Podcasts about Wandera

Hello, Kindly listen to the teaching from Lunch Hour of Tuesday, 16th July 2024 Topic: ‘ARISE OH LORD, LET YOUR ENEMIES BE SCATTERED..!' (Psalm 68:1-3) Preacer: Ev. Patrick Wandera

Hello, Kindly listen to the teaching extracted from Lunch Hour of Tuesday, 23rd Jan. 2024 Topic: REMOVING HINDRANCES TO ADVANCEMENT (Psalm 113:4-9) Preacher: Ev. Patrick Wandera

Nelson Wandera is a physician in the infectious disease unit at Mbarara Regional Referral Hospital. Stephen Morrissey, the interviewer, is the Executive Managing Editor of the Journal. N. Wandera and Others. Rift Valley Fever — The Need for an Integrated Response. N Engl J Med 2023;389:1829-1832.

Hello, Kindly listen to the teaching extracted from Lunch Hour from Tuesday 24th October 2023 Topic: ‘BY FAITH THE WALLS OF JERICHO FELL…!' (Joshua 6:1-21) Preacher: Ev. Patrick Wandera

“I looked at my future and said, “Here I come.” - Dr. Richmond WanderaPastor Josh sat down with Dr. Wandera to talk about his incredible story. At a young age, he faced incredible loss and hardship, but his life changed forever when he was connected with Compassion International. A 15-year-old girl on the other side of the world used her babysitting money to sponsor him. As he said, she chose to “live simply so others could simply live.”  If you would like to sponsor a child, visit compassion.com.

Sermon extract from Lunch Hour of Tuesday 18th July 2023 Topic: THE HEM OF HIS GARMENT (Matthew 9:20-26) Preacher: Ev. Patrick Wandera

Sermon extract from Lunch Hour service of Tuesday 29th Nov. 2022 Topic: DELIVERED AND ESTABLISHED IN RIGHTEOUSNESS (Isaiah 54:14) Preacher: Ev. Patrick Wandera

Ondra Nevělík a Kuba Coufal nastoupili před lety do brněnské pobočky security startupu Wandera, dnes už ale pracují pro Jamf. Jednička na trhu MDM řešení (nejen) pro Apple si totiž Wanderu loni koupila – téměř za hubičku, jen nějakých 10 miliard korun.

Join us in Oklahoma City for the Love's Redeeming Work Conference. Podcast listeners use discount code FRIEND25 for 25% off all tickets. Click here for tickets. -- What happened at the Lambeth Conference? This week we've got two bishops fresh from Lambeth, coming in to share what they saw and heard. We'll talk Resolution I.10, missing provinces, the ministry of the archbishop, practical takeaways, how easy it is to get lost in the woods of Kent, and much more. After all the important forecasting and reporting, we note this week the importance of presence. The sense of places and people, emotional impressions, food, weather, silences, tense moments, and what makes you laugh -- they're vital. Both of our guests today brought home a lot from the conference, for themselves and their communities. With differing perspectives, and with the different communities they minister to, our guests today describe a diversity and yet striking commonality to what they experienced at Lambeth -- a commonality that is enlightening. The Rt. Rev. Dr. Joseph Wandera is Bishop of the Anglican Diocese of Mumias, Kenya, former professor at St. Paul's University, Limuru, and has served on various committees of the Anglican Communion, including Theological Education in the Anglican Communion (TEAC). The Rt. Rev. Jenny Andison is Rector at St. Paul's Bloor St. in Toronto. She's the former area Bishop of York-Credit Valley in the Diocese of Toronto and has served in Toronto for many years. Bishop Jenny has also served in the Diocese of London (UK), and the Diocese of Tokyo. -- Join us in Oklahoma City for the Love's Redeeming Work Conference. Podcast listeners use discount code FRIEND25 for 25% off all tickets. Click here for tickets. --- Support this podcast: https://anchor.fm/living-church/support

Leah Wandera, the first United Women in Faith deaconess in Africa, is working to bridge The United Methodist Church and the global community through her work in social justice advocacy and public health.

Sabine Ehm, Locatee, is joined by Nicholas Wandera, Real Estate Lead for Middle East and Africa at IBM. He lets us in on the specifics of new ways of working servicing an African portfolio.

Nicholas Wandera is the Real Estate Lead for Middle East and Africa at IBM. He lets us in on the specifics of new ways of working servicing an African portfolio. 

When a man who fights sorcerers and magicians in Africa connects with a non-sorcerer magician and illusionist, you get a unique, colorful Miracles & Atheists experience…and that's what we're bringing you today! While our atheist guest demanded proof, our Christian guest pushed back with experience.  It all ended with a unique challenge… Back by popular demand is Evangelist Patrick Wandera of Uganda, Africa.  Patrick has a strong calling on his life to battle witch doctors, magicians and sorcerers to set them free.  He serves as a full-time minister of The Gospel with Deliverance Church Makerere Hill in Kampala, Uganda. Patrick serves The LORD through open air and conference speaking and he has ministered all over the East African region and beyond in the power of the Holy Spirit, with signs and wonders following.  Patrick has authored many powerful deliverance books such as Seven Years in Hell, a Few Minutes in Heaven and Soul Merchants. Who better to put on with Pastor Patrick than a magician??!! Well, not the kind of magician Patrick Wandera is used to dealing with (he's not a sorcerer), but a professional magician and illusionist who performs tricks from the UK, Greg Craddock.  Greg is an atheist, food and film connoisseur.  He says he's yet to see any supernatural event that he cannot explain or replicate.   Greg contends that the supernatural has yet to be shown as a thing or to exist and he wanted to be on Miracles & Atheists to, in his words, “expose the ridiculous.” What “proof” would you need from God if He really exists?  Could you respond to this question with a serious answer? It's a unique and colorful episode we know you'll remember. Other ways to connect with Miracles & Atheists: Apply to be our Guest on M&A The Miracles & Atheists Livestream The MACC Call-in Show (every other Tuesday at 5PM EST) M&A on Rumble Connect with M&A on Facebook Follow M&A on Instagram Watch M&A on YouTube Follow M&A on Twitter Rate & Review M&A on iTunes Listen on your favorite podcast platform Email the show: nick@miraclesandatheists.com

Business Garage | Business Restart 2 | Henry Wandera by Worship Harvest Ministries

