All right, we'll go ahead and get started. I'm going to talk about agile infrastructure. It may or may not seem interesting right now. Hopefully by the end of it, you'll have questions, maybe not answers about what agile and infrastructure are and what they have to do with each other. So I'm going to start by telling you a little bit about myself. I'm Andrew. I was a developer once upon a time. I've been a member of several agile teams. I'm tolerated at the Salt Lake Agile Roundtable quite frequently. I mostly work for startups. I'm the founding partner of a new startup called Reductive Labs. And I'm an all-around troublemaker. And the rest is complicated, but that's probably enough to keep going with the story. There's always a duck. So what is agile? What is agile? Who knows what agile is? Who thinks software development is a solved problem? So we have this manifesto. The manifesto has four values and 12 principles. And if you really sit and reflect on the people that were at Snowbird and the influence and the impact that they've had on our industry, both past, present, and future, then you just have to be amazed at the movement, the agile movement. And while we talked about earlier maybe agile hasn't crossed the chasm, but the word has, there's still a lot there. There's a lot of benefit that people aren't getting from this meeting, this meeting of minds and this idea of support. What is agile? Was it really me? The way I see it, I kind of break it in my own understanding into kind of two camps. And you basically have agile practices that help you plan and predict. And then agile practices that are sort of engineering and developer centric. And if you sort of reflect on the manifesto that was signed and those people that were there, then most of them were developers, headed back on as a developer. So sort of developer centric. And you've got to have someone who makes decisions about what features you're going to do. And you might want to make sure that they're working before you deliver the software. But then there's this whole list of things. And you heard in some talks earlier. It's like the executives and the leaders don't even know what their role is anymore. They're trying to figure this thing out. And are we doing agile, or is agile doing us? We don't really know. And there's sort of this all these little tribes. And you can't even start talking about sales guys in marketing. They just break down. So we kind of have this little circle of happiness. And people are talking about, and there's lots of good ideas. I know lots of people here have strong ideas and implementable solutions to executives. And there's some ambler stuff on databases. And these different things, but they're sort of this central thing. And then over here, there's this other stuff, right? That people, we want to be agile. And we talk about being agile everywhere. But we're not always sure how to do it, right? And you can't be too careful with who you led into the circle of happiness. So if you look at the timeline and the time frame, when the manifesto was signed, it was sort of the rise of this client's server architecture, right? So at that point, you had most software being shipped on CD. So you would go to the store, and you'd buy a CD, and you'd install it, and it would work. And at the other end of that, you have all these support costs. Because it has to work on every version of Windows. It has to work on all this stuff. And you have to manage all this sort of complexity on the other side of things. And then we've kind of moved more to a server-centric architecture, where now you're managing those servers, and those applications are developed on those servers. But that creates its own complexity. So I want to kind of know, just in general, whose company works on web applications? Who makes web applications? So I'd say 60%, 70% is that fair? So we're kind of moving. You can still go to Walmart or whatever. You can buy some applications in Shrevecraft. But for the most part, everything is going to be downloaded, right? We're getting to the app store age. Everything is going to be kind of streamed in bits. And then it might still have an installer, but it's no longer going to be shipped. So there's this whole chain. There's this chain of kind of delivering value that's shifting. And in most cases, there's all sorts of transformations that are kind of happening right now. And I don't get into the hype of some of the words too much, but there's definitely a change in the way infrastructure can be deployed. And what I'm doing, what my personal work is is kind of a big part of that. I like to think so. So who's working on a web app? Where's that web app run? Who takes care of the servers? How do you interact with them? Is them people or servers? So I want to kind of step back and talk about agile practices. Because I talked at the beginning, there's sort of engineering and planning practices. So if we step back to what most people consider the developer-centric engineering practices that are agile, in my mind, they all start with these two things, version control and building from source. Until you can do that, you can't really do anything else. Does anyone disagree with that? It's essentially once you can't think about TDD. You can't think about continuous integration. This is the first step to being able to embark on the best practices of agile development from the engineering perspective. So who version controls the configurations for their servers? And who can automatically rebuild systems? So there's this project that my company makes called Puppet. And what Puppet allows you to do is encode this infrastructure to encode the server configurations in a declarative way. And code has semantics. If you're a developer and you work on code, it's come up a couple times. It's a theme. It's the what versus why. Semantics can give you why. It can be recovered. And as code, it can be reproduced. So you can rebuild those servers. It's more maintainable. It's more extensible. It's shareable. And some people are using it. So this kind of gives you an idea about the type of organizations that can take advantage of this. Anyone can take advantage of it because it is free and open source software. So it allows you to, at very low cost, do some things that you probably aren't thinking about doing today. Potentially. I know we only got a couple of sysadmins. So I'll try to explain it a little better because it's a mixed audience. And I want this to kind of make sense to the product manager and the executive and everyone else. If you kind of use the traditional approach to managing servers and systems, then the chance, say you had a web app and you have some web servers and some database servers, the chance that those servers are all configured identically gets pretty small, pretty fast using traditional methods. And why? Well, going back to my hero, Brian Merrick said, this morning, basically a lot of places, the sysadmins, they're taxed to the limit. They have this backlog of requests they can't quite get to. And if something goes down, there's not really documentation. Oh, there's this package, and there's this configuration, and you try to do it. You might have some scrimps, but oh, the version of the operating system change or that package is upgraded, and you're not maintaining private repos. And there's all this kind of technical stuff that just gets in the way. And I think that as everyone's familiar with the term yak shaving, you basically end up shaving yaks. And these inconsistencies cause all sorts of problems. They have real costs. And if you're having any success at all with your application, there's more and more and more servers. There's going to be more servers. So you're running as a sysadmin from the brightest fire to the brightest fire, and the chances are that the server that's working that isn't configured exactly like the server next to it that is also working is going to get any attention. It's going to get zero attention. This is a shout out to BrotherDarms. So I used to work for a company that had kind of a SaaS online e-commerce thing. And if there's an outage, it really impacts the company. It's every second you're down is dollars. And it impacts not just the sysadmin who has the pager who's scrambling to try to figure out what's wrong and get it up, but it's also the support guy.  