Podcast appearances and mentions of Scott Guthrie

Enjoy a variety of career tips & life lessons from finance leaders in this New Year compilation special.  This episode brings together some of the most insightful lessons and perspectives we've gleaned from past guests, covering everything from life wisdom to industry-specific strategies. You'll hear from an extraordinary lineup, including Sir Chris Hohn, Nicolai Tangen, Mathieu Chabran, David Neal, Ray Dalio, Baroness Dambisa Moyo, and Suyi Kim. But that's not all—we've also included insights from David Schwimmer, Ian Charles, Mark Delaney, Colm Kelleher, Marcie Frost, Anthony Scaramucci, Scott Guthrie, Emmanuel Roman, and Sir Tony Blair. We hope you find this useful! ​​The Money Maze Podcast is kindly sponsored by Schroders, World Gold Council, IFM Investors and LSEG. Sign up to our Newsletter | Follow us on LinkedIn | Watch on YouTube

A visit from one of Scott Guthrie's Ninja Army! Carl and Richard chat with Rob Conery about his latest work with Microsoft technologies, including a VS Code extension for Copilot to understand Postgres databases! Rob talks about spending time in other programming platforms besides .NET to expand his horizons, which led him to create a tool called Viper.NET, similar to the tool from the Go platform, to help manage configuration. The conversation also visits and revisits the impact of GitHub Copilot, now with a free tier, and how it is helping software developers - and generating controversy!

A visit from one of Scott Guthrie's Ninja Army! Carl and Richard chat with Rob Conery about his latest work with Microsoft technologies, including a VS Code extension for Copilot to understand Postgres databases! Rob talks about spending time in other programming platforms besides .NET to expand his horizons, which led him to create a tool called Viper.NET, similar to the tool from the Go platform, to help manage configuration. The conversation also visits and revisits the impact of GitHub Copilot, now with a free tier, and how it is helping software developers - and generating controversy!

Technological revolutions are by their nature rare events: the printing press, mobile telephony and the internet. The associated excitement can capture the imagination, spur a raft of associated breakthroughs, encourage investors to dream of extraordinary returns, yet their byproduct is often to create excessive short-term exuberance, and expectations that might be correct in time, but invariably expect too much, too soon. Scott Guthrie understands this space better than most, being a Microsoft lifer who has been at the epicentre of their success in Cloud and now AI, overseeing the development of both the Azure and Copilot products. Alongside Simon, the discussion is co-hosted by Rob Rooney.  Rob is the former CEO of Morgan Stanley International and was their Global Head of Technology and Operations. He now runs two fintech firms: HyperJar and Hyperlayer. Scott begins by explaining why investors & business alike should look beyond the typical 1-2 year timelines used in common AI narratives, and instead examine the potential 5-10 year outlook for the technology. He then shares some practical examples of how AI may cut costs & boost productivity for finance firms, why they've partnered with LSEG, and their reasons for building a staggering 500 new data centres globally! In the wide ranging interview recorded at the LSEG Tech Leaders Summit ,he covers the central questions surrounding AI: Is it really a new game changer? How will it play out? Will regulation stifle or stimulate progress? How does it recalibrate productivity? Do we even have the electricity to support it? And how is AI being integrated into the burgeoning cloud industry?  ​​The Money Maze Podcast is kindly sponsored bySchroders, IFM Investors and the World Gold Council. We're pleased to now announce our fourth sponsor: LSEG! Sign up to our Newsletter | Follow us on LinkedIn | Watch on YouTube

“Carlos” … dans le monde de la CIB, son prénom suffit à inspirer le respect.Et c'est la première fois que Carlos Gonçalves se raconte dans un podcast. Rien que ça justifie que vous vous jetiez sur cet épisode exceptionnel.Carlos a démarré tout en bas de l'échelle, tombant un peu par hasard dans le monde de l'IT bancaire dans les années 90 - un moment de tournant technologique majeur.Année après année, il développe son Leadership comme aucune autre personne que je connaisse.Devops, agilité à l'échelle, Crafstmanship, Cloud : il propulse l'IT de la Société Générale au plus haut niveau technologique mondial - avec des années d'avance sur la compétitition.Il s'appuie pour cela sur des partenariats incroyables : avec Jeff Sutherland (pape mondial du Scrum), Werner Voggels pour AWS, Solomon Hykes pour Docker, Scott Guthrie pour Azure

Scott Guthrie joins the show this week from Microsoft Build 2024 to discuss Microsoft being all-in on AI. From Copilot, to Azure AI and Prompty, to their developer first focus, leading GitHub, VS Code being the long bet that paid off, to the future of a doctor's bedside manner assisted with AI. Microsoft is all-in on AI and Build 2024's discussions and announcements proves it.

Scott Guthrie joins the show this week from Microsoft Build 2024 to discuss Microsoft being all-in on AI. From Copilot, to Azure AI and Prompty, to their developer first focus, leading GitHub, VS Code being the long bet that paid off, to the future of a doctor's bedside manner assisted with AI. Microsoft is all-in on AI and Build 2024's discussions and announcements proves it.

BUILDBUILD Book of news BOOSTquest EP31 - BUILD Book of NewsMicrosoft Build opening keynoteCopilot Learning HubMicrosoft Learn Challenge: Build EditionEvolving Microsoft Credentials for Dynamics 365Power Platform Well-Architected documentationUsing Power Platform to accelerate full-stack software development with Scott Durow and Marcell FerreiraNext generation AI for developers with the Microsoft Cloud with Scott Guthrie, Sarah Bird, Eric Boyd, Seth Juarez, John Lambert and Julia Liuson NewsPower Pages: Shopping Cart Series – Part 1: Search / Server-side Operations by namasi NaveretnamEmbed workflows in your Power BI Reports with Power Automate Visual (GA)Deploy pipelines as a service principal or pipeline ownerLet's Talk About Power Platform Pipelines David WyattModel Driven App Advanced Settings – New look by Thomas SandsørHandy MS Edge add-ons for developing Power Platform solutions by Anna Black Engineered Code: A Decade's Journey with Friends Nick DoelmaUlrikke AkerbækBe sure to subscribe so you don't miss a single episode of Power Platform BOOST!Thank you for buying us a coffee: buymeacoffee.comPodcast home page: https://powerplatformboost.comEmail: hello@powerplatformboost.comFollow us!Twitter: https://twitter.com/powerplatboost Instagram: https://www.instagram.com/powerplatformboost/ LinkedIn: https://www.linkedin.com/company/powerplatboost/ Facebook: https://www.facebook.com/profile.php?id=100090444536122 Mastodon: https://mastodon.social/@powerplatboost

Episode 54 of the Influencer Marketing Lab - a regular podcast tracking the growth spurts and growing pains of influencer marketing. Sign up for the companion newsletter The Creator Briefing.#AD The Influencer Marketing Lab is a paid partnership with Tagger by Sprout Social a global leader in revolutionizing how top brands and agencies harness data and analytics to drive creator and influencer marketing strategies. Sponsorship does not influence editorial content. This week Scott Guthrie is in conversation with Alex North, Head of Media, Measurement and Analytics across EMEA at Whalar.In this episode, they discuss:Whether measuring return on investment within creator marketing is evolving - and if so, how?Business metrics over vanity metricsHow marketers can best help brands navigate choice and challenges in quantifying impactMeasurement 'in the wild' digging into a case studyA look over the brow of the hill to the future of measurement within our industryUseful linksWhalar websiteWhalar on LinkedInWhalar Research - Creators Measure Up: Analyzing Their Impact on ResultsInfluencer Marketing Code of ConductAlex North on LinkedIn

In episode 168 of our SAP on Azure video podcast we talk about the recent events that happend. We start with SAP Teched 2023 in Bangalore and take a look at some of the key announcements. Then we switch continents and look at asug Tech Connector where Geoff Scott, Jürgen Müller from SAP and Scott Guthrie from Microsoft kicked off the event with a keynote. Then we quickly talk about the OpenAI DevDay before taking another closer look at Microsoft Ignite. Find all the links mentioned here: https://www.saponazurepodcast.de/episode168 Reach out to us for any feedback / questions: * Robert Boban: https://www.linkedin.com/in/rboban/ * Goran Condric: https://www.linkedin.com/in/gorancondric/ * Holger Bruchelt: https://www.linkedin.com/in/holger-bruchelt/ #Microsoft #SAP #Azure #SAPonAzure #SAPTeched #MSIgnite #asug #TechConnect ## Summary created by AI Key Topics: * SAP Teched: Holger shared his experience of attending SAP Teched in Bangalore and highlighted some of the key announcements from SAP, such as Jewel, generative AI hub, build process automation, edge integration cell, and HANA cloud vector capabilities. He also emphasized the strong collaboration between SAP and Microsoft on AI, integration, and data management. * ASUG Tech Connect: Goran and Holger discussed the ASUG Tech Connect event, where Scott Guthrie from Microsoft joined the keynote and showed the commitment to SAP customers. They also mentioned some of the research findings from ASUG on BTP adoption and usage, and some of the sessions on AI, UX, and skills. * Open AI Dev Day: Holger and Goran briefly talked about the Open AI Dev Day, where Satya Nadella also participated and showcased the partnership between Microsoft and Open AI. They mentioned some of the new features and demos from Open AI, such as GPT-4 Turbo, text-to-speech, and custom models. * Microsoft Ignite: Holger and Goran reviewed some of the news and announcements from Microsoft Ignite, where copilot was a dominant theme. They talked about how copilot can help with various scenarios, such as search, sales, security, and development. They also highlighted the integration of copilot with SAP, such as in Viva Learning, Azure Center for SAP Solutions, and Sentinel.

Episode 53 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing. Sign up for the companion newsletter The Creator Briefing.#AD The Influencer Marketing Lab is a paid partnership with Tagger by Sprout Social a global leader in revolutionizing how top brands and agencies harness data and analytics to drive creator and influencer marketing strategies. Sponsorship has no influence on editorial content. This week Scott Guthrie is in conversation with James Baldwin Global B2B Influence Lead at Ogilvy. We spend most of our time digging into Ogilvy's new report -  Influencing Business: The Global Rise of B2B Influencer Marketing - where we learn key takeaways including: 75% of B2B marketers are already working with influencers. Of those who aren't, most are planning to do so starting soon.We also learn about the power of employee advocacy and of the regional nuances within the sector. James also fills us in on some of his background including his time as an influencer in his own right creating a meme account lampooning golf stereotypes. The episode also name-checks two of James' colleagues. Rahul Titus, Global head of Influence at Ogilvy was my guest on episode 16Imogen Coles, UK Influence Lead and Managing Partner at Ogilvy was my guest on episode 28. Imogen is a creator in her own right under the Instagram profile oneslowsunday

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

Episode 52 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing. Sign up for the companion newsletter The Creator Briefing.#AD The Influencer Marketing Lab is a paid partnership with Tagger by Sprout Social a global leader in revolutionizing how top brands and agencies harness data and analytics to drive creator and influencer marketing strategies. Sponsorship has no influence on editorial content. This week Scott Guthrie is in conversation with Steph Money, VP of Client Services at ThisThat - a measurement and evaluation influencer marketing firm (sort of ... Steph will explain why this descriptor is only partially correct). In this episode, we discuss:Being a rising star after ten yearsHow intelligent naivety can cut through group thinkHow measurement and evaluation can be put into harness for go-to-market strategiesShowing the context behind the numbers when measuring awareness, consideration or conversionPerformance can be amplified by effectiveness can't Why the answer is never more data - data is the evidence needed to justify a recommendationWhy effective measurement of influencer marketing will become fundamental A call to standardise measurement within our sector

