Estoy realmente satisfecho con el funcionamiento del bot de Telegram para mejorar esl feedback. Tan satisfecho que esta semana tenemos un capítulo de preguntas y por otro, un capítulo de ampliación de funcionalidades. En este capítulo entre otros temas, se trata del maldito cron. Y es que, si bien el cron, es una poderosa herramienta, la realidad es que en muchas ocasiones, nos da muchos dolores y quebraderos de cabeza, por el simple hecho de que nos dejamos determinados asuntos en el tintero. Pero no solo hay preguntas referentes al cron, también otras sobre Flatpak, el reinicio de servidores y equipos remotos, sobre copias de seguridad de VPS y por último, de Notion y bases de datos. --- Más información en las notas del podcast sobre Preguntas y el maldito cron
Estoy realmente satisfecho con el funcionamiento del bot de Telegram para mejorar esl feedback. Tan satisfecho que esta semana tenemos un capítulo de preguntas y por otro, un capítulo de ampliación de funcionalidades. En este capítulo entre otros temas, se trata del maldito cron. Y es que, si bien el cron, es una poderosa herramienta, la realidad es que en muchas ocasiones, nos da muchos dolores y quebraderos de cabeza, por el simple hecho de que nos dejamos determinados asuntos en el tintero. Pero no solo hay preguntas referentes al cron, también otras sobre Flatpak, el reinicio de servidores y equipos remotos, sobre copias de seguridad de VPS y por último, de Notion y bases de datos. --- Más información en las notas del podcast sobre Preguntas y el maldito cron
Fredrik snackar med Niclas Edenvin, Erik Hedberg, och Adam Sernheim om artikeln " A development process startup founders should use to ship features weirdly fast", en kort artikel med ganska starka åsikter om hur utveckling bör bedrivas i små företag. Vi diskuterar punkterna i … någon sorts ordning och har åsikter om det mesta. Många saker är bra, några förvånar oss, och några känns till och med konstiga. Det blir featureflaggor, monorepon, tester, och mycket mer. Avsnittet sponsras av 46elks som bygger ett enkelt API för SMS och telefoni. Registrera dig på 46elks.se/kodsnack så får du en överraskning och utökade möjligheter att experimentera med deras tjänst. Skicka notiser per SMS, ring upp folk, ordna telefonväxlar, och mycket mer. Hur mycket kod krävs för att skicka ett meddelande? Här är ett Curl-exempel: curl https://api.46elks.com/a1/sms -u API_USERNAME:API_PASSWORD -d to=+46766861004 -d message="Hej kodsnacklyssnare! Testa att skicka ditt första SMS med Curl." -d from=Kodsnack API-dokumentationen hittar du på 46elks.se/docs. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på email@example.com om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Kodsnack fyller tio - kom och fira med oss! Indio studios Spelsylt #7 Niclas Erik - och tidigare avsnitt med Erik Adam - och tidigare avsnitt A development process startup founders should use to ship features weirdly fast Feature branches Vercel Render Heroku Next.js Monorepon Observerbarhet Git-flow 46elks - veckans sponsor 46elks.se/kodsnack - registrera dig här för att få 200 kronor i krediter Curl Gamasutra - numera tydligen Game developer Postman Featureflaggor A/B-tester Growthflags Unleash - featureflaggor Optimizely Togglz - featureflaggor för Java och Spring Martin Fowler Martin Fowlers artikel om featureflaggor Integrationstester Selenium Loki - visuella regressionstester Titlar Silverkulor hela vägen Det ställer bara till problem, branches Hålla main releasebar En branch som ligger och ruttnar Monorepo mot multirepo Pipelinen som ställer krav Fail fast and furious Demos på uppstuds En stor backlog för hela tåget Ett stort regelverk kring en switch Ja på alla frågorna
This is episode 1 of a 3 part series Jake gives on how to motivate your team from top to bottom. This first session is directed at executives and VPs and how to communicate the “north star” so people can feel connected to a greater purpose. Motivation is one of those words that gets tossed out a lot, and there is a lot of hype around having to motivate our people. But the reality of motivating people, that Jake will talk about in these next three sessions, is we actually need to make sure we're not demotivating them. Most people have their own fire and drive. We just have to stoke that fire as leaders and on the flip side (which we'll get into in session 3) know what our true motivations are. In this episode, Jake covers: Can one human motivate another? Your job at the executive level is to make sure the company has a clear north star and that everyone knows what it is.Where the term grind comes from and getting everyone aligned This is a Mini Episode Monday episode where every Monday, Jake will be bringing you bite-size clips from sales calls he has done, interviews he has been on, or simply, his hot take on a given topic. Hit the subscribe button on your favorite podcast player so you don't miss the next two episodes. … Sign up for the Modern Leader Newsletter for more tips and talks like this from Jake: https://skaled.com/modern-leader-sign-up/ Follow Jake: LinkedIn: https://www.linkedin.com/in/jakedunlapInstagram: https://www.instagram.com/jake_dunlap_/Twitter: https://twitter.com/jaketdunlapWebsite: https://www.jakedunlap.com/
Fredrik snackar med Daniel som berättar allt om sitt tangentbordsbygge HS22K och vägen som ledde dit. Från stora och ganska vanliga tangentbord via Colemak och Planck hela vägen till att designa sitt eget kretskort och skriva en väldigt stor del av koden som driver det hela. Plus givetvis att gradvis komma fram till en behaglig tangentbordslayout med så lite som 22 tangenter. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på firstname.lastname@example.org om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Kodsnack fyller tio - kom och fira med oss! Spelsylt #7 Indio studios Daniel HS22K - Daniels tangentbord Cherry mx blue Ben Vallack Planck Let's split Colemak Kyria Nice nano v2 ZMK Daniels layout Nice 60 Oryx Magnet Kicad Kailh choc-switchar Splitkb Work louder-tangenter Programming on 34 keys Titlar Ett konstigt tangentbord 22,5 grader Vad är tanken med tangentbordet? Skriva på ett rimligt sätt på ett tangentbord För att komma upp ska man gå rakt Fyra tangenter i mitten Hur många tangenter behöver jag? Då kan jag väl göra ett tangentbord Viljan att skriva allt från scratch Mentalt är det tre rader
Wie jeden Samstag gibt es heute eine neue Folge aus der Rubrik “Media Talk – die wichtigsten Startup-Medien im Dialog”. Dazu begrüßen wir Julius Göllner, Co-Founder von ARRtist und Co-Host des „ARRtist on AIR“-Podcasts. ARRtist veranstaltet jedes Jahr den sogenannten ARRtist Summit, welcher eine Networking Konferenz für B2B-SaaS im deutschsprachigen Raum darstellt. Das Ziel ist der Austausch zwischen SaaS-Foundern, VPs sowie Investorinnen und Investoren. Im firmeneigenen Podcast „ARRtist on AIR“ erklären zweimal pro Woche SaaS-Founder im Gespräch mit den ARRtist-Organisatoren Jannis Bandorski, Matthias Ernst und Julius Göllner wie sie ihr SaaS-Unternehmen aufgebaut haben, welche Hacks sie für Wachstum angewendet und welche Fehler sie gemacht haben. Investorinnen und Investoren teilen Learnings von ihren Portfolio-Unternehmen im SaaS-Bereich und zeigen ihre Perspektive auf Funding, Wachstumschancen und Lessons Learned auf. Software Sales Experts teilen ferner Strategien für mehr Wachsum in SaaS. Der Podcast hat dabei stets das Ziel, Founder bei der Skalierung ihres SaaS-Unternehmens zu unterstützen. Infos der Werbepartner: ROQ: Gehe jetzt auf roq.tech/daily und erhalte die komplette Plattform 3 Monate lang for free. OMR Reviews: One more thing wird präsentiert von OMR Reviews – Finde die richtige Software für Dein Business. Wenn auch Du Dein Lieblingstool bewerten willst, schreibe eine Review auf OMR Reviews unter https://moin.omr.com/insider. Dafür erhältst du einen 20€ Amazon Gutschein.
Ett par specialmeddelanden lagom till helgen: Det blir en sjunde spelsylt Kodsnack fyller tio år i år, kom och fira med oss i Stockholm 4 oktober! Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på email@example.com om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Spelsylt 7 Kodsnack fyller 10!
Our limited edition partner series features Meghan Cooley, a Higher Ed Marketing Specialist in Rock Island, Illinois and a current client, Omar Correa, Vice President of Strategic Enrollment Management St. Thomas University in St. Paul, Minnesota. Meghan Cooley is a Marketing Strategist, Copy Writer, and Communication Expert who also provides mentorship and guidance to Directors, VPs, and other marketing staff. Meghan Cooley Consulting helps admissions offices by streamlining, updating, and advancing enrollment marketing strategy. She partners well with all levels of staff, resulting in better and on-time delivery of communications often by supporting overworked staff members. She has an in-depth knowledge of the Slate Deliver module. You'll find her creativity brings new life to marketing efforts and her sense of humor and easygoing nature will inspire the best out of your team. After listening to this week's episode, you can continue the conversation with Meghan by emailing her at firstname.lastname@example.org, connecting on LinkedIn or calling 309-721-6564. --- Send in a voice message: https://anchor.fm/adlunchcast/message
Fredrik och Martin snackar korta projekt, jobb hemifråns negativa aspekter, dokumentation av sammanhang, och mycket mer. Har sockerfri cola blivit standard? Hemmajobb som ny och mer erfaren på jobbet och i teamet - erfarna upplever sig som mer produktiva och effektiva hemifrån, med ett mer dolt men större bortfall i hela teamets produktivitet för att alla andra får svårare att få stöd och hjälp av dem? Alla områden är mer komplicerade än man tror på förhand. Göra saker som löser en sak väl och låt komplexitet komma därifrån, istället för att ösa på nya finesser. Saker lyckas ju ändå växa och bli vildvuxna över tiden. Martin berättar om ett projekt med oerhört begränsad livslängd, som byggdes därefter, och som sedan blev lite mer långlivat. Nu tänkte vi ta ut det på en turné. Finns det någon dokumentation för det här? Nej. Plötsligt är det komplicerat att bygga vidare, det kan bli vildvuxet, och man kan önska att man sett lite mer framåt innan man valde sin lösning. Samtidigt hade det då antagligen inte blivit gjort, inte blivit gjort i tid, eller aldrig blivit klart. Kanske borde man dokumentera sammanhanget kring en lösnings tillkomst lite mer? Vi diskuterar också nyttan med att starta nya projekt då och då, stora som små men kanske framför allt små, och avslutar med att fundera på varför vissa miljöer känns enklare att börja på något nytt i än andra. (Det blir också ett poddtips som förklarar ursprunget till frågan om du får i dig tillräckligt med kaffe.) Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på email@example.com om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Martin (tidigare avsnitt med Martin) Parkster - där Martin sedan helt nyligen jobbar Små appar som gör en sak bra, som John Siracusas väldigt nischade Macappar Steve Jobs designverktyg för miniräknare Ett annat sammanhang: M vs M avsnitt 93 Härtill är jag nödd och tvungen Netscapes utdragna projekt att skriva om Navigator - som till sist gav oss Firefox Jamie Zawinski Jamie om det tidiga livet på Netscape Node socket.io Gamepad-API:et Create React app Svelte Nodemon Webbkomponenter Chris Ferdinandi gästade avsnitt 484 Stores i Svelte Sveltes tutorial M vs M Magnus Första avsnittet av M vs M - får du i dig tillräckligt mycket kaffe? Björne Björeman // Melin (// Åhs) Titlar Jag har fått i mig tillräckligt mycket kaffe Vi tillsammans får mycket mindre gjort Lurigheter bakom alla stenar Inspirerad och lite trött Göra det som verkligheten kräver Inte gjort för att tittas på Klicka inte för fort på den här knappen Jag vill inte att det här ska bli mitt arv Hej, det här är ett fulhack Internet var svajigt Internet var vredgat den natten Tänk om det inte kan bli snyggare än såhär Hur gjordes teknikvalen Innehållet som kommer farande Det här går nog snabbt Man behövde inte ta så mycket hänsyn Inte för mycket i förväg Hur mycket höjd ska vi ta Nästan inte som ett ramverk Komponenten är ju ingenting En av få personer i Sverige som spelat Björne
"We're not afraid to let our human side show." —Eric KarkovackIn this episode of Post Status Draft, Eric Karkovack joins Dan Knauss to discuss their top picks for important topics and news stories in WordPress this week. Then they take up the topic of "professionalism." What is it — what does it mean for us in the WordPress community, and how does it relate to a healthy open source project and business ecosystem?Eric's Top News Picks:WP-Optimize "Cheating" Scandal (WP Tavern)WebP in WordPress 6.1 On Hold/Being ReconsideredWordPress.com Now Offering $499 WebsitesDan's Top News Picks:Unethical "GPL clubs" and "piracy" — and what we can do about it. (An emerging discussion in Post Status Slack and on Twitter.)Gravity acquires Gravity — Gravity Forms acquires Gravity Flow and Gravity Experts, product/service businesses in the Gravity Forms ecosystem owned by Steven Henty, Director of Product Development for Rocketgenius – the creators of Gravity Forms.Our spotlight on Jonathan Bossenger — and what he says (and personally represents) that touches our unique ideas about professionalism in the WordPress ecosystem here at Post Status.