The executives just watching the money kind of go, and it's not fun. And that just makes the problem worse, right? Because now you have another fire, the brightest fire. So what does that really mean? Well, deployments and upgrades tend to be expensive, tedious, and air-prone in most organizations. And that's because there's a lot of manual steps involved. There's a lot of babysitting. There's a lot of tending. I see the sysadmin shaking his head. Can I get a holiday? So who's as a tester has ever run into a problem when they're testing an application that the test servers are not configured like the production servers? Therefore, something didn't work or didn't work, and then you get on the other environment, it works. And it's just great, right? Like, you can spend like cold days dealing with that.  Yeah. We're creating servers. Yeah, OK. I mean, there's staging. There's all these kind of things you can put into the workflow to make this. Another thing that happens, if you can't rebuild your servers from source, then if a server goes down, you're in a world of hurt, especially if that's a critical system. So one of the things that we try to think about when we're building systems that are redundant and scalable is you should be able to take any box and throw it out the window. If you can recover from that in zero time or in some allowable, based on the criticality of your system, amount of time, then that's a good test. And when you start thinking about, OK, we have these unstable servers, and if we touch them, and they go down, then it starts to make sense that you need to sign off. And you want to slow down and kind of control the pace of change on these systems. And so things like a ticket system that has to be signed off with this very, very heavyweight change control process starts to seem like a really, really good idea. I know, yeah, you're having some success, so there's going to be more and more and more servers to manage. And now we're going to talk about virtual machines. So we also have this kind of new stuff. It's been around for a while, but it's just really starting to take hold. Some people talk about the cloud, cloud clouds, and they argue about all this stuff. It's just like arguing about scrumbers, XP.  But what it allows you to do is take it even a step farther.   And so now you have some systems, and then you got to configure them all. And now you have your new servers, but they're not configured just like the servers that they were supposed to be identical to because, well, all the problems we already mentioned. But now you can bring up servers in minutes with API calls. EC2, you can have VMware, ESX, Xen, whatever, in-house. And you can set up all sorts of infrastructure that, in minutes, you can have new machines. And those machines can be used to do things like be your production environment. And those could also be test and dev environments. So you could do a lot of interesting things that you can't really do if you're using traditional methods right now. But it could also be the development environment. How many people, when they hire a new developer or a new test or whatever, can kind of out of the box, give them the environment that they need configured? Or how much time does that kind of waste on the front end of bringing a new guy in? So there's more and more machines. Some people like to think about making kind of images of all the different systems that you have. And so then you start out thinking, OK, well, I'm going to have a database. I'm going to have this. And then pretty soon you have like eight different images. And then you've got to deal with change amount and all this stuff. And it's just image fall over the place. And I guarantee you it's not as good as what we do, because you don't have any semantics. You can't look inside. Once you save that image, it's 500 megabytes of opacity. And you don't know what's in there. You might have made notes that this is the server that does this or that. But at the end of the day, you don't know until you start it up. And then you have basically you've kind of minimized and collapsed some of your hardware problems, because you can run 10 machines on one hardware, but you have 10 times more machines to configure now. So the problems that we were talking about before are getting multiplied, the configuration problems. And what are you going to do? You have no idea how to manage those. But that's supposed to be fun. So infrastructure is code. And we're kind of talking about the engineering side of things still. So my advice, as much as possible, automate everything. And I think there's a lot of strong parallels in this approach to building infrastructure and automated testing in the tester side of things. So it's basically tools or infrastructure and tools that give you open up new possibilities for how you can do stuff. We talked about the manifesto, and we say that we value over tools and process. But who can build agile code without a unit framework, a test unit framework? You need to have these kind of processes and tools to make the individuals and interactions even work. So we want to get more done, spend less time doing it. Hopefully we can put out the fires. And we want to use our humans who are smart and we pay them a lot of money to make decisions. And then we want to let frameworks do all the work. And that's kind of what we're going for. So what it allows you to do, and this is why some of the big companies like this approach, is it kind of collapses the aspect of scale. And if you ask my partner, who did a lot of the work and most of the work to kind of pioneer this approach, if you ask him what machine should you use this on, he'll tell you it's just like flossing your teeth. You should only do it on the ones you want to keep. So what it allows us to do is take advantage of these processes and tools. And because it's code now, you can apply all the knowledge that you guys are basically kind of growing and spreading and sharing all we use for software development to build our infrastructure. So it's code, you can diff it, you can put it in virgin control, you can blame, you can do all the stuff that we do in code with the same process. And that's going to have some implications for planning that we're going to look at in just a second. But there's going to be more and more servers. I can pretty much guarantee that. And this gives you a way to get that handle on that. So now I'm going to kind of transition one of the things that in our work, when we're going in and we see organizations, this has a lot of parallels with Agile