Episode 51 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing. Sign up for the companion newsletter The Creator Briefing.The Influencer Marketing Lab is a paid partnership with Tagger by Sprout Social a global leader in revolutionizing how top brands and agencies harness data and analytics to drive creator and influencer marketing strategies.This week Scott Guthrie is in conversation with Alice Audley, founder and CEO of bCreator -- a brand that you probably already know under its former name, Blogosphere.In this episode, we discuss:The rebadging after a decade from Blogosphere to bCreatorWhy in-person, face-to-face events are so important to building relationshipsHow we can ensure our category is effective without losing the essence of creator marketingAdvice for female-founded, female-led businesses.And what to expect from the bCreator Awards

Wes Miller, Research VP at Directions on Microsoft, joins Corey on Screaming in the Cloud to discuss the various intricacies and pitfalls of Microsoft licensing. Wes and Corey discuss what it's like to work closely with a company like Microsoft in your day-to-day career, while also looking out for the best interest of your mutual customers. Wes explains his history of working both at and with Microsoft, and the changes he's seen to their business models and the impact that has on their customers. About WesWes Miller analyzes and writes about Microsoft security, identity, and systems management technologies, as well as Microsoft product licensing.Before joining Directions on Microsoft in 2010, Wes was a product manager and development manager for several Austin, TX, start-ups, including Winternals Software, acquired by Microsoft in 2006. Prior to that, Wes spent seven years at Microsoft working as a program manager in the Windows Core Operating System and MSN divisions.Wes received a B.A. in psychology from the University of Alaska Fairbanks.Links Referenced: Directions on Microsoft Website: https://www.directionsonmicrosoft.com/ Twitter: https://twitter.com/getwired LinkedIn: https://www.linkedin.com/in/wmiller/ Directions on Microsoft Training: https://www.directionsonmicrosoft.com/training TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Welcome to Screaming in the Cloud, I'm Corey Quinn. So, I write a newsletter called Last Week in AWS, which has always felt like it's flying a little bit too close to the sun just because having AWSes name in the title of what I do feels like it's playing with copyright fire. It's nice periodically to talk to someone—again—who is in a similar boat. Wes Miller is a Research VP at Directions on Microsoft. To be clear, Directions on Microsoft is an analyst firm that talks primarily about Microsoft licensing and is not, in fact, part of Microsoft itself. Have I disclaimed that appropriately, Wes?Wes: You have. You have. And in fact, the company, when it was first born, was actually called Microsoft Directions. And they had a reasonably good relationship with Microsoft at the time and Microsoft cordially asked them, “Hey, could you at least reverse that so it corrects it in terms of trademark.” So yes, we're blessed in that regard. Something you probably would never get away with now, but that was 30 years ago.Corey: [laugh]. And now it sounds like it might as well be a product. So, I have to ask, just because the way I think of you is, you are the folks to talk to, full stop, when you have a question about anything that touches on Microsoft licensing. Is that an accurate depiction of what it is you folks do or is that just my particular corner of the world and strange equivalence that gets me there?Wes: That is our parts of the Venn diagram intersecting because that's what I spend a lot of time talking about and thinking about because I teach that with our company founder, Rob Horwitz. But we also spend an inordinate amount of time taking what Microsoft is talking about shipping, maybe servicing, and help customers understand really, as we say, the ‘So, what?' What does this mean to me as a customer? Should I be using this? Should I be waiting? Should I upgrade? Should I stay? Those sorts of things.So, there's a whole roadmapping side. And then we have a [laugh]—because licensing doesn't end with a license, we have a whole side of negotiation that we spend a lot of time, we have a dedicated team that focuses on helping enterprise agreement customers get the most successful deal for their organization, basically, every three years.Corey: We do exactly that with AWS ourselves. I have to ask before we dive into this. In the early days, I felt like I had a much better relationship with Microsoft. Scott Guthrie, the head of Azure, was on this show. A number of very highly placed Microsoft folks were here. And over the years, they more or less have stopped talking to me.And that leaves me in a position where all I can see is their actions and their broad public statements without getting any nuance or context around any of it. And I don't know if this is just a commentary on human nature or me in particular, but I tend to always assume the worst when things like that happen. So, my approach to Microsoft has grown increasingly cynical over the years as a result. That said, I don't actually have an axe to grind with them from any other perspective than as a customer, and occasionally that feels like ‘victim' for a variety of different things. What's your take on Microsoft as far as, I guess, your feelings toward the company?Wes: So, a lot of people—in fact, it used to be more so, but not as much anymore, people would assume I hate Microsoft or I want to demonize Microsoft. But the irony actually is, you know, I want people to remember I worked there for seven-and-a-half years, I shipped—I was on the team that shipped Windows XP, Server 2003, and a bunch of other products that people don't remember. And I still care about the company, but the company and I are obviously in different trajectories now. And also, my company's customers today are also Microsoft's customers today, and we actually have—our customers—our mutual customers—best interest in mind with basically everything we do. Are we helping them be informed? Are we helping them color within the financial lines?And sometimes, we may say things that help a customer that aren't helping the bottom line or helping a marketing direction and I don't think that resonates well within Microsoft. So sure, sometimes we even hear from them, “Hey, it'd be great if you guys might want to, you know, say something nice once in a while.” But it's not necessarily our job to say nice things. I do it once in a while. I want to note that I said something nice about AAD last week, but the reality is that we are there to help our mutual customers.And what I found is, I have found the same thing to be true that you're finding true that, unfortunately, outbound communications from them, in particular from the whole company, have slowed. I think everybody's busier, they've got a very specific set of directions they're going on things, and as a result, we hear very little. And even getting, trying to get clarification on things sometimes, “Did we read that right?” It takes a while, and it has to go through several different rungs of people to get the answer.Corey: I have somewhat similar relationships over the years with AWS, where they—in many cases, a lot of their executives prefer not to talk to me at all. Which again, is fair. I'm not—I don't require any of them to do it. But there's something in the Amazonian ethos that requires them to talk to customers, especially when customers are having a rough time. And I'm, for better or worse, the voice of the customer.I am usually not the dumbest person in the universe when it comes to trying to understand a service or make it do something that, to me, it seems that it should be able to do. And when I actually start having in-depth conversations, people are surprised. “Wow, you were super pleasant and fun to work with. We thought you were just going to be a jerk.” It's, yeah, it turns out I don't go through every meeting like it's Twitter. What a concept.Wes: Yeah, a lot of people, I've had this happen for myself when you meet people in person, when they meet your Twitter persona, especially for someone who I think you and I both come across as rather boisterous, gregarious, and sometimes people take that as our personas. And I remember meeting a friend in the UK for the first time years ago, he's like, “You're very different in person.” I'm like, “I know. I know.”Corey: I usually get the, “You're just like Twitter.” In many respects, I am. Because people don't always see what I'm putting down. I make it a point to be humorous and I have a quick quip for a lot of things, but it's never trying to make the person I'm engaging with feel worse for it. And that's how I work.People are somewhat surprised when I'm working in client meetings that I'm fun and I have a similar sense of humor and personality, as you would see on Twitter. Believe it or not, I haven't spent all this time just doing a bit. But they're also surprised that it tends to drive toward an actual business discussion.Wes: Sure.Corey: Everything fun is contextual.Wes: Absolutely. That's the same sort of thing we get on our side when we talk to customers. I think I've learned so much from talking with them that sometimes I do get to share those things with Microsoft when they're willing to listen.Corey: So, what I'm curious about in the context of Microsoft licensing is something that, once again, it has intruded upon my notice lately with a bunch of security disclosures in which Microsoft has said remarkably little, and that is one of the most concerning things out there. They casually tried to slide past, “Oh, yeah, we had a signing key compromised.” Which is one of those, “Oh, [laugh] and by the way, the building's on fire. But let's talk about our rent [unintelligible 00:07:44] for the next year.” Like, “Whoa, whoa, whoa. Hold on. What?”That was one of those horrifying moments. And it came out—I believe I learned about this from you—that you needed something called E3 licensing—sorry, E5 licensing—in order to look at those audit logs, where versus E3, which sounded like the more common case. And after a couple of days of, “Explain this,” Microsoft very quickly wound up changing that. What do all these things mean? This is sort of a foreign concept to me because AWS, for better or worse, does not play games with licensing in the same way that Microsoft does.Wes: Sure. Microsoft has, over the years, you know, they are a master of building suites. This is what they've done for over 30 years. And they will build a suite, they'll sell you that suite, they'll come back around in three to six years and sell you a new version of that suite. Sometimes they'll sell you a higher price version of that suite, et cetera.And so, you'll see products evolve. And did a great podcast with my colleagues Rob and Mary Jo Foley the other day where we talked about what we've seen over the last, now for me, 11 years of teaching boot camps. And I think in particular, one of the changes we have seen is exactly what you're being exposed to on the outside and what a lot of people have been complaining about, which is, products don't sit still anymore. So, Microsoft actually makes very few products today. Almost everything they sell you is a service. There are a handful of products still.These services all evolve, and about every triennium or two—so every three to six years—you'll see a price increase and something will be added, and a price increase and something will be added. And so, all this began with the BPOS, the first version of Office 365, which became Office 365 E3, then Microsoft 365 E3 then Microsoft 365 E5. And for people who aren't in the know, basically, that means they went from Office as a subscription to Office, Windows, and a bunch of management tools as a subscription, to E5, basically, it took all of the security and compliance tools that many of us feel should have been baked into the fundamentals, into E3, the thing that everybody buys, what I refer to still today as the hero SKU and those security and compliance fundamentals should have been baked in. But no, in fact, a lot of customers when this AAD issue came out—and I think a lot discovered this ad hoc for the same reason, “Hey, we've been owned, how far back in the logs can we look?” And the answer is, you know, no farther than 90 days, a lot of customers hit that reality of, what do you mean we didn't pay for the premium thing that has all the logging that we need?Corey: Since you sat on this for eight months before mentioning it to us? Yeah.Wes: Exactly, exactly. And it's buried. And it's one of those things that, like, when we teach the licensing boot camp, I specifically call out because of my security background, it's an area of focus and interest to me. I call out to customers that a lot of the stuff we've been showing you has not questionable valuable, but kind of squishy value.This piece right here, this is both about security and compliance. Don't cheap out. If you're going to buy anything, buy this because you're going to need it later. And I've been saying that for, like, three years, but obviously only the people who were in the boot camp would hear that and then shake their head;, “Why does it have to be this difficult?” But yeah. Everything becomes a revenue opportunity if it's a potential to upsell somebody for the next tier.Corey: The couple of times I've been asked to look at Azure bills, I backed away slowly as soon as I do, just because so much of it is tied to licensing and areas that are very much outside of my wheelhouse. Because I view, in the cloud context, that cost and architecture tend to be one of the same. But when you bolt an entire layer of seat licensing and what this means for your desktop operating systems on as well as the actual cloud architecture, it gets incredibly confusing incredibly quickly. And architectural advice of the type that I give to AWS customers and would give to GCP customers is absolutely going to be harmful in many respects.I just don't know what I don't know and it's not an area that interests me, as far as learning that competency, just to jump through hoops. I mean, I frankly used to be a small business Windows admin, with the products that you talked about, back when XP and Server 2003 and a few others, I sort of ruled the roost. But I got so tired of surprise audit-style work. It felt like busy work that wasn't advancing what I was trying to get done in any meaningful way that, in a fit of rage, one day, I wound up exploring the whole Unix side of the world in 2006 and never went back.Wes: [whispering] That's how it happened.Corey: Yep.Wes: It's unfortunate that it's become so commonplace, but when Vista kind of stalled out and they started exploring other revenue opportunities, you have Vista Ultimate Enterprise, all the crazy SKUing that Vista had, I think it sort of created a mindset within the company that this is what we have to do in order to keep growing revenue up and to the right, and you know, shareholder value be the most important thing, that's what you've got to do. I agree entirely, though, the biggest challenge I could see for someone coming into our space is the fact that yes, you've got to understand Azure, Azure architecture, development architecture, and then as soon as you feel like you understand that, somebody comes along and says, “Well, yeah, but because we have an EA, we have to do it this way or we only get a discount on this thing.” And yeah, it just makes things more cumbersome. And I think that's why we still see a lot of customers who come to our boot camps who are still very dedicated AWS customers because that's where they were, and it's easier in many regards, and they just want to go with what they know.Corey: And I think that that's probably fair. I think that there is an evolution that grows here that I think catches folks by surprise. I'm fortunate in that my Microsoft involvement, if we set things like GitHub aside because I like them quite a bit and my Azure stuff as well—which is still small enough to fit in the free tier, given that I use it for one very specific, very useful thing—but the rest of it is simply seat licenses for Office 365 for my team. And I just tend to buy the retail-priced one on the internet that's licensed for business use, and I don't really think about it again. Because I don't need, as you say, in-depth audit logs for Microsoft Word. I really don't. I'm sorry, but I have a hard time believing that that's true. But something that immediately crops up when you say this is when you talk about E3 versus E5 licensing, is that organization-wide or is that on a per-seat basis?Wes: It's even worse than that. It usually comes down to per-user licensing. The whole world used to be per device licensing in Microsoft and it switched to per user when they subscript-ified everything—that's a word I made up a while ago—so when they subscript-ified everything, they changed it over to per user. And for better or worse, today, you could—there's actually four different tiers of Microsoft 365. You could go for any one of those four for any distinct user.You could have one of them on F1, F3, E3, and E5. Now, if you do that, you create some other license non-compliance issues that we spend way too much time having to talk about during the boot camp, but the point is, you can buy to fit; it's not one-size-fits-all necessarily. But you run into, very rapidly, if you deploy E5 for some number of users because the products that are there, the security services and compliance services ironically don't do license compliance in most cases, customers can actually wind up creating new license compliance problems, thereby basically having to buy E5 for everybody. So, it's a bit of a trapdoor that customers are not often aware of when they initially step into dabbling in Microsoft 365 E5.Corey: When you take a look at this across the entire board, what is your guidance to customers? Because honestly, this feels like it is a full-time job. At scale, a full-time job for a department simply keeping up with all of the various Microsoft licensing requirements, and changes because, as you say, it's not static. And it just feels like an overwhelming amount of work that to my understanding, virtually no other vendor makes customers jump through. Sure there's Oracle, but that tends to be either in a database story or a per developer, or on rare occasions, per user when you build internal Java apps. But it's not as pervasive and as tricky as this unless I'm missing something.Wes: No, you're not. You're not missing anything. It's very true. It's interesting to think back over the years at the boot camp. There's names I've heard that I don't hear anymore in terms of companies that were as bad. But the reality is, you hear the names of the same software companies but, exactly to your point, they're all departmental. The people who make [Roxio 00:16:26] still, they're very departmentalized. Oracle, IBM, yeah, we hear about them still, but they are all absolutely very departmentalized.And Microsoft, I think one of the reason why we do get so many—for better or worse, for them—return visitors to our licensing boot camps that we do every two months, is for that exact reason, that some people have found they like outsourcing that part of at least trying to keep up with what's going on, what's the record? And so, they'll come back every two, three, or four years and get an update. And we try to keep them updated on, you know, how do I color within the lines? Should