Like most CEOs, you've probably had some bad experiences trying to hire sales leaders in your company. The root of the problem? Many CEOs think they can hire someone to take over the sales team so they can step away and focus on other things to grow the company. It's just not that way! The CEO can't step away from sales but instead must have a plan for supporting sales leaders every step of the way. That's what Rasmus Goksor learned as he founded and sold his company Cobalt (a portfolio monitoring solution). And that's what led him to launch his new company, Ressemble, a platform designed for supporting sales leaders.In this episode of Sales Talk for CEOs, Rasmus talks about his experiences at Cobalt which led him to create Ressemble. He discusses the things that didn't go well (like hiring three different VPs of sales that all didn't work out) and the things that worked perfectly (like using content creation to build a community to sell to). He explains how the technology he created helps in supporting sales leaders and shares advice on what CEOs should do to support their leaders as well, such as determining how and why you're winning customers and stepping in at the beginning of the sales cycle. Before you hire that next sales VP, who may flop, tune in to discover ideas on supporting sales leaders and enabling them for success. Highlights3:24 Challenges in one business led to the creation of another8:55 Supporting sales leaders by asking, "How are we winning, and why are we winning?"10:55 Rasmus Goksor's founder story16:20 Supporting sales leaders through changes in the market and how customers buy24:05 Build a community (and sales will follow)35:12 The CEO's role at the beginning of the sales cycle Quote"As CEO, I can never really take my eye off the ball when it comes to sales. I always need to understand where the market is. Why are people buying? Who is buying? How are they buying? Otherwise, I can't be supportive strategically or tactically with my sales team." Connect with Rasmus Goksor in the links below:Website: https://www.ressemble.com/LinkedIn: https://www.linkedin.com/in/rasmusgoksor/ You can learn more about and connect with Alice Heiman in the links below.Website: https://AliceHeiman.comLinkedIn: https://www.linkedin.com/in/aliceheiman
Mattias Karlsson, Svante Richter, och Daniel Stenberg diskuterar med små inspel från Fredrik livet inom och bland öppna källkodsprojekt. Mattias hjälper till att underhålla Cake, Daniel driver Curl, och alla tre har tankar att ventilera om att arbeta med öppen källkod. Hitta bra uppgifter för nybörjare, ta kritik, nedprioritera negativa saker, svara på önskemål och problemrapporter. Och givetvis den intressanta frågan om pengar - hur vill man få hjälp med sitt projekt, och hur fördelar man egentligen pengar bra om de faktiskt kommer in? Och var inte själv i ett projekt - se till att ha ett tryggt forum att ventilera i vid behov. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på firstname.lastname@example.org om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Mattias Svante nås med fördel i vår Slack-kanal Daniel Cake - projektet - eller projekten - Mattias hjälper till att underhålla Curl Hacktoberfest Mattias skrev en text om att vara en bra öppen källkods-medborgare The three F:s of open source - fix it, fork it, fuck off Issue templates på Github MIT-licensen APL-licensen Heartbleed Cakes sponsorer Curls sponsorer Tidelift Titlar Jag har hunnit lugna ner mig lite (Det kan vara) många småsaker Ingen tydlig transaktion Man jobbar med människor hela tiden Kanske inte rätt issue för dig Det här är inte vårt heltidsjobb Hur man beter sig i en buggrapport Ta det en annan dag Nedprioritera det otrevliga Vad man utlovat i sin readme Licensen styr mycket Tio dollar i månaden i tjugo år Alltid utanför Mörk materia En liten kladdig Curl Jag är inte med i något ekosystem
Fredrik snackar med Ingo om … hur vi jobbar med hur vi jobbar? Hur jobbar vi med att förändra och förbättra våra processer? Vem ska ha vilket ansvar, och mycket mer. Ett avsnitt fullt av frågor, men väldigt få svar. Hur förbättrar man om alla är tillräckligt nöjda med hur det funkar? Och behövs det? Sprida idéer och processer mellan grupper och projekt. Hitta information. Med mera. Har ditt projekt en process för att kolla om omvärlden har ändrat sig och projektet bör följa efter? Avsnittet sponsras av 46elks som bygger ett enkelt API för SMS och telefoni. Registrera dig på 46elks.se/kodsnack så får du en överraskning och utökade möjligheter att experimentera med deras tjänst. Skicka notiser per SMS, ring upp folk, ordna telefonväxlar, och mycket mer. Hur mycket kod krävs för att skicka ett meddelande? Här är ett Curl-exempel: curl https://api.46elks.com/a1/sms -u API_USERNAME:API_PASSWORD -d to=+46766861004 -d message="Hej kodsnacklyssnare! Testa att skicka ditt första SMS med Curl." -d from=Kodsnack API-dokumentationen hittar du på 46elks.se/docs. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på email@example.com om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Ingo Ingos tidigare deltaganden Obsidian Notion Flask - webbramverk för Python Asdf - eminent grannpodd om kod, livet, och allt däremellan Anton Vi lyckades inte hitta i vilken podd Anton pratade om att sätta upp Notion - säg gärna till om du råkar veta! APT Confluence grep ripgrep Rust Regexp Sökmotorn för dokumentation till programmeringsspråk lyckades vi inte heller hitta - säg gärna till om du vet en eller flera! AVRDUDE CIL - C intermediate language MISRA-standarden för C 46elks - veckans sponsor 46elks.se/kodsnack - registrera dig här för att få 200 kronor i krediter Curl pip Titlar Hur arbetar man med hur man arbetar? Den spirituella uppföljaren, och också föregångaren Hur kommer man fram till vad som är rätt sak? 73 ämnen i ett Hur identifierar man saker som kan förbättras? Hur gör ni? Varför det? Skripta bort alla problem Någon sorts mätbar förbättring Hur styrande ska vi vara? Kolla utvecklingsmetodiksforumsanteckningshålet En lång lista med avrådningar Järnhand eller trädgårdsmästare Agerar trädgårdsmästare Allas ansvar och ingens ansvar är ganska likt Nu finns det ny kunskap När saker redan är döda Så fort man divergerar live Om din kod har en relation till omvärlden Typ tre-kul En guide till mig själv Av mig för mig
Get a $100 60-day credit on your new account at: http://linode.com/wan Save your time and sanity with New Relic at https://www.newrelic.com/wan Save money on your phone plan today at https://www.mintmobile.com/wanshow Timestamps: (Courtesy of NoKi1119 - Timestamps may be off due to change in sponsors) 0:00 Chapters. 1:08 Intro. 1:33 Topic #1: Lenovo sends Frameworks a cease & desist. 2:53 Legion logo compared to Mercedez-Benz. 4:10 Linus & Luke agree with Lenovo. 6:04 Topic #2: Apple restricts third-party tracking. 7:42 Ads sold on applications, hypocritical Apple. 10:50 Luke setting up an iPhone to check tracking. 11:10 LTTStore's RGB hoodie. 13:56 Lambo edition LTT bottle. Cont. Topic #2: Apple restricts third-patry tracking. 15:13 Reading Apple's "transparent" when setting up. 17:28 Topic #3: Discussing Metaverse's look. 19:16 Horizon Worlds, making avatar via Readyplayer. 25:26 Merch Messages #1. 26:32 Important lessons Linus teaches his kids. 29:38 Secret shopper for cell service provider. 30:54 Do writers have partial ownership of channels? 33:24 Favorite daily-driver phone. 37:18 How much damage Denis (& Colton) did to Linus's house. 44:22 Trust Me Bro Limited Lifetime Warranty. Cont. Merch Messages #1. 47:00 Trust me bro shirt was requested on Twitter. 47:51 Sponsors. 48:05 Squarespace site maker. 48:53 XSplit live streaming. 49:42 Secretlab gaming chair. 50:52 Topic #4: DOOM ran on tractor display. 53:12 Is there a more anti-consumer company? 58:46 How John Deere hurts everyone. 1:00:16 LTTLabs is not LTTLab, discussing domain. 1:04:02 Lab32, reason behind the number. 1:06:26 Merch Messages #2. 1:06:34 Camera bag for the backpack, domain Strawpoll. 1:07:58 What games would Linus & Luke install on the tractor. 1:09:44 Steam alternatives. 1:12:30 "All domains I own" segment. 1:15:28 Frameworks' used hardware market. 1:16:30 Project Farm screwdriver testing. 1:17:28 LTTStore Screwdriver pop-up. 1:19:38 Linus calls about backpack's availability in the pop-up. 1:21:54 LTX, Linus recommends against early booking. 1:22:54 Merch Messages #3. 1:23:02 More home server, automation & labs. 1:24:45 What Linus plans to leave behind for the new owners. 1:25:37 NCIX's impact on Linus & LTTStore. 1:29:10 Hiring experienced V.S. learners. 1:33:14 Topic #5: Tesla accused of false autopilot advertisement. 1:38:02 Merch Messages #4. 1:38:12 VPS company suggestion ft. Linus's birthday. 1:39:40 Valve Index features & suggestions. 1:40:28 What do Linus & Luke eat? 1:41:58 Coolest case Linus & Luke built in. 1:44:00 Take on Samsung's Z Fold 4. 1:44:30 Labs on repairability or jailbreaks. 1:45:25 Labs on mics, interface, XLR & TRS. 1:48:12 Linus on long time format. 1:49:47 Any cool projects for computer vision? 1:49:56 What business help Linus got. 1:50:29 Budget server rack. 1:50:54 Benefits of gaming to buy consoles. 1:52:18 Floatplane QOL features & motivation. 1:54:32 Why Colton is always fired. 1:56:08 Do LTT employees get discount on merch? 1:58:28 DOS gaming PCs build in the future. 1:58:42 LTT RGB merch idea. 1:58:58 Linux-like challenge with Apple. 1:59:38 Linus on Beat Saber technique. 2:00:06 Selling YouTube videos for revenues. 2:02:52 Recommendations for rack-mount gaming 2:03:22 Linus's Epson projector. 2:04:22 Outro.
