I was at the speaker dinner the other night and one of the gentlemen at the dinner that I met or the other speaker was talking to me about so what is your talk and I gave him the title and he goes yeah what is a shiny object right so I forget the context the terminology is a little different here in Europe so raise your hand if you understand what shiny objects are okay good so I don't have to explain too much but in the context of this talk in the US you know we have this term I don't know if it's probably similar here silver bullet right solutions I don't use that because of obvious reasons in the US there's a little sensitivity to things these days so yeah shiny objects are just basically solutions to problems that we all want to believe in right to help us when we're desperate for the most part so today's talk is gonna be centered around that so before I get into that I'm gonna share a little bit of information about myself my name is Angel Rivera I'm a developer advocate for Circle CI and as a developer advocate I love coming to these conferences and speaking to people like yourselves I think I spoke to a lot of you at this conference and learned learning about how you use technology and bringing that back to my team so that we can build better tools right but this also enables me to you know share information about how we're using technology at Circle and vice versa if anyone wants to reach out to me please feel free to hit me up on Twitter these days I travel a lot so it's the best way to kind of get my attention I really not into email so please just feel free to hit me up I do respond yeah so let me talk about a little about my experience as a developer when I started out in my career I was working in the United States Air Force US Air Force Space Command which is now the Space Force right they merged that I don't know if you saw the the new uniforms we used to wear these blue like basically flight suits like the astronauts when I used to go to work now it's camouflage I'm like what like isn't it space dark should act right anyway I hope they changed it to a black like cool flight suit but when I started my career you know I was young I learned to program professionally in the federal government and this was in the 90s so there was no like internet the way we know it today when I developed code it was siloed on my own on a Windows machine usually and then when I was done you know compiling my release it would go on a floppy disk or a zip drive remember those anybody remember zip drive yes see anyway so it was the 90s or we would burn it to a CD right then walk down the hall to the data center so this was on Cape Canaveral so we're launching rockets and I'm working at NASA and I'm going in to this data center and this security everywhere knock on the door and it's the system administrators right all in one room and the air conditioned data center and they're like all right who the hell you and I'm like I have some software to the release it's like do tomorrow give me that and they close the door right shut the door my face but I've always been a curious developer right so I consider myself a developer with operational tendencies and the reason is when I was younger I was like I'm writing this code I'm spending a lot of time and then all I hear back from the the operators were a your shit doesn't work right it's broken and here's a log file on the on the CD or the floppy right and yeah that really pissed me off because I wanted to know how the next steps were for my software it's like you're sending it into a void so when I started going into the op-center I was just persistent kept going kept going and eventually they realized like oh this guy just cares right he's a developer that actually cares so I guess it's kind of I was doing DevOps before the term DevOps became you know normalized today and what I did learn though was as I was talking to the the system administrators they started realizing that I cared and then they started giving me root access or pseudo access to servers right so that could help them deploy and we actually started working together as development teams right and operations teams and I learned so much and throughout my career ever since then I was literally working every job I went as a developer I consider myself a developer to this day but I would sit in a you know development team writing software and then I would go and deploy it and help the system administrators deploy this software after a while they were like hey why don't you just work with us as a developer so you know I lived both sides of the house and it was it was really enlightening all most of my career was like that and today I want to share a story about my experience working on a really really good team of developers very experienced and a really really good team of experienced operators and tell you how we experience a shiny object moment together so yeah like I said I was working with a team and we had really strong developers really strong ops people DBAs right really good team cohesive so a lot of folks were a little mature they understood how to communicate with each other it was a really strong team and we were asked to build a new UI for some features that the customers wanted and we were excited to build it I was working on the front-end team building out these new features and back then you know we we were using SQL databases so everything was kind of a flat structure and at that point we had to build a hierarchical model so obviously JSON right to fit these new frameworks that were coming out and people were using them and it just made our lives easier right the data was structured really nicely we wanted to modernize a bunch of things but there was a problem I don't know if anyone ever you know worked with the relational data models and then try to make them nested in hierarchy right I think I had a couple conversations with some folks yesterday about this and it was really hard like we had link table after link table after link table things were slowing down indexes really just whole trash right it was is horrible we were really frustrated and trying to come up with a solution for this I mean we were reading books by Kelco I don't know if anybody read that book about SQL and basically mapping you know hierarchy structures it was a mess so I was on my own working with an open source project called MongoDB so I said wow this is amazing anybody here ever hear of Mongo anybody use Mongo you love it awesome I saw that little head shake but anyway yeah I was like this is great right the data is already structured we just submit it as it is it persists as it lies and bring it back and forth between the the system the service it was great the problem was it was still kind of new the technology right and a lot of folks didn't know about it how how the how to use it right they didn't understand we didn't understand the complexities behind that but we didn't care we were so desperate that you know when I showed it to the team they were just falling over this like wow this is the solution so you know whatever silver bullet it's awesome and I'm like yeah but nobody knows it