and lets them run independent. You know, we got LinkedIn, you got Minecraft, Xbox is its own division, but it's effectively its own company inside of it.Azure is run that way. GitHub's got a CEO still. I call it the archipelago model. Microsoft's the landmass underneath the water that binds them all, and finance, and HR, and a couple of other things, but for the most part, we manifest our own product roadmap still. We're not told what to go do. And I think that's why it's successful. If we're going to functionally integrate GitHub into Microsoft, it would have died very quickly.Corey: You clearly don't mix the streams. I mean, your gaming division writes a lot of interesting games and a lot of interesting gaming platforms. And, like, one of the most popularly played puzzle games in the world is a Microsoft property, and that is, of course, logging into a Microsoft account correctly. And I keep waiting for that to bleed into GitHub, but it doesn't. GitHub is a terrific SAML provider, it is stupidly easy to log in, it's great.And at some level, I wish that would bleed into other aspects, but you can't have everything. Tell me what it's like to go through an acquisition from a C-level position. Because having been through an acquisition before, the process looks a lot like a surprise all-hands meeting one day after the markets close and, “Listen up, idiots.” And [laugh] there we go. I have to imagine with someone in your position, it's a slightly different experience.Jason: It's definitely very different for all C-levels. And then myself in particular, as the primary driver of the acquisition, obviously, I had very privy inside knowledge. And so, from my position, I knew what was happening the entire time as the primary driver from the inside. But even so, it's still disconcerting to a degree because, in many ways, you don't think you're going to be able to pull it off. Like, you know, I remember the months, and the nights, and the weekends, and the weekend nights, and all the weeks I spent on the road trying to get all the puzzle pieces lined up for the Googles, or the Microsofts, or the eventually AWSs, the VMwares, the IBMs of the world to take seriously, just from a product perspective, which I knew would lead to, obviously, acquisition conversations.And then, once you get the call from the board that says, “It's done. We signed the letter of intent,” you basically are like, “Oh. Oh, crap. Okay, hang on a second. I actually didn't—I don't actually believe in my heart of hearts that I was going to actually be able to pull that off.” And so now, you probably didn't plan out—or at least I didn't. I was like, “Shit if we actually pulled this off what comes next?” And I didn't have that what comes next, which is odd for me. I usually have some sort of a loose plan in place. I just didn't. I wasn't really ready for that.Corey: It's got to be a weird discussion, too, when you start looking at shopping a company around to be sold, especially one at the scale of GitHub because you're at such a high level of visibility in the entire environment, where—it's the idea of would anyone even want to buy us? And then, duh, of course they would. And you look the hyperscalers, for example. You have, well, you could sell it to Amazon and they could pull another Cloud9, where they shove it behind the IAM login process, fail to update the thing meaningfully over a period of years, to a point where even now, a significant portion of the audience listening to this is going to wonder if it's a service I just made up; it sounds like something they might have done, but Cloud9 sounds way too inspired for an AWS service name, so maybe not. And—which it is real. You could go sell to Google, which is going to be awesome until some executive changes roles, and then it's going to be deprecated in short order.Or then there's Microsoft, which is the wild card. It's, well, it's Microsoft. I mean, people aren't really excited about it, but okay. And I don't think that's true anymore at all. And maybe I'm not being fair to all the hyperscalers there. I mean, I'm basically insulting everyone, which is kind of my shtick, but it really does seem that Microsoft was far and away the best acquirer possible because it has been transformative. My question—if you can answer it—is, how the hell did you see that beforehand? It's only obvious—even knowing what I know now—in hindsight.Jason: So, Microsoft was a target for me going into it, and the reason why was I thought that they were in the best overall position. There was enough humility on one side, enough hubris on another, enough market awareness, probably, organizational awareness to, kind of, pull it off. There's too much hubris on one side of the fence with some of the other acquirers, and they would try to hug us too deeply, or integrate us too quickly, or things of that nature. And I think it just takes a deep understanding of who the players are and who the egos involved are. And I think egos has actually played more into acquisitions than people will ever admit.What I saw was, based on the initial partnership conversations, we were developing something that we never launched before GitHub Actions called GitHub Launch. The primary reason we were building that was GitHub launches a five, six-year journey, and it's got many, many different phases, which will keep launching over the next couple of years. The first one we never brought to market was a partnership between