in general. But people can only change if they want to, right? You can talk all you want about tools and about Agile and about all this stuff. But if someone doesn't want to change, they're not going to. So when you get to the heart of the matter, it's not necessarily a technology problem in a lot of organizations. It's a human engineering problem. It's a social engineering problem. You have to get people to believe. You have to get people to understand and be motivated. And I think that these kind of core principles of the manifesto are the key to doing that. So building communication, building collaboration. And it's also because now you have code and you've hopefully put out those brightest fires, you can come out of that firefighting mode and you can get much more predictable estimation and prioritization of the infrastructure that you need to build. So who's heard the term non-functional requirements? What does that mean? So I always hear people say non-functional requirements and then I'm like, well, if you don't do that, then it won't work at all, right? So you have to do that because when it comes right down to it, requirements are requirements. And if you're building a web app, it is the infrastructure. You got rid of the problem of shipping CDs and having to support it on every single platform that you're going to, but now you have one platform and it's yours and you gotta take care of it. And if you don't, then you don't have an application and that's the bottom line. So without infrastructure, without keeping this stuff going, there's no app. And not only that, but say you have a successful app and you're having more success and people are using it and what happens now? Well, the stuff that worked when you had 10 servers doesn't work when you have 100 servers and you have to analyze how the stuff's going down into those databases and hitting files and that requires a deep understanding of both the application and the infrastructure. And if you don't have that kind of collaboration in the media of the minds between the dev and the ops, then you're gonna have a hard time solving these problems and really scaling this to whatever your aspirations might be. So we're gonna talk about some people. And we already talked about, there's only us and that's sort of a theme that I keep getting, going back and talking to Alistair and kind of getting his thoughts on it. But when you think about the different roles and personas that are building applications, the developers are kind of outside of the, or the operation guys are kind of outside the circle of happiness of the developers in those cases. So there's sort of this inherent problem, communicating, right? And going back to what we talked about a minute ago, there's potentially this heavyweight change control process that's been put in place to protect us from ourselves, right? So pretty soon people aren't very happy because the developers don't understand why the operations guys make the decisions they do. The operations guys carry pagers and they don't understand why the developers keep writing bad SQL queries. And it's funny, because it's true. And so they have this kind of heavy process and they don't really talk to each other and they enter tickets and then pretty soon people are even more upset about how the things were. And it's a bad scene and you can see, and this is kind of the point I was trying to make in the, there's only us, but you can see this sort of wall of confusion between other roles in other cases and there's sort of these ways that you can think about breaking them down. And one of the favorite, or one of the things that I found particularly insightful is an essay by Brian Beric, who was here talking earlier about Boundary Objects. And it's basically creating these things that both sides can kind of see and he talks about these communities of practice and these communities of interest. So in this case we have developers who are a community of practice and we have operations who are a community of practice, but together they're a community of interest and really you can't deliver the business value of your organization unless you are sort of this unified community of interest. And as we already talked about, the app and the infrastructure are intimately tied together so you need to maintain or establish these, you don't need to, but alternatively it's spent a lot of money and throw a lot of people at the problem and they're always gonna fire. So that makes people happy, hopefully. And that's a great essay, it's very short, but read the Boundary Objects PDF. I think that there's a lot of, you can take those and you can apply those to lots of other places in an organization where you have breakdowns of communication between whatever the developers, testers, developers, problem managers, developers, executives, whatever, if you can figure out some sort of shared metaphor or some boundary object and I think you can solve a lot of problems. And in some of our clients and some of the people that we're working with, what happens is the code that describes the infrastructure is this boundary object that allows people on both sides to see things from not necessarily the same perspective and some conflicts could, right, because it allows you to kind of optimize world views. But what it allows them to do is look at the same thing, have the same information about it. And so because of that, in some of these organizations, what their processes evolve to is that when developers write an application, instead of just throwing it over the wall of confusion and hoping it lands on the servers and works, what they do is the developers are actually responsible for writing the public code that will configure that application, right? So that's a boundary object that gets passed back and forth and if the application is not being configured correctly, then that's a bug and that can kind of go back into the normal flow of software development. And because it's an application, you can put it through the normal cycle of dev, test, and prod and so by the time it gets to your production servers, your test servers are already configured the same way and you just apply a lot of the same things. So this is kind of the takeaway on the planning side. So you can plan for infrastructure requirements but be willing and able to change them. And because you can encode them and you have the flexibility that coupled with the virtualization, you can do a lot of experiments with your infrastructure that you couldn't do if you needed a purchase order and weeks to get it. So you can bring up instances of EC2 and get experiments on the platform you're trying to run with the applications you're trying to run and get a lot of feedback. And I think that's another thing that Agile in my mind sort of built on is these type of feedback rooms and being able to feed that back into itself. So be willing to change them, be able to change them. And this is, so I'm stepping through the principles and values a little bit. So the operations in my mind, their customer is the application, their customer is the developer. So they need to be able to kind of have that same dialogue with the developers in some sense as the product managers would have with the application.  