it be like this? No. But it is this way.In fact, it's funny, I think back, it was probably one of the first few boot camps I did with Rob. We were in New York and we had a very large customer who had gotten a personalized message from Microsoft talking about how they were going to simplify licensing. And we went to a cocktail hour afterwards, as we often do on the first day of the boot camp, to help people, you know, with the pain after a boot camp, and this gentleman asks us well, “So, what are you guys going to do once Microsoft simplifies licensing?” And Rob and I just, like, looked at each other, smiled, looked back at the guy, and laughed. We're like, “We will cross that bridge when we get to it.”Corey: Yeah, people ask us that question about AWS billing. What if they fix the billing system? Like, we should be so lucky to live that long.Wes: I have so many things I'd rather be doing. Yes.Corey: Mm-hm. Exactly. It's one of those areas where, “Well, what happens in a post-scarcity world?” Like, “I couldn't tell you. I can't even imagine what such a thing would look like.”Wes: Exactly [laugh]. Exactly.Corey: So, the last time we spoke way back, I think in 2019, Microsoft had wound up doing some unfortunate and fairly underhanded-appearing licensed changes, where it was more expensive to run a bunch of Microsoft things, such as server software, most notably SQL Server, on clouds that were not Azure. And then, because you know, you look up the word chutzpah in the dictionary, you'll find the Microsoft logo there in response, as part of the definition, they ran an advertising campaign saying that, oh, running many cloud workloads on Azure was five times cheaper than on AWS. As if they cracked some magic secret to cloud economics. Rather than no, we just decided to play dumb games that win worse prizes with cloud licensing. How did that play out?Wes: Well, so they made those changes in October of 2019, and I kind of wish they'd become a bigger deal. And I wish they'd become a bigger deal earlier so that things could have been, maybe, reversed when it was easier. But you're absolutely right. So, it—for those who don't know, it basically made licensing changes on only AWS, GCP, and Alibaba—who I never had anybody ask me about—but those three. It also added them for Azure, but then they created loopholes for themselves to make Azure actually get beneficial licensing, even better than you could get with any other cloud provider [sigh].So, the net takeaway is that every Microsoft product that matters—so traditionally, SQL Server, Windows Server, Windows client, and Office—is not impossible to use on AWS, but it is markedly more expensive. That's the first note. To your point, then they did do that marketing campaign that I know you and I probably had exchanges about at the time, and it drove me nuts as well because what they will classically do is when they tout the savings of running something on Azure, not only are they flouting the rules that they created, you know, they're basically gloating, “Look, we got a toy that they didn't,” but they're also often removing costs from the equation. So, for example, in order for you to get those discounts on Azure, you have to maintain what's called Software Assurance. You basically have to have a subscription by another name.If you don't have Software Assurance, those opportunities are not available to you. Fine. That's not my point. My point is this, that Software Assurance is basically 75% of the cost of the next version. So, it's not free, but if you look at those 5x claims that they made during that time frame, they actually were hand-waving and waving away the [assay 00:20:45] costs.So, if you actually sat down and did the math, the 5x number was a lie. It was not just very nice, but it was wrong, literally mathematically wrong. And from a—as my colleague likes to say, a ‘colors person,' not a numbers person like me, from a colors person like me, that's pretty bad. If I can see the error and your math, that's bad math.Corey: It just feels like it's one of those taxes on not knowing some of the intricacies of what the heck is going on in the world of Microsoft licensing. And I think every sufficiently complex vendor with, shall we say, non-trivial pricing dimensions, could be accused of the same thing. But it always felt particularly worrisome from the Microsoft perspective. Back in the days of BSA audits—which I don't know at all if they're still a thing or not because I got out of that space—every executive that I ever spoke to, in any company lived in fear of them, not because they were pirating software or had decided, “You know what? We have a corporate policy of now acting unethically when it comes to licensing software,” but because of the belief that no matter what they came up with or whatever good faith effort they made to remain compliant, of course, something was not going to work the way they thought it would and they were going to be smacked with a fine. Is that still the case?Wes: Absolutely. In fact, I think it's worse now than it ever was before. I will often say to customers that you are wildly uncompliant while also being wildly overcompliant because per your point about how broad and deep Microsoft is, there's so many products. Like, every company today, every company that has Project and Visio still in place today, that still pays for it, you are over-licensed. You have more of it than you need.That's just one example, but on the other side, SQL Server, odds are, every organization is subtly under-licensed because they think the rule is to do this, but the rules are actually more restrictive than they expect. So, and that's why Microsoft is, you know, the first place they look, the first rug they look under when they do walk in and do an audit, which they're entitled to do as a part of an organization's enterprise agreement. So BSA, I think they do still have those audits, but Microsoft now they have their own business that does that, or at least they have partners that do that for them. And places like SQL Server are the first places that they look.Why? Because it's big, found money, and because it's extremely hard to get right. So, there's a reason why, when we focus on our boot camps, we'll often tell people, you know, “Our goal is to save you enough money to pay for the class,” because there's so much money to be found in little mistakes that if you do a big thing wrong with Microsoft software, you could be wildly out of compliance and not know about it until Microsoft-or more likely, a Microsoft partner—points it out to you.Corey: It feels like it's an inevitability. And, on some level, it's the cost of doing business. But man, does that leave a sour taste in someone's mouth.Wes: Mm-hm. It absolutely does. It absolutely does. And I think—you know, I remember, gosh, was it Munich that was talking about, “We're going to switch to Linux,” and then they came back into the fold. I think the reality is, it absolutely does put a bad taste.And it doesn't leave customers with good hope for where they go from here. I mean, okay, fine. So, we got burned on that thing in the Microsoft 365 stack. Now, they want us to pay 30 bucks for Copilot for Microsoft 365. What? And we'd have no idea what they're even buying, so it's hard to give any kind of guidance. So, it's a weird time.Corey: I'm curious to see what the ultimate effect of this is going to be. Well, one thing I've noticed over the past decade and change—and I think everyone has as well—increasingly, the local operating system on people's laptops or desktops—or even phones, to some extent—is not what it once was. Increasingly, most of the tools that I find myself using on a daily basis are just web use or in a browser entirely. And that feels like it's an ongoing problem for a company like Microsoft when you look at it through the lens of OS. Which at some level, makes perfect sense why they would switch towards everything as a service. But it's depressing, too.Wes: Yeah. I think that's one of the reasons why, particularly after Steve left, they changed focus a lot and really begin focusing on Microsoft 365 as the platform, for better or worse. How do we make Microsoft 365 sticky? How do we make Office 365 sticky? And the thing about, like, the Microsoft 365 E5 security stuff we were talking about, it often doesn't matter what the user is accessing it through. The user could be accessing it only through a phone, they could be a frontline worker, they could be standing at a sales kiosk all day, they could be using Office every single day, or they could be an exec who's only got an iPad.The point is, you're in for a penny, in for a pound at that point that you'll still have to license the user. And so, Microsoft will recoup it either way. In some ways, they've learned to stop caring as much about, is everyone actively using our technology? And on the other side, with things like Teams, and as we're seeing very, very slowly, with the long-delayed Outlook here, you know, they're also trying to switch things to have that less Win32 surface that we're used to and focus more on the web as well. But I think that's a pretty fundamental change for Microsoft to try and take broadly and I don't anticipate, for example, Office will ever be fully replaced with a fat client like it has on Windows and the Mac OS.Corey: Yeah, part of me wonders what the future that all looks like because increasingly, it feels more than a little silly that I'm spending, like, all of this ever-increasing dollar figure on a per-seat basis every year for all of Microsoft 365. Because we don't use their email system. We don't use so much of what they offer. We need basically Word and Excel and once in a blue moon PowerPoint, I guess. But that's it. Our fundamental needs have not materially shifted since Office 2003. Other than the fact that everything uses different extensions now and there's, of course, the security story on top of it, too. We just need some fairly basic stuff.Wes: And I think that's the case for a lot of—I mean, we're the exact same way at Directions. And I think that's the case for a lot of small and even into mid-size companies. Microsoft has traditionally with the, like, Small Business Premium, they have an offering that they intentionally only scale up to 300 people. And sometimes they'll actually give you perks there that they wouldn't give away in the enterprise suite, so you arguably get more—if they let you have it, you get more than you would if you've got E5. On the other side, they've also begun, for enterprises, honing in on opportunities that they may have historically ignored.And when I was at Microsoft, you'd have an idea, like, “Hey, Bob. I got an idea. Can we try to make a new product?” He's like, “Okay, is it a billion-dollar business?” And you get waved away if it wasn't all a billion-dollar business. And I don't think that's the case anymore today, particularly if you can make the case, this thing I'm building makes Microsoft 365 sticky or makes Azure sticky. So, things like the Power Platform, which is subtly and slowly replacing Access at a minimum, but a lot of other tools.Power BI, which has come from behind. You know, people would look at it and say, “Oh, it's no Excel.” And now it, I think, far exceeds Excel for that type of user. And Copilot, as I talked about, you know, Microsoft is definitely trying to throw things in that are beyond Office, beyond what we think of as Microsoft. And why are they doing that? Because they're trying to make their platform more sticky. They're trying to put enough value in there so you need to subscribe for every user in your organization.And even things, as we call them, ‘Batteries not Included' like Copilot, that you're going to buy E5 and that you're still going to have to buy something else beyond that for some number of users. So, you may even have a picture in your head of how much it's going to cost, but it's like buying a BMW 5 Series; it's going to cost more than you think.Corey: I wish that there were a better path forward on this. Honestly, I wish that they would stop playing these games, let you know Azure compete head-to-head against AWS and let it win on some of its merits. To be clear, there are several that are great. You know, if they could get out of their own way from a security perspective, lately. But there seems to be a little appetite for that. Increasingly, it seems like even customers asking them questions tends to hit a wall until, you know, a sitting US senator screams at them on Twitter.Wes: Mm-hm. No, and then if you look carefully at—Microsoft is very good at pulling just enough off of the sweater without destroying the sweater. And for example, what they did, they gave enough away to potentially appease, but they didn't actually resolve the problem. They didn't say, “All right, everybody gets logging if they have Microsoft 365 E3,” or, “Everybody gets logging, period.” They basically said, “Here's the kind of logging you can get, and we're going to probably tweak it a little bit more in the future,” and they will not tweak it more in the future. If anything, they'll tighten it back up.This is very similar to the 2019 problem we talked about earlier, too, that you know, they began with one set of rules and they've had to revisit it a couple of times. And most of the time, when they've had an outcry, primarily from the EU, from smaller cloud providers in the EU who felt—justifiably—that Microsoft was being not—uncompetitive with Azure vis-à-vis every other cloud provider. Well, Microsoft turned around and last year changed the rules such that most of these smaller cloud providers get rules that are, ehh, similar to what Azure can provide. There are still exclusives that only Azure gets. So, what you have now is basically, if you're a customer, the best set and cheapest set is with Azure, then these smaller cloud providers give you a secondary—it's close to Azure, but still not quite as good. Then AWS, GCP, and Alibaba.So, the rules have been switched such that you have to know who you're going to in order to even know what the rules are and to know whether you can comply with those rules with the thing you want to build. And I find it most peculiar that, I believe it was the first of last month that Microsoft made the change that said, “You'll be able to run Office on AWS,” which was Amazon WorkSpaces, in particular. Which I think is huge and it's very important and I'm glad they made this change, but it's weird because it creates almost a fifth category because you can't run it anywhere else in Amazon, like if you were spinning something up in VMware on Amazon, but within Amazon WorkSpaces, you can. This is great because customers now can run Office for a fee. And it's a fee that's more than you'd pay if you were running the same thing on Microsoft's cloud.But it also was weird because let's say Google had something competitive in VDI, but they don't really, but if they had something competitive in VDI, now this is the benefit that Amazon has that's not quite as good as what Microsoft has, that Google doesn't get it at all. So, it's just weird. And it's all an attempt to hold… to both hold a market strategy and an attempt to grow market share where they're still behind. They are markedly behind in several areas. And I think the reality is, Amazon WorkSpaces is a really fine offering and a lot of customers use it.And we had a customer at our last in-person boot camp in Atlanta, and I was really impressed—she had been to one boot camp before, but I was really impressed at how much work she'd put into making sure we know, “We want to keep using Amazon WorkSpaces. We're very happy with it. We don't want to move anywhere else. Am I correct in understanding that this, this, this, and this? If we do these things will be aboveboard?” And so, she knew how much more she'd have to pay to stay on Amazon WorkSpaces, but it was that important to the company that they'd already bet the farm on the technology, and they didn't want to shift to somebody else that they didn't know.Corey: I'm wondering how many people have installed Office just through a standard Microsoft 365 subscription on a one-off Amazon WorkSpace, just because they had no idea that that was against license terms. I recall spinning up an Amazon WorkSpace back when they first launched, or when they wound up then expanding to Amazon Linux; I forget the exact timeline on this. I have no idea if I did something like that or not. Because it seems like it'd be a logical thing. “Oh, I want to travel with just an iPad. Let me go ahead and run a full desktop somewhere in the cloud. Awesome.”That feels like exactly the sort of thing an audit comes in and then people are on the hook for massive fines as a result. It just feels weird, as opposed to, there are a number of ways to detect you're running on a virtual machine that isn't approved for this. Stop the install. But of course, that doesn't happen, does it?Wes: No. When we teach at the boot camp, Rob will often point out that, you know, licensing is one of the—and it's true—licensing is one of the last things that comes in when Microsoft is releasing a product. It was that way when he was at the company before I was—he shipped Word 1.0 for the Mac, to give you an idea of his epoch—and I was there for XP, like I said, which was the first version that used activation—which was a nightmare—there was a whole dedicated team on. And that team was running down to the wire to get everything installed.And that is still the case today because marketing and legal make decisions about how a product gets sold. Licensing is usually tacked on at the very end if it gets tacked on at all. And in fact, in a lot of the security, compliance, and identity space within Microsoft 365, there is no license compliance. Microsoft will show you a document that, “Hey, we do this,” but it's very performative. You can't actually rely on it, and if you do rely on it, you'll get in trouble during an audit because you've got non-compliance problems. So yeah, it's—you would hope that it keeps you from coloring outside the lines, but it very much does not.Corey: It's just a tax on going about your business, in some ways [sigh].Wes: Exactly. “Don't worry, we'll be back to fix it for you later.”Corey: [laugh]. I really appreciate your taking the time to go through this with me. If people want to learn more, where's the best place for them to keep up with what you're up to?Wes: Well, obviously, I'm on Twitter, and—oh, sorry, X, whatever.Corey: No, we're calling it Twitter.Wes: Okay, I'm on—I'm on—[laugh] thank you. I'm on Twitter at @getwired. Same alias over on [BlueSky 00:35:27]. And they can also find me on LinkedIn, if they're looking for a professional question beyond that and want to send a quiet message.The other thing is, of course, go to directionsonmicrosoft.com. And directionsonmicrosoft.com/training if they're interested in one of our licensing boot camps. And like I said, Rob, and I do those every other month. We're increasingly doing them in person. We got one in Bellevue coming up in just a few weeks. So, there's opportunities to learn more.Corey: Excellent. And we will, of course, put links to that in the [show notes 00:35:59]. Thank you so much for taking the time to chat with me again, Wes. It's appreciated.Wes: Thank you for having me.Corey: Wes Miller, Research VP at Directions on Microsoft. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with an angry, insulting comment that will no doubt be taken down because you did not sign up for that podcasting platform's proper license level.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.