all of the clouds. And it served a specific purpose. One, it allowed me to get into the room with the highest level executive at every one of those companies.Two allow me to have a deep economic conversation with them at a partnership level. And three, it allowed me to show those executives that we knew what GitHub's value was in the world, and really flip the tables around and say, “We know what we're worth. We know what our value is in the world. We know where we sit from a product influence perspective. If you want to be part of this, we'll allow it.” Not, “Please come work with us.” It was more of a, “We'll allow you to be part of this conversation.”And I wanted to see how people reacted to that. You know how Amazon reacted that told me a lot about how they view the world, and how Google reacted to that showed me exactly where they viewed it. And I remember walking out of the Google conversation, feeling a very specific way based upon the reaction. And you know, when I talked to Microsoft, got a very different feel and it, kind of, confirmed a couple of things. And then when I had my very first conversation with Nat, who have known for a while before that, I realized, like, yep, okay, this is the one. Drive hard at this.Corey: If you could do it all again, would you change anything meaningful about how you approached it?Jason: You know, I think I got very lucky doing a couple of things. I was very intentional aspects of—you know, I tried to serendipitously show up, where Diane Greene was at one point, or a serendipitously show up where Satya or Scott Guthrie was, and obviously, that was all intentional. But I never sold a company like this before. The partnership and the product that we were building was obviously very intentional. I think if I were to go through the sale, again, I would probably have tried to orchestrate at least one more year independent.And it's not—for no other reason alone than what we were building was very special. And the world sees it now, but I wish that the people who built it inside GitHub got full credit for it. And I think that part of that credit gets diffused to saying, “Microsoft fixed GitHub,” and I want the people inside GitHub to have gotten a lot more of that credit. Microsoft obviously made us much better, but that was not specific to Microsoft because we're run independent; it was bringing Nat in and helping us that got a lot of that stuff done. Nat did a great job at those things. But a lot of that was already in play with some incredible engineers, product people, and in particular our sales team and finance team inside of GitHub already.Corey: When you take a look across the landscape of the fact that GitHub has become for a certain subset of relatively sad types of which I'm definitely one a household name, what do you think the biggest misconception about the company is?Jason: I still think the biggest misconception of us is that we're a code host. Every time I talk to the RedMonk folks, they get what we're building and what we're trying to be in the world, but people still think of us as SourceForge-plus-plus in many ways. And obviously, that may have been our past, but that's definitely not where we are now and, for certain, obviously, not our future. So, I think that's one. I do think that people still, to this day, think of GitLab as one of our main competitors, and I never have ever saw GitLab as a competitor.I think it just has an unfortunate naming convention, as well as, you know, PRs, and MRs, and Git and all that sort of stuff. But we take very different views of the world in how we're approaching things. And then maybe the last thing would be that what we're doing at the scale that we're doing it as is kind of easy. When I think that—you know, when you're serving almost every developer in the world at this point at the scale at which we're doing it, we've got some scale issues that people just probably will never thankfully encounter for themselves.Corey: Well, everyone on Hacker News believes that they will, as soon as they put up their hello world blog, so Kubernetes is the only way to do anything now. So, I'm told.Jason: It's quite interesting because I think that everything breaks at scale, as we all know about from the [hyperclouds 00:20:54]. As we've learned, things are breaking every day. And I think that when you get advice, either operational, technical, or managerial advice from people who are running 10 person, 50 person companies, or X-size sophisticated systems, it doesn't apply. But for whatever reason, I don't know why, but people feel inclined to give that feedback to engineers at GitHub directly, saying, “If you just…” and in many [laugh] ways, you're just like, “Well, I think that we'll have that conversation at some point, you know, but we got a 100-plus-million repos and 65 million developers using us on a daily basis.” It's a very different world.