About LeviLevi's passion lies in helping others learn to cloud better.Links: Jamf: https://www.jamf.com Twitter: https://twitter.com/levi_mccormick 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: It seems like there is a new security breach every day. Are you confident that an old SSH key, or a shared admin account, isn't going to come back and bite you? If not, check out Teleport. Teleport is the easiest, most secure way to access all of your infrastructure. The open-source Teleport Access Plane consolidates everything you need for secure access to your Linux and Windows servers, and I assure you there is no third option there. Kubernetes clusters, databases, and internal applications like AWS Management Console, Yankins, GitLab, Grafana, Jupyter Notebooks, and more. Teleport's unique approach is not only more secure, it also improves developer productivity. To learn more visit: goteleport.com. And not, that is not me telling you to go away, it is: goteleport.com.Corey: This episode is sponsored in part by our friends at Rising Cloud, which I hadn't heard of before, but they're doing something vaguely interesting here. They are using AI, which is usually where my eyes glaze over and I lose attention, but they're using it to help developers be more efficient by reducing repetitive tasks. So, the idea being that you can run stateless things without having to worry about scaling, placement, et cetera, and the rest. They claim significant cost savings, and they're able to wind up taking what you're running as it is in AWS with no changes, and run it inside of their data centers that span multiple regions. I'm somewhat skeptical, but their customers seem to really like them, so that's one of those areas where I really have a hard time being too snarky about it because when you solve a customer's problem and they get out there in public and say, “We're solving a problem,” it's very hard to snark about that. Multus Medical, Construx.ai and Stax have seen significant results by using them. And it's worth exploring. So, if you're looking for a smarter, faster, cheaper alternative to EC2, Lambda, or batch, consider checking them out. Visit risingcloud.com/benefits. That's risingcloud.com/benefits, and be sure to tell them that I said you because watching people wince when you mention my name is one of the guilty pleasures of listening to this podcast.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I am known-slash-renowned-slash-reviled for my creative pronunciations of various technologies, company names, et cetera. Kubernetes, for example, and other things that get people angry on the internet. The nice thing about today's guest is that he works at a company where there is no possible way for me to make it more ridiculous than it sounds because Levi McCormick is a cloud architect at Jamf. I know Jamf sounds like I'm trying to pronounce letters that are designed to be silent, but no, no, it's four letters: J-A-M-F. Jamf. Levi, thanks for joining me.Levi: Thanks for having me. I'm super excited.Corey: Exactly. Also professional advice for anyone listening: Making fun of company names is hilarious; making fun of people's names makes you a jerk. Try and remember that. People sometimes blur that distinction.So, very high level, you're a cloud architect. Now, I remember the days of enterprise architects where their IDEs were basically whiteboards, and it was a whole bunch of people sitting in a room. They call it an ivory tower, but I've been in those rooms; I assure you there is nothing elevated about this. It's usually a dank sub-basement somewhere. What do you do, exactly?Levi: Well, I am part of the enterprise architecture team at Jamf. My roles include looking at our use of cloud; making sure that we're using our resources to the greatest efficacy possible; coordinating between many teams, many products, many architectures; trying to make sure that we're using best practices; bringing them from the teams that develop them and learn them, socializing them to other teams; and just trying to keep a handle on this wild ride that we're on.Corey: So, what I find fun is that Jamf has been around for a long time. I believe it is not your first name. I want to say Casper was originally?Levi: I believe so, yeah.Corey: We're Jamf customers. You're not sponsoring this episode or anything, to the best of my knowledge. So, this is not something I'm trying to shill the company, but we're a customer; we use you to basically ensure that all of our company MacBooks, and laptops, et cetera, et cetera, are basically ensured that there's disk encryption turned on, that people have a password, and that screensaver is turned on, basically to mean that if someone gets their laptop stolen, it's a, “Oh, I have to spend more money with Apple,” and not, “Time to sound the data breach alarm,” for reasons that should be blindingly obvious. And it's great not just at the box check, but also fixing the real problem of I [laugh] don't want to lose data that is sensitive for obvious reasons. I always thought of this is sort of a thing that worked on the laptops. Why do you have a cloud team?Levi: Many reasons. First of all, we started in the business of providing the software that customers would run in their own data centers, in their own locations. Sometime in about 2015, we decided that we are properly equipped to run this better than other people, and we started to provide that as a service. People would move in, migrate their services into the cloud, or we would bring people into the cloud to start with.Device management isn't the only thing that we do. We provide some SSO-type services, we recently acquired a company called Wandera, which does endpoint security and a VPN-like experience for traffic. So, there's a lot of cloud powering all of those things.Corey: Are you able to disclose whether you're focusing mostly on AWS, on Azure, on Google Cloud, or are you pretending a cloud with something like IBM?Levi: All of the above, I believe.Corey: Excellent. That tells you it's a real enterprise, in seriousness. It's the—we talk about the idea of going all in on one providers being a general best practice of good place to start. I believe that. And then there are exceptions, and as companies grow and accumulate technical debt, that also is load-bearing and generates money, you wind up with this weird architectural series of anti-patterns, and when you draw it on a whiteboard of, “Here's our architecture,” the junior consultant comes in and says, “What moron built this?” Usually two said quote-unquote, “Moron,” and then they've just pooched the entire engagement.Yeah, most people don't show up in the morning hoping to do a terrible job today, unless they work at Facebook. So, there are reasons things are the way they are; they're constraints that shape these things. Yeah, if people were going to be able to shut down the company for two years and rebuild everything from scratch from the ground up, it would look wildly different. But you can't do that most of the time.Levi: Yeah. Those things are load bearing, right? You can't just stop traffic one day, and re-architect it with the golden image of what it should have been. We've gone through a series of acquisitions, and those architectures are disparate across the different acquired products. So, you have to be able to leverage lessons from all of them, bring them together and try and just slowly, incrementally march towards a better future state.Corey: As we take a look at the challenges we see The Duckbill Group over on my side of the world, where we talk to customers, it's I think it is surprising to folks to learn that cloud economics as I see it is—well, first, cost and architecture the same thing, which inherently makes sense, but there's a lot more psychology that goes into it than math. People often assume I spend most of my time staring into spreadsheets. I assure you that would not go super well. But it has to do with the psychological elements of what it is that people are wrestling with, of their understanding of the environment has not kept pace with reality, and APIs tend to, you know, tell truths.It's always interesting to me to see the lies that customers tell, not intentionally, but the reality of it of, “Okay, what about those big instances you're running in Australia?” “Oh, we don't have any instances in Australia.” “Look, I understand that you are saying that in good faith, however…” and now we're in a security incident mode and it becomes a whole different story. People's understanding always trails. What do you spend the bulk of your time doing? Is it building things? Is it talking to people? Is it trying to more or less herd cats in certain directions? What's the day-to-day?Levi: I would say it varies week-to-week. Depends on if we have a new product rolling out. I spend a lot of my time looking at architectural diagrams, reference architectures from AWS. The majority of the work I do is in AWS and that's where my expertise lies. I haven't found it financially incentivized to really branch out into any of the other clouds in terms of expertise, but I spend a lot of my time developing solutions, socializing them, getting them in front of teams, and then educating.We have a wide range of skills internally in terms of what people know or what they've been exposed to. I'd say a lot of engineers want to learn the cloud and they want to get opportunities to work on it, and their day-to-day work may not bring them those opportunities as often as they'd like. So, a good portion of my time is spent educating, guiding, joining people's sprints, joining in their stand-ups, and just kind of talking through, like, how they should approach a problem.Corey: Whenever you work at a big company, you invariably wind up with—well, microservices becomes the right answer, not because of the technical reasons; because of the people reason, the way that you get a whole bunch of people moving in roughly the same direction. You are a large scale company; who owns services in your idealized view of the world? Is it, “Well, I wrote something and it's five o'clock. Off to production with it. Talk to you in two days, if everything—if we still have a company left because I didn't double-check what I just wrote.”Do you think that the people who are building services necessarily should be the ones supporting it? Like, in other words, Amazon's approach of having the software engineers being responsible for the ones running it in production from an ops perspective. Is that the direction you trend towards, or do you tend to be from my side of the world—which is grumpy sysadmin—where people—developers hurl applications into your yard for you to worry about?Levi: I would say, I'm an extremist in the view of supporting the Amazon