that's all right we'll figure it out yeah as we all do right so we agreed the ops side and then the development teams we were like okay this is the solution let's move forward management signed off on it and we began to work right we started building out the infrastructures the operational teams were building out clusters they were you know creating VR capabilities HA making sure everything is you know failing over all that stuff those are the easy parts for the for that team so again no MongoDB experience right and I was the guy driving this which I was just learning it myself but we were all excited about this new product and using it in our in our in our development process so we quickly built the minimal viable product pitch that's everybody showed it they signed off on it and then we you know built out the the legit release for for the application based on the MongoDB cluster and we did you know we made quick work of that we actually finished it about a month ahead of time roughly and you know everyone was happy management was like excited about it our customers were excited and we were super super happy about deploying this thing again customers were super happy you know and they started using it right away immediately and we saw huge you know peaks and spikes and then didn't they never they never went down it was just kept going up ascending so we're like I said we were super proud ourselves life was right we were just static until 90 days fast forward yeah bump bump bump right Mongo starts kicking over clusters or you know our Nagios is just blowing up alerts everywhere we're seeing high distrashing memories just peaked CPUs peaked it's just a disaster so services are failing we're getting customers are calling hey I'm timing out nothing's happening and like I said we were a good team we went and started troubleshoot mode right put our hats on start looking at logs start looking at all the details and we quickly figured out what was going on the volume was about 15 million records of MongoDB they call them documents and you would think yeah this should handle this no problems we have tons of beefy machines behind this right and we were just befuddled like what's going on and when we start doing a deeper dive into this of course my queries were shit right it's terrible I didn't understand what was going on till I looked at like you know online start looking at we called Mongo they were really generous and helping us but pretty much the queries are garbage indexing on on the wrong things and if you really boil it down what had happened was I don't know if you all know this but MongoDB is non-relational so that means all the normalization that we were used to that I was used to I was recreating that inside of MongoDB which is by the way never never ever ever try to do that hey don't do it it doesn't work I don't care if you think you got a hack for it it's not gonna work right and we also so yeah so we discovered what was going on and we quickly realized right to get to recover the system we decided to do some math and said all right well it was working up until 15 million records so let's take the least use or you know least access records move them over temporarily into a kind of cold storage so that the system will recover as soon as we did that right moved over however many records boom the system was back up and running we didn't have to reboot a server literally it just started working and then we got to work on a solution right for a permanent solution for this but the damage had already been done and our customers had experienced you know this outage and it was terrible right the organization that I worked for and our customers lost a lot of time and money and this was the thing that hurt me the most was like our team the lost all of our street cred right literally we were just in shatters right we were just it was inconsolable we were very disappointed in ourselves so everybody from me with the term hot wash or postmortem right we like said we were professionals we conducted a postmortem trying to analyze what had happened and then fix the solutions come up with the ways to not happen that make this happen again right so of course right bad programming queries these are all obvious but one of the other things we discovered was we were so confident that you know we were just neglected any kind of testing we were like yeah this works it worked in you know it's typical typical when your developer and you it works on your local machine and everything's cool but when you start adding volume to it and right it's you don't test anything we didn't do any load testing nothing so that was a big mistake and obviously right we didn't properly vet the technology we didn't understand Mongo's capabilities and we were totally in the dark on how to actually manage it right and configure it manage it and then also write the data schemas that we were doing that I was doing they were totally off so that's the story about my experience and my shiny object moment our shiny object moment with MongoDB and I'm gonna talk about a little bit of things and these might be obvious to you but I'm gonna share them anyway so let's talk about avoiding those situations number one don't believe the hype right so if you find that your team is so arrogant and complacent there's a problem right start addressing that I don't care you know it may be just one person that refills that way but it's okay to voice your opinion and start getting your teams to like understand hey I think we're getting over our skis here you know we're a little bit complacent and just be on the lookout for you know that kind of complacency because it's it's a problem and it just degenerates the team in the culture from there obviously thoroughly vet unit technologies right understand the capabilities like with me in my example I didn't understand the non relational no relational database schemas right I didn't understand that you couldn't do link tables or you shouldn't do link tables within this this platform because it's not built for that now today I think MongoDB has has actually added like atomic transactions and there's also a relational components now that you could actually implement but back then right this was very early a early stage for the for the product but again you know thoroughly vet the technology understand just look past the the the marketing material like does that kind of got me too is like oh you don't this is the fastest database for any kind of web app oh yeah I like that don't believe it or at least you know do your due diligence I definitely recommend with all the technology today we have like Docker we're just set through Joel's talk today you have Docker containers right stand stuff up in those environments and then that also actually helps you to equalize right your development environment and also you can equalize your staging environments you can equalize your production environments to a degree right it's doctors won't let it become your shiny object but it can it can also it could it could it could work and help your teams kind of you know work through the software development problems I've