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance accelerator for the Oracle MySQL Database Service. Although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLTP and OLAP, don't ask me to ever say those acronyms again, workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: One of the things that I really appreciate personally because, you know, when you see something that company does, it's nice to just thank people from time to time, so I'm inviting the entire company on the podcast one by one, at some point, to wind up thanking them all individually for it, but Codespaces is one of those things that I think is transformative for me. Back in the before times, and ideally the after times, whenever I travel the only computer I brought with me for a few years now has been an iPad or an iPad Pro. And trying to get an editor on that thing that works reasonably well has been like pulling teeth, my default answer has just been to remote into an EC2 instance and use vim like I have for the last 20 years. But Code is really winning me over. Having to play with code-server and other things like that for a while was obnoxious, fraught, and difficult.And finally, we got to a point where Codespaces was launched, and oh, it works on an iPad. This is actually really slick. I like this. And it was the thing that I was looking for but was trying to have to monkey patch together myself from components. And that's transformative.It feels like we're going back in many ways—at least in my model—to the days of thin clients where all the heavy lifting was done centrally on big computers, and the things that sat on people's desks were mostly just, effectively, relatively simple keyboard, mouse, screen. Things go back and forth and I'm sure we'll have super powerful things in our pockets again soon, but I like the interaction model; it solves for an awful lot of problems and that's one of the things that, at least from my perspective, that the world may not have fully wrapped it head around yet.Jason: Great observation. Before the acquisition, we were experimenting with a couple of different editors, that we wanted to do online editors. And same thing; we were experimenting with some Action CI stuff, and it just didn't make sense for us to build it; it would have been too hard, there have been too many moving parts, and then post-acquisition, we really love what the VS Code team was building over there, and you could see it; it was just going to work. And we had this one person, well, not one person. There was a bunch of people inside of GitHub that do this, but this one person at the highest level who's just obsessed with make this work on my iPad.He's the head of product design, his name's Max, he's an ex-Heroku person as well, and he was just obsessed with it. And he said, “If it works on my iPad, it's got a chance to succeed. If it doesn't work on my iPad, I'm never going to use this thing.” And the first time we booted up Codespaces—or he booted it up on the weekend, working on it. Came back and just, “Yep. This is going to be the one. Now, we got to work on those, the sanding the stones and those fine edges and stuff.”But it really does unlock a lot for us because, you know, again, we want to become the software developer platform for everyone in the world, you got to go end-to-end, and you got to have an opinion on certain things, and you got to enable certain functionality. You mentioned Cloud9 before with Amazon. It was one of the most confounding acquisitions I've ever seen. When they bought it I was at Heroku and I thought, I thought at that moment that Amazon was going to own the next 50 years of development because I thought they saw the same thing a lot of us at Heroku saw, and with the Cloud9 acquisition, what they were going to do was just going to stomp on all of us in the space. And then when it didn't happen, we just thought maybe, you know, okay, maybe something else changed. Maybe we were wrong about that assumption, too. But I think that we're on to it still. I think that it just has to do with the way you approach it and, you know, how you design it.Corey: Sorry, you just said something that took me aback for a second. Wait, you mean software can be designed? It's not this emergent property of people building thing on top of thing? There's actually a grand plan behind all these things? I've only half kidding, on some level, where if you take a look at any modern software product that is deployed into the world, it seems impossible for even small aspects of it to have been part of the initial founding design. But as a counterargument, it would almost have to be for a lot of these things. How do you square that circle?Jason: I think you have to, just like anything on spectrums and timelines, you have to flex at various times for various things. So, if you think about it from a very, very simple construct of time, you just have to think of time horizons. So, I have an opinion about what GitHub should look like in 10 years—vaguely—in five years much more firmly, and then very, very concretely, for the next year, as an example. So, a lot of the features you might see might be more emergent, but a lot of long-term work togetherness has to be loosely tied together with some string. Now, that string will be tightened over time, but it loosely has to see its way through.And the way I describe this to folks is that you don't wake up one day and say, “I'm going on vacation,” and literally just throw a finger on the map. You have to have some sort of vague idea, like, “Hey, I want to have a beach vacation,” or, “I want to have an adventure vacation.” And then you can kind of pick a destination and say, “I'm going to Hawaii,” or, “I'm going to San Diego.” And if you're standing on the East Coast knowing you're going to San Diego, you basically know that you have to just start marching west, or driving west, or whatever. And now, you don't have to have the route mapped out just yet, but you know that hey, if I'm going due southeast, I'm