perspective. I really like you build it, you run it, you own it, you architect it, all of it. I think the other teams in the organization should exist to support and enable those paths. So, if you have platform teams are a really common thing you see hired right now, I think those platforms should be built to enable the company's perspective on operating infrastructure or services, and then those service teams on top of that should be enabled to—and empowered to make the decisions on how they want to build a service, how they want to provide it. Ultimately, the buck should stop with them.You can get into other operational teams, you could have a systems operation team, but I think there should be an explicit contract between a service team, what they build, and what they hand off, you know, you could hand off, like, a tier one level response, you know, you can do playbooks, you could do, you know, minimal alert, response, routing, that kind of stuff with a team, but I think that even that team should have a really strong contract with, like, here's what our team provides, here's how you engage with our team, here's how you will transition services to our team.Corey: The challenge with doing that, in some shops, has been that if you decide to roll out a, you build it, you own it, approach that has not been there since the beginning, you wind up with a lot of pushback from engineers who until now really enjoyed their 5:30 p.m. quitting time, or whenever it was they wound up knocking off work. And they started pushing back, like, “Working out of hours? That's inhumane.” And the DevOps team would be sitting there going, “We're right here. How dare you? Like, what do you think our job is?” And it's a, “Yes, but you're not people.” And then it leads to this whole back and forth acrimonious—we'll charitably call it a debate. How do you drive that philosophy?Levi: It's a challenge. I've seen many teams fracture, fall apart, disperse, if you will, under the transition of going through, like, an extreme service ownership. I think you balance it out with the carrot of you also get to determine your own future, right? You get to determine the programming language you use, you get to determine the underlying technologies that you use. Again, there's a contract: You have to meet this list of security concerns, you need to meet these operational concerns, and how you do that is up to you.Corey: When you take a look across various teams—let's bound this to the industry because I don't necessarily want you to wind up answering tough questions at work the day this episode airs—what do you see the biggest blockers to achieving, I guess, a functional cultural service ownership?Levi: It comes down to people's identity. They've established their own identity, “As I am X,” right? I'm a operations engineer. I'm a developer, I'm an engineer. And getting people to kind of branch out of that really fixed mindset is hard, and that, to me, is the major blocker to people assuming ownership.I've seen people make the transition from, “I'm just an engineer. I just want to write code.” I hate those lines. That frustrates me so much: “I just want to write code.” Transitioning into that, like, ownership of, “I had an idea. I built the platform or the service. It's a huge hit.” Or you know, “Lots of people are using it.” Like, seeing people go through that transformation become empowered, become fulfilled, I think is great.Corey: I didn't really expect to get called out quite like this, but you're absolutely right. I was against the idea, back when I was a sysadmin type because I didn't know how to code. And if you have developers supporting all of the stuff that they've built, then what does that mean for me? It feels like my job is evaporating. I don't know how to write code.Well, then I started learning how to write code incredibly badly. And then wow, it turns out, everyone does this. And here we are. But it's—I don't build applications, for obvious reasons. I'm bad at it, but I found another way to proceed in the wide world that we live in of high technology.But yeah, it was hard because this idea of my sense of identity being tied to the thing that I did, it really was an evolve-or-die dinosaur kind of moment because I started seeing this philosophy across the board. You take a look, even now at modern SRE is, or modern DevOps folks, or modern sysadmins, what they're doing looks a lot less like logging into Linux systems and tinkering on the command line a lot more like running and building distributed applications. Sure, this application that you're rolling out is the one that orchestrates everything there, but you're still running this in the same way the software engineers do, which is, interestingly.Levi: And that doesn't mean a team has to be only software engineers. Your service team can be multiple disciplines. It should be multiple disciplines. I've seen a traditional ops team broken apart, and those individuals distributed into the services that they were chiefly skilled in supporting in the past, as the ops team, as we transitioned those roles from one of the worst on-call rotations I've ever seen—you know, 13 to 14 alerts a night—transitioning those out to those service teams, training them up on the operations, building the playbooks. That was their role. Their role wasn't necessarily to write software, day one.Corey: I quit a job after six weeks because of that style of, I guess, mismanagement. Their approach was that, oh, we're going to have our monitoring system live in AWS because one of our VPs really likes AWS—let's be clear, this was 2008, 2009 era—latency was a little challenging there. And [unintelligible 00:17:04] he really liked Big Brother, which was—not to—now before that became a TV show and at rest, it was a monitoring system—but network latency was always a weird thing in AWS in those days, so instead, he insisted we set up three of them. And whenever—if we just got one page, it was fine. But if we got three, then we had to jump in. And two was always undefined.And they turned this off from I think, 10 p.m. to 6 a.m. every night, just so the person I call could sleep. And I'm looking at this, like, this might be the worst thing I've ever seen in my life. This was before they released the Managed NAT Gateway, so possibly it was.Levi: And then the flood, right, when you would get—Corey: Oh, God this was the days, too—Levi: Yeah.Corey: —when you were—if you weren't careful, you'd set this up to page you on the phone with a text message and great, now it takes time for my cell provider to wind up funneling out the sudden onslaught of 4000 text messages. No thanks.Levi: If your monitoring system doesn't have the ability to say, you know, the alert flood, funnel them into one alert, or just pause all alerts, while—because we know there's an incident; you know, us-east-1 is down, right? We know this; we don't need to get 500 text messages to each engineer that's on call.Corey: Well, my philosophy at that point was no, I'm going to instead take a step beyond. If I'm not empowered to fix this thing that is waking me up—and sometimes that's the monitoring system, and sometimes it's the underlying application—I'm not on call.Levi: Yes, exactly. And that's why I like the model of extre—you know, the service ownership: Because those alerts should go to the people—the pain should be felt by the people who are empowered to fix it. It should not land anywhere else. Otherwise, that creates misaligned incentives and nothing gets better.Corey: Yeah. But in large distributed systems, very often the person is on call more or less turns into a traffic router.Levi: Right. That's unfair to them.Corey: That's never fun—yeah, that's unfair, and it's not fun, either, and there's no great answer when you've all these different contributory factors.Levi: And how hard is it to keep the team staffed up?Corey: Oh, yeah. It's a, “Hey, you want a really miserable job one week out of every however many there are in the cycle?” Eh, people don't like that.Levi: Exactly.Corey: This episode is sponsored by our friends at Oracle HeatWave, a new high-performance accelerator for the Oracle MySQL Database Service, although I insist on calling it, “My squirrel.” While MySQL has long been the world's most popular open source database, shifting from transacting to analytics required way too much overhead and, you know, work. With HeatWave you can run your OLAP and OLTP—don't ask me to ever say those acronyms again—workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: So, I've been tracking what you're up to for little while now—you're always a blast to talk with—what is this whole Cloud Builder thing that you were talking about for a bit, and then I haven't seen much about it.Levi: Ah, so at the beginning of the pandemic, our mutual friend, Forrest Brazeal, released the Cloud Resume Challenge. I looked at that, and I thought, this is a fantastic idea. I've seen lots of people going through it. I recommend the people I mentor go through it. Great way to pick up a couple cloud skills here and there, tell an interesting story in an interview, right? It's a great prep.I intended the Cloud Builder Challenge to be a natural kind of progression from that Resume Challenge to the Builder Challenge where you get operational experience. Again, back to that, kind of, extreme service ownership mentality, here's a project where you can build, really modeled on the Amazon GameDays from re:Invent, you build a service, we'll send you traffic, you process those payloads, do some matching, some sorting, some really light processing on these payloads, and then send it back to us, score some points, we'll build a public dashboard, people can high five each other, they can razz each other, kind of competition they want to do. Really low, low pressure, but just a fun way to get more operational experience in an area where there is really no downside. You know, playing like that at work, bad idea, right?Corey: Generally, yes. [crosstalk 00:21:28] production, we used to have one of those environments; oops-a-doozy.Levi: Yeah. I don't see enough opportunities for people to gain that experience in a way that reflects a real workload. You can go out and you can find all kinds of Hello Worlds, you can find all kinds of—like, for front end development, there are tons of activity activities and things you can do to learn the skills, but for the middleware, the back end engineers, there's just not enough playgrounds out there. Now, standing up a Hello World app, you know, you've got your infrastructures code template, you've got your pre-written code, you deploy it, congratulations. But now what, right?And I intended this challenge to be kind of a series of increasingly more difficult waves, if you will, or