actually you know at Circle CI we use Docker all the time and it's really great for our development teams and it you know it literally helps us deploy applications quicker so yeah start you know looking for technologies that everyone can understand and share and there's a low barrier of entry as well one of the things that we did was we broke protocol right SOPs everybody have SOPs raise your hand I know wow okay and the next slides for you guys and but basically with protocol right and SOPs it just helps you document what you're doing in your processes and your operations meaning if you bring a new person on board right to do some work then you want to give them these documentation like a standard operating procedure so that standardizes and it brings consistency to your your operations and also it lends itself to also being a very very let me say it dictates all of your processes now one thing I will say about SOPs is if you have them make sure you iterate over them because what worked yesterday will not work tomorrow right always I have a rule when I was managing teams I was like live we have to look at our stuff every 30 days if there's a change we're using a new technology let's update the documentation right and it also keeps management off your back a lot of times if you're working with big companies these days you need to have that documentation they want to see it and so if you're a startup and you think you're gonna go work for Google with Google or a bank or whatever big corporation this documentation just do the work up front get it done maintain it because you're gonna need to every year annually certify things remember that big pieces I can give you if you don't have SOPs please start building them like I said the benefits are the consistency right so you're literally documenting how you do business in a technical way you can even automate them these days right like I don't care if you just stick a document up in GitHub and have a version you know version controlled just build something I see this in a lot of like startups new teams that are within organization sometimes big companies will start like a research and development type team and these folks don't build any kind of documentation and next thing you know they're you know a year in and have to build up all this kind of stuff it just start off the bat doing it you know and that you'll get into a flow and then your culture will kind of evolve around that and that's one of the best pieces of advice I can give you to avoid like shiny objects in germs and don't set and forget one of the things that we did was when we implemented MongoDB was oh yeah the teams like said we were very complacent and we set this thing we never nobody was actually monitoring it we just had Nagya saying hey if you hit a threshold kickoff and alert which cost us so I'm gonna switch it up a little bit here so obviously right technology isn't about is about people it helps our lives right it brings convenience for us lets us do things consistently in a stable manner and when you have people involved that usually means there's a culture right forming and cultures are things that you know generate attitudes and and help people kind of form bonds and it also brings people together in a sense that you can work together for a certain goal now I'm gonna talk about everybody who this guy is I'm from New Jersey by the way so I had to make a reference for Jersey this is Tony Soprano from the Sopranos show yeah alright so I'm gonna talk about managers and some of the traits of management that you know if you are a manager maybe just refresh you a little bit and we'll talk about individuals as well so I'll talk about my style management a long time ago I coined this phrase pseudo management and the reason why I call it pseudo management is when I joined teams as a manager and when I used to manage people I would tell them look I am a peer I am a colleague right while we're doing the day-to-day work let's you know share the wealth and I would pitch in where I could now when I needed to do managerial things and you know I tell them hey I'm gonna pseudo up and handle the HR stuff handle conflict resolution whatever it was that was going on that day and then I'd exit gracefully and go back to work with them right what I found with this style of management it helps with folks giving them kind of knocking down as intimidation barriers right so it gives them a sense of ownership and I've been doing this about 15 years with this kind of style and I really enjoy it and a lot of folks you know I get a lot of I used to get a lot of work out of people and they felt really good about you know the work and they like I said they owned their their their piece of work they didn't feel like oh he's the manager or this person's that right it just broke down all those intimidation barriers and they saw that and it's the old military thing right it's a lead-by-example for the most part but with a little twist right so again as a manager always empower your people you want them to own their their decisions right a lot of times when I even to this day sometimes I see it when I'm working with partners some managers are telling their people you know like oh you got a check with Jim or this and that I didn't run my shop that way I was just like look if you're interested in doing this own it build it and then share it with the with the with the team and let's make decisions based on you know what you're showing us and a lot of times we would improve on those ideas and they were really good ideas and we had a culture of you know basically empowerment this is really important I work for a CICD company but you know is a reason why I work there and because I believe in this as developers right we're always failing and that's a good thing because you understand how your system right you start forming the way your system is going to work processes you understand your limitations you understand when things are failing alright that's great now I need to find a solution for that right and it's okay to fail that's how we learn that's how things get better mentoring is really important you should always foster a culture of mentorship you know empower your subordinates to or feel comfortable to come to you for for things that you know you're an expert in and if you're not an expert in something find someone who can mentor them it's a really important growing contribution right this is something I struggled with quite a bit and making those hard choices sometimes you know you really like your team you really like the personalities on your team but sometimes they I think we all outgrow right our jobs and our roles and when it comes to that managers you know you have that personal connection you're doing more damage by keeping people who are not really fitting in or not contributing and you don't have to fire them you can you know recommend them to another unit or team or whatever then sometimes you do have to fire them and and that's okay like I have been I had an experience where I had a person working for me and you know I was paying him a certain amount of money and I was really