off course, so how do I reorient to make sure I'm still going in the right direction?That's basically what I think about as high-level, as scale design. And it's not unfair to say that a lot of the stuff is not designed today. Amazon is very famous for not designing anything; they design a singular service. But there's no cohesiveness to what Amazon—or AWS specifically, I should say, in this case—has put out there. And maybe that's not what their strategy is. I don't know the internal workings of them, but it's very clear.Corey: Well, oh, yeah. When I first started working in the AWS space and looking through the console, it like, “What is this? It feels like every service's interface was designed by a different team, but that would—oh…” and then the light bulb went on. Yeah. You ship your culture.Jason: It's exactly it. It works for them, but I think if you're going to try to do something very, very, very different, you know, it's going to look a certain way. So, intentional design, I think, is part of what makes GitHub and other products like it special. And if you think about it, you have to have an end-to-end view, and then you can build verticals up and down inside of that. But it has to work on the horizontal, still.And then if you hire really smart people to build the verticals, you get those done. So, a good example of this is that I have a very strong opinion about the horizontal workflow nature of GitHub should look like in five years. I have a very loose opinion about what the matrix build system of Actions looks like. Because we have very, very smart people who are working on that specific problem, so long as that maps back and snaps into the horizontal workflows. And that's how it can work together.Corey: So, when you look at someone who is, I don't know, the CTO of a wildly renowned company that is basically still catering primarily to developers slash engineers, but let's be honest, geeks, it's natural to think that, oh, they must be the alpha geek. That doesn't really apply to you from everything I've been able to uncover. Am I just not digging deeply enough, or are you in fact, a terrible nerd?Jason: [laugh]. I am. I'm a terrible nerd. I am a very terrible nerd. I feel very lucky, obviously, to be in the position I'm in right now, in many ways, and people call me up and exactly that.It's like, “Hey, you must be king of the geeks.” And I'm like, “[laugh], ah, funny story here.” But um, you know, I joke that I'm not actually supposed to be in tech in first place, the way I grew up, and where I did, and how, I wasn't supposed to be here. And so, it's serendipitous that I am in tech. And then turns out I had an aptitude for distributed systems, and complex, you know, human systems as well. But when people dig in and they start talking about topics, I'm confounded. I never liked Star Wars, I never like Star Trek. Never got an anime, board games, I don't play video games—Corey: You are going to get letters.Jason: [laugh]. When I was at Canonical, oh, my goodness, the stuff I tried to hide about myself, and, like, learn, like, so who's this Boba Fett dude. And, you know, at some point, obviously, you don't have to pretend anymore, but you know, people still assume a bunch stuff because, quote, “Nerd” quote, “Geek” culture type of stuff. But you know, some interesting facts that people end up being surprised by with me is that, you know, I was very short in high school and I grew in college, so I decided that I wanted to take advantage of my newfound height and athleticism as you grow into your body. So, I started playing basketball, but I obsessed over it.I love getting good at something. So, I'd wake up at four o'clock in the morning, and go shoot baskets, and do drills for hours. Well, I got really good at it one point, and I end up playing in a Pro-Am basketball game with ex-NBA Harlem Globetrotter legends. And that's just not something you hear about in most engineering circles. You might expect that out of a salesperson or a marketing person who played pro ball—or amateur ball somewhere, or college ball or something like that. But not someone who ends up running the most important software company—from a technical perspective—in the world.Corey: It's weird. People counterintuitively think that, on some level, that code is the answer to all things. And that, oh, all this human interaction stuff, all the discussions, all the systems thinking, you have to fit a certain profile to do that, and anyone outside of that is, eh, they're not as valuable. They can get ignored. And we see that manifesting itself in different ways.And even if we take a look at people whose profess otherwise, we take a look at folks who are fresh out of a boot camp and don't understand much about the business world yet; they have transformed their lives—maybe they're fresh out of college, maybe didn't even go to college—and 18 weeks later, they are signing up for six-figure jobs. Meanwhile, you take a look at virtually any other business function, in order to have a relatively comparable degree of earning potential, it takes years of experience and being very focused on a whole bunch of other things. There's a massive distortion around technical roles, and that's a strange and difficult thing to wrap my head around. But as you're talking about it, it goes both ways, too. It's the idea of, “Oh, I'll become technical than branch into other things.” It sounded like you started off instead with a