Episode 50 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing. Sign up for the companion newsletter The Creator Briefing.The Influencer Marketing Lab is a paid partnership with Tagger by Sprout Social a global leader in revolutionizing how top brands and agencies harness data and analytics to drive creator and influencer marketing strategies.This week Scott Guthrie is in conversation with Esme Rice, Worldwide Influencer Practice Lead at Mindshare. We talk about the professionalisation of the industry which has shifted within six years from a time when Esme had to battle with academics trying to dissuade her from focusing her degree dissertation on influencers to a sector moving to the heart of multi-channel, integrated marketing programmes.We discuss the Regional differences in the influencer marketing landscapeConsumer behaviour towards virtual influencers in different parts of the worldNear future of our channelCheck out the Influencer Marketing Lab for full show notes, related useful links and a transcript. Don't forget to sign up for the companion newsletter The Creator Briefing - the weekly newsletter from Scott Guthrie which provides a breakdown of all the major news from the creator marketing industry alongside his insight and analysis.

Episode 49 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing.The Influencer Marketing Lab is a paid partnership with Tagger by Sprout Social a global leader in revolutionizing how top brands and agencies harness data and analytics to drive creator and influencer marketing strategies.This week Scott Guthrie is in conversation with Sammy Albon, Senior Campaign Director at agency, What They Said. In this episode we discuss: What authenticity means from the point of view of a creator and from a brand's point of viewWhy A is for authenticity and affinity. But why A is for AllWe talk de-influencingThe benefits of long-term brand collaborations with creatorsHow brands can effectively work with creators in their promoted mediaCheck out the Influencer Marketing Lab for full show notes, related useful links and a transcript. And sign up to Creator Briefing the weekly newsletter from Scott Guthrie providing a breakdown of all the major news from the creator marketing industry alongside his insight and analysis. 

THE LEGENDARY SCOTT GUTHRIE first took his Harley motorcycle to the Bonneville Salt Flats in 1973.  He was hooked after setting a record and getting to experience the spirit of land speed racing through fellow racers. He came back the following year with great success. He had even more success when he switched to a Yamaha that he brought out  in 1984. Scott teamed up with THE LEGENDARY JIM BURKDOLL and his Pink Thunder Streamliner to get into the Bonneville 200 MPH Club.  Scott continued to have a very successful land speed racing career just racking building teams and racking up records on both the lake and asphalt side of land speed racing. He eventually teamed up with THE LEGENDARY JOHN LEVIE to form Guthrie-Levie Racing, a team that holds over 200 records! Also, he just won this year's  (2023) Bonneville 200 MPH Club "Person of the Year Award"! 