#chiefrevenueofficer #fractionalCRO #CRO #revenueoperations #revopswithanedge Marcus Cauchi joins Pete Jansons and Jamie Carney on the SaaSholes Revenue Operations Podcast to detail what the expectations and outcomes are for a Fractional CRO Other Topics: Sales Operations, Chief Sales Officer vs Chief Revenue Officer Rev Ops Podcast and Marcus Cauchi bio here: According to his Accountant "Marcus met the Devil at the crossroads on Route 66 and he sold him a short-term lease on very favourable terms" - Marcus doesnt scale mountains but he sure scales businesses Marcus mentors, coaches and traisn sales organisations from their salespeople through to CEOs, VPs of Sales & Marketing & Channel Chiefs of technology vendors. They recognise that success is not a function of having hundreds of salespeople or dozens of channel partners who occasionally uncover a piece of business, but rather it's a function of having a handful of select salespeople & partners who share a common vision, have common goals, and can be counted on to work collaboratively to effectively, efficiently, and consistently uncover new opportunities. Marcus provides those leaders with the framework, strategy, and tools to build, develop, and sustain those productive sales, marketing & customer success teams and build long term, mutually-beneficial partnerships How would you characterise your sales team or channel partner relationships. If you wouldn't use the terms “cooperative”, “productive” and “mutually beneficial,” it might make sense for us to have a brief conversation. Feel free to call Marcus 07515 937221. #TheInquisitor podcast can be found at: Podbean: https://lnkd.in/dEpJ76v Apple: https://lnkd.in/gMXwNtP Spotify: https://lnkd.in/dVBytnY The #ScaleupsAndHypergrowthPodcast can be found at Podbean: https://lnkd.in/dMWUAvr Apple: https://lnkd.in/gsNRuev Spotify: https://lnkd.in/gTD_b-v --- Send in a voice message: https://anchor.fm/saasholes/message Support this podcast: https://anchor.fm/saasholes/support
#1442: AG Garland speaks! Glenn Leest talks inflation and homelessness. CDC stops living in 2020, drops 6' distance and quarantine recommendation. #1442: Thursday, August 11, 2022 AG Garland reads a statement (0:00-17:53) on the Trump raid and does nothing to ease tensions and concerns. Navajo Nation Presidential candidates pick VPs and the CDC catches up with most Americans when it comes to quarantine and 6 foot social distancing nonsense. Glenn Leest talks about Biden's ZERO inflation comment (17:54-43:31) plus Jeff and Glenn get into homeless encampments, real estate and more. More on the Trump FBI raid (43:32-64:36) including clips from the AG. Plus a followup on refineries in America. Olivia announces the big Alice Cooper ticket winner. (64:37-74:16)
Adam Kenney is Chief Product Officer at Numerated, which helps banks and credit unions transform how they lend to businesses. Chad talks with Adam about what institutional banks and credit unions are like as a market and customers and what sales cycles look like, going from 17 to more than 130 customers quickly, and the scaling challenges they faced, and how the pandemic affected them as a company. Numerated (https://www.numerated.com/) Follow Numerated on Twitter (https://twitter.com/numeratedgt), YouTube (https://www.youtube.com/channel/UC4igz9AZqOXJlZxtXUBO-1Q), or LinkedIn (https://www.linkedin.com/company/numerated/). Follow Adam on Twitter (https://twitter.com/ademski) or LinkedIn (https://www.linkedin.com/in/adam-kenney-ab-cmu/). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: CHAD: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Chad Pytel, and with me, today is Adam Kenney, Chief Product Officer at Numerated, which helps banks and credit unions transform how they lend to businesses. Adam, thanks so much for joining me. ADAM: Thank you, Chad. Thanks for having me. CHAD: Let's dive into Numerated a little bit more. How do you help banks and credit unions lend to businesses? ADAM: I think we're in the middle of what is a pretty meaningful transformation in terms of how businesses are expecting to get access to credit. Really what they want is something that is fast, easy, convenient, largely driven off of the change that has happened in the retail space over the last 10 to 15 years. And in many ways, business lending is still catching up to that, and so our focus is doing that. It's helping the banks and credit unions really change how they interact with their business customers. We use a combination of data and great experiences to make that process as seamless as possible. We've been noted to, using the combination of data and technology, help banks increase the number of loans that they can do with their existing staff by as much as fourfold. We are also noted for inventing what we like to refer to as the three-minute business loan. It's one of the things we were written up on in the Wall Street Journal back in our days in Eastern Labs, where we've been able to get businesses from the point of application all the way to a funded loan in less than three minutes. And that's a process that historically has taken as long as three weeks. And so really excited by the ways that we're able to really help change how banks themselves can look at their operations. But more than anything, it's how banks are able to rethink and change how they interact with businesses and help the businesses in your communities grow and get access to the credit that they need. CHAD: So from a digital product perspective, there's a piece of a product there that banks are actually taking on and white-labeling that provides a lending experience for their clients, right? ADAM: That's correct. I mean, we're a cloud-based SaaS system. But you're right; they branded as their own. And so if you're going to Eastern Bank's website and clicking through and ultimately going through the application process with us, it's going to look and feel like it's just Eastern's website. And all of the interactions that you have with Eastern or any of our customers are going to feel that way as well. So yes, it is a white-label solution that we sell to the banks, and they provide to their customers. CHAD: The actual banking industry is not one that I've had a lot of experience in. And so I'm curious what institutional banks, credit unions, that kind of thing what they're like as a market or as customers and what the sales cycle looks like and those kinds of things. ADAM: It's about as varied as an industry can get, I'll tell you that. [laughs] You have to remember that banks and credit unions can be as small as having a few hundred million dollars in assets, maybe as small as 100 million. And in some of our customers' cases, they're de novo banks, and they're just getting started. And they range up to multiple billions of dollars in assets. And so, these are organizations that scale dramatically. Each of them have their own problems. They're also going to be made up of very different tech-minded individuals. You're going to have some smaller institutions that are basically managing a book of business that's been a book of business for close to a century and are interested in how technology can make them more efficient. But they are not the technologists that you and I would be used to working with on a day-to-day basis. And then, of course, you have people like ourselves who are really trying to, from inside the bank, change what banking is to their customers. And so, it's a very diverse industry in terms of what they're looking to accomplish. We've even come up with recently this framework around how we think about and really talk to our customers about how they transform and the levels of transformation that they can go through. And for us, it's essentially a four-level transformation starting with very small and pointed technology innovations that allow them to drive innovation in very fragmented bits and pieces, for lack of a better term, up to and including they're going to transform everything or become a digital bank. And you can imagine there are lots of stops along the way in terms of where a bank is and where they want to end up as part of their strategy. CHAD: From a product perspective and managing change, do you get a lot of custom features from individual, either clients or potential clients? And how do you manage that if you do? ADAM: The way I think about it is that we certainly get a lot of requests from our customers, and every customer likes to think that they are different and unique. In reality, there's a strong theme to almost all of the requests that we get. And personally, I think that's part of what our job is as a product leader is to really understand how to create themes out of the individual requests and provide a platform back to the market that addresses as many of those in a more holistic way and drives value across not just the individual asks but across all of the customers. And so yeah, there's some uniqueness. And certainly, we need to provide a platform that allows for that. So as an example, every bank has a slightly different view into how they want their credit policy to work and be implemented, but the framework around how you make credit decisions, how I get data into the platform. How do I create a credit matrix? And how do I then decide the exact offer terms to drive out of that? Like, that's a standard capability. And so we're innovating on that based on the individual features, but it's really not with an eye towards providing a specific custom feature to individual customers. It's more providing a flexible platform that allows them to configure the nuance but in a general theme that's going to help them be a better business. CHAD: So in the U.S., we had a specific program launched, PPP loans, in the pandemic to help support businesses. And I know thoughtbot we participated in that and went through that process. I don't think our bank was using Numerated. But I know that the bank really maybe...because they weren't using Numerated, [laughs] they needed to bring together an entirely new application interface very, very quickly in order to be able to take our application to that. And I think that Numerated was right there at the start of that. ADAM: Yes. CHAD: Talk about something custom maybe quickly. ADAM: [laughs] CHAD: What did pulling that together look like? ADAM: So maybe to take a step back if I could first and just paint a picture for you because you're right, it was kind of a unique and incredible period of time. We were fortunate in our line of work because we are all about helping banks transform how they lend to businesses. We had the base platform already built and established that allowed businesses to apply for loans on our platform. Even before the pandemic, we were one of the leading technology platforms for processing SBA loans. So we were uniquely positioned for the opportunity as it results to PPP. At the start of the pandemic, we had approximately 17 customers using our platform. Fast forward six months later, we had 135. And so, to your point around there were a large number of institutions looking for a new application solution overnight, I think that shows you how aggressively banks needed a solution. And there was an opportunity for us to offer our platform to be that. I think the other thing to recognize as part of the backdrop anyway is this was a crazy time if you think back to where we were in the pandemic. No one knew what life was going to look like in a week. And most businesses, especially smaller ones, didn't know if they were going to have a business. And so for us, that also provided the opportunity and maybe a little bit of the confidence in saying, "You know, we have nothing to lose. We're well-positioned. And what else are we going to do? Because it's not like people are making other loans for the next couple of months. Let's just go own this". And so I think it was the combination of us making that recognition, having a really good base platform that had familiarity with the SBA, had familiarity with business lending, and with a team that then could really acutely focus on solving this one problem for as many customers as possible. And by the way, have the emotional impact of not only helping banks but knowing that we're basically helping hundreds of thousands of businesses stay afloat through probably the craziest time in our country's history. And so that's really what got us going. And then there was a ton of work to your point around customization around building out the platform. But the one thing we've tried to do from the beginning is hold true to some of the foundational vision that I mentioned earlier. Like, we don't want to be in the business of custom software. That's not a winning proposition for us or our customers. And so, as much as it was maybe hard at times, throughout PPP, we were always thinking about okay, so we have to make these changes to support this crazy never-before-seen lending program. But how can we do it in a way that's going to set us up to serve the businesses in a year or two when this whole pandemic thing is over? Because PPP is not going to last forever, but our customers are. The businesses are still going to need credit. So whatever we're doing as much as possible, let's be building a foundation that gets us well beyond PPP. And so we were using it as really a catalyst to build a bigger business even while we were helping customers through the pandemic. CHAD: One of the things that I really appreciated, and I have an outside perspective on it, but I really...and people can always do better. ADAM: Yes. [laughs] CHAD: But I thought it was one of the rare circumstances where everyone realized the urgency of the situation: government, banks, everybody. And there was a real willingness to realize, well, we've got to do something. If we try to figure it out all right now, it's going to take too long. So let's just do something, and we'll work out the details later. And so I think there was a willingness, and from a product perspective, my guess would be that allowed you to work iteratively too. ADAM: It did. It was [laughs], I think in some ways a blessing and a curse. CHAD: [laughs] ADAM: Because I can tell you that the number of times my team would get a set of new capabilities, which listen, were great for the customers. It made everything better for the businesses that needed help, so I would never want it any other way. But the number of times that those new capabilities were announced by the SBA on a Friday night and were expected to be live on Monday morning, let's just say it was more frequent than I would ever like to relive. [laughs] And I can remember, especially going into the second round of PPP, it just so happened that all that was happening between Thanksgiving and Christmas in a year where all families wanted to do was spend time with each other after a crazy year had gone by. But we didn't get that luxury, unfortunately. We had a job to do, and that was to make sure that we were ready for the next round. And so it did come with a lot of cost in terms of we had to work really hard to make it happen. But to your point, it allowed us to iterate. And I give the government credit, too, particularly the SBA. They could have, for example, just launched the program and then launched more money into it and stood still, but they didn't do that. To your comment, they had to get live as quick as possible. And so that first round of PPP, there were more technology hiccups. The SBA had some volume constraints. They couldn't really handle the performance. We ended up having to govern our application submissions because otherwise, the SBA couldn't handle it. There were other challenges in terms of how we were validating data. But that got better month by month. And certainly, by the time we got to the forgiveness part of the process and then the next round of PPP the following winter, they actually invested in completely ripping out their legacy API and providing us in the tech community a modern RESTful interface that was much easier, much more performant. And so, even though the volume got even crazier as we went through the program, it actually became easier for us to deliver. The first round, we were literally working around the clock because the SBA was having issues. We couldn't get enough documents through DocuSign and whatever else. We did, I want to say, close to 3 times the volume in the next round a year later but at about 15% of the energy because we had just improved that much in less than a year. And it wasn't just Numerated; it was Numerated working with our partners in government and elsewhere to just get the process that much smoother for our customers. CHAD: Were there things that you needed to do at Numerated? I mean, to go from 17 customers to more than 130 that quickly, I assume that there were some scaling challenges for you along the way. ADAM: There was. And I will say this: we were blessed to have a really good technical infrastructure in place that allowed us to scale on the infrastructure side without a ton of problems. We were able to essentially stand up new environments in our infrastructure relatively quickly and easily and even handle the peak volume of PPP, which was exponentially higher than anything we had ever done on the platform. That was not a problem for us. Where we had to scale is in two areas, one from a technical standpoint was how we were interacting with our technical partners. I mentioned already the need to govern how we were submitting applications to the SBA. We worked very closely with DocuSign to essentially put rate caps on how many documents we were generating at any given time and essentially spread the volume because none of us had dealt with that or dealt with that kind of volume before. And that's where we had technical challenges were in the interfaces and working with partners to make sure everything lined up well. So that was one area, got through it pretty well. And ultimately, like I said, for the second round, we were smooth sailing. The other area to your point around standing up all the banks was how we implemented the customers. Our typical implementation cycles going into the