non-technical direction and then sort of adopted that from other sides. Is that right, or am I misremembering exactly how the story unfolds?Jason: No, that's about right. People say, “Hey, when did I start programming?” And it's very in vogue, I think, for a lot of people to say, “I started programming at three years old,” or five years old, or whatever, and got my first computer. I literally didn't get my first computer until I was 18-years-old. And I started programming when I got to a high school co-op with IBM at 17.It was Lotus Notes programming at the time. Had no exposure to it before. What I did, though, in college was IBM told me at the time, they said, “If you get a computer science degree will guarantee you a job.” Which for a kid who grew up the way I grew up, that is manna from heaven type of deal. Like, “You'll guarantee me a job inside where don't have to dig ditches all day or lay asphalt? Oh, my goodness. What's computer science? I'll go figure it out.”And when I got to school, what I realized was I was really far behind. Everyone was that ubergeek type of thing. So, what I did is I tried to hack the system, and what I said was, “What is a topic that nobody else has an advantage on from me?” And so I basically picked the internet because the internet was so new in the mid-'90s that most people were still not fully up to speed on it. And then the underpinnings in the internet, which basically become distributed systems, that's where I started to focus.And because no one had a real advantage, I just, you know, could catch up pretty quickly. But once I got into computers, it turned out that I was probably a very average developer, maybe even below average, but it was the system's thinking that I stood out on. And you know, large-scale distributed systems or architectures were very good for me. And then, you know, that applies not, like, directly, but it applies decently well to human systems. It's just, you know, different types of inputs and outputs. But if you think about organizations at scale, they're barely just really, really, really complex and kind of irrational distributed systems.Corey: Jason, thank you so much for taking the time to speak with me today. If people want to learn more about who you are, what you're up to, how you think about the world, where can they find you?Jason: Twitter's probably the best place at this point. Just @jasoncwarner on Twitter. I'm very unimaginative. My name is my GitHub handle. It's my Twitter username. And that's the best place that I, kind of, interact with folks these days. I do an AMA on GitHub. So, if you ever want to ask me anything, just kind of go to jasoncwarner/ama on GitHub and drop a question in one of the issues and I'll get to answering that. Yeah, those are the best spots.Corey: And we will, of course, include links to those things in the [show notes 00:33:52]. Thank you so much for taking the time to speak with me today. I really appreciate it.Jason: Thanks, Corey. It's been fun.Corey: Jason Warner, Chief Technology Officer at GitHub. 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 in your podcast platform of choice anyway, along with a comment that includes a patch.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.
We venture back to Arizona for more fun along Route 66 including visiting the historic town of Seligman, Williams and Oatman and pay a visit to the incomparable Grand Canyon. But we are also quite surprised by Bearizona and have some other fun side trips on our journey to share. Plus Tony reviews Rad Power Bikes Rad Mini 2 step-thru bike - is this a great gadget for RVers? The StressLess Camping podcast is a weekly show with information, tips and tricks to help every RVer and camper enjoy some StressLess Camping.
In today’s subscriber-supported Public Service Announcement:The Charlottesville Area Tree Stewards continues to offer classes and events this fall and winter to increase your awareness of our wooden neighbors and to prepare for the future. On October 19, there’s a free class on the Selection, Planting, and Care of Trees from 7 p.m. to 8:30 p.m. (register) In early November, there is a three part class on Winter Invasive Plant Identification and Treatment. Information on all the classes and the group can be found at www.charlottesvilleareatreestewards.org. On today’s show:Updates on regional transportation studies and issues from the Regional Transit PartnershipA 250-unit apartment complex is in the works along Rio Road in Albemarle CountyMaterials are available for the October 12 Cville Plans Together hearingCharlottesville has been awarded $153,000 in RGGI money for flood mitigation along Moores CreekThe percent positivity for COVID-19 has further dropped to 8.3 percent, but the number of new cases reported increased by 3,919. Another 50 new deaths were reported over night for a cumulative total of 12,999 since the pandemic began. There are another 100 cases reported in the Blue Ridge Health District today. Plans have been submitted in Albemarle County for a 250-unit apartment complex on Rio Road. According to the application for a rezoning prepared by Collins Engineering, the Heritage on Rio would consist of seven buildings and a clubhouse on 8.23 acres of land. The properties are all zoned R-6 and the application is for a rezoning to Planned Residential Development (PRD). There are currently four single family homes that would be removed to make way for the development. “At just