levels. I really had a whole gamification aspect to it. So, it would get harder, it would get bigger, more traffic, you know, all of those things, to really put people through what it would be like to receive your, “Post got slash-dotted today,” or those kinds of things where people don't get an opportunity to deal with large amounts of traffic, or variable payloads, that kind of stuff.Corey: I love the idea. Where is it?Levi: It is sitting in a bunch of repos, and I am afraid to deploy it. [laugh].Corey: What is it that scares you about it specifically?Levi: The thing that specifically scares me is encouraging early career developers to go out there, deploy this thing, start playing with it, and then incur a huge cloud bill.Corey: Because they failed to secure something or other reasons behind that?Levi: There are many ways that this could happen, yeah. You could accidentally push your access key, secret key up into a public repo. Now, you've got, you know, Bitcoin miners or Monero miners running in your environment. You forget to shut things off, right? That's a really common thing.I went through a SageMaker demo from AWS a couple years ago. Half the room of intelligent, skilled engineers forgot to shut off the SageMaker instances. And everybody ran out of the $25 of credit they had from the demo—Corey: In about ten minutes. Yeah.Levi: In about ten minutes, yeah. And we had to issue all kinds of requests for credits and back and forth. But granted, AWS was accommodating to all of those people, but it was still a lot of stress.Corey: But it was also slow. They're very slow on that, which is fair. Like, if someone's production environment is down, I can see why you care more about that than you do about someone with, “Ah, I did something wrong and lost money.” The counterpoint to that is that for early career folks, that money is everything. We remember earlier this year, that tragic story from the Robinhood customer who committed suicide after getting a notification that he was $730,000 in debt. Turns out it wasn't even accurate; he didn't owe anything when all was said and done.I can see a scenario in which that happens in the AWS world because of their lack of firm price controls on a free tier account. I don't know what the answer on this is. I'm even okay with a, “Cool you will—this is a special kind of account that we will turn you off at above certain levels.” Fine. Even if you hard cap at the 20 or 50 bucks, yeah, it's going to annoy some people, but no one is going to do something truly tragic over that. And I can't believe that Oracle Cloud of all companies is the best shining example of this because you have to affirmatively upgrade your account before they'll charge you a dime. It's the right answer.Levi: It is. And I don't know if you've ever looked at—well, I'm sure you'd have. You've probably looked at the solutions provided by AWS for monitoring costs in your accounts, preventing additional spend. Like, the automation to shut things down, right, it's oftentimes more engineering work to make it so that your systems will shut down automatically when you reach a certain billing threshold than the actual applications that are in place there.Corey: And I don't for the life of me understand why things are the way that they are. But here we go. It's a—[sigh] it just becomes this perpetual strange world. I wish things were better than they are, but they're not.Levi: It makes me terribly sad. I mean, I think AWS is an incredible product, I think the ecosystem is great, and the community is phenomenal; everyone is super supportive, and it makes me really sad to be hesitant to recommend people dive into it on their own dime.Corey: Yeah. And that is a—[sigh] I don't know how you fix that or square that circle. Because I don't want to wind up, I really do not want to wind up, I guess, having to give people all these caveats, and then someone posts about a big bill problem on the internet, and all the comments are, “Oh, you should have set up budgets on that.” Yeah, that's thing still a day behind. So okay, great, instead of having an enormous bill at the end of the month, you just have a really big one two days later.I don't think that's the right answer. I really don't. And I don't know how to fix this, but, you know, I'm not the one here who's a $1.7 trillion company, either, that can probably find a way to fix this. I assure you, the bulk of that money is not coming from a bunch of small accounts that forgot to turn something off or got exploited.Levi: I haven't done my 2021 taxes yet, but I'm pretty sure I'm not there either.Corey: The world in which we live.Levi: [laugh]. I would love this challenge. I would love to put it out there. If I could, on behalf of, you know, early career people who want to learn—if I could issue credits, if I could spin up sandboxes and say, like, “Here's an account, I know you're going to be safe. I have put in a $50 limit.” Right?Corey: Yeah.Levi: “You can't spend more than $50,” like, if I had that control or that power, I would do this in a heartbeat. I'm passionate about getting people these opportunities to play, you know, especially if it's fun, right? If we can make this thing enjoyable, if we can gamify it, we can play around, I think that'd be great. The experience, though, would be a significant amount of engineering on my side, and then a huge amount of outreach, and that to me makes me really sad.Corey: I would love to be able to do something like that myself with a, “Look, if you get a bill, they will waive it, or I will cover it.” But then you wind up with the whole problem of people not operating in good faith as well. Like, “All right, I'm going to mine a bunch of Bitcoin and claim someone else did it.” Or whatnot. And it's just… like, there are problems with doing this, and the whole structure doesn't lend itself to that working super well.Levi: Exactly. I often say, you know, I face a lot of people who want to talk about mining cryptocurrency in the cloud because I'm a cloud architect, right? That's a really common conversation I have with people. And I remind them, like, it's not economical unless you're not paying for it.Corey: Yeah, it's perfectly economical on someone else's account.Levi: Exactly.Corey: I don't know why people do things the way that they do, but here we are. So, re:Invent. What did you find that was interesting, promising there, promising but not there yet, et cetera? What was your takeaway from it? Since you had the good sense not to be there in person?Levi: [laugh]. To me, the biggest letdown was Amplify Studio.Corey: I thought it was just me. Thank you. I just assumed it was something I wasn't getting from the explanation that they gave. Because what I heard was, “You can drag and drop, basically, a front end web app together and then tie it together with APIs on the back end.” Which is exactly what I want, like Retool does; that's what I want only I want it to be native. I don't think it's that.Levi: Right. I want the experience I already have of operating the cloud, knowing the security posture, knowing the way that my users access it, knowing that it's backed by Amazon, and all of their progressively improving services, right? You say it all the time. Your service running on Amazon is better today than it was two years ago. It was better than it was five years ago. I want that experience. But I don't think Amplify Studio delivered.Corey: I wish it had. And maybe it will, in the fullness of time. Again, AWS services do not get worse as they age they get better.Levi: Some gets stale, though.Corey: Yeah. The worst case scenario is they sit there and don't ever improve.Levi: Right. I thought the releases from S3 in terms of, like, the intelligent tiering, were phenomenal. I would love to see everybody turn on intelligent tiering with instant access. Those things to me were showing me that they're thinking about the problem the right way. I think we're missing a story of, like, how do we go from where we're at today—you know, if I've got trillions of objects in storage, how do I transition into that new world where I get the tiering automatically? I'm sure we'll see blog posts about people telling us; that's what the community is great for.Corey: Yeah, they explain these things in a way that the official docs for some reason fail to.Levi: Right. And why don't—Corey: Then again, it's also—I think—I think it's because the people that are building these things are too close to the thing themselves. They don't know what it's like to look at it through fresh eyes.Levi: Exactly. They're often starting from a blank slate, or from a greenfield perspective. There's not enough thought—or maybe there's a lot of thought to it, but there's not enough communication coming out of Amazon, like, here's how you transition. We saw that with Control Tower, we saw that with some of the releases around API Gateway. There's no story for transitioning from existing services to these new offerings. And I would love to see—and maybe Amazon needs a re:Invent Echo, where it's like, okay, here's all the new releases from re:Invent and here's how you apply them to existing infrastructure, existing environments.Corey: So, what's next for you? What are you looking at that's exciting and fun, and something that you want to spend your time chasing?Levi: I spend a lot of my time following AWS releases, looking at the new things coming out. I spend a lot of energy thinking about how do we bring new engineers into the space. I've worked with a lot of operations teams—those people who run playbooks, they hop on machines, they do the old sysadmin work, right—I want to bring those people into the modern world of cloud. I want them to have the skills, the empowerment to know what's available in terms of services and in terms of capabilities, and then start to ask, “Why are we not doing it that way?” Or start looking at making plans for how do we get there.Corey: Levi, I really want to thank you for taking the time to speak with me. If people want to learn more. Where can they find you?Levi: I'm on Twitter. My Twitter handle is @levi_mccormick. Reach out, I'm always willing to help people. I mentor people, I guide people, so if you reach out, I will respond. That's a passion of mine, and I truly love it.Corey: And we'll of course, include a link to that in the [show notes 00:32:28]. Thank you so much for being so generous with your time. I appreciate it.Levi: Thanks, Corey. It's been awesome.Corey: Levi McCormick, cloud architect at Jamf. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a comment telling me that service ownership is overrated because you are the storage person, and by God, you will die as that storage person, potentially in poverty.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.