pandemic were multiple months. We had to stand up all over the PPP banks in less than two weeks. And so that took a combination of...I'll call it technical delivery. So we essentially created a cookie-cutter deployment and then used a deployment strategy to push that to all of the new customers all at once that we didn't have before. And we were able to create that relatively quickly. The other was we had to take a much harder stance with our customers than we had ever done around look; everyone's getting the same thing. It's government-mandated anyway, but it's going to be exactly the same. And other than the white-labeling that we, of course, gave everybody, you might want slightly different process around the workflow, around the approval. You're going to have to take the same thing that everybody else is because we just don't have time to configure the nuance across 100 banks. And so luckily, to your earlier comment around, everybody just realized we were in this unique time, we do what we have to do, and we got through it. Our banks were very willing to do that. But that was the other change we had to do to really see this scale through. Mid-Roll Ad: Now that you have funding, it's time to design, build and ship the most impactful MVP that wows customers now and can scale in the future. thoughtbot Lift Off brings you the most reliable cross-functional team of product experts to mitigate risk and set you up for long-term success. As your trusted, experienced technical partner, we'll help launch your new product and guide you into a future-forward business that takes advantage of today's new technologies and agile best practices. Make the right decisions for tomorrow, today. Get in touch at: thoughtbot.com/liftoff CHAD: If you're comfortable talking about architecture a little bit, do you have a shared sort of platform that everyone is on? Or, for each of the customers you have, do they have their own instance? ADAM: So we've made the decision, mostly because of our regulated industry; we felt like it was safer, so each customer gets their own database. We do keep everyone's data completely isolated to protect their information and give them the utmost confidence that it is protected. But we have a shared application layer. And so, our web servers are shared multi-tenant instances. And so it's essentially a combined environment where we're both sharing some resources but then also deploying individual databases and then the configuration because outside of PPP, it is unique bank by bank. And so, the configuration gets deployed within each bank's individual environment. CHAD: Cool. I've worked on systems like that before, and they can certainly present...especially when you need to scale them quickly, and you've got a lot of new customers being added. You better hope that it's been automated. [laughs] ADAM: Yes. And luckily, we had a good amount of automation in place during PPP or even going into it, I should say, but of course, PPP stretched that. And so we've just continued to get better and better as a couple of years have gone by. CHAD: So the second PPP came through. It's in the forgiveness period now, so that's winding down. So Numerated were at that point you alluded to earlier, which is when you were doing PPP, you realized it's not going to be around forever. Let's lay the groundwork now to help customers in the future. We're sort of at that point now, right? ADAM: Yes. CHAD: So what does that look like for you? ADAM: So it's essentially expanding the portfolio of loans that our customers can leverage our platform to execute. And maybe to say that better, if you look back prior to PPP, we got our start with small small business lending. And what I mean by that is loans under $250,000 that can be highly automated. That's where Numerated got its start working with Eastern first 15 customers, saw the value in getting extreme efficiency and delivering essentially capital to their businesses in a number of days instead of weeks. That's what we were great at, very similar to what PPP was, by the way, which was getting money to people in a number of hours in some cases. But we knew that that was never the vision for what we wanted to be or what our banks needed in the business banking segment. Ultimately, they want that same level of use efficiency experience for all of their business loans. But in order to support that, there are a number of capabilities that we needed to build into our platform to handle that. Underwriting gets increasingly complicated when you are underwriting loans at 500,000, a million, or $5 million. The businesses get more complicated. The collateral gets more complicated. The entire process just becomes more sophisticated. But that's what banks want, and by the way, that's what businesses want. They don't want to have a great experience when they're a little bit smaller, and they've taken out a $100,000 loan and then have the experience be crap two years later when they come back, and they've taken out a million-dollar loan. And so, that has always been our vision. We've had the fortune of being able to do really well on PPP and essentially just accelerate that vision. And so that's what we're working on right now is really building a loan origination system that allows our customers to transform how they lend to businesses in entirety. We have been building out all of the sophistication I mentioned around underwriting. We have recently acquired a company called Fincura based out of the Boston area. They automate spreading. If you're not familiar with what spreading is, it basically takes either paper or PDF versions of a bank's financial statements, and it turns them into really critical financial ratios that help banks understand the creditworthiness and the risk associated with the business. So you can imagine what that is. It's taking OCR, technology, AI, and basically taking what were PDFs and converting them into scores that can then be used to automate and drive efficiency in the credit decision, again, all part of being able to then really transform how banks are doing all of their business lending. But that's what we're working on now, converting all of the PPP customers to use the non-PPP, for lack of a better phrase, parts of the platform and really helping them change how their businesses look at them in terms of the opportunity to access credit. CHAD: So I think it's probably worth noting you made the decision to join Numerated right before the pandemic hit. ADAM: That's correct. CHAD: And so you joined when? ADAM: My last day at my previous company happened to be the day we closed the office due to the pandemic. I had obviously made the decision prior to that. But then, my first day on the job at Numerated was the second day of PPP. So essentially, you know, call it a week after everybody had gone home for what became the better part of the next year to two years. CHAD: So I assume making a decision to join a new company, you're going to be the chief product officer. You've had a lot of conversations about what the vision is and what you're going to do. And you're going into a business where hey, there are 17 customers, and we're going to scale. But you probably didn't guess what was going to happen ended up happening. ADAM: No. [laughs] CHAD: So I imagine like part of your vision for what you were going to do both as a company and as an individual must have gotten put on hold. ADAM: It's funny, yes and no. So I will say no to your lead in there. There were certainly times before I started where I was calling Dan our founder and CEO. And I was probing him and pushing him like, is this still a thing? [laughs] Are we really going to go do this? Not realizing what PPP was and really what it was going to mean for our business. So there was that period of time where I wasn't sure. I knew it was going to be different, but I didn't know what that meant yet. Once I understood what was happening and what we were doing, I actually never felt like it was putting anything on hold. And I can come back to the fact that it put some elements of our business on hold. But for me and why I joined and the vision I had, I was coming to help the team really expand what the platform could do for banks and their business customers and to accelerate the number of ways we could help. I have prior experience working at Capital One and Pegasystems with a lot of the systems and the processes that we were helping to reinvent at Numerated. And so, my vision was always to come and build off of those past experiences and accelerate what we were doing in this specific small business segment. PPP, in a lot of ways, just accelerated that. It took what would have probably been three to five years' worth of market adoption in terms of understanding what digital transformation was going to look like, getting customers fully comfortable with a more digital experience, getting comfortable with a more data-driven approach to decision-making. And the pandemic forced all of that to happen in weeks. CHAD: Well, people couldn't even go into the bank to turn in their paperwork. It had to be done remotely. The staff wasn't there either. ADAM: And the staff no longer could look at paper financial statements because they couldn't get paper financial statements. And so everything changed overnight. One of our customers has told us at multiple customer events since he's like, "You guys, you let the rabbit out of the hat, and it's not going back." It just changed overnight what was happening in the industry. And then, for us, it gave us all of this extra opportunity to invest and invest more in what we wanted to go do. Our team, when I joined, was about 40 to 45 people. Our team now is 145 people. And our engineering team went from a little over 20 to just under 60. So we have exponentially changed the rate in which we're innovating and going after things. And so, for me, it's just accelerated and made things more exciting. The one other comment I'll make in terms of putting things on hold it did put some elements of the business on hold because every one of our customers stopped thinking about what I'll call traditional business lending and focused 100% for the better part of 18 months on getting through the pandemic. And even once PPP was done, there was another six to nine months where banks were trying to figure out, are we really out of the pandemic? Are we ready to start lending the way we used to? Do we need to rethink risk? Because these businesses are all different now than they were two years ago. The things that made a business risky two years ago are different now. And so there was also a little bit of a hangover as our customers internalized within their own walls what it meant to get back into lending. And so, it did put some elements of that on hold. We were fortunate, though, that we grew so much through PPP. And we actually kept adding what I'll call core customers, not just PPP customers, during that period that our growth actually accelerated. And it's been really good for us. CHAD: That's great. You mentioned the team growth that you've had. Different companies are organized in different ways. As Chief Product Officer, where do you sit within the organization and relative to the engineering team? ADAM: So at Numerated, my responsibility includes all of the product management as well as the engineering organization. So I'm responsible with my teams for everything from initial product strategy, the product design. I have all of the UX and design team as well as then all of the execution, the delivery of the platform as well. CHAD: So does that mean that there's VP of engineering in your organization or some sort of person like that that's working closely with you? ADAM: Sort of. So I have...basically, it divides more at the director level. So I have a couple of VPs that work for me that have a combination of product and engineering, both experience, expertise, and responsibility. But then their teams have product managers, and then we have directors of engineering that then manage their individuals from teams. I also have a group of former bankers. They're product managers but act as consultants to those organizations. And that's where we get all of our industry expertise. They've worked with the SBA. They've worked in credit offices, and they really help to influence the product roadmap across those teams as well. CHAD: So the entire engineering structure also being under the chief Product Officer, I would say that and correct me if I'm wrong, I think that's probably not how the majority of companies organize it. Do you agree with that? ADAM: I have seen both, but I would agree that it is not the majority. CHAD: I would say if there is a majority, and I agree, I've seen both too, but you might have a CTO and then VP of engineering. And so, the engineering organization goes all the way up to the C-level. And then there's a Chief Product Officer. And here's the product management and product underneath them. Was this an intentional choice from the beginning as you scaled out the team for you to have it all live under you? ADAM: It was intentional. I will give my personal view on it. I think that as we continue to evolve as technology companies, one of the hardest things for us to achieve is alignment around vision and purpose. And that drives a level of focus that I think maximizes the ability to move the business forward. And based on that premise, the places where I've seen things work the best is when there is a focal point across product and engineering within specialization underneath. Because it drives, I think, the best alignment across the organization. I will acknowledge, however, that finding leaders that can actually operate effectively in that combined role is extremely difficult because you need people that have a high degree of engineering experience so that they actually know how to build for quality, build for scale, even for things that don't immediately impact the bottom line while having enough business acumen to understand the demands of the business and how to balance those priorities against what we need to grow the business at the same time. And so, it does create a little bit of a snowflake challenge. I cannot find or replace those roles as we grow and scale nearly as quickly as I can in a divided organization. But I have found that it does help me drive clarity of priorities and purpose and ultimately focus in the organization versus the places I've worked where that hasn't been the case. CHAD: So I guess given that, then I assume you're hiring. [laughs] ADAM: We are always hiring. [laughs] We are definitely in growth mode. And we are looking for great people that can help us to build a platform and really transform how our customers are thinking about how they lend to their businesses. CHAD: Well, I agree. I think there are different structures then that can achieve it. And also, a lot of it comes down to the people but that alignment and that understanding of design, and product, and development or engineering. And ideally, people and all of those skill sets and all those teams who get it and can balance those different priorities with the business is really important, and that alignment of vision. And so there are probably different structures to get it, but that's what you're aiming for. And I think that the structure that you've set up is one which is very helpful to getting that alignment. ADAM: Agreed. Agreed. I think that while we're on the topic of the team and the culture we're trying to build out, I'll maybe use that as a way to share a few more things that we're really driving towards. You can imagine a company that has scaled the way we have and continues to grow. That presents some other organizational challenges as well. One of my firm beliefs is the fastest way to scale is to create really strong, empowered, decentralized teams. That, again, gets back to the whole vision and focus thing. They have to be rowing in the same direction. But they have to be really independent in the day-to-day. And so we've really spent a lot of time over the last, I would say, year and a half shifting to that kind of a model to where each of the teams is really embracing what their individual accountabilities are. They are really focused on how they're delivering success for the business and are able to make a lot of the day-to-day decisions. But then it falls to management, leadership, myself to make sure that when they make those decisions, they understand the context in which we're trying to drive the business so that we can do as much as we can as fast as we can but in a way that's high quality and delivers value. CHAD: Awesome. Well, I sincerely wish you all the best in that. I really appreciate you stopping by and sharing. Thank you. ADAM: Yeah, my pleasure. I appreciate the time, and good to get to know you a little bit, Chad. CHAD: If folks want to find out more, maybe apply, follow along with you; where are all the places that they can do that? ADAM: Yeah, sure. So numerated.com is where they can go and learn more about the business, and they can learn more about where we're hiring. People should check me out on LinkedIn. That's probably where I'm the most active these days. And feel free to message me as well. I'll also give you my email address if anybody wants to reach out. It's pretty simple. It's firstname.lastname@example.org. Whether it's opinions, thoughts, or reactions to anything that I've shared today, or you just want to build a relationship, I'd love to hear from people and get to know you a little bit better. CHAD: Wonderful. You can find links to all those things, probably not Adam's email address, in the show notes. ADAM: [laughs] CHAD: We want to protect him from those spam crawlers. But you can subscribe to the show and find notes along with a complete transcript for the episode at giantrobots.fm. If you have questions or comments, email us at email@example.com. And you can find me on Twitter at @cpytel. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks so much for listening, and see you next time. ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success. Special Guest: Adam Kenney.