conflicted about firing this person but he was dragging the team down and I was that finally I had to I had to make that choice when I let him go he reached out to me about 30 days later he was a little angry right but I let him go as gracefully as I could and he says hey by the way thanks for firing me and I thought oh boy here we go like the first that was the the subject line thanks for firing me and then I read the message and it was like I'm making like you know I think he got like a 60% raise right so and he was much happier right so he was it was actually a thank you letter which you know again it'll work out if that's the the worst case scenario but definitely if you got to make decisions make them and you know don't look back so let's talk about individuals right like us all of us you're not a manager yeah don't have this attitude I hear this quite more often than I'd like like I said this is a way for you to level up so if you're an individual and you know you feel like oh well that's not my job I that I think that's a terrible attitude to have it's it's self-defeating number one number two it doesn't bode well with your colleagues either right like and then that also creates these toxic cultures that I've worked in in many companies and organizations so yeah you know try to level up and understand that you are contributor on a team and and that affects the culture when you're you know we all get frustrated I get it but sometimes when you're just consistently take a break maybe you need a vacation or talk to your colleagues be like hey look I don't know I can't handle this it's okay you'll be fine this is a really annoying one when someone points something out in a pool request with no solution to it right don't do that if you have a solution if you point out yeah this is broken have some you know even if it's not the right solution have some ideas it's okay put yourself out there no one's gonna be laughing at you right you're contributing and you're offering up and you're being you know you're showing a little bit about your your knowledge in things just don't leave it broken and sitting there for someone else to repair right or team up with someone sometimes that's what I do is I work with someone that I know hey he knows about Kubernetes or or you know Docker and we work together and we build out solutions for like some serious problems that we have anybody ever get one of these yeah I used to give them up like candy back in the day but yeah if you're a mentee or someone you know you're under someone's wing have respect for their time put the work in because I always say this job as a developer it's 90% learning in my opinion right and then the 10% is doing so you're constantly learning things are changing right PHP obviously you had 25 years now right it's changed a lot from when I started and you have a ton of different avenues that it went down but at the you know it just shows that technology is constant it's gonna change all the time so we're constantly learning and as a mentee right if you're being mentee mentored you know put in about I would say on average like 20 minutes if you don't figure something out 20 minutes then reach out to your mentors or someone else I used to get folks that didn't you know I'm like did you look at it did you even like no come on right so help yourself and and again it's another way to level up in your skills so yeah I have a hard time with this I still struggle with this so I'm always looking for ways to improve my listening skills meaning you know sometimes you're in a meeting things are you're excited because you have an idea maybe someone sparks an idea when they're speaking and then I just jump in and it's not a good it's not a good look you're not a good fit so I struggle with this my advice to you is all to just sit back let the people finish their thoughts and then you know add to your own no matter how wrong they are and when you disagree just you know be polite and say well I have a different perspective and and such I know as engineers sometimes we're a little short with each other let's not do that oh sorry and then the last I think this is one last tip here is learn how to communicate just like that example I shared with you when I read that subject line right like hey thanks for firing me I was reading way too much into I was thinking like oh either this guy's gonna piss me off or this is gonna be like I just thought negatively right right off the bat and literally when I opened it read it I almost started crying like wow this is amazing I fired a guy and he's thanking me for it because right he made more money so like I would say don't infer any kind of emotion from text that's one of the things that it's sometimes you know we get we're in a bad mood and we read some text an email from someone and then we start kind of saying this person's bad if you feel that way give them a call and say hey let's have a coffee and talk because I promise you most of the time it's gonna there's be no emotion to it there's the intention that you thought was there is not even there and I can tell you from experience I've done this so many times in my life I thought I'd share that with you so in summary tech problems are not tech problems right it's it's all about culture and we need to especially today in this day and age and this is kumbaya and I'm gonna say it anyway we should all be respecting each other let's try to like have an open heart open minds and especially with our peers and colleagues right it's really important we spend more time with each other than we do with our families in most cases right and you don't have to love each other but I think you have to have a mutual respect and I just want to ask all of you right before you leave today to let's drink some beer together but let's go move forward and leave here and build better cultures together right let's get our people happy and and enjoying the innovations that they bring let's let's like I said have an open heart open mind I think the world really needs it especially this day and age yeah this is all I have thank you if anybody wants to reach out Twitter yeah thank you


My cancer diagnosis is triple negative breast cancer and I was diagnosed October 14th of 2019. I decided I needed to go to the doctor one day at work when the pain just got so bad that it was impacting my work. The level of care that I have received from Hackensack Meridian has been exceptional. I've never knew doctors and nurses to be so compassionate, understanding and patient. With the coronavirus that is going on now, even with the masks and the take of my temperature when I walk in and gloves and everything else, I still would never stop my cancer care here. I feel 100% comfortable coming here. Everybody is doing all the preventative measures to make sure that everybody's comfortable and everybody's safe. If you feel that something is wrong or if you feel a lump in your breast or you feel anything else is out of the ordinary, don't wait because it's better to get it done now even with everything going on than later because you will regret it. I'm so thankful that I made that decision that day.