The Jamf Nation User Conference, or JNUC, is the largest gathering of Apple administrators on the planet. Maybe even in the universe! And it's free this year! In this episode we get behind the scenes a little with Jeff Ovik and Katie English to discuss what worked in the first remote JNUC last year, what we'll be changing, and get a sneak preview into some of the aspects (and sessions) they're most excited about!

Investors have pumped capital into emerging markets since the beginning of civilization. Egyptians explored basic mathematics and used their findings to build larger structures and even granaries to allow merchants to store food and serve larger and larger cities. Greek philosophers expanded on those learnings and applied math to learn the orbits of planets, the size of the moon, and the size of the earth. Their merchants used the astrolabe to expand trade routes. They studied engineering and so learned how to leverage the six simple machines to automate human effort, developing mills and cranes to construct even larger buildings. The Romans developed modern plumbing and aqueducts and gave us concrete and arches and radiant heating and bound books and the postal system.  Some of these discoveries were state sponsored; others from wealthy financiers. Many an early investment was into trade routes, which fueled humanities ability to understand the world beyond their little piece of it and improve the flow of knowledge and mix found knowledge from culture to culture.  As we covered in the episode on clockworks and the series on science through the ages, many a scientific breakthrough was funded by religion as a means of wowing the people. And then autocrats and families who'd made their wealth from those trade routes. Over the centuries of civilizations we got institutions who could help finance industry.  Banks loan money using an interest rate that matches the risk of their investment. It's illegal, going back to the Bible to overcharge on interest. That's called usury, something the Romans realized during their own cycles of too many goods driving down costs and too few fueling inflation. And yet, innovation is an engine of economic growth - and so needs to be nurtured.  The rise of capitalism meant more and more research was done privately and so needed to be funded. And the rise of intellectual property as a good. Yet banks have never embraced startups.  The early days of the British Royal Academy were filled with researchers from the elite. They could self-fund their research and the more doing research, the more discoveries we made as a society. Early American inventors tinkered in their spare time as well. But the pace of innovation has advanced because of financiers as much as the hard work and long hours. Companies like DuPont helped fuel the rise of plastics with dedicated research teams. Railroads were built by raising funds. Trade grew. Markets grew. And people like JP Morgan knew those markets when they invested in new fields and were able to grow wealth and inspire new generations of investors. And emerging industries ended up dominating the places that merchants once held in the public financial markets.  Going back to the Venetians, public markets have required regulation. As banking became more a necessity for scalable societies it too required regulation - especially after the Great Depression. And yet we needed new companies willing to take risks to keep innovation moving ahead., as we do today And so the emergence of the modern venture capital market came in those years with a few people willing to take on the risk of investing in the future. John Hay “Jock” Whitney was an old money type who also started a firm. We might think of it more as a family office these days but he had acquired 15% in Technicolor and then went on to get more professional and invest. Jock's partner in the adventure was fellow Delta Kappa Epsilon from out at the University of Texas chapter, Benno Schmidt. Schmidt coined the term venture capital and they helped pivot Spencer Chemicals from a musicians plant to fertilizer - they're both nitrates, right? They helped bring us Minute Maid. and more recently have been in and out of Herbalife, Joe's Crab Shack, Igloo coolers, and many others. But again it was mostly Whitney money and while we tend to think of venture capital funds as having more than one investor funding new and enterprising companies.  And one of those venture capitalists stands out above the rest. Georges Doriot moved to the United States from France to get his MBA from Harvard. He became a professor at Harvard and a shrewd business mind led to him being tapped as the Director of the Military Planning Division for the Quartermaster General. He would be promoted to brigadier general following a number of massive successes in the research and development as part of the pre-World War II military industrial academic buildup.  After the war Doriot created the American Research and Development Corporation or ARDC with the former president of MIT, Karl Compton, and engineer-turned Senator Ralph Flanders - all of them wrote books about finance, banking, and innovation. They proved that the R&D for innovation could be capitalized to great return. The best example of their success was Digital Equipment Corporation, who they invested $70,000 in in 1957 and turned that into over $350 million in 1968 when DEC went public, netting over 100% a year of return. Unlike Whitney, ARDC took outside money and so Doriot became known as the first true venture capitalist. Those post-war years led to a level of patriotism we arguably haven't seen since. John D. Rockefeller had inherited a fortune from his father, who built Standard Oil. To oversimplify, that company was broken up into a variety of companies including what we now think of as Exxon, Mobil, Amoco, and Chevron. But the family was one of the wealthiest in the world and the five brothers who survived John Jr built an investment firm they called the Rockefeller Brothers Fund. We might think of the fund as a social good investment fund these days. Following the war in 1951, John D Rockefeller Jr endowed the fund with $58 million and in 1956, deep in the Cold War, the fund president Nelson Rockefeller financed a study and hired Henry Kissinger to dig into the challenges of the United States. And then came Sputnik in 1957 and a failed run for the presidency of the United States by Nelson in 1960.  Meanwhile, the fund was helping do a lot of good but also helping to research companies Venrock would capitalize. The family had been investing since the 30s but Laurance Rockefeller had setup Venrock, a mashup of venture and Rockefeller. In Venrock, the five brothers, their sister, MIT's Ted Walkowicz, and Harper Woodward banded together to sprinkle funding into now over 400 companies that include Apple, Intel, PGP, CheckPoint, 3Com, DoubleClick and the list goes on. Over 125 public companies have come out of the fund today with an unimaginable amount of progress pushing the world forward. The government was still doing a lot of basic research in those post-war years that led to standards and patents and pushing innovation forward in private industry. ARDC caught the attention of a number of other people who had money they needed to put to work. Some were family offices increasingly willing to make aggressive investments. Some were started by ARDC alumni such as Charlie Waite and Bill Elfers who with Dan Gregory founded Greylock Partners. Greylock has invested in everyone from Red Hat to Staples to LinkedIn to Workday to Palo Alto Networks to Drobo to Facebook to Zipcar to Nextdoor to OpenDNS to Redfin to ServiceNow to Airbnb to Groupon to Tumblr to Zenprise to Dropbox to IFTTT to Instagram to Firebase to Wandera to Sumo Logic to Okta to Arista to Wealthfront to Domo to Lookout to SmartThings to Docker to Medium to GoFundMe to Discord to Houseparty to Roblox to Figma. Going on 800 investments just since the 90s they are arguably one of the greatest venture capital firms of all time.  Other firms came out of pure security analyst work. Hayden, Stone, & Co was co-founded by another MIT grad, Charles Hayden, who made his name mining copper to help wire up the world in what he expected to be an increasingly electrified world. Stone was a Wall Street tycoon and the two of them founded a firm that employed Joe Kennedy, the family patriarch, Frank Zarb, a Chairman of the NASDAQ and they gave us one of the great venture capitalists to fund technology companies, Arthur Rock.  Rock has often been portrayed as the bad guy in Steve Jobs movies but was the one who helped the “Traitorous 8” leave Shockley Semiconductor and after their dad (who had an account at Hayden Stone) mentioned they needed funding, got serial entrepreneur Sherman Fairchild to fund Fairchild Semiconductor. He developed tech for the Apollo missions, flashes, spy satellite photography - but that semiconductor business grew to 12,000 people and was a bedrock of forming what we now call Silicon Valley. Rock ended up moving to the area and investing. Parlaying success in an investment in Fairchild to invest in Intel when Moore and Noyce left Fairchild to co-found it.  Venture Capital firms raise money from institutional investors that we call limited partners and invest that money. After moving to San Francisco, Rock setup Davis and Rock, got some limited partners, including friends from his time at Harvard and invested in 15 companies, including Teledyne and Scientific Data Systems, which got acquired by Xerox, taking their $257,000 investment to a $4.6 million dollar valuation in 1970 and got him on the board of Xerox. He dialed for dollars for Intel and raised another $2.5 million in a couple of hours, and became the first chair of their board. He made all of his LPs a lot of money. One of those Intel employees who became a millionaire retired young. Mike Markulla invested some of his money and Rock put in $57,000 - growing it to $14 million and went on to launch or invest in companies and make billions of dollars in the process.  Another firm that came out of the Fairchild Semiconductor days was Kleiner Perkins. They started in 1972, by founding partners Eugene Kleiner, Tom Perkins, Frank Caufield, and Brook Byers. Kleiner was the leader of those Traitorous 8 who left William Shockley and founded Fairchild Semiconductor. He later hooked up with former HP head of Research and Development and yet another MIT and Harvard grad, Bill Perkins. Perkins would help Corning, Philips, Compaq, and Genentech - serving on boards and helping them grow.  Caufield came out of West Point and got his MBA from Harvard as well. He'd go on to work with Quantum, AOL, Wyse, Verifone, Time Warner, and others.  