There's a lot going on and in order to focus on what's important to your work, you need to filter out the static. Casey Stanton is dropping in to give some quick tips for Fractional CMOs, VPs of Marketing, agency owners, and everyone in between, on how you can declutter your work and solve bigger problems. Casey outlines some easy steps to reorganize your bookmarks, tidy up your desktop, and minimize the risk of a cyberattack. Takeaways: As a Fractional CMO, your job is to be able to understand the signal from the noise or to put it another way, separate the wheat from the chaff. When you focus on things with the biggest leverage, you can solve bigger problems which then results in bigger rewards both for you and your client. You need to delta the noise, and that means doing some cleaning! Start with your bookmark bar by leaving only the favicons or using folders. When you look at your desktop, you should feel at ease. Don't save things to your desktop, instead, use a folder. Set up a junk folder and set a 30-day reminder to check it. If you're not using anything in that folder after 30 days, delete the whole folder! Identify where the junk in your work is and block off half a day to just get rid of it. If getting rid of it saves time in your every day or offers you a more calm experience while you work, it's worth putting in the time to remove it. Mapping Google Drive as a local drive on your computer provides you with a folder that you can drag files into and have them saved to Google Drive. This lets you access those files from anywhere and it's also a great way to backup your files. Do not use the same password across websites! Use a password manager to avoid the complications of remembering all of those passwords and to increase your security. Quote of the Show: “You want to focus on the thing that has the biggest leverage” - Casey Stanton Links: Twitter: https://twitter.com/CaseyStanton LinkedIn: https://www.linkedin.com/in/caseystanton/ Website: https://cmox.co/call/ The Fractional CMO Method: https://cmox.co/book/ Shoutouts: Brian Krebs - Krebs on Security LastPass: https://www.lastpass.com/ Have I Been Pwned: https://haveibeenpwned.com/ 1Password: https://1password.com/ Fastmail: https://www.fastmail.com/ Ways to Tune In: Amazon Music: https://music.amazon.com/podcasts/039bc2d6-c1b5-4ced-ac2a-437e69546e7c/fractional-cmo-show Apple Podcast: https://podcasts.apple.com/us/podcast/fractional-cmo-show/id1592740671 Spotify: https://open.spotify.com/show/1HGwnjsXA4c4gYQvj4w53E?si=bd6e0908e25749ec Google Podcast: https://podcasts.google.com/feed/aHR0cHM6Ly9mcmFjdGlvbmFsY21vLmxpYnN5bi5jb20vcnNz?sa=X&ved=2ahUKEwjlpNDTveb0AhUXEFkFHaZcDtYQ9sEGegQIARAC YouTube: https://youtu.be/pc4-OrZcvq4
"Sales is the numbers game" - we've all been told that many times.What this statement refers to is that more activity leads to more sales. But this still leaves you with questions like: ❓ What type of activity?❓ How much activity?❓ Is it possible to improve the outcomes from the action? Of course, if you are going to play the numbers game, you have to KNOW the numbers. Crazy, right? Yet many brokers don't track any metrics at all. We created this episode to change this pattern for you. Get an alternative view of insurance prospecting and sales from John Sbrocco and Craig Lack in the new episode of the Heads Up Adviser Show: "THE NUMBERS GAME." We'll cover: ✔️ Persistency in numbers✔️ The math behind your prospecting activity✔️ What do 84% of CEOs and VPs use to make purchasing decisions? NEXT STEPS: 1. Join Heads Up Adviser Facebook Group
Michael Solomon is the Managing Partner of 10x Management which he co-founded in 2012 as the first talent agency for tech professionals. To date, he and his team have represented heads of cybersecurity, VPs of engineering, CTOs, UX designers and heads of DevOps in their negotiations with companies ranging from Google, Salesforce and Facebook to HSBC to AmEx to MetLife. The post 1013: How to Break Into Talent Management With Michael Solomon, 10x Management [Espresso Shots] appeared first on Time4Coffee.
Mentor someone. Today! Don't wait. Start today! Talk to people. Connect with them. Go on Twitter. Just 15 minutes a day. Tell them why this community is great. Make them want to join!Nyasha GreenFor Nyasha Green, a healthy tech community prioritizes mentoring. She credits her mentors with helping her find her place in WordPress. How well does your part of the WordPress ecosystem support mentorship? Can we make mentoring a key way people contribute to WordPress's future?In this episode of Post Status Draft, Nyasha Green joins Dan Knauss to tell her story about joining the WordPress community relatively recently. Ny is a Software Developer at Howard Development and Consulting as well as the Editorial Director for MasterWP. Ny credits Ken Elliot and Shambi Broome as mentors who got her into WordPress. Together they're getting two new WordPress Meetups up and running in Columbia, SC and Charlotte, NC.Picking up on one of Kim Lipari‘s comments last week (“We're not a small village anymore.” A Conversation with Kim Lipari — Post Status Draft 121), Nyasha shares her thoughts on the ways the WordPress community can better embrace growth and change by enlarging its circles of leadership, innovation, and talent. For Ny, a culture that prioritizes mentoring relationships is essential. She sees value in paid internships at WordPress companies, intentional programming at Meetups and WordCamps, and the continued use of travel scholarships to welcome new people to an increasingly inclusive WordPress community.Finally, we also talk about dealing with grief, loss, and emotional health in tech, how social media hurts and helps, and resources like Big Orange Heart that are there for you when you're all out of spoons.
Dalia Zatlin, Executive and Life Coach, joins Yo as guest to discuss different aspects of women's leadership. Dalia discusses and gives is all ideas on how to be our own CEO by authoring our own story. She discusses some of her work in the Leadership Legacy and Executive Development Programs she is engaged in. She offers lots of creative solutions to some of issues facing all of us in our lives that is best for us. Some of the key sayings she brings us are: · Practice makes many possible not perfect. · The fish stinks from its head. · Instead of giving feedback let's give feed-forward. · Instead of “Lunch and Learn” try “Lunch and Do”! Here are the questions we explored, some of which are very challenging to our basic beliefs: · How have women helped and not helped other women? · How can we reframe the belief “women are emotional” to “women are passionate”? · What kind of steps can one take to reenter the workforce? · Do women contribute to their own glass ceiling? Here are the different articles we mentioned for your own research: Power Of The Pack: Women Who Support Women Are More Successful Despite Culturally Ingrained Stereotypes, Women Are Not More Emotional Than Men 9 Tips on How To Find Your Passion In Life. Do Women Create Their Own Glass Ceilings? Previous Episodes: Ep 6 Performance Appraisals Ep 9 Leading on Purpose Ep 13 Fearless Leadership Ep.19 Diversity, Belonging, Equity More about Dalia: As an Executive Coach: Dalia helps businesses achieve their goals through effective leadership and communication to elevate their organization's performance and productivity. She designs and executes strategies that map leadership vision and core values to specific business objectives and company initiatives. She provides customized leadership plans, assess, design, and deliver organizational and leadership development solutions for Executives, VPs and Directors with a focus on corporate culture. The biggest impact she makes with leaders is coaching executives on how to align their core values with actions & behaviors to assure a positive and healthy work environment. As a life coach: She help people become empowered to be the CEOs of their Lives - She works with individuals on how to adopt a success mindset and leverage their strengths to achieve their goals. She successfully applies the coaching paradigms she uses with leaders to help individuals master the behaviors which lead to feeling personally empowered and successful professionally. How you can contact Dalia: firstname.lastname@example.org How to reach Yo: email@example.com My Linktree: https://linktr.ee/yocanny FB Group: "Girl, Take the Lead!"
About AntonDr. Anton Chuvakin is now involved with security solution strategy at Google Cloud, where he arrived via Chronicle Security (an Alphabet company) acquisition in July 2019.Anton was, until recently, a Research Vice President and Distinguished Analyst at Gartner for Technical Professionals (GTP) Security and Risk Management Strategies team. (see chuvakin.org for more)Links Referenced: Google Cloud: https://cloud.google.com/ Cloud Security Podcast: https://cloud.withgoogle.com/cloudsecurity/podcast/ Twitter: https://twitter.com/anton_chuvakin Medium blog: https://medium.com/anton.chuvakin TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friend EnterpriseDB. EnterpriseDB has been powering enterprise applications with PostgreSQL for 15 years. And now EnterpriseDB has you covered wherever you deploy PostgreSQL on-premises, private cloud, and they just announced a fully-managed service on AWS and Azure called BigAnimal, all one word. Don't leave managing your database to your cloud vendor because they're too busy launching another half-dozen managed databases to focus on any one of them that they didn't build themselves. Instead, work with the experts over at EnterpriseDB. They can save you time and money, they can even help you migrate legacy applications—including Oracle—to the cloud. To learn more, try BigAnimal for free. Go to biganimal.com/snark, and tell them Corey sent you.Corey: Let's face it, on-call firefighting at 2am is stressful! So there's good news and there's bad news. The bad news is that you probably can't prevent incidents from happening, but the good news is that incident.io makes incidents less stressful and a lot more valuable. incident.io is a Slack-native incident management platform that allows you to automate incident processes, focus on fixing the issues and learn from incident insights to improve site reliability and fix your vulnerabilities. Try incident.io, recover faster and sleep more.Corey: Welcome to Screaming in the Cloud, I'm Corey Quinn. My guest today is Anton Chuvakin, who is a Security Strategy Something at Google Cloud. And I absolutely love the title, given, honestly, how anti-corporate it is in so many different ways. Anton, first, thank you for joining me.Anton: Sure. Thanks for inviting me.Corey: So, you wound up working somewhere else—according to LinkedIn—for two months, which in LinkedIn time is about 20 minutes because their date math is always weird. And then you wound up going—according to LinkedIn, of course—leaving and going to Google. Now, that was an acquisition if I'm not mistaken, correct?Anton: That's correct, yes. And it kind of explains that timing in a little bit of a title story because my original title was Head of Security Solution Strategy, and it was for a startup called Chronicle. And within actually three weeks, if I recall correctly, I was acquired into Google. So, title really made little sense of Google, so I kind of go with, like, random titles that include the word security, and occasionally strategy if I feel generous.Corey: It's pretty clear, the fastest way to get hired at Google, given their famous interview process is to just get acquired. Like, “I'm going to start a company and raise it to, like, a little bit of providence, and then do an acquihire because that will be faster than going through the loop, and ideally, there will be less algorithm solving on whiteboards.” But I have to ask, did you have to solve algorithms on whiteboards for your role?Anton: Actually, no, but it did come close to that for some other people who were seen as non-technical and had to join technical roles. I think they were forced to solve coding questions and stuff, but I was somehow grandfathered into a technical role. I don't know exactly how it happened.Corey: Yeah, how you wound up in a technical role. Let's be clear, you are Doctor Anton Chuvakin, and you have written multiple books, you were a research VP at Gartner for many years, and once upon a time, that was sort of a punchline in the circles I hung out with, and then I figured out what Gartner actually does. And okay, that actually is something fairly impressive, let's be clear here. Even as someone who categorically defines himself as not an analyst, I find myself increasingly having a lot of respect for the folks who are actually analysts and the laborious amount of work that they do that remarkably few people understand.Anton: That's correct. And I don't want to boost my ego too much. It's kind of big enough already, obviously, but I actually made it all the way to Distinguished Analyst, which is the next rank after VP.Corey: Ah, my apologies. I did not realize it. This [challenges 00:02:53] the internal structure.Anton: [laugh]. Yeah.Corey: It's like, “Oh, I went from Senior to Staff,” or Staff to Senior because I'm external; I don't know the direction these things go in. It almost feels like a half-step away from oh, I went from [SDE3 to SDE4 00:03:02]. It's like, what do those things mean? Nobody knows. Great.Anton: And what's the top? Is it 17 or is it 113? [laugh].Corey: Exactly. It's like, oh okay, so you're Research VP—or various kinds of VPs—the real question is, how many people have to die before you're the president? And it turns out that that's not how companies think. Who knew?Anton: That's correct. And I think Gartner was a lot of hard work. And it's the type of work that a lot of people actually don't understand. Some people understand it wrong, and some people understand it wrong, kind of, for corrupt reasons. So, for example, a lot of Gartner machinery involves soaking insight from the outside world, organizing it, packaging it, writing it, and then giving it as advice to other people.So, there's nothing offensive about that because there is a lot of insight in the outside world, and somebody needs to be a sponge slash filter slash enrichment facility for that insight. And that, to me, is a good analyst firm, like Gartner.Corey: Yeah. It's a very interesting world. But you historically have been doing a lot of, well, let's I don't even know how to properly describe it because Gardner's clientele historically has not been startups because let's face it, Gartner is relatively expensive. And let's be clear, you're at Google Cloud now, which is a different kind of expensive, but in a way that works for startups, so good for you; gold star. But what was interesting there is that the majority of the Gartner clientele that I've spoken to tend to be big-E Enterprise, which runs legacy businesses, which is a condescending engineering term for ‘it makes money.'And they had the temerity to start their company before 15 years ago, so they built data centers and did things in a data center environment, and now they're moving in a cloudy direction. Your emphasis has always been on security, so my question for you to start with all this is where do you see security vendors fitting in? Because when I walk the RSA expo hall and find myself growing increasingly depressed, it seems like an awful lot of what vendors are selling looks very little removed from, “We took a box, now we shoved in a virtual machine and here you go; it's in your cloud environment. Please pay us money.” The end. And it feels, if I'm looking at this from a pure cloud-native, how I would build things in the cloud from scratch perspective, to be the wrong design. Where do you stand on it?Anton: So, this has been one of the agonizing questions. So, I'm going to kind of ignore some of the context. Of course, I'll come back to it later, but want to kind of frame it—Corey: I love ignoring context. My favorite thing; it's what makes me a decent engineer some days.Anton: So, the frame was this. One of the more agonizing questions for me as an analyst was, a client calls me and says, “We want to do X.” Deep in my heart, I know that X is absolutely wrong, however given their circumstances and how they got to decided to do X, X is perhaps the only thing they can logically do. So, do you tell them, “Don't do X; X is bad,” or you tell them, “Here's how you do X in a manner that aligns with your goals, that's possible, that's whatever.”So, cloud comes up a lot in this case. Somebody comes and says, I want to put my on-premise security information management tool or SIM in the cloud. And I say, deep in my heart, I say, “No, get cloud-native tool.” But I tell them, “Okay, actually, here's how you do it in a less painful manner.” So, this is always hard. Do you tell them they're