All right, so even the spark was a mistake. Oh, how's it going, everybody? Dottodoy here back with another round of Dragon Ball fighters, ranked matches, and this time we were playing a very randomly selected team with Bardock up front, Jiren in the middle slot and Piccolo rounding the team off in the back. When I was picking my team, I was kind of just looking at the character list. Like, who don't I play a lot? Obviously, I play a decent bit of Bardock, but Jiren and Piccolo, I really don't touch too often. We're getting GT Goku right now. I actually haven't played him in a while either. Overhead, I saw it coming. It was a lot. Obviously, it's a six out of a little slow. Didn't see that. I'm guard cancel. I've had enough. I've had enough. I'm going to throw up these orbs. All right, nice angle beam. See, the one time I'm not rocking the... No, wrong one. You weren't close to the corner. I'm down heavy there, yep. OK, this should be a nice sliding. Maybe I've been... Oh, that's not how you do it. You got to do the... Got to do Hellzone. Get that off of me. All right, I'm switching them out. Actually, no, let's take sliding. Hold on. Let's take slide and see if we can set up something. Oh, there it is. The guard cancel. All right, watch the beam. Jumping lights, if you got them. Gorgeouses. No, the 2M. I didn't get the 2L out. Uh-oh, big damage alert. Thankfully, he doesn't have enough Bard. Did really do anything tech that. Oh, my goodness. I'm switching. OK, I'm going to try to see if I can work something out here. I almost had it working. No beam. Dude, this guy is holding out on the beams. OK, probably could have done a lot more. Maybe even should have gone for the level three. Actually, I could have killed. Let's be honest. At five ages, awkward. No, the dragon rush. I guess it's a good thing I didn't counter like I wanted to. But still, we didn't tech. Level three doesn't use it. No. Oh, let's go. OK, not the best. And I click the button. That's the end of Jiren. Really rough with him, dude. A couple bad mistakes and decisions.  Two bars, Goku's back. Goku's back out. Nah, that's too much blue health to let slide. We're going to play kind of wild here until we can get it back. Where's the Barak assist? All right, we got it back pretty quick. Talk to me, Goku GT. You got a level three in the air, so you know I'm blocking. OK, didn't use it. He's trying that a lot. And I'm going to have to punish him for it.   What is my mind going through right now? No. Drop it, please. Think of all the times I spared you. Was it this serious? I know you didn't have to spend the three bars. You could have done it with one, right? That was wild. He heard me pleading. He said enough. He said enough cry. Damn, the guard can't do that. The Yantra assist never sleeps. This is going to have to be a comeback and a half. I've made one too many bad mistakes. All right, watch as I turn it all around with a six. All right, so even the spark was a mistake. Oh, the bar. We have seven bars since five Dragon Balls. I'm going to use the bar.  I'm not going to throw away the whole game. But yo, that was sick. Let's go. Six bars. I'm getting Shenron, baby. And you know I'm going to do it the old Bardock way too. Super Dash at me. Super Dash at me. Super Dash, I'll do it then. Wait, I have a sparking. No wonder he's not Super Dash. He doesn't have to. Seen it. I didn't see it. OK. One. Seen it. Seen it. Sickest. I am the sickest Dragon Ball player that has ever graced this earth. And that is, watch this. Let's go. This should kill. This should absolutely kill. That's good. I'm glad I took an accidental screenshot. Oh, bro. Why did I not extend it? Because I panicked. That was the biggest failure on this channel. I don't even know what else to say, dude. I apologize if there was kids in the room watching that. I'm sorry I taught them about failure at such a young age. I'm not even going to go for the optimal combo, because clearly I'm not capable of handling it, dude. Oh my god. She ranked me. Strip me of my rank, because I clearly don't deserve it, dude.  Switch Mardock out. Just get him out. He doesn't deserve to be here. Yeah. Yeah. Yeah, I've been shaken up. I don't deserve it, dude.  I don't deserve happiness.  It wasn't even Jiren's fault.  Guys, I'm sorry the commentary is holding on this, but what else am I going to say, dude? I'm going to have to put that on my job applications from now on. At least the background music's pretty good.  Oh, kidding. I'm mostly kidding. I mean, he's not a great character, but roll. This is the saddest I've ever been in a commentary session. How does things just not add up to me? Where's the 6M, dude? I've seen it so many times. There it is. I'm just going to. I'm just going to, you might have felt wowed out. Yep. Oh, let's go. Oh, get out of there. You know what? I'm just going to kill. You remember how many times I spared him before, dude? No more. I'm literally sparking to kill people now, because life is cruel out here. I learned that not too long ago. God, do you remember that? It's mostly how confident I was. Joking, confident or not, I dedicated myself to the bit, and the bit, bot, bot, back. I can't even speak. What is he doing?  