So if you're talking about shipping working software, that's kind of the baseline, right? You need to have the lights on the servers or else you got nothing. And of course, create a culture of collaboration. That's something that we've been hearing over and over. There's only us, there's only us, there's only us. And together we're gonna ship some software. And then I added this a little bit so we want to take advantage of the processing tools. We have for software development. And I crossed that out and I went individuals interactions but then after we had our little talk earlier, I decided that it was better to just go to interaction. So. So the most important statement from the manifesto and this is kind of the takeaway. So I have a particular work I'm doing on. It's interesting to me, I'm passionate about it and I want to help people and I feel like I am. But I also, you know, you guys maybe aren't in that role to kind of see this. So I want to give you a takeaway that's sort of generic and you guys can do whatever you need with it, whatever you want with it. So the most important statement, it might not be the values and it might not be the principles. But the way that the manifesto starts, in my mind, is maybe the most important statement. So we're uncovering better ways of developing software by doing it and helping others to do it. I'm happy with it. Does this stuff you're working on in all with the age-old issue of data-centric applications, you know, automatically converting existing data into new data structures and that kind of thing, or is this completely infrastructural? So the question is, will this help you with the age-old problem of essentially mapping data from some older data structure into some new data structure that can be consumed? And the answer is no. It's not really, what's resources, so what PAPA provides is sort of this abstraction layer with the resources that a system administrator would use and those resources are abstractions for users, abstractions for groups, abstractions for packages, abstractions for mailpoints. All the kind of things that assist admin kind of thinks about it in his head and he has to remember on one platform, I type this and on the other platform, I type this, so it's RPM over here and then it's apt over here and then kind of keep all this stuff straight in their head. Those are the things they're abstracting. It's not gonna help you map data, it can help you move files around, but it's not gonna help you transform data. The meat cloud, oh, so he asked, what is the meat cloud? And that's a loaded question. But I wrote a blog post a while ago, over a year ago now, talking about just these different terms and kind of, we went to dinner the other night, we went to dinner last night with some of the speakers and something Jeff Patton said, kind of sticking my head for a while, and that is, nothing exists until you have a word to describe it. And he was talking about kind of lean and calm mind how you do all this stuff, then until you kind of reframe it with these other words, then you don't necessarily understand it doesn't exist for you. And so from there, I was watching all the stuff that's happening with clouds and watching all the stuff that's happening and meat cloud is basically my term that I came up with for the way that kind of throwing bodies at the problem you have like this line of servers you need to scale up and you just keep buying more guys, right? Instead of figuring out how to do it better, you buy more guys. And that's the way I've been using it a lot, in like a generic thing I think of the meat cloud is sort of like all people doing sort of tedious anonymizing work, right? So anytime you have people doing something that could be automated and probably shouldn't be automated, that's what we call it. Carl. Yeah, this is kind of about, it's more of a comment than a question that when you were saying that you think that tools are still necessary even though people are important according to that test and all that, I think a pretty good argument could be made through the fact that the tools you're talking about are not necessarily individual tools. They're more like just techniques, patterns that are applied in a lot of different ways. There's more than one kind of version of public out there that we use. And so I think there's a lot of value when you're saying this is more than just tools that you're talking about, these techniques, these patterns. I totally agree. So the comment is that it's more than just tools, it's about techniques and patterns. And for example, there's other projects that try to do something similar to public and it's all kind of about what your philosophy is and what side of certain decisions you wanna be on. And then there's also, so one of the things Puppet is only supported right now on Unix-based platforms. So if you have Windows, then there's a lot of this stuff, it will eventually, because it's becoming apparent, at least to me, this is a superior way to manage systems. But that's why you owe it. And so I think that those gaps will get filled in in Windows, but right now, if you're managing Windows infrastructure, you have other tools, but you don't have this particular approach to solving the problem. It's interesting, you look at the continuum of Ant, you made it into something in public where you recently do larger and larger scales on it. Well, so that brings up an interesting point. And I think what you, so the question is when you're talking about automation and he brought up Ant, which is a build tool if you're doing job stuff, I'm sure you know, and then Maven, which is kind of a higher level abstraction to try to do some of the same thing. And then Puppet, and in some ways, I agree with you on some level, I think they're sort of orthogonal, they're solving different problems where one is building the application code and one is building the infrastructure code. And maybe at some point, they will kind of weave together. And I think that that might be coming faster than we realize, but for now, I think there's some orthogonality. I know a lot of what you're saying, so I really love the presentation. One other factor that comes to play for us is we introduced Agile and we're delivering much faster. So now we're delivering releases, well, with multiple teams, potentially daily operations. And to watch operations go through this, you can see their heads exploding. So that's a good point. That's something that I didn't really explore as fully as I maybe could. There's a couple approaches to this and there's sort of a spectrum. I think it has to do with what your application is and how critical it is and what your action is delivering. But there's, I think it's IMVU, there's an article that came out about this Lean startup stuff, has anyone been reading that, does anyone know? So I'll explain what they did. They decided that they're just gonna get rid of testers, basically. And so they automated it to the point where when you commit code to the version control and it passes the continuity integration, it's automatically deployed. So they deploy 50 times a day. Now, that works for them. And when I first heard it, and you kind of saw this backlash from the testing community, if you really analyze their business and what they're delivering, they're delivering avatars for chat, okay? And that's great. And they built a business and they made some money. But at the end of the day, the worst case scenario, if you have a bad deploy, if you will, is someone can't chat for 20 minutes or however long it takes you to fix that, get it back or revert it or roll it forward or whatever. So if you try to apply that same mentality