on their own path, but you help them tread their own path with least pain? So, as an analyst, I agonized over that. This was almost like a moral decision. What do I tell them?Corey: It makes sense. It's a microcosm of the architect's dilemma, on some level, because if you ask a typical Google-style interview whiteboard question, one of my favorites in years past was ‘build a URL shortener.' Great. And you can scale it out and turn it into different things and design things on the whiteboard, and that's great. Most mid-level people can wind up building a passable designed for most things in a cloud sense, when you're starting from scratch.That's not hard. The problem is that the real world is messy and doesn't fit on a whiteboard. And when you're talking about taking a thing that exists in a certain state—for whatever reason, that's the state that it's in—and migrating it to a new environment or a new way of operating, there are so many assumptions that have to break, and in most cases, you don't get the luxury of just taking the thing down for 18 months so you can rework it. And even that it's never as easy as people think it is, so it's going to be 36. Great.You have to wind up meeting people where they are as they're contextualizing these things. And I always feel like the first step of the cloud migration has been to improve your data center environment at the cost of worsening your cloud environment. And that's okay. We don't all need to be the absolute vanguard of how everything should be built and pushing the bleeding edge. You're an insurance company, for God's sake. Maybe that's not where you want to spend your innovation energies.Anton: Yeah. And that's why I tend to lean towards helping them get out of this situation, or maybe build a five-step roadmap of how to become a little bit more cloud-native, rather than tell them, “You're wrong. You should just rewrite the app in a cloud-native way.” That advice almost never actually works in real world. So, I see a lot of the security people move their security stacks to the cloud.And if I see this, I deepen my heart and say, “Holy cow. What do you mean, you want to IDS every packet between Cloud instances? You want to capture every packet in cloud instances? Why? It's all encrypted anyway.” But I don't say that. I say, “Okay, I see how this is the first step for you. Let's describe the next seven steps.”Corey: The problem I keep smacking into is that very often folks who are pushing a lot of these solutions are, yes, they're meeting customers where they are, and that makes an awful lot of sense; I'm not saying that there's anything inherently wrong about that. The challenge is it also feels on the high end, when those customers start to evolve and transform, that those vendors act as a drag. Because if you wind up going in a full-on cloud-native approach, in the fullness of time, there's an entire swath of security vendors that do not have anything left to sell you.Anton: Yes, that is correct. And I think that—I had a fight with an EDR vendor, Endpoint Detection Response, vendor one day when they said, “Oh, we're going to be XDR and we'll do cloud.” And I told them, “You do realize that in a true cloud-native environment, there's no E? There is no endpoint the way you understand it? There is no OS. There is no server. And 99% of your IP isn't working on the clients and servers. How are you going to secure a cloud again?”And I get some kind of rambling answer from them, but the point is that you're right, I do see a lot of vendors that meet clients where they are during their first step in the cloud, and then they may become a drag, or the customer has to show switch to a cloud-native vendor, or to both sometimes, and pay into two mouths. Well, shove money into two pockets.Corey: Well, first, I just want to interject for a second here because when I was walking the RSA expo floor, there were something like 15 different vendors that were trying to sell me XDR. Not a single one of them bothered to expand the acronym—Anton: Just 15? You missed half of them.Corey: Well, yeah—Anton: Holy cow.Corey: As far as I know XDR cable. It's an audio thing right? I already have a bunch of those for my microphone. What's the deal here? Like, “I believe that's XLR.” It's like, “I believe you should expand your acronyms.” What is XDR?Anton: So, this is where I'm going to be very self-serving and point to a blog that I've written that says we don't know what's XDR. And I'm going to—Corey: Well, but rather than a spiritual meaning, I'm going to ask, what does the acronym stands for? I don't actually know the answer to that.Anton: Extended Detection and Response.Corey: Ah.Anton: Extended Detection and Response. But the word ‘extended' is extended by everybody in different directions. There are multiple camps of opinion. Gartner argues with Forrester. If they ever had a pillow fight, it would look really ugly because they just don't agree on what XDR is.Many vendors don't agree with many other vendors, so at this point, if you corner me and say, “Anton, commit to a definition of XDR,” I would not. I will just say, “TBD. Wait two years.” We don't have a consensus definition of XDR at this point. And RSA notwithstanding, 30 booths with XDRs on their big signs… still, sorry, I don't have it.Corey: The problem that I keep running into again and again and again, has been pretty consistently that there are vendors willing to help customers in a very certain position, and for those customers, those vendors are spot on the right thing to do.Anton: Mmm, yep.Corey: But then they tried to expand and instead of realizing that the market has moved on and the market that they're serving is inherently limited and long-term is going to be in decline, they instead start trying to fight the tide and saying, “Oh, no, no, no, no. Those new cloud things, can't trust them.” And they start out with the FU, the Fear, Uncertainty, and Doubt marketing model where, “You can't trust those newfangled cloud things. You should have everything on-prem,” ignoring entirely the fact that in their existing data centers, half the time the security team forgets to lock the door.Anton: Yeah, yeah.Corey: It just feels like there is so much conflict of interest about in the space. I mean, that's the reason I started my Thursday Last Week in AWS newsletter that does security round-ups, just because everything else I found was largely either community-driven where it understood that it was an InfoSec community thing—and InfoSec community is generally toxic—or it was vendor-captured. And I wanted a round-up of things that I had to care about running an infrastructure, but security is not in my job title, even if the word something is or is not there. It's—I have a job to do that isn't security full time; what do I need to know? And that felt like an underserved market, and I feel like there's no equivalent of that in the world of the emerging cloud security space.Anton: Yes, I think so. But it has a high chance of being also kind of captured by legacy vendors. So, when I was at Gartner, there was a lot of acronyms being made with that started with a C: Cloud. There was CSPM, there was CWBP, and after I left the coined SNAPP with double p at the end. Cloud-Native Application Protection Platform. And you know, in my time at Gartner, five-letter acronyms are definitely not very popular. Like, you shouldn't have done a five-letter acronym if you can help yourself.So, my point is that a lot of these vendors are more from legacy vendors. They are not born in the cloud. They are born in the 1990s. Some are born in the cloud, but it's a mix. So, the same acronym may apply to a vendor that's 2019, or—wait for it—1989.Corey: That is… well, I'd say on the one hand, it's terrifying, but on the other, it's not that far removed from the founding of Google.Anton: True, true. Well, '89, kind of, it's another ten years. I think that if you're from the '90s, maybe you're okay, but if you're from the '80s… you really need to have superpowers of adaptation. Again, it's possible. Funny aside: at Gartner, I met somebody who was an analyst for 32 years.So, he was I think, at Gartner for 32 years. And how do you keep your knowledge current if you are always in an ivory tower? The point is that this person did do that because he had a unique ability to absorb knowledge from the outside world. You can adapt; it's just hard.Corey: It always is. I'm going to pivot a bit and put you in a little bit of a hot seat here. Not intentionally so. But it is something that I've been really kicking around for a while. And I'm going to basically focus on Google because that's where you work.I yeah, I want you to go and mouth off about other cloud companies. Yeah, that's—Anton: [laugh]. No.Corey: Going to go super well and no one will have a problem with that. No, it's… we'll pick on Google for a minute because Google Cloud offers a whole bunch of services. I think it's directionally the right number of services because there are areas that you folks do not view as a core competency, and you actually—imagine that—partner with third parties to wind up delivering something great rather than building this shitty knockoff version that no one actually wants. Ehem, I might be some subtweeting someone here with this, only out loud.Anton: [laugh].Corey: The thing that resonates with me though, is that you do charge for a variety of security services. My perspective, by and large, is that the cloud vendors should not be viewing security as a profit center but rather is something that comes baked into the platform that winds up being amortized into the cost of everything else, just because otherwise you wind up with such a perverse set of incentives.Anton: Mm-hm.Corey: Does that sound ridiculous or is that something that aligns with your way of thinking. I'm willing to take criticism that I'm wrong on this, too.Anton: Yeah. It's not that. It's I almost start to see some kind of a magic quadrant in my mind that kind of categorizes some things—Corey: Careful, that's trademarked.Anton: Uhh, okay. So, some kind of vis—Corey: It's a mystical quadrilateral.Anton: Some kind of visual depiction, perhaps including four parts—not quadrants, mind you—that is focused on things that should be paid and aren't, things that should be paid and are paid, and whatever else. So, the point is that if you're charging for encryption, like basic encryption, you're probably making a mistake. And we don't, and other people, I think, don't as well. If you're charging for logging, then it's probably also wrong—because charging for log retention, keeping logs perhaps is okay because ultimately you're spending resources on this—charging for logging to me is kind of in the vile territory. But how about charging for a tool that helps you secure your on-premise environment? That's fair game, right?Corey: Right. If it's something you're taking to another provider, I think that's absolutely fair. But the idea—and again, I'm okay with the reality of, “Okay, here's our object storage costs for things, and by the way, when you wind up logging things, yeah, we'll charge you directionally what it costs to store that an object store,” that's great, but I don't have the Google Cloud price list shoved into my head, but I know over an AWS land that CloudWatch logs charge 50 cents per gigabyte, for ingress. And the defense is, “Well, that's a lot less expensive than most other logging vendors out there.” It's, yeah, but it's still horrifying, and at scale, it makes me want to do some terrifying things like I used to, which is build out a cluster of Rsyslog boxes and wind up having everything logged to those because I don't have an unbounded growth problem.This gets worse with audit logs because there's no alternative available for this. And when companies start charging for that, either on a data plane or a management plane level, that starts to get really, really murky because you can get visibility into what happened and reconstruct things after the fact, but only if you pay. And that bugs me.Anton: That would bug me as well. And I think these are things that I would very clearly push into the box of this is security that you should not charge for. But authentication is free. But, like, deeper analysis of authentication patterns, perhaps costs money. This to me is in the fair game territory because you may have logs, you may have reports, but what if you want some kind of fancy ML that analyzes the logs and gives you some insights? I don't think that's offensive to charge for that.Corey: I come bearing ill tidings. Developers are responsible for more than ever these days. Not just the code that they write, but also the containers and the cloud infrastructure that their apps run on. Because serverless means it's still somebody's problem. And a big part of that responsibility is app security from code to cloud. And that's where our friend Snyk comes in. Snyk is a frictionless security platform that meets developers where they are - Finding and fixing vulnerabilities right from the CLI, IDEs, Repos, and Pipelines. Snyk integrates seamlessly with AWS offerings like code pipeline, EKS, ECR, and more! As well as things you're actually likely to be using. Deploy on AWS, secure with Snyk. Learn more at Snyk.co/scream That's S-N-Y-K.co/screamCorey: I think it comes down to what you're doing with it. Like, the baseline primitives, the things that no one else is going to be in a position to do because honestly, if I can get logging and audit data out of your control plane, you have a different kind of security problem, and—Anton: [laugh].Corey: That is a giant screaming fire in the building, as it should be. The other side of it, though, is that if we take a look at how much all of this stuff can cost, and if you start charging for things that are competitive to other log analytics tools, great because at that point, we're talking about options. I mean, I'd like to see, in an ideal world, that you don't charge massive amounts of money for egress but ingress is free. I'd like to see that normalized a bit.But yeah, okay, great. Here's the data; now I can run whatever analytics tools I want on it and then you're effectively competing on a level playing field, as opposed to, like, okay, this other analytics tool is better, but it'll cost me over ten times as much to migrate to it, so is it ten times better? Probably not; few things are, so I guess I'm sticking with the stuff that you're offering. It feels like the cloud provider security tools never quite hit the same sweet spot that third-party vendors tend to as far as usability, being able to display things in a way that aligns with various stakeholders at those companies. But it still feels like a cash grab and I have to imagine without having insight into internal costing structures, that the security services themselves are not a significant revenue driver for any of the cloud companies. And the rare times where they are is almost certainly some horrifying misconfiguration that should be fixed.Anton: That's fair, but so to me, it still fits into the bucket of some things you shouldn't charge for and most people don't. There is a bucket of things that you should not charge for, but some people do. And there's a bucket of things where it's absolutely fair to charge for I don't know the amount I'm not a pricing person, but I also seen things that are very clearly have cost to a provider, have value to a client, have margins, so it's very clear it's a product; it's not just a feature of the cloud to be more secure. But you're right if somebody positions as, “I got cloud. Hey, give me secure cloud. It costs double.” I'd be really offended because, like, what is your first cloud is, like, broken and insecure? Yeah. Replace insecure with broken. Why are you selling broken to me?Corey: Right. You tried to spin up a service in Google Cloud, it's like, “Great. Do you want the secure version or the shitty one?”Anton: Yeah, exactly.Corey: Guess which one of those costs more. It's… yeah, in the fullness of time, of course, the shitty one cost more because you find out about security breaches on the front page of The New York Times, and no one's happy, except maybe The Times. But the problem that you hit is that I don't know how to fix that. I think there's an opportunity there for some provider—any provider, please—to be a trendsetter, and, “Yeah, we don't charge for security services on our own stuff just because it'd be believed that should be something that is baked in.” Like, that becomes the narrative of the secure cloud.Anton: What about tiers? What about some kind of a good, better, best, or bronze, gold, platinum, where you have reasonable security, but if you want superior security, you pay money? How do you feel, what's your gut feel on this approach? Like, I can't think of example—log analysis. You're going to get some analytics