OK, OK, let's bring it back. Let's bring it back. We are somehow only one game into this, by the way. That one loss, something like 1,000 losses. I felt like I was in the Tsukiyomi for three years. In this world, he truly controls all. I've never seen a six-hound in my life. Clearly, because I can't block him. We are actually kind of close to losing. No way! My down heavy was correct, but just all wrong. Oh, we're going to lose again. Focus, focus, focus, dude. I don't want to lose again. Please. I can't lose again. Remember that spark? Made it out like that was a good decision. I think it was a bad one. OK, we should win. Did we win? No, this doesn't kill. Level 3s don't kill. Oh, no. Oh, no. Oh, no. Oh, no, no, no, no, no, no. I'm panicking. If it wasn't obvious, I've been panicking for a little while now. And I think I may be the crack for this. These are the tests, dude. These are the games that test you. My hands are sweating too bad to take dragon rushes out here. Please, the stamps. They're like daggers in my chest, bro. At this point, if he doesn't let me win once, that is actually a crime. Is this going to go down as the saddest ranked match? Dude, I started this all. I was like, welcome to do this team. I picked some random characters that I really like. How are you going to get taken out like that, bro? He never blocks the overhead portion of that. Extreme sadness alert. I didn't know what to do that. I actually don't know what to do with Piccolo in class. Can I do anything to be, go, could you T, why was I trying to vanish this? No, I can't afford to lose. I actually can't afford to lose. I understand that Piccolo is going to be leaving us, but everybody else needs to pick up the pace now. My Jiren needs to be flames right now. I need my Jiren to, come on. OK, that is actually exactly what I'm referring to. That is exactly what I'm referring to when I say you guys need to step it up. Let's go. I hope Bardock was listening, because clearly Jiren was at the meeting. OK, Jiren. Thank you, Jiren. You've turned this frown upside down, bro. I'm ready. I'm ready for whatever the world can throw at me now. OK, except for a hit confirm off of a low 2M and a guard cancel. So there's a couple of things the world can throw that I'm actively not ready for. Oh, that was nice. Oh, that was so quick. He made that decision so fast. Level three as well. He won't get anything too crazy off of it, because if we're not in the corner, it's going to blow me a little too far back. I just really do anything. No, OK, he didn't get Jiren. I understood that that Super Dash was a bad choice the second I clicked it. But at least the Jiren Assist, which was also a bad choice, didn't get wrapped up in my previous decision. Why I'm spamming heavies. No time for optimal, I guess. Level three, or the mix, the mix that never truly ends up going my way. He likes to reflect here. I think I'm just going to kind of sit down. I'm really glad I didn't. I'm so scared.  He gets me every time. He gets me every single time. Come here, Yamcha. I'm not messing around this time, dude. I'm not messing about. It connected. And I landed a level three, which in this world is basically a curse. He's going to try to wake up level three. I have predicted it, and thus it will be so. Where's the level three, dude? I've seen you. I've seen you tell this tale. OK, we got him. We got a win, boys. Add in the claps, sound effects. Oh my god, confetti. There's confetti on the screen. It's a JPEG of confetti floating across the screen. I'm just trying to spice up the video. Are you ready? I'm just trying to spice up the video. I'm dead. OK, he didn't punish me. I caught a Yamcha. I barely blocked it, but it stopped me from jumping, which really sucked. I was trying to jump back, get the fear in his eyes. 6M, are we really dead? Yeah, we are really dead. We are actually so dead. Damn. 6M? I can't block it.  Everybody else needs to step it up. This pep talk worked so well last time. Please work again. Dragon Rush from the Goku GTS is. I never see that coming. Oh, no. That's fine. OK, that's not fine, but the rest is fine. A little bit of damage here and there.  Honestly, come on. It's a little bit of damage. OK, that was pretty bad. I'm actually trying to switch out now. We got him. Ladies and gentlemen, we got him. Side switch. Not the best, actually. I want to go home. Switch. Switch with me. Thank you. Piccolo, I actually can't put into words how thankful I am. Get this. You know what? He had one bar. And the Yachter player succeeded. I tried a Super Dash. Don't ask me why. OK, clearly I've been frazzled. I'm going to try to spark here. He's going to switch me out, yeah. I get nothing off of that. I wish you got a little bit more from landing a command grab. That's love. Enough. OK, end of the corner. Switch out. Didn't get the switch. Emissist. Oh, welcome. Oh, no, the normal. I was strong. I'm mad. I'm mad. Piccolo. Piccolo, please. Oh, no, dude. The Super Dash got me. I was expecting to land at least get low enough for that jab to hit the level. Oh, and I didn't block. No, dude. No, it's over. It's over. I've been. This is like beyond any Super Dash again. It's beyond me at this point. No, it's not. Let's calm it down. Focus and win. Oh, no.  It's too late. Please. I'm fighting for my life. Let's go. We dropped it. And that is the last mistake you will ever make against me. That is the last mistake you will ever make. You will not hit me again a single time for the rest of the match. You dropping that was this deciding factor, the single stranded time. There was one opportunity for me to beat you, and this is that time. I forgot about the Ounceus. I forgot he had a Ounceus. And I forgot about the Ounceus, actually. And I made Ounceus. I have this many games on Ounceus. I forgot about the Ounceus.