over half a mile from the Route 29/ Rio Road intersection, the proposed community would be within walking distance to many conveniences, including the numerous retail shops and offices in the Berkmar Crossing commercial area, several grocery stores, the Northside Library, and the large number of destinations surrounding the Rio/ 29 Intersection, including CVS Drugstore, Fashion Square Mall, Rio Hill Shopping Center, and Albemarle Square Shopping Center,” reads the application. The developer is G W Real Estate Partners. The project will also have to go before the county’s Architectural Review Board because Rio Road is an entrance corridor. Materials are now available for the October 12 public hearing for the Charlottesville Comprehensive Plan, one of three tasks the firm Rhodeside & Harwell is conducting for the city as part of the Cville Plans Together initiative. The City Council and Planning Commission will hold a joint hearing on October 12, but now they’ll also hold a two hour discussion on the plan update the day before from noon to 2 p.m. The draft Comprehensive Plan and the Future Land Use Map are available for review now. The document is 118 pages long and this is the first time the entire draft has been put together with its eleven chapters and several appendices. Take a look at the materials here. The professionalization of fire and EMS calls in Albemarle County reached a new stage Monday when the Ivy and Pantops stations began 24-hour service and two other milestones were met.“An ambulance moved to the East Rivanna station to implement cross-staffing, and a daytime fire engine went into service at the Pantops station on Mondays,” wrote Abbey Stumpf, Albemarle’s public safety information officer, in a press release this morning. The Pantops fire engine will be the first to operate out of a station that was built on land donated to the county earlier this century. For the past 18 months, Albemarle has been implementing an initiative to hire more personnel funded in part through a $1.9 million grant from the Federal Emergency Management Agency as well as investments approved by the Board of Supervisors. In all, Albemarle has hired 22 public safety workers in the past 18 months. Earlier this year, Virginia joined the Regional Greenhouse Gas Initiative, a multi-state program that places caps on the amount of carbon emissions for many industries. If companies exceed their limits, they have to purchase credits. Revenues go to state governments for programs such as the Virginia Community Flood Preparedness Fund, which is to receive 45 percent of the RGGI funds. So far, Virginia has received $142 million over three auctions. Charlottesville will receive $153,500 from the fund to pay for a plan to prepare the Moores Creek Watershed for the floodings. That’s part of $7.8 million in grants announced yesterday by Governor Ralph Northam. The funds are distributed by the Virginia Department of Conservation and Recreation, an agency that is also working on a master plan for coastal resilience in Virginia. Most of the funding is going to localities either on the coast or much closer. However, Charlottesville is not the westernmost recipient. The city of Winchester will receive $65,040 for a resilience plan and Buchanan County will receive $387,500 for “plans and capacity building” and that’s enough money for them to hire a consultant. Charlottesville will use the money to create a two-dimensional hydraulic model for the Moores Creek watershed within city limits. Andrea Henry, the city’s water resources protection administrator. "2D modeling has the ability to identify drainage issues for our inlets, pipes, ditches, and streams across the entire City using the same methodology and analyses for a variety of storm scenarios," said Henry. "We can use the results of this model to predict when our streets, sidewalks, homes, businesses, and critical infrastructure will be susceptible to flooding with the types of storms we see now and may see in the future due to our changing climate."Speaking of the draft Comprehensive Plan, water resources protection is covered in Goal 3 of Chapter 7, Environment, Climate, and Food Equity. “Charlottesville will be an environmental leader, with healthy air, water, and ecosystems, as well as ample, high-quality, and accessible open space and natural areas, and a preserved and enhanced tree canopy,” reads the community vision statement for the chapter. “The Rivanna River and other waterbodies will be celebrated and protected, and environmentally-sound community access will be enhanced.”Read the rest of the recipients here. You’re listening to Charlottesville Community Engagement. In today’s second Substack-fueled shout-out, Code for Charlottesville is seeking volunteers with tech, data, design, and research skills to work on community service projects. Founded in September 2019, Code for Charlottesville has worked on projects with the Legal Aid Justice Center, the Charlottesville Fire Department, and the Charlottesville Office of Human Rights. Visit codeforcville.org to learn about those projects. We are now six days into Try Transit Month, an effort to encourage people to consider using fixed-route or on-demand service to get around the community. It has now been 13 days since the Jefferson Area Regional Transit Partnership met on September 23 Since October 2017, the advisory body run by the Thomas Jefferson Planning District has served as a clearinghouse for