Byers came to the firm shortly after getting his MBA from Stanford and started four biotech companies that were incubated at Kleiner Perkins - netting the firm over $8 Billion dollars. And they taught future generations of venture capitalists. People like John Doerr - who was a great seller at Intel but by 1980 graduated into venture capital bringing in deals with Sun, Netscape, Amazon, Intuit, Macromedia, and one of the best gambles of all time - Google. And his reward is a net worth of over $11 billion dollars. But more importantly to help drive innovation and shape the world we live in today.  Kleiner Perkins was the first to move into Sand Hill Road. From there, they've invested in nearly a thousand companies that include pretty much every household name in technology. From there, we got the rise of the dot coms and sky-high rent, on par with Manhattan. Why? Because dozens of venture capital firms opened offices on that road, including Lightspeed, Highland, Blackstone, Accel-KKR, Silver Lake, Redpoint, Sequoia, and Andreesen Horowitz. Sequoia also started in the 70s, by Don Valentine and then acquired by Doug Leone and Michael Moritz in the 90s. Valentine did sales for Raytheon before joining National Semiconductor, which had been founded by a few Sperry Rand traitors and brought in some execs from Fairchild. They were venture backed and his background in sales helped propel some of their earlier investments in Apple, Atari, Electronic Arts, LSI, Cisco, and Oracle to success. And that allowed them to invest in a thousand other companies including Yahoo!, PayPal, GitHub, Nvidia, Instagram, Google, YouTube, Zoom, and many others.  So far, most of the firms have been in the US. But venture capital is a global trend.  Masayoshi Son founded Softbank in 1981 to sell software and then published some magazines and grew the circulation to the point that they were Japan's largest technology publisher by the end of the 80s and then went public in 1994. They bought Ziff Davis publishing, COMDEX, and seeing so much technology and the money in technology, Son inked a deal with Yahoo! to create Yahoo! Japan. They pumped $20 million into Alibaba in 2000 and by 2014 that investment was worth $60 billion. In that time they became more aggressive with where they put their money to work. They bought Vodafone Japan, took over competitors, and then the big one - they bought Sprint, which they merged with T-Mobile and now own a quarter of the combined companies. An important aspect of venture capital and private equity is multiple expansion. The market capitalization of Sprint more than doubled with shares shooting up over 10%. They bought Arm Limited, the semiconductor company that designs the chips in so many a modern phone, IoT device, tablet and even computer now. As with other financial firms, not all investments can go great. SoftBank pumped nearly $5 billion into WeWork. Wag failed. 2020 saw many in staff reductions. They had to sell tens of billions in assets  to weather the pandemic. And yet with some high profile losses, they sold ARM for a huge profit, Coupang went public and investors in their Vision Funds are seeing phenomenal returns across over 200 companies in the portfolios. Most of the venture capitalists we mentioned so far invested as early as possible and stuck with the company until an exit - be it an IPO, acquisition, or even a move into private equity. Most got a seat on the board in exchange for not only their seed capital, or the money to take products to market, but also their advice. In many a company the advice was worth more than the funding. For example, Randy Komisar, now at Kleiner Perkins, famously recommended TiVo sell monthly subscriptions, the growth hack they needed to get profitable. As the venture capital industry grew and more and more money was being pumped into fueling innovation, different accredited and institutional investors emerged to have different tolerances for risk and different skills to bring to the table. Someone who built an enterprise SaaS company and sold within three years might be better served to invest in and advise another company doing the same thing. Just as someone who had spent 20 years running companies that were at later stages and taking them to IPO was better at advising later stage startups who maybe weren't startups any more. Here's a fairly common startup story. After finishing a book on Lisp, Paul Graham decides to found a company with Robert Morris. That was Viaweb in 1995 and one of the earliest SaaS startups that hosted online stores - similar to a Shopify today. Viaweb had an investor named Julian Weber, who invested $10,000 in exchange for 10% of the company. Weber gave them invaluable advice and they were acquired by Yahoo! for about $50 million in stock in 1998, becoming the Yahoo Store.  Here's where the story gets different. 2005 and Graham decides to start doing seed funding for startups, following the model that Weber had established with Viaweb. He and Viaweb co-founders Robert Morris (the guy that wrote the Morris worm) and Trevor Blackwell start Y Combinator, along with Jessica Livingston. They put in $200,000 to invest in companies and with successful investments grew to a few dozen companies a year. They're different because they pick a lot of technical founders (like themselves) and help the founders find product market fit, finish their solutions, and launch. And doing so helped them bring us Airbnb, Doordash, Reddit, Stripe, Dropbox and countless others. Notice that many of these firms have funded the same companies. This is because multiple funds investing in the same company helps distribute risk. But also because in an era where we've put everything from cars to education to healthcare to innovation on an assembly line, we have an assembly line in companies. We have thousands of angel investors, or humans who put capital to work by investing in companies they find through friends, family, and now portals that connect angels with companies.  We also have incubators, a trend that began in the late 50s in New York when Jo Mancuso opened a warehouse up for small tenants after buying a warehouse to help the town of Batavia. The Batavia Industrial Center provided office supplies, equipment, secretaries, a line of credit, and most importantly advice on building a business. They had made plenty of money on chicken coops and though that maybe helping companies start was a lot like incubating chickens and so incubators were born.  Others started incubating. The concept expanded from local entrepreneurs helping other entrepreneurs and now cities, think tanks, companies, and even universities, offer incubation in their walls. Keep in mind many a University owns a lot of patents developed there and plenty of companies have sprung up to commercialize the intellectual property incubated there. Seeing that and how technology companies needed to move faster we got  accelerators like Techstars, founded by David Cohen, Brad Feld, David Brown, and Jared Polis in 2006 out of Boulder, Colorado. They have worked with over 2,500 companies and run a couple of dozen programs. Some of the companies fail by the end of their cohort and yet many like Outreach and Sendgrid grow and become great organizations or get acquired. The line between incubator and accelerator can be pretty slim today. Many of the earlier companies mentioned are now the more mature venture capital firms. Many have moved to a focus on later stage companies with YC and Techstars investing earlier. They attend the demos of companies being accelerated and invest. And the fact that founding companies and innovating is now on an assembly line, the companies that invest in an A round of funding, which might come after an accelerator, will look to exit in a B round, C round, etc. Or may elect to continue their risk all the way to an acquisition or IPO.  And we have a bevy of investing companies focusing on the much later stages. We have private equity firms and family offices that look to outright own, expand, and either harvest dividends from or sell an asset, or company. We have traditional institutional lenders who provide capital but also invest in companies. We have hedge funds who hedge puts and calls or other derivatives on a variety of asset classes. Each has their sweet spot even if most will opportunistically invest in diverse assets. Think of the investments made as horizons. The Angel investor might have their shares acquired in order to clean up the cap table, or who owns which parts of a company, in later rounds. This simplifies the shareholder structure as the company is taking on larger institutional investors to sprint towards and IPO or an acquisition. People like Arthur Rock, Tommy Davis, Tom Perkins, Eugene Kleiner, Doerr, Masayoshi Son, and so many other has proven that they could pick winners. Or did they prove they could help build winners? Let's remember that investing knowledge and operating experience were as valuable as their capital. Especially when the investments were adjacent to other successes they'd found. Venture capitalists invested more than $10 billion in 1997. $600 million of that found its way to early-stage startups. But most went to preparing a startup with a product to take it to mass market. Today we pump more money than ever into R&D - and our tax systems support doing so more than ever. And so more than ever, venture money plays a critical role in the life cycle of innovation. Or does venture money play a critical role in the commercialization of innovation? Seed accelerators, startup studios, venture builders, public incubators, venture capital firms, hedge funds, banks - they'd all have a different answer. And they should. Few would stick with an investment like Digital Equipment for as long as ARDC did. And yet few provide over 100% annualized returns like they did.  As we said in the beginning of this episode, wealthy patrons from Pharaohs to governments to industrialists to now venture capitalists have long helped to propel innovation, technology, trade, and intellectual property. We often focus on the technology itself in computing - but without the money the innovation either wouldn't have been developed or if developed wouldn't have made it to the mass market and so wouldn't have had an impact into our productivity or quality of life.  The knowledge that comes with those who provide the money can be seen with irreverence. Taking an innovation to market means market-ing. And sales. Most generations see the previous generations as almost comedic, as we can see in the HBO show Silicon Valley when the cookie cutter industrialized approach goes too far. We can also end up with founders who learn to sell to investors rather than raising capital in the best way possible, selling to paying customers. But there's wisdom from previous generations when offered and taken appropriately. A coachable founder with a vision that matches the coaching and a great product that can scale is the best investment that can be made. Because that's where innovation can change the world.