the city at the falls of the Ohio River, known to the world for its horse racing, baseball bats, and bourbon. It is a city of simple pleasures, but also a complex character whose varied influences have given it a unique personality. The self-proclaimed Gateway to the South, Louisville is ringed by such distinctly different neighbors as St. Louis, Nashville, Indianapolis, and Columbus. Its economy is varied too, rooted in agriculture, but trading in the currency of river commerce and manufacturing. And its fortunes have ebbed and flowed like the river. Louisville was born in the darkest days of the American Revolution. It was begun as a military operation to establish a defensive fort at the falls of the Ohio. But there were moms and kids and one African-American slave that came under the leadership of George Rogers Clark in 1778 and planted the beginning of the settlement here. The city was named for the French ruler, Louis the 16th, in gratitude for French assistance during the American Revolution. In the ensuing years, German and Irish immigrants, along with Africans, both enslaved and free, followed in the footsteps of the French, all enriching Louisville with their varied cultures. But it was in the 1920s that Louisville really came into its own. In the first two decades of the 20th century, blossoming in the 1920s, there was a substantial increase in industry. There was a growth in population. There was a growth in prosperity. Louisville became something of a Southern industrial city. Well, the growth of industry in the 1920s focused around automobiles, and of course automobile meant Ford automobile fabrication, but it also meant producing automobile parts that was related more broadly to the automobile industry. In the 1920s, 153 new manufacturing plants geared up for business. This prosperity gave rise to a growing downtown. The center of commerce was once anchored at the mighty Ohio River, but now it flowed away from the waterfront. Broadway became the heart of the city, fashionable, bustling, the place to be. In 1925, the elegant ground theater opened its doors, equal to almost any stage in New York. Union Station was not new, but it now brought train loads of travelers to Louisville, both for business and pleasure. The old 1858 federal building could no longer serve this growing city. Louisville needed a new post office, courthouse and custom house. And it had to be worthy of Louisville's newly cosmopolitan image. The city decided on a neo-classical structure, modeled after the Treasury Building in Washington, D.C. But the stock market crash of October 29th, 1929, and the ensuing Great Depression threatened to dash those plans. As the depression ground on, it seemed Louisville's prosperity had stalled, and with it, plans for a grand federal building to grace the splendid avenue at the heart of downtown. Spirits and morale suffered, and construction projects folded, but somehow the dream survived. The building conceived in the best of times survived the worst. In the shadow of the depression, under the supervision of James A. Weckmore, Treasury Department Architects drew up plans for the new post office and custom house. At 601 West Broadway, between 6th and 7th streets, an entire city block of small brick homes and storefronts made way for the new federal building. That building, just in terms of its sheer size, a block by a narrow block. So it's a square, a block square size building. It is massive. It says, from the tradition, with its American eagles on the front, with its shields on the front, with its columns on the front, it says, this people will not be moved. This government is here to stay. The $2.8 million structure was a building of substance framed in steel and concrete with an exterior of Bedford Limestone finished with Corinthian columns, a copper roof, and bronze accents. For Louisville residents, it was a sign of resilience. Amidst the depths of the depression, Louisville had found a glimmering ray of hope. So when you came to 1932 and you could cut a ribbon in the bad times on a brand spanking new hot dog building, that was part of an encouragement, a hope. Maybe things are okay. The citizens of Louisville had no doubt the city would know good times again when they stepped inside that majestic building. The first floor lobby welcomed and delighted them with its marble floors and walls set off by brass post boxes and accents. We have original artwork in the building that was done by Frank Weathers Long, who is a Kentucky resident. He's from Berea, Kentucky. Commissioned in 1935 under the Public Works Act, Long's 10 murals celebrate Kentucky life. The paintings portray Kentuckians at work and play, enjoying equestrian sports, delivering mail, farming, trading on the Ohio River, and mining. But the building that brought such bright hope to Louisville residents was in for some dark times. Winter, 1937, the Ohio River. Louisville's commercial life blood was hemorrhaging. The Ohio River is wide at Louisville, about three-fourths of a mile wide because it's just above the rapids. During that great flood of January, February, 1937, the Ohio River swelled to be 12 miles wide on both the Indiana shore and the Kentucky shore. The building became surrounded by floodwaters, so it's cold, it's dark, and it's isolated, standing as a monument on top of the water. It was the worst flood in the city's history, and to residents, it seemed like it would never end. But it did, and if the city needed cheering up in May of 1937 at Churchill Downs, they got it. War Admiral won the Kentucky Derby and then captured horse racing's greatest glory, the Triple Crown. By 1938, Louisville prepared for an architectural feat that would be no less impressive. Architects and engineers began adding a sixth floor to the post office and custom house. Workers cut the 2.5 million pound roof free of the building and used 