At Microsoft Build 2023, CEO Satya Nadella shares insights on the new era of AI and announces the launch of Windows Copilot, Azure AI Studio, and Microsoft Fabric, and CTO Kevin Scott is joined by OpenAI's Greg Brockman to explore how Microsoft and OpenAI's full-stack AI platform empowers developers and outlines a framework for building AI apps and copilots. Hosts: Leo Laporte and Richard Campbell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

At Microsoft Build 2023, CEO Satya Nadella shares insights on the new era of AI and announces the launch of Windows Copilot, Azure AI Studio, and Microsoft Fabric, and CTO Kevin Scott is joined by OpenAI's Greg Brockman to explore how Microsoft and OpenAI's full-stack AI platform empowers developers and outlines a framework for building AI apps and copilots. Hosts: Leo Laporte and Richard Campbell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

At Microsoft Build 2023, CEO Satya Nadella shares insights on the new era of AI and announces the launch of Windows Copilot, Azure AI Studio, and Microsoft Fabric, and CTO Kevin Scott is joined by OpenAI's Greg Brockman to explore how Microsoft and OpenAI's full-stack AI platform empowers developers and outlines a framework for building AI apps and copilots. Hosts: Leo Laporte and Richard Campbell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

At Microsoft Build 2023, CEO Satya Nadella shares insights on the new era of AI and announces the launch of Windows Copilot, Azure AI Studio, and Microsoft Fabric, and CTO Kevin Scott is joined by OpenAI's Greg Brockman to explore how Microsoft and OpenAI's full-stack AI platform empowers developers and outlines a framework for building AI apps and copilots. Hosts: Leo Laporte and Richard Campbell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

Welcome to Impulse, The Influencer Marketing Podcast. I'm your host Prateek Panda, VP of Marketing at Phyllo. Today's guest is Scott Guthrie, Director General at Influencer Marketing Trade Body, as well as a renowned professional adviser on influencer marketing, conference speaker, host of the Influencer Marketing Lab podcast, and media commentator. In this episode, Scott shares his perspective on the growth of influencer marketing, the impact of Web 3.0, and brand safety in influencer marketing.

Welcome to IMpulse: The Influencer Marketing Podcast. We talk to the best and brightest in influencer marketing to hear their stories and share their experience, creating meaningful and engaging conversations that provoke, educate and inspire. Keep up with the latest trends and heed the advice of some of the leading figures in the industry.

It is said that the two greatest problems of history are: how to account for the rise of Rome, and how to account for her fall. If so, then the volcanic ashes spewed by Mount Vesuvius in 79 AD - which entomb the cities of Pompeii and Herculaneum in South Italy - hold history's greatest prize. For beneath those ashes lies the only salvageable library from the classical world.Nat Friedman was the CEO of Github form 2018 to 2021. Before that, he started and sold two companies - Ximian and Xamarin. He is also the founder of AI Grant and California YIMBY.And most recently, he has created and funded the Vesuvius Challenge - a million dollar prize for reading an unopened Herculaneum scroll for the very first time. If we can decipher these scrolls, we may be able to recover lost gospels, forgotten epics, and even missing works of Aristotle.We also discuss the future of open source and AI, running Github and building Copilot, and why EMH is a lie.Watch on YouTube. Listen on Apple Podcasts, Spotify, or any other podcast platform. Read the full transcript here. Follow me on Twitter for updates on future episodes.As always, the most helpful thing you can do is just to share the podcast - send it to friends, group chats, Twitter, Reddit, forums, and wherever else men and women of fine taste congregate.If you have the means and have enjoyed my podcast, I would appreciate your support via a paid subscriptions on Substack

Episode 48 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing.This podcast is sponsored by Tagger the data-driven influencer marketing platform and social listening tool.This week Scott Guthrie is in conversation with Verity Park, founder and CEO of TBH Talent and TBH Community. We discuss Verity's move from Gleam to start up two businesses: one nurturing emerging talent, the other working with established creators.We talk TikTok Shop and also explore the dynamic tension between talent management companies and talent managing themselves. We examine the benefits and potential drawbacks of each.Check out the Influencer Marketing Lab  for full show notes, related useful links and a transcript.