different providers. Karen Davis is the interim director of Jaunt and she stated one of the biggest challenges facing all bus fleets. “The driver shortage continues,” Davis said. “Jaunt is going to move to match [University Transit Service] and [Charlottesville Area Transit’s] recruiting and retaining bonus programs to try to entice more people into the door.Jim Foley, the director of pupil transportation for Albemarle County, could not give an update at the meeting because he was driving a school bus. Becca White, the director of Parking and Transportation at UVA, said ridership is rebounding following the pandemic. “We are up to about 8,000 riders a day on our system,” White said. “Three thousand of those are employees and the rest are students.”That’s down from pre-COVID levels of around 12,000 to 15,000 a day while school was in session.“During the height of COVID it was 3,000 to 4,000 passengers a day.” White said. One of the steps UTS has taken to make efficient use of their drivers has been to eliminate bus trips on McCormick Road through the heart of Grounds during the day. White said that might be one reason numbers have not rebounded as high. “We need to concentrate our transit trips from the end points in given the limited resources that we have,” White said. The free trolley-style bus operated by Charlottesville Area Transit has returned to McCormick Road. CAT has been fare-free since the beginning of the pandemic. CAT Director Garland Williams said he is hoping to keep it that way by applying for a Transit Ridership Incentive Program grant. “We applied for the TRIPS grant program with the state to keep CAT zero-fare for an additional three years,” Williams said.Williams said the planned route changes will not take place until January due to the driver shortage. Under the new alignment, Route 11 will go to the Center at Belvedere and there have been requests to make that change sooner. Williams said that would present problems. “If we were to make the adjustment to the Center now prior to making all of the adjustments, we would run the risk of individuals who are using the 11 missing their connections because it does take longer to get to the Center and get back,” Williams said. Williams said the timing will be correct when the changes are made. On September 1, the Afton Express began operation from Staunton to Charlottesville with a month of fare-free ridership. The service is operated by Brite, the transit service in the Staunton-Augusta-Waynesboro They’re now charging $3 each way. For the first three weeks, the service only carried about a dozen to 18 passengers each day, according to RideShare manager Sara Pennington.“We’re still looking to creep those numbers up but is still nice and early,” Pennington said. Pennington also discussed what the regional services are doing for Try Transit month. One thing is the usage of the hash tag ion Twitter #Busorbust.Albemarle County and the TJPDC are continuing work on a transit expansion study. The latest milestone is publication of a market and service analysis FourSquare ITP and Michael Baker International. (market and service analysis)“Ripe for service expansion, the US-29 corridor is the second busiest transit corridor in the region,” reads an overview of the study areas. “The Albemarle County Comprehensive Plan, adopted in 2015, outlines goals for increasing the supply of affordable housing for households with incomes between zero percent and 80 percent of area median income, through rezoning and incentives to developers.” The study also covers Pantops and Monticello. There will be a stakeholder meeting on October 22 from 9 a.m. to 11 a.m. and a public meeting on October 21st from 6 p.m. to 7:30 p.m. “Those will be going over the new alternatives or the draft alternatives that they are working on for each of the study areas,” said Lucinda Shannon, the TJPDC’s transportation manager. The TJPDC is also conducting a regional transit vision study. There’s a stakeholder meeting for that tomorrow at 9 a.m. The meeting can be watched live on their YouTube page. (watch)“And that’s going to be asking people to identify community goals around Charlottesville and what the community values and what they want to see,” Shannon said. You can also offer your views as part of a survey that’s on the project website. Before we go, let’s look at the draft Comprehensive Plan one more time. Transit is embedded in many chapters of the plan, including the land use chapter. But take a look at Chapter 6 and goals 5 and goals 6. Williams’ attempts to help CAT become fare-free are specifically embedded in Strategy 13.2:“Ensure that transit is financially accessible to all residents and those who work in the city, including low-income populations, the elderly, and those with disabilities.” This is a public episode. Get access to private episodes at communityengagement.substack.com/subscribe
Episode 537 of #LocationWeekly is out now! Today we talk about Uber Eats rolling out pumpkin delivery in 3 cities, Lancome debuting a virtual pop-up store in UK with ByondXR, Reveal Mobile acquiring MIRA, Kantar and Route joining forces on OOH measurement and Esty launching a virtual AR showroom with The Etsy House. Tune in now!
The happenings of the world seem to be in direct parallels to the global elites who are thinking the climate cyle is about to hit big time. No it is not man made climate change but how would they control your life if they told you the truth?