600 jacks to raise the roof one sixteenth of an inch at a time, lifting it 11 feet, six inches in all, to create an additional story. As the building expanded to meet the needs of a growing population, so did its ties to the lives of Louisville's residents. I have ties with that building, and with the postal service, if I had become a postman, I would have been third generation. My grandfather was 50 years, my dad was 40 years in the postal service, and my dad's last job as a postal supervisor was in that building. And so I frequently visited the building. And I remember as a kid, when we would come to the federal courthouse, when I wasn't even really aware of it being a courthouse so much as being the post office. And we would mail letters, get stamps, and so there's a huge part of our community that feels connected to the building in that way. Many cases decided in these courtrooms would reach far beyond the walls of the building. Landmark decision for desegregation and busing was decided here by Judge Ballantyne back in the early 70s. And that created quite a lot of racial tension. And obviously we got past that, it strengthened our community because of it. There was a very large Hell's Angels trial here with numerous defendants and created quite a big stir in the community because it was such a security nightmare and it got a lot of media coverage. As another who brought up one of the great upsets. Muhammad Ali, as Cassius Clay filed his civil case here against the Selective Service Board seeking injunctive relief because of his religious beliefs. Thousands of people have become citizens of the United States in this building. By the mid 1980s, half a century of memory survived but the building itself was fading fast. I went on the court in 1986 and actually back then the building was a little, getting a little long in the tooth. When I first became involved with the Snyder building it hadn't been renovated in ages. You could tell that it was an absolutely beautiful building but really needed a little updating. We really thought that this building was so beautiful that we didn't want to leave it and go into a more modern structure that would be pretty generic. It looks like a government building inside and out and we wanted to stay here if we could. This building is my baby. It just gives you a feel like you did just step back into the 30s. We could have asked for a new courthouse but we believed that it was more important for the community and for our facilities to preserve what we had. Would the Louisville Federal Building suffer the same fate as so many historic buildings and be abandoned? Its supporters were dedicated to making sure that didn't happen. Congress appropriated $22.7 million for renovations and in 1986 the building was renamed the Jean Snyder Courthouse and Custom House in honor of Representative Marion Jean Snyder a Kentucky native who represented his home state in the US Congress for more than two decades. The building had a new lease on life. In the lobby, the post boxes, intake windows, tables, brass work, and marble flooring were restored and new light fixtures installed. We have pictures from old newspaper articles of old postal customers gathered around these tables and it looks exactly the same today. So that is one of the things that we pride ourselves in with GSA is retaining a lot of the historical features in that building. And on the first floor, to maintain those beautiful features and yet now it's usable space with social security on one side and the clerk's office on the other, I think they're amazed at how the space has been adapted to more of a modern use. There's tremendous design features in here, especially in the plaster work. And so one of our goals was to try and make the place dignified but to highlight some of the features that were built into the building that had been essentially hidden for a number of years. We renovated the courtroom, moved away the drapes and found absolutely beautiful stone archways. And when you look at that courtroom today, it just jumps right out at ya. One of the interesting challenges that we had in doing a lot of renovations over in the Snyder Courthouse is integrating the security and the technology while trying to bring everything back to its original historic nature. We were able to enhance the technology but I think if you walk in and look at the courtrooms today, it looks like a courtroom from the 30s and you really don't notice a lot of the new technology in there. Judges' chambers were also renovated to seamlessly blend old with new. Renovated six-floor office space brought new tenants, including Senator Mitch McConnell. One of the interesting things that we did was in the law library on the second floor that the courts still use today. It's an absolutely beautiful area. The dedication of the building supporters paid off. In 1999, the building was listed in the National Register of Historic Places and success built on success. We're so proud of everything that General Services Administration and the clients in the building have done to improve the look and the feel of the courthouse. We entered it into a building competition. It's Building Owners and Managers Association. We won historical international building of the year, 1999 and 2000. I've spent 33 years of my life in this building and when I'm gone and this building remains, I would be very proud to know that my grandchildren or my great-grandchildren would visit its halls or pass through here and say, my grandmother used to work in that building or maybe someone else's grandchild will say, my grandfather became an American citizen in that building. And when we maintain and care for beautiful historic buildings like this, we're not only preserving the marble and stone, but we're preserving a heritage that belongs to me and to all those who've made it pass through these halls.