and you're going to get fancy ML. Fancy ML costs money; yay, nay?Corey: You're bringing up an actually really interesting point because I think I'm conflating too many personas at once. Right now, just pulling up last months bill on Google Cloud, it fits in the free tier, but my Cloud Run bill was 13 cents for the month because that's what runs my snark.cloud URL shortener. And it's great. And I wound up with—I think my virtual machine costs dozen times that much. I don't care.Over in AWS-land, I was building out a serverless nonsense thing, my Last Tweet In AWS client, and that cost a few pennies a month all told, plus a whopping 50 cents for a DNS zone. Whatever. But because I was deploying it to all regions and the way that configural evaluations work, my config bill for that was 16 bucks. Now, I don't actually care about the dollar figures on this. I assure you, you could put zeros on the end of that for days and it doesn't really move the needle on my business until you get to a very certain number there, and then suddenly, I care a lot.Anton: [laugh]. Yeah.Corey: And large enterprises, this is expected because even the sheer cost of people's time to go through these things is valuable. What I'm thinking of is almost a hobby-level side project instead, where I'm a student, and I'm learning this in a dorm room or in a bootcamp or in my off hours, or I'm a career switcher and I'm doing this on my own dime out of hours. And I wind up getting smacked with the bill for security services that, for a company, don't even slightly matter. But for me, they matter, so I'm not going to enable them. And when I transition into the workforce and go somewhere, I'm going to continue to work the same way that I did when I was an independent learner, like, having a wildly generous free tier for small-scale accounts, like, even taking a perspective until you wind up costing, I don't know, five, ten—whatever it is—thousand dollars a month, none of the security stuff is going to be billable for you because it's it is not aimed at you and we want you comfortable with and using these things.This is a whole deep dive into the weeds of economics and price-driven behavior and all kinds of other nonsense, but every time I wind up seeing that, like, in my actual production account over at AWS land for The Duckbill Group, all things wrapped up, it's something like 1100 bucks a month. And over a third of it is monitoring, audit, and observability services, and a few security things as well. And on the one hand, I'm sitting here going, “I don't see that kind of value coming from it.” Now, the day there's an incident and I have to look into this, yeah, it's absolutely going to be worth having, but it's insurance. But it feels like a disproportionate percentage of it. And maybe I'm just sitting here whining and grousing and I sound like a freeloader who doesn't want to pay for things, but it's one of those areas where I would gladly pay more for a just having this be part of the cost and not complain at all about it.Anton: Well, if somebody sells me a thing that costs $1, and then they say, “Want to make it secure?” I say yes, but I'm already suspicious, and they say, “Then it's going to be 16 bucks.” I'd really freak out because, like, there are certain percentages, certain ratios of the actual thing plus security or a secure version of it; 16x is not the answer expect. 30%, probably still not the answer I expect, frankly. I don't know. This is, like, an ROI question [crosstalk 00:23:46]—Corey: Let's also be clear; my usage pattern is really weird. You take a look at most large companies at significant scale, their cloud environments from a billing perspective look an awful lot like a crap ton of instances—or possibly containers running—and smattering of other things. Yeah, you also database and storage being the other two tiers and because of… reasons data transfer loves to show up too, but by and large, everything else was more or less a rounding error. I have remarkably few of those things, just given the weird way that I use services inappropriately, but that is the nature of me, so don't necessarily take that as being gospel. Like, “Oh, you'll spend a third of your bill.”Like, I've talked to analyst types previously—not you, of course—who will hear a story like this and that suddenly winds up as a headline in some report somewhere. And it's, “Yeah, if your entire compute is based on Lambda functions and you get no traffic, yeah, you're going to see some weird distortions in your bill. Welcome to the conversation.” But it's a problem that I think is going to have to be addressed at some point, especially we talked about earlier, those vendors who are catering to customers who are not born in the cloud, and they start to see their business erode as the cloud-native way of doing things continues to accelerate, I feel like we're in for a time where they're going to be coming at the cloud providers and smacking them for this way harder than I am with my, “As a customer, wouldn't it be nice to have this?” They're going to turn this into something monstrous. And that's what it takes, that's what it takes. But… yeah.Anton: It will take more time than than we think, I think because again, back in the Gartner days, I loved to make predictions. And sometimes—I've learned that predictions end up coming true if you're good, but much later.Corey: I'm learning that myself. I'm about two years away from the end of it because three years ago, I said five years from now, nobody will care about Kubernetes. And I didn't mean it was going to go away, but I meant that it would slip below the surface level of awareness to point where most people didn't have to think about it in the same way. And I know it's going to happen because it's too complex now and it's going to be something that just gets handled in the same way that Linux kernels do today, but I think I was aggressive on the timeline. And to be clear, I've been misquoted as, “Oh, I don't think Kubernetes is going to be relevant.”It is, it's just going to not be something that you need to spend the quarter million bucks an engineer on to run in production safely.Anton: Yeah.Corey: So, we'll see. I'm curious. One other question I had for you while I've got you here is you run a podcast of your own: the Cloud Security Podcast if I'm not mistaken, which is—Anton: Sadly, you are not. [laugh].Corey: —the Cloud Se—yeah. Interesting name on that one, yeah. It's like what the Cloud Podcast was taken?Anton: Essentially, we had a really cool name [Weather Insecurity 00:26:14]. But the naming team here said, you must be descriptive as everybody else at Google, and we ended up with the name, Cloud Security Podcast. Very, very original.Corey: Naming is challenging. I still maintain that the company is renamed Alphabet, just so it could appear before Amazon in the yellow pages, but I don't know how accurate that one actually is. Yeah, to be clear, I'm not dunking on your personal fun podcast, for those without context. This is a corporate Google Cloud podcast and if you want to make the argument that I'm punching down by making fun of Google, please, I welcome that debate.Anton: [laugh]. Yes.Corey: I can't acquire companies as a shortcut to hire people. Yet. I'm sure it'll happen someday, but I can aspire to that level of budgetary control. So, what are you up to these days? You spent seven years at Gartner and now you're doing a lot of cloud security… I'll call it storytelling, and I want to be clear that I mean that as a compliment, not the, “Oh, you just tell stories rather than build things?”Anton: [laugh].Corey: Yeah, it turns out that you have to give people a reason to care about what you've built or you don't have your job for very long. What are you talking about these days? What narratives are you looking at going forward?Anton: So, one of the things that I've been obsessed with lately is a lot of people from more traditional companies come in in the cloud with their traditional on-premise knowledge, and they're trying to do cloud the on-premise way. On our podcast, we do dedicate quite some airtime to people who do cloud as if it were a rented data center, and sometimes we say, the opposite is called—we don't say cloud-native, I think; we say you're doing the cloud the cloudy way. So, if you do cloud, the cloudy way, you're probably doing it right. But if you're doing the cloud is rented data center, when you copy a security stack, you lift and shift your IDS, and your network capture devices, and your firewalls, and your SIM, you maybe are okay, as a first step. People here used to be a little bit more enraged about it, but to me, we meet customers where they are, but we need to journey with them.Because if all you do is copy your stack—security stack—from a data center to the cloud, you are losing effectiveness, you're spending money, and you're making other mistakes. I sometimes joke that you copy mistakes, not just practices. Why copy on-prem mistakes to the cloud? So, that's been bugging me quite a bit and I'm trying to tell stories to guide people out of a situation. Not away, but out.Corey: A lot of people don't go for the idea of the lift and shift migration and they say that it's a terrible pattern and it causes all kinds of problems. And they're right. The counterpoint is that it's basically the second-worst approach and everything else seems to tie itself for first place. I don't mean to sound like I'm trying to pick a fight on these things, but we're going to rebuild an application while we move it. Great.Then it doesn't work or worse works intermittently and you have no idea whether it's the rewrite, the cloud provider, or something else you haven't considered. It just sounds like a recipe for disaster.Anton: For sure. And so, imagine that you're moving the app, you're doing cut-and-paste to the cloud of the application, and then you cut-and-paste security, and then you end up with sizeable storage costs, possibly egress costs, possibly mistakes you used to make beyond five firewalls, now you make this mistake straight on the edge. Well, not on the edge edge, but on the edge of the public internet. So, some of the mistakes do become worse when you copy them from the data center to the cloud. So, we do need to, kind of, help people to get out of the situation but not by telling them don't do it because they will do it. We need to tell them what step B; what's step 1.5 out of this?Corey: And cost doesn't drive it and security doesn't drive it. Those are trailing functions. It has to be a capability story. It has to be about improving feature velocity or it does not get done. I have learned this the painful way.Anton: Whatever 10x cost if you do something in the data center-ish way in the cloud, and you're ten times more expensive, cost will drive it.Corey: To an extent, yes. However, the problem is that companies are looking at this from the perspective of okay, we can cut our costs by 90% if we make these changes. Okay, great. It cuts the cloud infrastructure cost that way. What is the engineering time, what is the opportunity cost that they gets baked into that, and what are the other strategic priorities that team has been tasked with this year? It has to go along for the ride with a redesign that unlocks additional capability because a pure cost savings play is something I have almost never found to be an argument that carries the day.There are always exceptions, to be clear, but the general case I found is that when companies get really focused on cost-cutting, rather than expanding into new markets, on some level, it feels like they are not in the best of health, corporately speaking. I mean, there's a reason I'm talking about cost optimization for what I do and not cost-cutting.It's not about lowering the bill to zero at all cost. “Cool. Turn everything off. Your bill drops to zero.” “Oh, you don't have a company anymore? Okay, so there's a constraint. Let's talk more about that.” Companies are optimized to increase revenue as opposed to reduce costs. And engineers are always more expensive than the cloud provider resources they're using, unless you've done something horrifying.Anton: And some people did, by replicating their mistakes for their inefficient data centers straight into the cloud, occasionally, yeah. But you're right, yeah. It costs the—we had the same pattern of Gartner. It's like, it's not about doing cheaper in the cloud.Corey: I really want to thank you for spending so much time talking to me. If people want to learn more about what you're up to, how you view the world, and what you're up to next, where's the best place for them to find you?Anton: At this point, it's probably easiest to find me on Twitter. I was about to say Podcast, I was about to say my Medium blog, but frankly, all of it kind of goes into Twitter at some point. And so, I think I am twitter.com/anton_chuvakin, if I recall correctly. Sorry, I haven't really—Corey: You are indeed. It's always great; it's one of those that you have a sizable audience, and you're like, “What is my Twitter handle, again? That's a good question. I don't know.” And it's your name. Great. Cool. “So, you're going to spell that for you, too, while you're at it?” We will, of course, put a link to that in the [show notes 00:32:09]. I really want to thank you for being so generous with your time. I appreciate it.Anton: Perfect. Thank you. It was fun.Corey: Anton Chuvakin, Security Strategy Something at Google Cloud. 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 comment because people are doing it wrong, but also tell me which legacy vendor you work for.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
Fredrik snackar med Peter Gunnarsson, CTO på Lyko. Peter berättar om vad Lyko gör och hur man tänker kring utveckling, inte minst varför man valt att äga och utveckla stora delar av sin teknikplattform själva istället för att köpa in färdiga system. Peter berättar också en hel del om hur man tänker kring att växa och bygga organisation utan att tappa bort något viktigt på vägen. Och om bredare sätt att tänka kring tillgänglighet och redundans - fler moln och CDN är inte alltid bättre, ibland vill man faktiskt ha sin egen maskin i sin egen byggnad också. Avsnittet sponsras av 46elks som bygger ett enkelt API för SMS och telefoni. Registrera dig på 46elks.se/kodsnack så får du en överraskning och utökade möjligheter att experimentera med deras tjänst. Skicka notiser per SMS, ring upp folk, ordna telefonväxlar, och mycket mer. Hur mycket kod krävs för att skicka ett meddelande? Här är ett Curl-exempel: curl https://api.46elks.com/a1/sms -u API_USERNAME:API_PASSWORD -d to=+46766861004 -d message="Hej kodsnacklyssnare! Testa att skicka ditt första SMS med Curl." -d from=Kodsnack API-dokumentationen hittar du på 46elks.se/docs. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @tobiashieta, @oferlund, och @bjoreman på Twitter, har en sida på Facebook och epostas på firstname.lastname@example.org om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Lyko Peter Gunnarsson Lediga IT-jobb på Lyko Lyko social 46elks - veckans sponsor 46elks.se/kodsnack - registrera dig här för att få 200 kronor i krediter Curl Titlar Flytta hem och klippa mig och skaffa ett jobb Klippa sig och skaffa ett jobb Hela vägen till kunden Förfina hela processen System som passar oss Roboten ska lyda oss Jobba från ax till limpa Vår goto-komponent Om det tråkiga händer då? Inte enklare ju större man blir
This week we're joined by one of the great minds in business, Marcus Cauchi.Marcus works with CEOs, VPs of Sales & Marketing & Channel Chiefs of technology vendors who recognise that success is not a function of having hundreds of salespeople or dozens of channel partners who occasionally uncover a piece of business, but rather it's a function of having a handful of select salespeople & partners who share a common vision, have common goals, and can be counted on to work collaboratively to effectively, efficiently, and consistently uncover new opportunities.Marcus provides those leaders with the framework, strategy, and tools to build, develop, and sustain those productive sales, marketing & customer success teams and build long-term, mutually-beneficial partnerships.His work has helped companies create billions in revenue and today we're aiming to tap into everything from sales to recruiting. This one really has something for everyone. Want to contact Marcus? Linkedin: https://www.linkedin.com/in/fractionalcrotechscaleups/?originalSubdomain=ukWant to listen to Marcus? The Inquisitor podcast can be found at: Podbean: https://lnkd.in/dEpJ76v Apple: https://lnkd.in/gMXwNtPSpotify: https://lnkd.in/dVBytnYThe #ScaleupsAndHypergrowthPodcast can be found at Podbean: https://lnkd.in/dMWUAvrApple: https://lnkd.in/gsNRuevSpotify: https://lnkd.in/gTD_b-v Hosted on Acast. See acast.com/privacy for more information.