Chair, FOREIGN PRESS ASSOCIATION, AFRICA

It's PART 2 of our fascinating, supernatural convo with skeptic and fellow podcaster, Ashley Sanders, and demon-fighting, witch-doctor-battling follower of Jesus, Patrick Wandera.  This time we pull out all the stops and talk about real-life mermaids, vampires and shape-shifters!  If you want to know why the devil cares so much about you going to hell, you'll want to hear the rest of our conversation. Ashley Sanders runs MadFam Music and is a critical religious skeptic and comedian who makes sure pastors and religious leaders are preaching the life they claim. You can follow Ashley on Instagram @starmadnessradio.  Patrick Wandera serves as full-time minister of the gospel with Deliverance Church Makerere Hill in Kampala, Uganda. He's an open air and conference speaker, having ministered all over Uganda, the East African region and beyond in the power of the Holy Spirit, with signs and wonders following. He's the author of Seven Years in Hell, Soul Merchants and Satan's Attack on the Local Church. You can check out his YouTube Channel, Great Deliverance Ministries where he goes into even greater detail about the people he's ministered to and the incredible things he's seen throughout the years.  Get ready MAC, it's time for some stories you probably won't believe that will keep you asking questions you'll demand answers to.  Enjoy!

Jamf, the enterprise Apple device management company, announced that it was acquiring Wandera, a zero trust security startup, for $400 million at the market close today. Today's purchase is the largest in the company's history.

Jamf, the enterprise Apple device management company, announced that it was acquiring Wandera, a zero trust security startup, for $400 million at the market close today. Today’s purchase is the largest in the company’s history.

Our demon-fighting, witch-doctor battling friend, Pastor Patrick Wandera is back on the podcast, to tell us more about his outrageous first-hand experiences in Uganda, with real-life agents of satan.  Also back is our friend Ashley Sanders, representing the atheist world view, who personally has some burning questions for Pastor Patrick and the witch doctors he deals with. Patrick Wandera serves as full-time minister of the gospel with Deliverance Church Makerere Hill in Kampala, Uganda. He's an open air and conference speaker, having ministered all over Uganda, the East African region and beyond in the power of the Holy Spirit, with signs and wonders following. He's the author of Seven Years in Hell, Soul Merchants and Satan's Attack on the Local Church. You can check out his YouTube Channel, Great Deliverance Ministries where he goes into even greater detail about the people he's ministered to and the incredible things he's seen throughout the years.  Ashley Sanders' last appearance on The Miracles & Atheists Podcast was on episode 016. Ashley runs MadFam Music and is a critical religious skeptic and comedian who makes sure pastors and religious leaders are preaching the life they claim. You can follow Ashley on Instagram @starmadnessradio.  The conversation was very intriguing, we delved into a number of topics, so much so that we decided to break the conversation up into two-parts.  So buckle up MAC, it's time to hear some stories you only thought could be told on the big screen!   Miracles & Atheists on Social Media: Twitter: @miraclesatheist Instagram: @miraclesandatheists Facebook: facebook.com/miraclesatheists Email the show: nick@miraclesandatheists.com Apply to be our Guest: https://bit.ly/ma_intake

Would you believe a cannibal man lost his VAMPIRE teeth after demons were cast out of him, and now he preaches Jesus?  Maybe it's all just a healthy dose of placebo...have a listen as we pair up Pastor Patrick Wandera, from Uganda, Africa with Genealogist and atheist, Drew Smith for an absolutely fascinating conversation. Drew has been a librarian at the University of South Florida in Tampa since 2007 and is internationally known as a genealogy speaker and writer, having written 3 books and numerous articles on the topic. Together with his husband, George G. Morgan, he has co-hosted the Genealogy Guys Podcast since 2005, and is also the host for an all-interview podcast, Genealogy Connection. His podcasts have received nearly 3 million downloads! He says he went through a period in late high school where he tried to make religious belief work in some sort of way consistent with a worldview based on science and reason, but found that he could not. Drew is joined by Evangelist Patrick Wandera, who serves as a full-time minister of the Gospel with Deliverance Church Makerere Hill in Kampala, Uganda. He is a much sought after open air and conference speaker. He has ministered all over Uganda, the East African region and beyond in the power of the Holy Spirit, with signs and wonders following. He is an author of powerful deliverance books such as Seven Years in Hell and Soul Merchants. I'm not sure Nick and Marcus have ever had such an intriguing, nearly unbelievable conversation as they did on this episode.  Email the show: nick@miraclesandatheists.com Twitter: @miraclesatheist Instagram: @miraclesandatheists Facebook: facebook.com/miraclesatheists/

Subscribe to Lounge Akademics: https://apple.co/3oc7XSy During the current lockdown we reached out to entrepreneurs and creatives within our circle to gain inspiration and their thought leadership. We caught up with Tryumph's founding life coach and entrepreneur Davis Wandera Jnr. We explore how to start up a coaching business, explore limiting beliefs and gain an important insight into goal setting. The founder and host of the Lounge Akademics podcast is Kevin Julian, a humanist who believes in the power of dialogue and social learning. He has an unwavering commitment to compassion, empathy and fearless leadership where he believes in the power of collaboration over competition. This is the Lounge Akademics podcast where Kevin and friends are leading a movement to inspire change in the world one conversation at a time. Listen to the Lounge Akademics podcast wherever you listen to podcasts via #loungeakademics Music score composed and produced by @LDN.444 --- Send in a voice message: https://anchor.fm/loungeakademics/message

March is Endometriosis Awareness Month! In a bid to #SpreadTheYellow I'll be talking to phenomenal endo warriors as well as medical and policy practitioners. We kick it off with Elsie Wandera-Odhiambo, Founder of the Endometriosis Foundation of Kenya. If you want to learn more, you can find them on Instagram and Facebook. If you want free medical consultation, check out www.fed.ke

Sermon from the 8:45am service given by our guest preacher, the Rt. Rev. Dr. Joseph Wandera from the Anglican Diocese of Mumias, Kenya. Holding a Ph.D. in Religious Studies from the University of Cape Town, Bishop Wandera taught for several years at St. Paul's University, Limuru, Kenya, a leading ecumenical university. In addition to teaching courses in Religious Studies and Mission, he also co-founded and coordinated the Centre for Christian Muslim Relations in Eastleigh (CCMRE).