On this episode, we hear from Gaia Carini and Katy Erlandson from the OneDrive engineering team. We dig into OneDrive to distinguish the value between the "Add to OneDrive" feature and general sync of team site document libraries - sometimes referred to as "Shared libraries". You'll hear more about what each capability does, the path forward by design to make it easy for you, plus guidance for today and going forward. The whole of this episode spawned from a Twitter thread request, and we think you'll like this audible response. Click here for this episode's corresponding blog post. Full transcript below. Gaia Carini (Principal GPM) | Twitter | LinkedIn  Katy Erlandson (Senior product manager) | LinkedIn Mark Kashman |@mkashman [co-host] Chris McNulty |@cmcnulty2000 [co-host] OneDrive | Website | Help and learning | @OneDrive | OneDrive community blog | Feedback SharePoint Facebook | @SharePoint | SharePoint community blog | Feedback Resources: The @RippedOrange tweet thread that started it all: "Sync vs Add Shortcut to OneDrive" "Add shortcuts to shared folders in OneDrive for work or school" (support article) Microsoft Docs - The home for Microsoft documentation for end users, developers, and IT professionals.  Microsoft Tech Community Home Stay on top of Office 365 changes Discover and follow other Microsoft podcasts at aka.ms/microsoft/podcasts Upcoming Events: European SharePoint Conference 2022 (Nov.28 - Dec. 1) Copenhagen, Denmark at the Bella Center Microsoft 365 Conference (Dec.6-8.2022) Las Vegas, NV Follow The Intrazone at aka.ms/TheIntrazone   TRANSCRIPT MARK KASHMAN: Welcome to the Intrazone, a show about the Microsoft 365 Intelligent Intranet. I'm Mark Kashman, Senior Product Manager on the Microsoft 365 marketing team. And on today's episode, we hear from Gaia Carini, Principal Group Product Manager, and Katy Erlandson, Senior Product Manager, both from the OneDrive engineering team, here to dig in to distinguish the value between Add to OneDrive, the feature, and general sync of Teams Site Document Libraries.   There's a lot that you can do, and there's some best practices. And just so you know, document libraries in this case are sometimes referred to as shared libraries, those that you share with your, or in a shared space, effectively outside of your OneDrive, your own personal work OneDrive, but you want to bring in all of those files and folders even if they're shared.   So you're going to hear about each of these capabilities, the Add to OneDrive and the common notion of sync, and the path forward—by design—to make it easier for you and pervasive. You'll hear guidance today and going forward, plus a few favorite tips and tricks—direct from the team—that designs the overall user experience of OneDrive. And the of the whole of this episode kicked off by request from our audience on a unique platform discussion, and we will share that as we kick off the episode with Gaia and Katy. Just a fun way where we heard some great feedback that turned into a great episode.   So I just have a few thoughts to share. When you actually think about the Add to OneDrive feature, it's really easy. You just locate the folder that you want to add to your OneDrive, select the circle of the Folders tile, so that you can take an action on it, and then select Add Shortcut to My Files—effectively Add to OneDrive at the top of the menu—or you just right-click a folder and select that same notion, Add Shortcut to My Files.   So this is a feature that I use, the Add to OneDrive, for all of the files in this podcast, really forever – for wherever I am in my OneDrive. Most commonly, here at my desk at home, I go into the Windows Explorer, I find the Mark-Microsoft OneDrive icon, I click into the Documents-The Intrazone folder, and there it is, even though this comes from a document library in a SharePoint site that's connected to a Teams' team that we use to help manage this podcast. It's really just a one-or-two-click-away action for me to get to those show notes and the folders, and all of the things we do per each episode across the various Microsoft Teams channel, effectively a folder in a document library.   I have access to all of that. No matter where I look across OneDrive, once I've added it to OneDrive, created that shortcut for my common My Files experience, and it takes me to wherever those files are located, without moving them, but it's a great reference with some real ease of access.   So I do this for the Intrazone, I do it for the Microsoft Lists product management that I help manage here at Microsoft, and of course with various conferences, some of which are managed by other people, which I think is one of the best possible use cases where somebody else is managing files and folders, and I go in and I add those that are most relevant to me, during that event, to my OneDrive, by just clicking on their folders and files and add to my OneDrive.   I have access, so I can do that, and then I will have access, more directly, without having to navigate to that site or that team. It's just right there in Windows Explorer, same experience, document/name of event, even if it's managed by somebody else who's invited me into that team, and then we all work on a variety of files, but then I have access to all of that, with fewer clicks and more in my own domain so I know which files are mine and which files are coming from a shared location.   That's a little bit of how it works, how I use it. I think the best thing, though, is to get clarity of what we're really here to answer, which is, how do I distinguish that Add to OneDrive feature with Team Site sync when I'm using OneDrive? And no better people to help answer that than from the product team, so let's bring in Gaia and Katy to address this and much more.   (Music.)   All right, it is enough of you hearing Chris and I speculating what this OneDrive sync and all the things you can do in this modern era of files experiences everywhere. We are here talking with Gaia and Katy from the OneDrive team, joining us on the Intrazone. Gaia and Katy, welcome.   GAIA CARINI: Thanks, Mark, we're excited to be here.   MARK KASHMAN: And I'm excited that you're here. Before we get into the why we're here, which might be obvious to everybody, but we have a really particular reason that's kind of a fun reason of the way this episode came about. But if you don't mind, both of you sharing just a little bit about what you do on the OneDrive team, and of course there – if there's more that you do here at Microsoft, people would love to know a little bit more about you.   So I thought, Katy, we would start with you.   KATY ERLANDSON: I'm a PM on the OneDrive sync team. I've been working primarily on our enterprise features, the last few years, and Add to OneDrive being one of them, so I'm happy to be here today and talk more about that.   MARK KASHMAN: Very nice, and Gaia.   GAIA CARINI: Hi, everyone. I'm Gaia. I am the Group Product Manager of the OneDrive sync team. So my team, including Katy, works on OneDrive for Windows and macOS across consumer and commercial users and scenarios. And yeah, I've been working on sync for several years now, and I love being on the OneDrive team, and it's been really fun.   MARK KASHMAN: What I thought was fun about this episode, I know you both know, but for our audience, you should know that the impetus of this episode truly came from our audience in the broadest way. There was a Twitter discussion that was going on, and the focus of that was "when do I use the Add to OneDrive feature versus sync?"   And of course, you can imagine somebody out there was thinking about who they should pull into this conversation, and we now have Gaia and Katy who are about as close to the source of answering that question, which we will address it in the exact way that you'd imagine, the OneDrive team as the accurate way.   You know, when you first saw that Twitter discussion, there was that twee threat. A. I was really happy that you said yes to joining us on the Intrazone to provide the answer. Is that a common thing that you see people asking, or as they're trying to navigate some of the feature sets and capabilities of OneDrive?   GAIA CARINI: Yeah, it is a question that we have been getting, and so I was looking forward to us coming here on the Intrazone to talk more about the two different ways to sync files from either shared libraries in SharePoint, or just a folder someone has shared with you in – from their OneDrive, or files from Teams. Since it is a common question, we're really excited to go more into the differences and what our recommendations are, and what we see the long-term plan to be.   MARK KASHMAN: So where do we start? We come off this thread and we start to stare at – you know, what is a great way to answer that, which I know you both have some nice thoughts around that. I thought Gaia, just to start with you, let's set some ground foundational elements of, when we talk about sync, maybe at the Teams Site level, you know, what is that, syncing the Teams Site and then answering in that same vein of thought, what is Add to OneDrive.   GAIA CARINI: So first, starting with just OneDrive sync as the app, OneDrive sync lets you access and edit and share files from Windows and macOS, no matter where they are, in your own OneDrive, in someone else's OneDrive or in a Teams Site, you know, or in – you know, from a channel in Teams, including if you are offline. And to sync the files that are in those shared locations, we have two models that are supported, the sync button and Add to OneDrive.   And so first, I thought I'd just share what are some of the differences between those. So the sync button is something that we've had since we started supporting with the new sync client when we were on our journey to replace Groove. We added the sync button and that syncs the folder or library to that specific device.   And so let's say I'm here on my Windows PC, and I go to, you know, our team, the folder where our team saves all of our specs. I can click the sync button and that will sync it to this PC specifically. But then if I go on my Mac, I won't see that same folder, and that's where Add to OneDrive comes in.   Add to OneDrive allows you to add that folder—let's say in this case a spec folder that's really important and I go to all the time—to your OneDrive so that it's easy to find, no matter which device you're on. And it'll start syncing, you know, on that device where you added it to your OneDrive but across all your devices too.   So now, if I go back to my Mac, I'll see that same folder also being synced, but I'll also see it on my mobile device, through the OneDrive mobile app, or on Teams if I go navigate my OneDrive files through Teams, and on the web and in Office. And so it just allows you to easily find your files in those shared locations.   MARK KASHMAN: So I've used the Add to OneDrive feature, and I – I've done it four or five times, consistently, with – the right use case—at least for me—is when I go into my Windows machine, any Windows machine and I get into my OneDrive, and I see those shared folders that I've added to my OneDrive. It's the quickest way for me to get to them, and it also is the kind of spaces that I work in, pretty much throughout the year.   I have one Add to OneDrive for my next-gen events site, so any event that I work on, I can get into the folder of the individual event, see the sessions, PowerPoints, any videos, and you know, some of the pre-material that we have for people to use for like graphics to tweet out, and stuff like that.   And I also have another one that I use for Microsoft Lists, with the Lists team. It's a place where we create a lot of different outbound presentations. We also manage, you know, the different feature sets that are upcoming, but from a content and document perspective, I just go into my Windows Explorer, click on OneDrive and then go right into the name of that team, which is either Microsoft Lists or Next-gen Events, and it's just right there, and it's – it's really easy to navigate.   I know it's there, and it just – like you said, it doesn't matter which machine I'm on, so I really do love that feature, and I think it's really important for people to understand how to leverage that in the different scenarios, which I thought, Katy, if we could get some of that insight from you, you know, whether you're thinking about sync or Add to OneDrive, or what we know, kind of into the future, what we'll get to, is what do you recommend and why, when – when you think about different ways that you would guide people to use the technology.   KATY ERLANDSON: Yeah, so we definitely recommend Add to OneDrive. It is a newer, shiny feature. From Team Site sync, as Gaia mentioned, it's kind of a more holistic OneDrive experience, so you're not just getting it on whichever device you chose to sync it on, but you're getting that content across all of your devices. And it's also more – more performant. I'm not sure how many people realize this, but with Team Site sync, we're actually also syncing all of the metadata for the whole library, even if you go and you only sync at the subfolder level, like in Gaia's case in the spec folder.   In Add to OneDrive, if you go and you add the shortcut right at the spec folder level, then we're only syncing that content. So for really, really big document libraries, this can actually be a pretty big gamechanger.   GAIA CARINI: Yeah, to add to what Katy was saying, with Add to OneDrive, we've also made several improvements to the experience where, for example, if you decide, you know, you're done with a certain project and you no longer need that folder, and so you remove the shortcut from your OneDrive, we'll go and clean that up from the device, which I know is feedback we get from the sync button experience.   So we've made improvements like that to the experience. We also have a group policy that allows removing the shortcut content if users no longer have access, for example, to the content. So we've been continuing to improve on the experience, based on feedback, in addition to all of the advantages Katy mentioned.   MARK KASHMAN: Maybe, Kattie, back to you, you – you know, thoughts around guidance. If I'm IT, and I'm thinking Microsoft is describing, you know, these different ways that I can configure for my employees, my end user, what would be some of the things that we might guide them to consider—if not even pass along—to their end user?   KATY ERLANDSON: If you know that no one in your company right now is using Teams Site sync, we recommend just guiding everybody to only using Add to OneDrive. In our documentation there is a script where you can actually turn off the sync button for your whole site, and so if you know that – that no one in your – in your organization is using Teams Site sync, I would just go ahead and turn that off now and start taking advantage of – of all the things that Add to OneDrive has to offer.   If you are in a mixed state, I would definitely stay tuned for our guidance here. We will be migrating users off of Teams Site sync and into – on to Add to OneDrive, eventually, but first, we really want to make sure that we're addressing feedback and that we can make sure that the migration will be seamless. So definitely stay tuned here but know that that's where we're heading.   MARK KASHMAN: So one thing that I've been just curious about, hearing you talk about the administrative capability to turn off the sync button in the Teams Site, from the Teams Site level, does that same sync button disappearing experience actually happen also in Microsoft Teams? If I'm in the Files tab, which effectively is that shame – same connected SharePoint document library, does the sync button also disappear in Teams?   KATY ERLANDSON: Yeah, so it will also go away in Teams. It's the setting that removes the button for the whole tenant, so – so yeah, Teams will be included in that.   GAIA CARINI: But the Add shortcut to OneDrive option that we've been talking about is already available in Teams, and so if you go to the Files tab and there is – you know, in the general channel—or whichever channel—a folder that you want to make sure you're syncing, you can still use the Add shortcut to OneDrive button from Teams.   MARK KASHMAN: Yeah, that's great, because I think a lot of people kind of ask a broader question, you know, when I'm working in SharePoint versus working in Teams, files being the – what they're talking about. It's that – sometimes that delta of experience.   I know the team is broadly working on, you know, having the capabilities be the same, and I think from a sync perspective it's really important that, if you—from an admin perspective—chose to remove the sync button, by guidance of, you know, using the Add to OneDrive more, as we go into the future, I think a lot of that is kind of comfort food for admins to go, "Okay, I changed it once and that will be adhered to these different entry points that people might be making those choices," which kind of leads me into where I at least wanted to pick your brain.   The Twitter topic was more around what we've been talking about, the sync and Add to OneDrive, how they work together and maybe, you know, a little bit more guidance on what – what to use, when. If we were to step back and just ask the OneDrive team, whether it's a sync question or broader than that, what is the long-term plan? You know, where would you tell people the – the direction that we're going, either in this space or even broader than that?   Gaia, I would start with you.   GAIA CARINI: As Katy mentioned, the long-term plan is to really use the Add shortcut to OneDrive, or Add to OneDrive functionality, to allow users to sync their files across all devices and access them really easily, no matter where they are. As part of that, we have been talking to a lot of customers, and we have heard feedback on some of the gaps in the experiences, or some of the – you know, just feedback from users interacting with Add to One Drive and comparing it to this – the way the sync button syncs files.   And so we were really focused on really understanding all of that feedback and addressing that. We also, in addition to that, need to work on making the migration from the sync button synced content to Add to OneDrive really seamless, both on Windows and Mac, and so that's another thing that we've been looking at and planning.   Eventually, the goal is to fully replace the sync button, and so stay tuned for more information and timelines on that. We don't have timelines on it right now. Again, the – the current focus is really addressing the feedback so we can really make the Add to OneDrive experience the best possible one for users across different scenarios.   MARK KASHMAN: Anything from a – a robust service like OneDrive, especially one that's been in use at scale, managing our customers, especially – you know, for giving IT the tools that they need, and obviously the awareness change management of what's coming or best practices and guidance, I – I certainly think that's a great investment area.   I know, you know, knowing a lot of change, and if it affects our customers negatively because it's a bigger impact or something that they didn't see coming, and this one sounds like it's a perfect way to both blend getting users to think about doing things a little bit differently and that impact not being something that is unmanageable by IT when we make that change.   So Katy, you know, there's probably a lot of feedback that's coming in. What would you say is the number one or top piece of feedback that we're actually working to address?   KATY ERLANDSON: The thing that we hear the most, probably, is this concept of, like confusion around me versus we. With Teams Sites, we kind of said, "Okay, if it's in your OneDrive node, you can think of it as your personal stuff; if it's in your Teams Sites node, you can think of it as shared content, but then users can still share from their OneDrive and then it's – there's a mix of shared content there.   And now, by adding shortcuts into OneDrive, it just adds a little bit more to that confusion, and so our primary focus is to clear that up. It becomes the most problematic around deletes. So if somebody deletes a file that they think is in their OneDrive, and it's just for them, and then that delete is propagated, and then now that's deleted for everybody, and then they don't find out about it until somebody else needs to work on it, and then it's missing.   So that's our top priority. We want to make sure that deletes are super clear. It's clear when it's being deleted for just you or it's being deleted for everyone, and we want users to confirm that before they actually do send that delete out to everybody.   So that's number one. We kind of had this same feedback with Teams Site sync also. It's not really a new problem to add to OneDrive, but it is definitely still there.   MARK KASHMAN: It sounds like, to me, you're going to be increasing—in a positive way—the use and value of the recycle bin and the awareness of "before you throw it away …" and of course, always the awareness of "if it's been thrown away …" you know, the recovery and – and the value there, the value for OneDrive if it's your own set of files, and certainly value if it's a shared set of files.   And it's interesting, the me/we space, I've heard both internally working with MVPs, hearing how they discuss it, and I think the way you're describing it, Katy, a lot of it is the – how does the technology work, and what are the things that, you know, are blocking people from either understanding it or, if they're using it, and they hit some of these—especially like a delete scenario—how to make it so that they do delete something effectively, or if they delete it and they're aware before they maybe accidentally do it.   KATY ERLANDSON: Exactly. We want to make sure that we can prevent it if it's not what they meant to do, and when accidents do happen, we also want to invest in making that recovery be easier.   MARK KASHMAN: Gaia, did you have a thought?   GAIA CARINI: Yeah, I think you both are spot on. On the me versus we topic, I think some of the things we're looking at is really how to surface the fact that the shortcut is from a shared location in File Explorer and Finder. You know, whether that's through the icons we use, or even where the shortcut goes by default.   And so we're exploring different potential paths there, but we know it's definitely a common theme across a lot of customers we've talked to, and so it's really top of mind for our team.   MARK KASHMAN: Do you have – because you work on OneDrive, you most likely use it as much as I do, on a daily basis – you know, if people listening to this, if there was something that's either a recent innovation or something that people, you know, might be just one or two clicks in, and they should know about it, or if it's staring them in the face and – you know, we just want to increase, we know how many times people are using it. Is there any recent or relevant tip or trick of using OneDrive, of just something that you actually use, each and every day, and – and really enjoy?   GAIA CARINI: Yeah, I can start. I have the exciting announcement, as of yesterday. We reached 100% on our file backup, also known as Known Folder Move, for macOS. This feature is something I use every day, across both my Windows PC and my Mac, basically to ensure that all my files on my desktop and my documents folder are in OneDrive, and I can access them across devices, from my phone, if I'm out.   And so it's something we've had on Windows for a long time, and we used – we're really focused on continuing to improve that experience as well. And yeah, as of yesterday, we got to 100% in production on macOS, and it's been something that our team has been working on for a while, and really excited about that.   MARK KASHMAN: Well, congratulations. KFM on Mac is not a small feature to – to build and deliver. Now, it's up to our customers to actually take advantage of it.   GAIA CARINI: Yeah, so we're really looking forward to the feedback on that.   MARK KASHMAN: That's great. Katy, any particular feature or capability that you love about OneDrive, that you use?   KATY ERLANDSON: I think mine also has to be KFM. It's not something that I think about appreciating every day, but just the fact that I don't have to worry about what files are where, on what device. I mean, I'm constantly working on multiple devices every day. I have three going, most days.   So the fact that they're all in sync with where my files are, I know that, you know, I can find a certain spec on my desktop, every time. It's easy, I like it.   MARK KASHMAN: You both keep saying this word, spec. And I'm thinking, maybe we can put all of your specs in your OneDrive for Consumer, and we can share that folder so that the world can sync all of your specs. Do you think that's a good idea?   KATY ERLANDSON: Probably not.   GAIA CARINI: I do have every single file I own—both in my personal life and in my work life—in my OneDrive. Now, of course, whether that's in my personal account or my work account is really important, but yeah, I wouldn't be able to function at all without my OneDrive.   Since you told us to go beyond just sync, I'll tell you one of my other favorite features I use a ton, especially even both at work and outside of work. I love using the PDF signing feature from the mobile app. I feel like that's something that not everyone might know about, but it's so, so useful, so you don't have to print something out and sign it.   For folks listening, if you haven't checked that out, you definitely should.   KATY ERLANDSON: And the PDF scan. I think that's my favorite one –   GAIA CARINI: Yeah.   KATY ERLANDSON: My favorite non-sync feature would be the PDF scan.   GAIA CARINI: Yeah, totally, the PDF scan and then sign, both, whether you're using them together or separate, yeah, for sure.   MARK KASHMAN: That's awesome, I – I think I'm mentioning the same feature. I was just going to say, real quickly, my favorite features is on the OneDrive mobile, and it's when using the expense tool. Sometimes you have a receipt that requires it to be in the system, and I use OneDrive religiously because I typically create a folder for each event that I attend, or each travel, and so I collect my PowerPoints and my videos, and all the – kind of the marketing stuff, but then, inevitably, I have a meal out, and I've got my – my folio from the hotel and all those things.   And I immediately as soon – much sooner than later, I will go into OneDrive, navigate through, sometimes through my Add to OneDrive for these next-gen events folder, and I go to the folder of the event, and then I just save it, and you know, I do a – basically a scan, a document scan of the receipt, and it's very easy to give it a name, put it in the right folder, and then I'm ready to put it in the expense tool when I return.   And it does a great job of cropping the receipt, no matter form the – the receipt is in, and it just puts it – you know, again, kind of in the most compliant space for me, OneDrive, and then is very then easy to upload into that expense tool for each expense report.   So thank you for – for building off of Office Lens, but I think taking it to a level of real usability. It's very easy.   GAIA CARINI: Yeah, I agree, the Clutch feature. We don't thank the mobile team enough for that one.   MARK KASHMAN: Yeah, I mean, honestly, whoever did the Office Lens integration did such a nice job because what you described, around PDF markup, the inking capabilities, you know, that's next level. If you haven't ever done that, it really is – there's a lot that you can accomplish, and it's not a hard-to-use feature. It's really friendly.   Well, thank you for giving us a lot to think about, and to kind of answer this Twitter question in a really nice long form to learn about it and more, especially, you know, kind of the – to get your head on where the team is going, and you know, the best ways to navigate through from an IT perspective, for the benefit of end users. I know that you always – you and your teammates always have the customer in mind for the experience, but also for change management. It's very, very – very important.   So thank you both for hopping off of Twitter and coming to the Intrazone.   GAIA CARINI: Yeah, thanks for having us.   KATY ERLANDSON: Yeah, thanks so much.   (Music.)   MARK KASHMAN: Now you know the difference of using the feature Add to OneDrive, what it does, bringing your shared libraries closer to home within your OneDrive domain, easy access, and how it balances the ways that you might adjust, syncing directly from a Teams Site or directly from a Teams' team. Just Add to OneDrive and then you can get all the sync goodness and more.   Always great to hear directly from the product team, and of course, it's based on that feedback that you've got that I want some clarity on how these things work and what they are. So I really appreciate having Gaia and Katy come in and share all of that insight, plus the insights into how they designed the product, going forward, which I think brings a lot of value—I hope—to you, in your use of OneDrive, going forward.   So let's talk about events. I really just have two events and then a little tickler about what I know about is coming in 2023, without some specific dates. But to round out the year, next up, very soon, at the end of November, is the European SharePoint Conference. This is from November 28th to December 1st, in Copenhagen, Denmark, at the Bella Center. There's going to be four Microsoft keynotes, one with Jeff Teper, another with Scott Hanselman. Karuana Gatimu will have a keynote, and then there will be a developer keynote with Vesa Juvonen.   Of course, there are breakout sessions with Microsoft, Microsoft MVPs and community leads. There's "Ask the Experts," which is a really great one-to-one/one-to-few, just individual chat, "I have a question … here's an answer … or here's some feedback, please listen." Those are always great, and I will be doing three of those, and I know my peers across Microsoft and a lot of our MVPs are taking that time to support the ATEs as well.   And at the European SharePoint Conference there's a really fun "Ask Microsoft Anything," with all of the Microsoft speakers in attendance to answer questions with a SharePoint Connect. This is a nice evening event, sponsored by Microsoft, and we're really pleased and privileged to be in Copenhagen to represent our teams, but also to be a part of the community, engaging in Copenhagen.   Literally the next week, in Las Vegas, is the Microsoft 365 Conference. This is from December 6th through the 8th, again, in Vegas. It's co-located with a couple of events, so you'll see a few other events in the same exact location at the MGM Hotel. There are a number of Microsoft keynotes.   You'll first hear from Scott Guthrie, followed by Jeff Teper. You can imagine the value there, with some of the broader leadership across those broad product portfolios of Azure and Microsoft 365. And similar to a lot of great events, it'll dive into then a lot of breakout sessions, workshops, differing ways to engage. There are of course booths and expo halls, and all of that, to get up to speed with what partners offer, and just a lot of time to network, across both these events.   Whether you're in Denmark, whether you're in Nevada, you have really, really nice back-to-back offerings, and the Microsoft 365 Conference is always a really nice event to plug into and get the depth of knowledge you need, and to get answers and provide feedback so that you can have that nice two-way engagement of the community.   So a little teaser ahead into 2023. These aren't really solid dates, but I know that the 365 Educon team has a number of events in 2023, in Washington, DC, in Seattle, in Chicago. There's the European Collaboration Summit. There's of course different events from the Microsoft 365 Conference team, focused on events on the Power Platform. There will be unique moments for things like Viva and Syntex, and of course, expect some of the larger first-party events that Microsoft put son, like Build, Inspire and Ignite, which has already got the data on it.   If you're interested in Ignite, that's November 15th through the 16th, 2023, which feels like a long time from now, but I can already feel that some of the engines internally are warming up into what does that event look like.   So 2023 is certainly going to be a great year for events. It's something that we, in the broad teams that I represent here, just in referencing, very much look forward to, in plugging in, to round up 2022 with ESPC22, and Microsoft 365 Conference, and then gearing up to have a great 2023, of which of course, Chris and I will always keep you informed on every episode with ones that are upcoming.   (Music.)   We want to thank our guests, Gaia and Katy, for being on the show, and for giving us insights about the value and future of Add to OneDrive. So if you haven't ever added to OneDrive, this episode is the encouragement that you needed. It's a really great feature, and we really appreciate having Gaia and Katy on to explain it, and to also give guidance and a little bit of a look ahead.   We encourage you to check out our show page for the links to all of what was discussed today, and more. You can go to aka.ms/theintrazone, and send us your questions, send us your feedback, whether it's to the SharePoint team, or the OneDrive team, or pretty much anybody here at Microsoft. I'll navigate to what it is that you're looking for, as best as I can.   Just email us at theintrazone@microsoft.com, or find us on Twitter @sharepoint, @onedrive and @mkashman with a K. Remember to rate, review and tell all your friends about the show. This really is the way that we hope to get the word even more broad, to anyone that you know, that you work with, friends, peers, partners, customers that would benefit from the knowledge that we aim to share through this show. We hope that you can encourage other people to follow, and of course, you can get this show where you get your other favorite tech podcasts. Thank you so much for listening. I'm your host, Mark Kashman. This has been The Intrazone, a show about the Microsoft 365, add to cart, Intelligent Intranet. END