to like a life-critical system or something, I think there's a middle ground. There's a spectrum. And I think it goes back to design, too. There's analogy in design when people talk about you're not gonna need it and do it at the last responsible moment. Well, in some cases, for some of these applications, the last responsible moment was six months ago, right? So when you start talking about, okay, well, we're not gonna test. Well, what's the responsible level of testing for the critical nature of your app? And if you're doing chat avatars, you might be done, right? So we're, we could take a break. I can switch hats. Welcome to Agile Roots. No, we're scheduled for a break in four minutes and there was five minutes of slush time. So we're basically right on time. And there's a half an hour break. Then we have some tutorials. It should be good. Everyone's invited to the social. There's gonna be food and there's gonna be conversation. The format is gonna be ask the experts and that means anyone who wants to be an expert can be. So you can kind of take a table and say, I wanna talk about this. It's not quite open spaces or facilitated, but if you wanna have conversation about a certain thing, just put up a little sign and we'll talk about that. And we're gonna mix it around and leave by then tonight. We'll play werewolf. Any questions? All right, have a break and then we'll see you guys back in four minutes.


Thank you for staying with us. This is still why in the morning you are rightly tuned in and on time for the first conversation of the day and we are all about innovation. Some great stuff in here and today we have a special one. This is the first ever multi-choice airsense conditioner. Yes, you got that right. And we have a brand cubit, the inventor and innovator who will be telling us more about this. Yes, so Brian, Karibu. Santesana, thank you for welcoming me here today. Glad to have you. Thank you. Yeah, so guys you can see on the table in Tawana, we have the innovation there, the multi-sense air conditioner. I'm getting it right here. The multi-sense air conditioner. So tell us exactly what is this that we're saying. Okay, before I'm Brian Kibet, I do come from Kirito, a village called Karibu. And I am an innovator. Yeah, I was able to come up with a multi-choice air conditioner. With me here, this is just an interface which I use to present this one. So this one you're seeing here, it's going to give you the generation of this multi-choice air conditioner. And the concept name and the name. So what is the difference between the concept name and the name? Okay, the concept name is just about as in it, just but let's say like a prototype design of something, something like that. Then the name, it is the official name of the prototype now, the official name, something like that. Let's say in terms of the name, it just gives you what the prototype is like doing, something like that. It's purpose. What is it about? All right. So, okay, tell us more about it. How does it work? Okay, so this one I just have to start it on like this. So this one is just but a robot as in it is used to, I am using this one to showcase this. So the concept name is called, it's called just wait for a second. Okay, I am loving what I'm seeing and I love that artistic work that is going on around here.  It's called creativity. Okay, so the concept name is called, let's see, just start this wireless interface. Voila, there you go. I hope you can see it from the other side of the TV. It's called the B concept. It's called the B concept because a B moves from one flower to another one. So if you happen to look so keenly, let's say like if you happen to see the history of a B, let's say it may move from a sunflower to a lavender flower, something like that. So with it, it will be like curing like, let's say like different scents according to the various flowers, I twitch the B as the B as subtle something like that. That's why I gave the name the B concept. The B concept, okay. And now the actual name now. Okay, the actual name is called... Wait for it. The multi, there you go. It's called a multi-choice sentier conditioner because it gives you a variety of choices depending on your own customization, something like that. Multi-choice sentier conditioner. So if I want lavender and... You can get it, you can get it. And vanilla at the same time, you can get it. Okay, the main concept of this concept is that at least, so that at least this thing, it really affects the youths mostly because you can mix like two or more scents at once. Let's say if you, in this machine you are seeing here, it can give you like four different scents at once. You see?  So within just a click of a button, wireless just like this, it just changes. Okay, so you're looking at me, but your camera is this way. Okay, so you can show, you can show us how that actually works. So it uses a remote? Yeah, it uses a wireless interface. Yeah, it's called a smart, something smart, something like that. Okay. So once we just power this thing on like this, you will see it will display the previous center which it was. Currently it is mixing two scents. That is lavender and jasmine. We have lavender and jasmine. Currently, something like that. So for the, let us just start from the, from the first center. So the first scent is here, as in we just have to switch. The first scent, you've said the first scent is lavender. It is in lavender mode. Just wait for a second.  Then I start this one. Okay. Now, so here it is. So this one is scent one. Then this button you are seeing here, it's called connect. It links scent two and three. And again, this connect button, it helps you to mix like two scents at once, two or three scents at once, something like that. So now this is the wireless interface. So once you just click a button, let's say like this, this is in three. I need us to now start with scent, with scent one, like this, that is in two, then scent one. Sorry, sorry, then scent one, like that. So we have scent one. That is scent one now. Now, I'm supposed to spell this. Yeah, you are supposed to. Let me just turn it like this. No, it's okay. It's okay. Okay. So, okay. Do you feel it very different? Yes, wait for a second. No, yeah. Do you feel something? Yes, yes. Yeah, it is. Okay, this thing currently, currently it is centered, it is centered on, let's say like a scent as in the concentration is below the standard. As in Sijeka, you put so much concentrated sienna. It is just my, so that at least it may be comfortable. I can feel it. Now, I can feel it more.  So once you've just clicked scent one, which is orange, the system diverges orange automatically, just like that. Okay. Day two, let's say like Tuesday. You want like, let's say like orange today. So day two, we just tell like that. So what scent is this in scent two? The scent two is called Ferrari. Ferrari. Ferrari, yeah, Ferrari. Ferrari, like the car Ferrari. I didn't know that the scent called Ferrari should be nice. Ferrari blue, it's called Ferrari blue. Ferrari blue. Let me, let me smell it for the public. Yeah, exactly. Yeah. Slowly, if you say, yeah, that is it now. But if it was concentrated, all of these people could have at least felt it. Yeah. But it is just mild, just standard, just mild.  