Now that both VMworld 2019 US and Europe editions are over, Brian & Gabe sat down to discuss all the EUC-related announcements. (And holy cow there were a lot!) Here's what we discussed on this episode: Employee Experience announcements Intelligent Hub Virtual Assistant VMware AirLift 2.0 Day 0 / Candidate Experience Intelligent Hub Intelligent Hub multifactor authentication HID Integreation / Intelligent Hub Passport New integrations with Jira, BMC Remedy, and PagerDuty (in addition to existing ones, ServiceNow, etc.) Workspace ONE Privacy Guard (with SDK) VMware EUC Zero Trust initiative Risk Analytics (Device Risk Score & User Risk Score) Trust Network is now GA New Trust Network partners using ingest APIs: Zscaler, Wandera, Zimperium Workspace ONE Intelligence for consumer apps Workspace ONE Intelligence automation connector Workspace ONE Smartfolio Appdome integration (no-code mobile apps powered by WS1) Windows 10 enterprise app repo (powered by Liquit) Baseline auditing for Win GPOs and MDM policies More Okta integrations Horizon:Cloud-based control plane Image service Monitoring Management Console API App Volumes 4 Workspace ONE for Microsoft Endpoint Manager (We'll discuss this in-depth in the next show where we cover the Microsoft Ignite announcements.) Carbon Black endpoint add-on to Workspace ONE Workspace ONE Assist now supports macOS (in addition to Windows, iOS, and Android) Gartner critical capabilities report and 2019 UEM Magic Quadrant results

GDPR fines and their implications. A reminder about Magecart, and some notes on its recent interest in scanning for unprotected AWS S-3 buckets. Agent Smith (of Guangzhou, not the Matrix) is infesting Android stores with evil twins of legitimate apps. FinSpy is out and about in the wild again. “Daniel Drunz” is the catphish face of a gang that stung a US Government contractor for millions in goods. Justin Harvey from Accenture on the recent GDPR fines. Carole Theriault speaks with Michael Covington from Wandera on the risks facing financial services firms.

At this year’s RSA conference, Early Adopter Research’s Dan Woods sat down for a podcast conversation with Michael Covington, VP of product strategy for Wandera. They discussed a number of topics, including an overview of what Wandera does. Woods also asked Covington about his three key cybersecurity questions for 2019. Their conversation also covered: * 2:40 - Zero trust * 9:10 - The need for visibility in a BYOD environment * 14:10 - Should CISOs focus on operational discipline? * 17:30 - How to improve the people side of security * 20:45 - Is cybersecurity insurance necessary?

Discussing Marriot data breach, NYT article on data exposure for mobile apps, and 2019 predictions

Arlene Wandera was born in Kenya and moved to the UK with her family before her teens. She holds a BA in Fine Art from the Slade School of Fine Art in London. I first encountered Arlene's work at the Dak'Art Biennale in 2014. On view, was a stunning white painted doll's house with little human figures positioned on the windows, walls, and roof of the building. Arlene also represented Kenya at the 57th Venice Biennale and was in the main exhibition at the Dak'Art Biennale in 2018. She recently exhibited at TAFETA gallery in London so we met to chat about it, and her journey as an artist. IN STUDIO with Sharon Obuobi is a series about the stories of art makers, curators and influencers who inspire thoughtful perspectives on the world around us. To see more from our interview, visit our Instagram page @InStudiowithSO. Learn more about us at www.instudiowithso.com. -- All views and opinions expressed by guests are their own.

Segment 1 Sam welcomes his quest and starts his quotes of the day. His first quote talks about resisting change and not being able to appreciate it. People try to stay away or rush through the transition. Sam helps people see the magic in transition. The second quote is : Negative emotion is your indicator of resistance, while a positive emotion is your indicator of allowance. And they are on the same meter: allowance; resistance. Allowance; resistance. Sam breaks down allowance and resistance with examples. Sam says the key is Sam welcomes his quest, Yvonne & Shruti Sadana both actors. Segment 2 Sam interviews Yvonne and Shruti on her childhood on whether they always wanted to be actors. They tell there opposing stories on growing up. Shruti talks about her first realization that she had made it. Yvonne and Shruti talk about how they met and their friendship. They both talk about having spirituality in Hollywood and balancing it. Sam touches on the #MeToo Movement and gets the ladies to take on their opinion if it's too much or not. Segment 3 Yvonne talks about the reaction and getting hate mail due to her film. She talks about getting hate messages due to her opinions. She is teaching young women “How to Be the Hero of Your Own Story” through the #OwnHero tour. Launched in January. Sam shares a story of a man hackling a Puerto Rican woman on not wearing the American flag. Segment 4 Yvonne talks about their tour and where they'll be going. They will be doing facebook live events and all. Yvonne talks about the challenge she had to overcome to move the process along. Shruti talks about being involved with a magazine and another project she cants really talk about. Yvonne talks about filming a movie in London right now. Support this podcast at — https://redcircle.com/the-conscious-consultant-hour8505/donations

Devon sits down with Shruti Sandara and Yvonne Wandera to talk about their group, OwnHero, which is aiming to reframe the narrative around sexual abuse and assault. They also discuss what it's like to be two women of color working in Hollywood today and what changes the entertainment industry is slooooowly making.

Building a SOC with limited resources, the top five barriers to implementation, Qualys is acquiring Nevis Networks, auditing your AWS security policies, and more enterprise news! Full Show Notes: https://wiki.securityweekly.com/ES_Episode55 Visit http://securityweekly.com/esw for all the latest episodes!

Building a SOC with limited resources, the top five barriers to implementation, Qualys is acquiring Nevis Networks, auditing your AWS security policies, and more enterprise news! Full Show Notes: https://wiki.securityweekly.com/ES_Episode55 Visit http://securityweekly.com/esw for all the latest episodes!

Paul and Michael give updates on their startup journeys and report on Karamba, Crowdstrike, Wandera, and more on this episode! Full Show Notes: https://wiki.securityweekly.com/SSWEpisode40 Visit http://securityweekly.com/category/ssw/ for all the latest episodes!

How to come up with worthy startup ideas, why your explainer video matters, and what does “Minimum Viable Product” actually mean, anyway? Paul and Michael give updates on their startup journeys and report on Karamba, Crowdstrike, Wandera, and more on this episode of Startup Security Weekly! Full Show Notes: https://wiki.securityweekly.com/SSWEpisode40 Visit http://www.securityweekly.com for all the latest episodes!

How to come up with worthy startup ideas, why your explainer video matters, and what does “Minimum Viable Product” actually mean, anyway? Paul and Michael give updates on their startup journeys and report on Karamba, Crowdstrike, Wandera, and more on this episode of Startup Security Weekly! Full Show Notes: https://wiki.securityweekly.com/SSWEpisode40 Visit http://www.securityweekly.com for all the latest episodes!

Paul and Michael give updates on their startup journeys and report on Karamba, Crowdstrike, Wandera, and more on this episode! Full Show Notes: https://wiki.securityweekly.com/SSWEpisode40 Visit http://securityweekly.com/category/ssw/ for all the latest episodes!

Straight from BKK- DeepDown's ThE WanDeRA... A Harder Mix for the True Trancers out there....Enjoy.