It is Techtober and we're fundraising for Girls Who Code. Go to https://give.girlswhocode.com/msclouditpro and donate today to help ensure girls continue to have access to our educational experiences, programming, and incredible sisterhood. Because when you teach a girl to code, she'll change the world. In Episode 304, Ben and Scott catch up some news from Ignite, talk about the announced retirement of the Azure Service Manager (classic) APIs, some upcoming breaking changes to the Azure CLI and Azure PowerShell, and then get a little ranty as they talk about the Office --> Microsoft rebranding that was recently announced. Like what you hear and want to support the show? Check out our membership options. Show Notes MS Cloud IT Pro Podcast fundraiser for Girls Who Code Microsoft Ignite Microsoft Ignite 2023 Microsoft Cloud and AI chief Scott Guthrie on what's new and next for Microsoft Cloud customers Azure classic resource providers will be retired on 31 August 2024 Azure CLI Ignite 2022 Announcements Blog Azure PowerShell Ignite 2022 announcements Microsoft Office will become Microsoft 365 in major brand overhaul Microsoft Office is changing to Microsoft 365 Microsoft 365 is NOT Office 365 Conditional Access: Require an authentication strength for external users Conditional Access authentication strength (preview) About the sponsors Intelligink utilizes their skill and passion for the Microsoft cloud to empower their customers with the freedom to focus on their core business. They partner with them to implement and administer their cloud technology deployments and solutions. Visit Intelligink.com for more info.

Wisconsin's Nina Menda, MD & TIPQC's Scott Guthrie, MD share the work of their respective PQCs. Wisconsin Perinatal Quality Collaborative (WisPQC) https://www.google.com/search?q=wisconsin+perinatal+quality+collaborative&rlz=1C1GCEV_enUS913US913&oq=wis&aqs=chrome.1.69i57j69i59j0i67l3j0i67i131i433j46i67i131i199i433i465j46i20i175i199i263i512j0i67l2.6846j0j7&sourceid=chrome&ie=UTF-8 No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

Episode 47 of the Influencer Marketing Lab - a weekly podcast tracking the growth spurts and growing pains of influencer marketing.This podcast is sponsored by Tagger the data-driven influencer marketing platform and social listening tool.This week Scott Guthrie is in conversation with Ian Forrester, founder and CEO of DAIVID, an advertising research company building a ‘house of influencer insight' proposition. We discuss influencer marketing's WHAT metrics of impressions, reach, likes, shares, comments, site visits and sales and then we explore why these should be augmented with the WHY metrics of attention, emotions and memory creation. Shifting data collection to insight learnings and improved effectiveness. Check out the Influencer Marketing Lab for full show notes and related useful links.

In today's episode, Dr. Scott Guthrie, TIPQC Infant Medical Director, is joined by Crystal and Phillip McKnight to discuss their family's NICU experience with their son, Nori. No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

A tribunal has ordered self-styled justice campaigner Scott Guthrie to repay a family thousands of dollars he charged them for supposedly voluntary work, and then failed to deliver on his promises. Independent victim advocate Ruth Money talks to Lisa Owen.  