So you just click a button here, just like this. This is now, we are going now to scent three. Yeah. Like that. scent three is, what scent is it? Sweet passion. Sweet passion. Yeah. Can you feel it? Still waiting for it. Still waiting for it. Yeah, this is, this is nice. How did you come up with this? Yes, creativity. Creativity. Yeah. Okay. The reason I was two hours and I came up with this, with this, with this project is that I was once from the, from the shambles and I was like helping my mom with plucking tape. So when I came home, my, my, the boots are twitchers and I had, I had worn, they were kind of smelly. So that was a problem. So I had to solve it. No. So now I solve it using this multi choice sentient condition because it gives you a variety, a variety of scents. Let's say like without, instead of going to the supermarket and going buying like let's say like all those air fresheners, those scents filling your room with them, it is just better to just buy just one machine like this in, in that it can give you like, let's say like a variety of scents at once because the next version of this, it will be operated with your phone wirelessly using your smart device. Okay. You see? So you'll just have to connect it with your phone because you'll just, let's say like you may just put it, let's say like somewhere in your cabinet, either in your sting room or anywhere. Okay. Then you just operate with your phone, something like that. So if you want to mix two scents at once, let's say like mixing sweet passion and lavender. This is how it's done. Let's, this is sent, sent, sent three. We now mix and three with sent, with, with sent one like that. So that's where connect, the connect button comes in. Okay. So that was sweet passion and the first one was lavender. Yeah. Okay. Yeah, I can feel it now. Yeah, that is it now. So it's like having this one machine and it's like, it's like having a variety of scents in this one machine. So if you happen to purchase a machine like this, which is like, which is like operating in five different scents, you will get like 10 different scents at once. Because it is like mixing, let's say like sent one and sent three, sent one and sent two, sent one and sent four, like that. Okay. So it can now like, let's say like, it can mix all these scents and three and until the last time you may find that you are like having, let's say like 12 different scents at once. You see, rather than buying that just, that one can, that one kind of these scents conditioners, you see. So it is just like, I've simplified all those scents you are supposed to buy in just one machine like this. Okay. All right. So now, Kibbet, you can have your seat and then we have a conversation around this now, now that we know how it works. So now you're saying that how the idea behind it was you trying to solve the problem of stinky shoes. Stinky shoes. Yeah, exactly. So that's how it just came up, you know, our innovation is solving a problem. Exactly, exactly. When we're told that, we have to solve the world problems. Even the small things that you can solve. Yeah, you know, at least, like if you happen to have a vehicle, but there is something else at least the application of this thing. The first one is in vehicles. Let's say like you, your vehicles happen to have the B concept installed in it. And let's say you haven't spoken up. So you can just configure your phone with the B device in your vehicle. Let's say like you can, you can select a specific scent in your phone.  So you can operate it with your phone. Exactly. That is in the next generation. In the next generation. The seventh one. So tell us about the generations because you've also said, I don't know if you've mentioned that this, what did you call it? Just a robot. Just a robot. This robot, yeah. The B robot. You said it also portrays the number of generations. Yeah, the number of generations. This has, and you can see below that, it's five. So saying that this is the fifth generation. It is the fifth generation. So you've had four prototypes. Four prototypes, yeah. So tell us about that journey from the first prototype. The first prototype, but I do happen to have just photos. I just have photos in my phone, but they were currently, they weren't so that good, something like that. So even a phone, okay, let's say like a car. If you happen to follow up a car, let's say since 1990 until now, you're gonna see there is a very big change. You see? So currently, this is the fifth generation, but at least you can see it is kind of big. So the seventh one, it will be small just of the size of a decoder, over decoder, you see? So at least it's gonna be portable, at least smaller, and at least it'll be so technological, so advanced, something like that. So you're still working on it? Exactly, exactly. But currently I haven't done it because I don't have the funds to at least move on. By the way, these are not the like the only ideas that I have. I do happen to have like two of them. I love, you're going ahead of me. I love how you're excited about this, but take us slow. You want to understand this, right? Take us slow. So now with this, what have you used to make all of this? What do you... Okay, the creation of these things you are seeing is just pure plywood. Plywood and a bit of art. Art as you can see all those designs. Even this thing you are seeing here, they are just like sticks.  So these are just sticks and these are just beads. This is just but an earphone. We can see here. Just used for the display. Creativity. Yeah. Okay, so all recycled materials. This display you are seeing here, it was from a dead phone. So at least I had to come up with an idea. The development of this screen, it took me like almost, almost like four days just sitting. Because this thing, let's say in the making, because this thing, it took me like nine weeks in the making, almost nine to ten weeks in the development. Then the design took me like the last, the last two weeks. So these displays you are seeing here just took me like, let's say like almost four days to come up and into that. And how long did it take you to come up with the, to the fifth generation? To the fifth. It took me like four years. Four years. In the development. So every, every stage you are changing something. So what should we look forward to in the seventh generation? The seventh generation, you will be served with some amazing ideas because it will be operated using a smart device. A smart device, the remote will be there. And again, this thing, it happens to have a parental control switch in that it disconnects the, the connection between the smart device, let's say like a remote like this or your phone with this system, with the interface inside the motherboard inside this machine. So it disconnects. Once you've just clicked that button, it disconnects, you see. So nobody will ever tamper with your settings until you come back and just click a button. So it, it remains intact. Nobody will tamper with your settings, your sense of everything. Once you've just engaged the parental control, because this thing is going to be used in houses and let's say like these big houses and we do happen to have kids in our houses, you see. Okay. And what's your background? My background, I, I did, I did pursued ICT at Masai Technical College. So would you say this came from your ICT background? No, no, no. Honest speaking, this is just God-given gift, just a talent. This is just you and your gift from God. Yeah, yeah, yeah, gift from God, something like that. Because this thing, it is just homemade, totally homemade. How did you, how did you think of coming up with this? Did you have any