Several events in China bear watching: Overt threats to Taiwan; a new blockbuster film about the “War to Resist American Aggression” (the Korean War); and economic trouble might push China's government to find a distraction—like war to recover Taiwan. SkyWatchTV was banned by YouTube! Please follow SkyWatchTV on Rumble: www.rumble.com/skywatchtv 5) Ominous signs from China; 4) Attorney General tasks FBI with investigating parents who protest local school boards; 3) Pfizer scientists admit the company pursued vaccine instead of monoclonal antibody treatments because of money; 2) Facebook outage wipes out tens of billions in market value; 1) Franklin Graham's Route 66 tour leads thousands to Christ.
This episode is a regular Weekly Business Update. All revenue/profit numbers are inside the episode. Follow on Instagram: https://www.instagram.com/10millionjourney Want to sit down with Anatoly 1 on 1 ? Even though I keep saying I AM NOT A GURU, many of you ask to sit down and pick my brain. I have decided to do a 1h HELP calls. There are 2 purposes: 1st to support you in your journey and second also to be able to break even on the production of this podcast (each episode editing, marketing, guest research etc takes about $60 - $150 to produce). Now you can schedule 1h with me, and we can talk about launching products, hiring, product research, keywords, mindset, how I did an Ironman or anything at all. Link is here - https://calendly.com/anatolyspektor/anatoly-connsulting-1h ANATOLY's TOOLS: Product Development: Helim10 - I use it for Product Research, Keyword tracking and Listing Optimization . SPECIAL DEAL: Get 50% your first month or 10% every month: http://bit.ly/CORNERSIIH10 Pickfu - I use it for split testing all of my products and for validation ideas . SPECIAL DEAL: First split test 50% 0ff https://www.pickfu.com/10mj Trademarking: Trademark Angels - For all my trademarking needs. SPECIAL: Mention Anatoly and 10MJ podcast and get 10% Off your trademark. HR: Fiverr - I hire my 3dMockup person and images label designer here on Fiverr - http://bit.ly/10mjFIVERR Upwork - I hire people long term on Upwork - upwork.com Loom.com - for creating SOP's, I record everything on Loom and give to my VA's Keepa.com - to track historical data such as prices ANATOLY's 3 Favorite Business Books: DotCom Secrets by Russel Brunson - I think this is a must read for every online entrepreneurs - http://bit.ly/10MJDotCom 4 hours work week by Tim Ferriss - This book changed my life and made my become an entrepreneur - http://bit.ly/10MJ4WW The Greatest Salesman In The World by Og Mandino - Old book but it goes to the core of selling - http://bit.ly/10MJGREATSM DISCLAIMER: Some Links are affiliate, it costs you nothing, but helps to keep this podcast on the float I am doing more live interviews this year, to watch them: Follow 10MJ on https://www.fb.com/10millionjourney
John Bolin retired LEO and short term "investigator" for ASPCA really sheds light on the corruption that happens in the name of animal rights.
With the Lillipup days of summer now well behind them, the podcast titans are finally back with a whole new season, a new region, and brand spanking new ‘mon. Find out whose journeys you'll be following through Unova as Josh & Tanner introduce their new characters, set forth from Nuvema Town, give their first (well, Josh's second) impressions of the New York-themed landscape, and take on Striaton City's Gym Leaders: three battling brother-chefs, of course. Notes: Keep your Nosepasses clean and tidy with Manscaped, our first official sponsor! Get 20% off your order and free shipping with promo code EXPSHARE at Manscaped.com!
The discussion continues to be about how illegally the Southern Nevada Water Authority continues to operate ranching enterprises in Nevada. In addition the hunting and landowner relationships MUST improve.
As the internet was taking off, Michael McDermott would seemingly be in a great position for success. He was a computer genius and was writing software code for a leading technology company, Edgewater Technologies, located in what has been described as Boston's Silicon Valley, Route 128, the technology belt. The IRS and a car repo company were breathing down his neck and Mike suffered from extreme depression. All of this crashed to the surface just after Christmas 2000. Seven Co-workers were gunned down and Metro-Boston would be changed forever. Could this massacre have been prevented? Commonwealth v. McDermotthttps://bit.ly/3AclfUiABC Newshttps://abcn.ws/3iy9Jwu
Holmberg's Morning Sickness - Wednesday September 29, 2021