Join us for part 2 of our Grief series with Dr. Ryan McAdams. Dr. Scott Guthrie, Infant Medical Director, is joined by Dr. Ryan McAdams, Neonatologist, to continue the discussion on grief among providers and families. For more information on Dr. Ryan McAdams and his artwork: https://www.pediatrics.wisc.edu/research/research-groups/mcadams/ (https://www.pediatrics.wisc.edu/research/research-groups/mcadams/) No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

New episode alert! In today's episode, Dr. Scott Guthrie sits down with OCC pilot team leaders Dr. Chris Welsch, Dr. Darshan Shah, Dr. Parul Zaveri, Dr. Marcelo Rains, and Dr. Kirk Bass to discuss their experiences with the Optimal Cord Clamping Project. For more information on the Optimal Cord Clamping Project visit: https://tipqc.org/occ/ No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

In this episode, Dr. Scott Guthrie is joined by fellow Neonatologist Dr. Kari Roberts of the University of Minnesota Masonic Children's Hospital, to discuss the use of the Laryngeal Mask Airway (LMA). Resources mentioned in today's episode: SALSA (Surfactant Administration through Laryngeal or Supraglottic Airways): Training Video: https://www.youtube.com/watch?v=Iig9l4BgIy4&t=10s SALSA Algorithm: https://docs.google.com/file/d/1zV6StNTK65zOeF4Kzcfm6T1jiBAYbB_J/edit?usp=docslist_api&filetype=msword (https://docs.google.com/file/d/1zV6StNTK65zOeF4Kzcfm6T1jiBAYbB_J/edit?usp=docslist_api&filetype=msword) Questions for Dr. Roberts? email: rober694@umn.edu No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

This episode, Dr. Scott Guthrie, TIPQC Infant Medical Director, is joined by Dr. Colm Travers, a neonatologist from the University of Alabama Birmingham Hospital, to discuss his recently published paper on the Golden Week. The Golden Week is a quality improvement project targeting the smallest babies cared for in the NICU. This podcast will begin to lay the groundwork for TIPQC's project to improve care of Tennessee's Tiniest Babies. Question for Dr. Travers? Email: cptravers@uabmc.edu No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

Scott Guthrie comes by to talk about his new music, poetry, and finding your voice.  

Another in the series of twenty years of .NET, this one with Scott Guthrie! Carl and Richard talk to Scott about the early days of ASP.NET, the recruiting of the ninja army of Scott Hanselman, Rob Conery, Phil Haack (and others), and much more! Scott has been part of .NET from the beginning and talks about bringing the ASP.NET web team with him when he joined the Azure group. The conversation digs into how to keep a 20-year-old product relevant, which does mean an occasional reinvention!

Another in the series of twenty years of .NET, this one with Scott Guthrie! Carl and Richard talk to Scott about the early days of ASP.NET, the recruiting of the ninja army of Scott Hanselman, Rob Conery, Phil Haack (and others), and much more! Scott has been part of .NET from the beginning and talks about bringing the ASP.NET web team with him when he joined the Azure group. The conversation digs into how to keep a 20-year-old product relevant, which does mean an occasional reinvention!

Another in the series of twenty years of .NET, this one with Scott Guthrie! Carl and Richard talk to Scott about the early days of ASP.NET, the recruiting of the ninja army of Scott Hanselman, Rob Conery, Phil Haack (and others), and much more! Scott has been part of .NET from the beginning and talks about bringing the ASP.NET web team with him when he joined the Azure group. The conversation digs into how to keep a 20-year-old product relevant, which does mean an occasional reinvention!Support this podcast at — https://redcircle.com/net-rocks/donations

In this episode, special guest Scott Guthrie, MD joins us to discuss optimal cord clamping (or what used to be called delayed cord clamping). We discuss the vital benefits of this practice and efforts in Tennessee to make this available to more than 90% of babies born in the next two years. 

TIPQC is launching a new project revolving around the term “Optimal Cord Clamping”. In this episode, Dr. Scott Guthrie, TIPQC Infant Medical Director, and Dr. Anup Katheria introduce the concept, benefits, challenges of implementation and what OCC looks like from the perspective of a neonatologist.  No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

TIPQC is launching a new project revolving around the term “Optimal Cord Clamping”. In this episode, Dr. Scott Guthrie, TIPQC Infant Medical Director, and Dr. Howard Herrell introduce the concept, benefits, challenges of implementation and what OCC looks like from the perspective of an OB/GYN.  Dr. Herrell's Podcast "Thinking About OB/GYN": https://thinkingaboutobgyn.com/ (https://thinkingaboutobgyn.com/) No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

Scott Guthrie, MD is joined by Susan Rollyson and Lauren LeGate from the Tennessee Early Intervention System (TEIS). They will present parents, providers and beyond what services and opportunities are available through these programs. N Chapter of the American Academy of Pediatrics https://nam12.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.tnaap.org%2F&data=04%7C01%7Camanda.c.nally%40vumc.org%7Ce4103f6dc5bc4a087f2908d9d77a9af8%7Cef57503014244ed8b83c12c533d879ab%7C0%7C0%7C637777744737483465%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=weUzme%2BVNsTYX1OuUfiZsStv3tH4UkuRXIcHz4g3iug%3D&reserved=0 (www.Tnaap.org) Screening Tools and Referral Training (START) https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.tnaap.org%2Fprograms%2Fstart%2Fstart-overview&data=04%7C01%7Camanda.c.nally%40vumc.org%7Ce4103f6dc5bc4a087f2908d9d77a9af8%7Cef57503014244ed8b83c12c533d879ab%7C0%7C0%7C637777744737483465%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=ttsdj6t9lauBn8ufA8m6klu8oTbq73qi6LnbNMVuZeo%3D&reserved=0 (https://www.tnaap.org/programs/start/start-overview) Tennessee Early Intervention System (TEIS) https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.tn.gov%2Fdidd%2Ffor-consumers%2Ftennessee-early-intervention-system-teis.html&data=04%7C01%7Camanda.c.nally%40vumc.org%7Ce4103f6dc5bc4a087f2908d9d77a9af8%7Cef57503014244ed8b83c12c533d879ab%7C0%7C0%7C637777744737483465%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=dk026Xr5scbLjykZuxrLjOea6o5qQPh7JdtASfGxZ5Y%3D&reserved=0 (https://www.tn.gov/didd/for-consumers/tennessee-early-intervention-system-teis.html) TEIS Diagnosis List https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.dropbox.com%2Fs%2Fjm4cbeonve59pdu%2FTEIS_Diagnosis_List.xlsx%3Fdl%3D0e5b80hi4p&data=04%7C01%7Camanda.c.nally%40vumc.org%7Ce4103f6dc5bc4a087f2908d9d77a9af8%7Cef57503014244ed8b83c12c533d879ab%7C0%7C0%7C637777744737483465%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=23lnBh6ChqoiH8bnm%2Ba2fblY%2B0mEpzeYrj3GJCdXR2I%3D&reserved=0 (https://www.dropbox.com/s/jm4cbeonve59pdu/TEIS_Diagnosis_List.xlsx?dl=0e5b80hi4p)    TEIS Eligibility- https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.tn.gov%2Fdidd%2Ffor-consumers%2Ftennessee-early-intervention-system-teis%2Finformation-for-parents.html&data=04%7C01%7Camanda.c.nally%40vumc.org%7Ce4103f6dc5bc4a087f2908d9d77a9af8%7Cef57503014244ed8b83c12c533d879ab%7C0%7C0%7C637777744737639701%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=YJAus%2Bd6cELD3SsPO%2BdDi8BtReJv5mkbFy2ZFTLUc60%3D&reserved=0 (https://www.tn.gov/didd/for-consumers/tennessee-early-intervention-system-teis/information-for-parents.html) Contact Susan Rollyson or Lauren Legate with any questions: Susan.Rollyson@tnaap.org lauren.legate@tn.gov No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

This episode Dr. Scott Guthrie, Infant Medical Director for TIPQC, sits down with Dr. Zuzanna Kubicka, Neonatologist from South Shore Hospital. They discuss FI Care (Family Integrated Care) and how providers can improve upon providing higher quality, family-centered care for infants in the Neonatal Intensive Care Unit.  No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

Dr. Scott Guthrie, TIPQC Infant Medical director is joined by LeighAnn Sutton. LeighAnn works at Jackson-Madison County General Hospital in Jackson, TN. She leads their Perinatal Bereavement program. LeighAnn is Certified in Perinatal Loss and Bereavement and is soon to be a Certified Perinatal Mental Health Coordinator. We discuss this unique role and the how we can learn from her work to best take care of our mothers during a NICU stay … especially when there's a loss involved. LeighAnn has pioneered a program called Butterfly's Embrace in Jackson, that walks families through trauma with the hope of ultimately turning these experiences into something beautiful. No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.  

Jason Zander, executive vice president of the Azure Team joins Scott Hanselman to celebrate the 8th anniversary of Azure Friday. In this special crossover episode with Hanselminutes, they reflect on Azure's history and Jason's career at Microsoft during that timeframe. Chapters 00:00 - Introduction 01:13 - Jason's history at Microsoft 08:25 - Microsoft's evolution 10:44 - Cloud before the cloud 19:38 - Developers as execs 23:03 - Azure today 25:25 - Looking forward 30:33 - Wrap-up Recommended resources Hanselminutes Podcast 63 - Scott Guthrie and Jason Zander on Silverlight New Team, New Challenges (Jason Zander's blog) Getting Started with Windows Azure, the SDK, and Visual Studio Microsoft Quantum Create a free account (Azure)

Jason Zander, executive vice president of the Azure Team joins Scott Hanselman to celebrate the 8th anniversary of Azure Friday. In this special crossover episode with Hanselminutes, they reflect on Azure's history and Jason's career at Microsoft during that timeframe. Chapters 00:00 - Introduction 01:13 - Jason's history at Microsoft 08:25 - Microsoft's evolution 10:44 - Cloud before the cloud 19:38 - Developers as execs 23:03 - Azure today 25:25 - Looking forward 30:33 - Wrap-up Recommended resources Hanselminutes Podcast 63 - Scott Guthrie and Jason Zander on Silverlight New Team, New Challenges (Jason Zander's blog) Getting Started with Windows Azure, the SDK, and Visual Studio Microsoft Quantum Create a free account (Azure)

This episode our Infant Medical Director, Dr. Scott Guthrie is joined by NICU parent, Karen Broadway. Karen gave birth to her son in 2017 and very quickly was swept into the world of the NICU. This episode they discuss a multitude of topics including a parent perspective of NICU care, Postpartum Depression and what it's like parenting a NICU graduate. This special episode will have something for both provider and patient. Our goal for this story to help improve care across the state of Tennessee. No content or comments made in any TIPQC Healthy Mom Healthy Baby Podcast is intended to be comprehensive or medical advice. Neither healthcare providers nor patients should rely on TIPQC's Podcasts in determining the best practices for any particular patient.  Additionally, standards and practices in medicine change as new information and data become available and the individual medical professional should consult a variety of sources in making clinical decisions for individual patients. TIPQC undertakes no duty to update or revise any particular Podcast. It is the responsibility of the treating physician or health care professional, relying on independent experience and knowledge of the patient, to determine appropriate treatment.