other ideas before this? As in, will you figure it out? I can just come up with something like an air conditioner. Because, okay, the evolution of something, it, it, it at least helps you to at least open up your mind, you see. When you are creating something, but if you love something you do, you'll just do it to your perfection. Come on, append a key to, you'll do it to your perfection, you see. So that's why at least this thing, it has now evolved. If you happen to see my first concept, you'll just laugh. It was so funny, very funny. So how's the journey, the process? What you discussed, how, what about the funds? Did you have enough, enough funding? Okay. And what kept you going? Okay. First of all, I just have to thank my mother, my mom. Thank you so much. If you are watching me, Asante Sanna mom, you really helped me so much. Ah, Celebrity, Quebec mom. Mom, thank you so much, because mom is the one who has done this thing for me. All the, all the, all the funds, everything, just mom. Thank you so much. So the development of this thing really took me so long, because I did happen to wake up like seven and I slept like something like two sick. That is for nine weeks. But maybe Sunday I was like resting, because this thing, it is so challenging. Mostly the creation of the wireless interface, something that at least you can click a button here in this thing responds. That was the most technical part. And to make it worse, I don't have any knowledge in these things. It's just, it's just natural knowledge from God. At least if you happen to see some of, some of these YouTube videos, like let's say like these documentaries, at least they can teach you at least something, you see? Something like that. So that's how you also learn. Yeah, you learn. Ah, okay. So while you discourage at some point, you're making it. Disappointment, by the, in the creation of this thing, I had a lot of headaches, because you think so deeply. Even by the, in the creation of these things again, you're supposed to eat good. I don't know what you're talking about.  I'm killing my work, because I do recall these things that day I was, I was like I usually eat some good, some good food in the morning. But you have to think, because you have a lot of energy. Well, this thing, it needs a lot of your thinking. You really think a lot. You have to think, because you have to think. How can I solve this problem? You think this, this and this and this. How can I do this? You think this, you see? So it is so tiresome, actually it's, it's so hard, it's so hard, it's so hard.  I'm so proud of myself. But I'm really looking forward at least if I, even if I just get some funds or even I may get a company where by at least I can work with, at least I see this dream of mine at least come to life. Because this thing, it's going to be used in various, various places. Because nobody has ever created something like this according to Google. I haven't seen. So this is the first ever? It is the first ever multi-storey sent air conditioner. You see? So at least it has just at least helped people. At least it has reduced the load of, let's say like conditioning your rooms, even in plants, the first class, you can just, let's say if you are like booking a room, let's say you have booked a, let's say a flight. So the aeroplane will be equipped with your scent according to your test. You see? So once you just arrive at that plane, let's say you enter that, that space you've given the first class, you'll just connect with the Wi-Fi. Once you connect with the Wi-Fi, I'm sure it's going to help you. It will give you some configuration. If you want to change the settings of your, if you want to let's say you want to air condition your room, scented something like that. Rather than using these scent candles. Okay. So the uniqueness of this innovation is that it gives you the multi-storey. It brings you a variety of choices. To choose from and you can operate using a remote or a smart device. A smart phone. Yeah. So how do you, when you buy it, how do you change the scents? The scents, okay. This thing again, another advantage of this thing is that it gives you the opportunity at least to select a variety. You can customize your own scents because once you've just bought this machine, you will be asked, let's say you've been, you will be given like a variety of scents. So it will be now you to customize your own scents. Come on, let's say if you want like lavender, Ferrari, Ferrari blue and sweet, sweet passion, it's going to be installed inside here. So once you just take, let's say you've already bought the machine, all the scents will be installed inside. So once the scents in Asia, you'll now come for a refill. So that's what I was actually coming to. So now we go, so I've bought this, I have all the scents that I want. Now I want a refill. So how I come to you and then you do the configuration and everything. Kindly, if I do happen to have, let's say like a company at least, because honestly, currently I haven't have any, let's say like any fans, so that at least I may bring this thing to the market. Because this thing, it will be shipped abroad because I equal. Okay, I love that. So at least proud of it, something like that. Yeah, I love the dream, which it will be hopefully, yes, you will get the funding. Hopefully if there is any innovator, let's say like any investor who is at least looking at me now, I'm really looking forward at least if I may get some help from you people, at least we make this thing come to life. Because while this thing is in the market, you'll be forced to come and buy the machine. Once you've bought the machine, you'll buy the scents. So it is like creating two companies in one. You see? Okay, we'll chat tomorrow on your first year. So now, what other inventions or innovations have you had? Because of the set you're telling me about some others that didn't work out, and what was the reason behind that? Okay, honestly speaking, I'm really looking forward at least so that I may revolutionize at least our country, let's say globally. I'm really looking forward to be the next Elon Musk, if it is possible. Anything is possible, yeah? Because I do happen to have a concept design of a prototype of a flying car. But the flying car, listen to this carefully, the flying car, it can't happen without a concept whereby I do call it the flywheel concept. The flywheel concept, it is a concept whereby it gives you, it just but it is a power cell, a power cell, where that it produces power, let's say like electricity forever. How so? It's not making sense to you people. How is that working? It's just me, it's just me and other people, you can get their response, but they can post chat with us at Y25 for the hashtag yes there's difference. So how, I'm not getting the concept here. You're not getting it, yeah? So the car is a pointer in a fly, literally. Okay, the flying car, it will be powered with the, if you happen to watch this, the transformers, that form of this, how can I put this thing? The deformity, it is just but a vehicle, if you happen to see it just like a pro box, let's say it will depend on the variety of the vehicle, at least at which you will buy. So it will, if you happen to see it, it will be just like a vehicle, but within just a click of a button, it will just deform and flies. But it can't happen without the flywheel, because the flywheel concept, it will help us to fly forever. Okay, this is interesting, a lot to say