CloudPanel 2.X está disponible y decidí actualizar ya no solo CloudPanel en si, sino el servidor VPS que estoy usando para CastoPod. Todo salió bien, con asteriscos.. Pueden ver el video de actualización de CloudPanel aquí Todos los medios donde publico este tipo de contenido y más, los encuentran en: https://ernestoacosta.me/
Approximately 85 percent of customers are willing to pay more for a better customer experience, and that experience doesn't end once a prospect becomes a customer. In this episode, David interviews Alan Gonsenhauser, Principal and Founder of Demand Revenue. Alan has coached over 100 CMOs and VPs on marketing organization design, customer marketing, campaign functions, and customer experience. Listen as David and Alan discuss: Why CFOs and CMOs should pay attention to their customers. Understanding personas, the buyer's journey, and the post-sale customer journey. The dangers of over-focusing on new logos. How to collect feedback from your clients and what to do with it. Check out the resources mentioned: David Lewis' LinkedIn Alan's LinkedIn Demand Revenue Tipping Point Winning on Purpose CMO Customer Experience Turnarounds Through NPS CMOs: What Kind of Conductor Are You 3 Smart Customer Experience Marketing Strategies The D3 Methodology DemandGen TV Coming Soon: Sendoso Videos To hear this episode and many more like it, subscribe on Apple Podcasts, Spotify, or on DemandGenRadio.com or search for DemandGen Radio in your favorite podcast player.
While the number of female executives in the United States has increased over time, women still remain underrepresented in senior leadership positions. The hiring pipeline is one reason why this is happening because there are fewer women reaching the VP, SVP, and CEO level. In today's episode we explore the main reason why there aren't enough female VPs, SVPs, and CEOs in the hiring pipeline. Dr. Sanchez will also talk about the impact of unconscious bias and career politics can impact a woman's advancement prospects. Dr. Sanchez will also share some insights and advice on how to navigate systemic bias and make progress in your career. Tune in! Podcast Resources and Links Offered This Episode: ● Get strategic next level support to advance in your career, apply to work with Dr. Sanchez: https://bit.ly/drsanchez-application-consult ● Download our case study to find out how Dr. Sanchez helped this Senior VP increase her credibility, overcome the flat professional landscape of her organization, and get promoted within 5 months! Stay Connected Dr. Aimée V. Sanchez, Ph.D.Website: https://www.dravsanchez.com/ Facebook: https://web.facebook.com/avsanchezphd/ Twitter: https://twitter.com/Avsanchez21 LinkedIn: https://www.linkedin.com/company/dr-aimee-v-sanchez-phd/
News French wholesale CBDC iminnent (https://www.coindesk.com/policy/2022/07/12/france-starts-second-stage-of-wholesale-cbdc-experiments-central-bank-governor-says/) Bank of Int'l Settlement's Project Jura (https://www.bis.org/publ/othp44.pdf) shows development of multinational CBDC settlement systems Conversations about the language of bitcoin (https://dergigi.com/2022/06/27/the-words-we-use-in-bitcoin/) in the context of European regulation (https://en.cryptonomist.ch/2021/07/21/eu-clampdown-on-bitcoin-wallets-with-new-aml-and-cft-rules/) Ars Technica doesn't understand why financial privacy is important (https://arstechnica.com/information-technology/2022/07/usage-of-crypto-mixers-for-stymying-blockchain-investigations-hits-all-time-high/) Increased KYC/AML, 10k Euro cash limits, unhosted wallet reguations (https://www.finextra.com/blogposting/22579/eu-crypto-regulation-global-cooperation-or-competition) What bitcoin is actually doing (https://bitcoinmagazine.com/culture/the-eu-attacks-bitcoin-due-to-a-comprehension-problem) is signing messages Should U.S. Government Employees who work on crypto policy be allowed to own crypto (https://www.theblock.co/post/156422/us-federal-employees-with-digital-assets-shouldnt-work-on-crypto-policy-ethics-office-warns)? Economics Exploding (https://www.bloomberg.com/news/articles/2022-05-30/yuan-ruble-trading-explodes-as-america-s-rivals-rebuff-dollar) Ruble-Yuan direct exchange volumes are another nail in the coffin of the Petrodollar The Federal Reserve, the US Central Bank, is researching the effects of the bitcoin lightning network (https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4142590) on blockspace demand and liquidity Tokenomics Celcius finally files for bankruptcy (https://web3isgoinggreat.com/?id=celsius-files-for-bankruptcy), and it's a chapter 11 (https://www.theblock.co/post/157491/crypto-lender-celsius-declares-chapter-11-bankruptcy-in-new-york) meaning all depositors are getting wiped out Voyager, a bankrupt cypto lender, lent 3ac, a bankrupt degen crypto hedgefund, ~$700M and they bought a dickbutt NFT (https://twitter.com/softsimon_/status/1547341962214260736) with some of the money Also 3ac has abandoned their offices (https://decrypt.co/104871/three-arrows-capitals-headquarters-is-abandoned-and-its-founders-are-missing), looks like they're pulling a runner! Loans were used to buy stupid NFTs (https://www.reddit.com/r/CryptoCurrency/comments/vy84rw/3ac_borrowed_millions_from_voyagerblockfi_user/) Energy Lyn Alden, a Financial Analyst, outlines a case for structurally higher energy prices (https://www.lynalden.com/the-area-under-the-curve/) for the 2020s Expensive Gasoline Keeps More Summer Drivers Off Road Than at Height of Pandemic (https://news.yahoo.com/expensive-gasoline-keeps-more-summer-181703273.html) Latest EU report on bitcoin compares bitcoin to ICE cars (https://www.ecb.europa.eu/pub/financial-stability/macroprudential-bulletin/html/ecb.mpbu202207_3~d9614ea8e6.en.html), it's pretty bad research Bitcoin Education The OP_RETURN war (https://blog.bitmex.com/dapps-or-only-bitcoin-transactions-the-2014-debate/) of 2014 pushed DAP development off bitcoin No concept of a neutral bitcoin network Idea of 'miss-using' transactions Bitcoin Optech #208 (https://bitcoinops.org/en/newsletters/2022/07/13/) is either really interesting or we're nerds Tunnel your home node through a VPS (https://blog.bitcoinlizard.net/2022/04/02/vps-passthrough-hosting/#more-122) courtesy of bitcoinlizard Feedback Remember to get in touch email@example.com or @bitcoindadpod on twitter Consider joining the matrix channel (https://matrix.to/#/#bitcoin:jupiterbroadcasting.com) using a matrix client like element (https://element.io/get-started) Value for Value Podcasting 2.0 to support an indepenent podcasting ecosystem (https://podcastindex.org/) Recomended Podcasting2.0 apps: Fountain (https://www.fountain.fm/) podcast app (Android) Podverse (https://podverse.fm/) (Cross platform and self hostable) Castamatic (https://apps.apple.com/us/app/castamatic-podcast-player/id966632553) (Apple)+ Podcasting 2.0 to support an indepenent podcasting ecosystem (https://podcastindex.org/) Sponsors and Acknowledgements Music by Lesfm from Pixabay Self Hosted Show (https://selfhosted.show/) courtesy of Jupiter Broadcasting (https://www.jupiterbroadcasting.com/)
In this episode of Post Draft, Post Status Editor Dan Knauss is joined by Maddy Osman. Maddy is the founder of The Blogsmith, a well-known brand in the WordPress space for quality writing that appeals to your target audience and search engines. Maddy has a new book out that can teach you some of her finely-honed skills. It's called Writing for Humans and Robots: The New Rules of Content Style.Writing for Humans and Robots grew out of a style guide Maddy created — first as a freelancer and then, as her team grew, a sizeable agency. In this episode you'll learn about:Maddy's business journey: how she first got into web design and WordPress — and then how freelancing led to forming an agency and writing a book.What it means to write for people and algorithms: developing a consistent voice for your brand in writing that's optimized for search engines — while being empathetic and appealing to humans.Accessibility and AI — writing not just for machines but with them, and how that developing technology can be used best.
David and Olivia Bisset sat down for a chat with Matt Mullenweg about open source, Tumblr, and how Matt deals with negativity. Matt has three roles today: CEO of Tumblr, CEO of Automattic, and project lead for the next release of WordPress. He shares what went wrong with post formats and what he would love to acquire next if he could. The answer may (or may not) surprise you! This interview was recorded shortly before WordCamp Europe 2022.
SCALING AGILE frameworks is a topic ANY PMP, PM, agilist should understand. Firstly, AGILE is a MINDSET you cannot "scale" but you can scale the application of agile frameworks. Teams need a SOLID understanding and assimilation of the MINDSET for any of the so-called scaling frameworks to be remotely useful. Some miss that and begin the cert-mill route. Imbibing agile is more than just certification! This topic is not just for management! But what is it? How do you address this topic ethically instead of blindly following the current industry fads or without knowing what scaling is about and the ETHICS behind scaling ? You can join Roy Schilling and I at the common-sense scaling webinar this weekend. Do not follow the unsafe fads. Learn for yourself and go from there. Great webinar for C-Level, VPs and Director folk who are trying to do the impossible or conform to the mold. Come learn for yourself, ask questions and build solid strategy for your firm/PMO/VDOs future! https://youtu.be/v8-lGb3yUto #agile #management #future #webinar #scaling #agilecoaching #mindset --- Send in a voice message: https://anchor.fm/pmpradio/message Support this podcast: https://anchor.fm/pmpradio/support
Your hemispheric hosts are joined by Anthony Agius from online newsletter The Sizzle, who explains his work and the importance of different news sources in tech. Not to mention, we properly announce the winner of Arcadia June 2022 and Andrew shares his advanced theory for improving your chances of finding a soulmate. ✍️
Lindsay Kaplan and Carolyn Childers were killing it as startup VPs. But as they put it: it gets lonely at the top. Especially for women. Enter: their company, Chief, a women's exec network that takes networking beyond sticky name tags and awkward icebreakers. This week, we sat down with the Chief co-founders who tell us that everyone – even those with unconventional skill sets – has a place in a business. In this episode, Lindsay and Carolyn share: The moment Lindsay realized a network like Chief needed to exist Carolyn's unconventional rise to becoming an entrepreneur The conflict that taught them the importance of always assuming best intent How Chief thrived during the pandemic by democratizing access for members Advice on how to take networking to the next level and develop meaningful work relationships PS: Keep up with Carly and Danielle between episodes. Follow @carlyanddanielle on Instagram.
Stephanie Neale is the CEO of Blind Zebra, an elite sales and client success training company. Blind Zebra have trained, coached and advised salespeople, managers, VPs and CEOs on all things related to the revenue functions in their companies. Here's what you're going to learn from Stephanie: How to deconstruct the scarcity mindset that limit many entrepreneurs How to streamline processes in a business to scale it from six to seven figures How the money script you have may be affecting you How to let go of money baggage as a female entrepreneur Join the tribe: https://www.shegetsshitdone.com/join