here, but I've got a new point here. It's a normal car, and then it gets to a point, it deforms, whatever changes, and then now it can fly. But it will be powered with the flywheel concept, because currently in the world we are like facing the problem of batteries, because electric planes could be there, yes, but it happened to our problem with our, how can I say it, the battery storage unit, something like that. So these devices, it will be of this size, if you can see. I can't expose it in detail, because I'm at least afraid that my idea may be, it will just be something like this, but I had tried it, I had tried making it, but it reached 309 volts. It reached what? 200, no 309 volts for two minutes. Self driven. Okay, the thing is, it is like powered with five volts, but once you've powered it with five volts, once the machine is on running, and it has displayed a yellow light, that means that the machine it is in active mode, and it is now ready to serve it itself without power input. So it will be producing its own power. So it doesn't need to be charged? Yeah, it won't be charged. I ask you, what the machine just needs from you is just to click a start on button, just like this. So you just hold it like this, let's say for like 20 seconds. Once the flywheel is on, you just disconnect. So you're going to just fly just forever. We're going to fly forever. Because the power inside the cell, it won't drain, it will be just creating itself. So this would be an advancement to the electric cars? Yeah, electric cars. So you're going to be like having an electric car in that you will be driving forever. It doesn't need you to charge it. No charging. No fuel. No charging. I hope the government is listening because the fuel price is way, and also the charging comes with some cost and everything. But everything do comes with a problem because Kenyans don't have a new room here. Kenyans don't have a new room here because this thing, it will really help Kenyans so much. Okay, honestly speaking, I have tried making it, even the flying car, I had created it, but it just forwarded. But at least if it is a machine in that it can carry a human being, it should be powered with, let's say like a bigger voltage. Okay, so it's... Yeah, and those powerful, these brushless motors, and the deformity concept, something like that, like that. So according to me, according to Brian Kibet, this flying car, it can't happen without the flywheel concept. Okay, it's a flywheel. Because if you happen to have these batteries inside, let's say like in this vehicle, it will be bulky and heavy. So this concept, it's just something small, just something small, light. Maybe it's almost like, let's say like two kilos. Yeah, two kilos. Okay. Yeah, probably, probably. I hope the ICTCS is watching. Yeah, it will be probably like two kilos, two kilos. Because the thing, it will be used in power. That's why you haven't seen these electric planes. The concept designs are there. You can at least see them in YouTube again. The concept designs are there, but the source of power is the problem. If you happen to have a flying plane, you must first solve the problem of the energy system first. How it can store all this power and let's say, if you happen to have these small lithium batteries, you're going to be forced to use like thousands of them. Because of those turboprop of those brushless motors, they are so heavy and they really consume a lot of power. Okay, so you're bringing the solution, which is the flywheel concept? Yeah, the flywheel concept. Okay. Is there any other that you want to blow our minds with that you came up with? I did happen to have a concept as an approach, but I had to dismantle it because I had to borrow the things I used in the flying car to make these things. Make this one. So I do happen to just have photos in my phone. Just a concept. Before creating a car, at least let's say, before creating a concept car, you must have, you must first design a prototype design. So the prototype design, it's going to help us now to create the real thing. Imagine traveling in this, in this narrow, by the way I, on my way from Kerecho, I really came across this traffic. Imagine you are like traveling in your car, then you just click a button, just like this. So now let's fly. Let's just take off. Just look up and just go. Interesting. Sounds very interesting. Sounds like the future. Yeah, yeah. But, but currently the flying car, which at least it's going to come to production, let's say once I have, at least I've gotten the funds, it will be currently let's say like one person. One person. No problem at all. Yeah, at least you start small as you go. Button now, at least this, this concept of the UDA is bottom up. We are not political here, so at today's level our politics today, we are all about it. Yes, but an idea, idea, bottom up, something like that.  What, what is the main thing that you need if someone is watching and wants to support? Yeah, yeah, yeah, yeah. Yeah, but they currently, if there is anybody who is looking, looking at me now, I'm just begging you guys, at least let, let us just join hands and at least help this, this person called Brian Kibet. Because if I do happen to just get funds from at least you people, at least I may, this, this concept you are seeing here, it's going to be, at least it will help to boost the Kenyan economy. You see, at least we do start from home before going outside. Okay, so you want to start from home. Start home, yeah, start home first. Okay, and you've said the future, is that it will give you the... The future, the future of the big concept, the, the multi-choice, central conditioner, the flywheel concept, in which at least it's going to change the world and the flying car concept. Okay, thank you very much for coming, Brian. This has been amazing. Yeah. You know, seeing what you're doing and sharing with us, how you, the journey and the, the thinking behind it, it's amazing. And it's also key to know that he came all the way from... Kericho. Kericho, yeah. How is Kericho first? Kablatifungi, I love it. Kericho, Kericho, Kericho, Kericho ni bari di sana. It's so cold. It's so cold. And by the, the people who are watching me are Kenyan mom, let's say, people from home. Thank you. Thank you. Thank you so much. This is your partner, Brian. He's from America. Talk to them over there. Okay, thank you so much. Thank you, home. Thank you, mom. Thank you for everybody. Even everyone who is, who is like watching me now, thank you. Stephanie, thank you for welcoming me here today. You're very much welcome. Thank you so much. And we, we wish you the best as you go ahead with the journey and we hope that you get the support that you need. Where can people find you on your social media? Social media on, I'm just on Facebook and WhatsApp. I, yeah. Facebook, I'm called Be Good. B, B double A, this one. B. Be Good. Yeah. Who am I, mom? Be Good. Yeah, Be Good. G double O D. Okay. Be Good. Let's like that. All right. So you can, thank you very much. So you can find Brian at Be Good and he's here to, he's been here to share his innovation, which is the multi-choice air-scent conditioner. And what a character he has, a personality he's so excited. And of course we wish him the very best in this journey. Thank you. Yeah, that's all about sports on tech. We're going to take a short break but Val will be right back with some music and lifestyle. Don't go too far. The hashtag you use is That's Divide.