Hi, this is your host of Limb Hartia and welcome to a brand new episode of our series, TFR topic of the month, AKA T3M. And this month's topic is platform engineering is DevOps there. And our next guest is Zach Butcher, founding engineer at Tetrate. Zach is good to have you on the show. Yeah, thanks for having me. I'm excited to be here. Yeah, and today's discussion, as you know, is about platform engineering. And we also hear people, some people say DevOps is that to also discuss if it really is that. But before we get into this discussion, since this is the first time you're joining us, I would love to know quickly a bit about the company. Tetrate itself is all around helping deliver applications safely, securely using the service mesh. Those are as our leverage point there. A lot of the original team came from the original group of engineers that created Istio at Google and IBM and Lyft and a few other companies together. And we saw a really clear need in the enterprise space for helping facilitate how applications communicate across clouds and on-prem. And as we're doing this kind of cloud data modernization, that's maybe the crux of DevOps and platform engineering today. And so we play right in that space, kind of helping with how we, again, application connectivity operations and security. Excellent. Thank you for talking a bit about the company and giving the background, which looks like a perfect discussion today. If I ask you that, since you, as you said, your team, you folks come from, it's like some of these companies, they're born in this cloud native era. So you folks too fully understand the whole evolution. What kind of cultural or organizational restructuring because we started talking about DevOps and of course, as things evolve, we talk about SREs, then DevSecOps, and then now we're also talking about platform engineering. So talk a bit about what kind of evolution you are seeing in the ecosystem and really what customers are doing there. Yeah, exactly. So I think we're seeing like a couple of different things and there's a whole bunch of names that people are trying to put all things, right? And people try and name stuff for a bunch of different reasons, sometimes just for marketing. Sometimes it is good to have these nuances there. You know, I think a lot of the names are getting confusing, but fundamentally in this space in particular, but fundamentally what people are trying to do are just a few activities, right? So from the primary thing we're trying to do is deliver our software to give user value. So how can we facilitate that, right? How can we build an infrastructure that bakes in security, observability, operational concerns that helps offload from the application developer so they can focus on the innovative piece, the features, right? So that's one of the activities that's happening is building this infrastructure to facilitate applications. And a lot of times the label that we put on the group that's delivering that in the organization is that platform engineering or platform team, right? The second piece that is just general is that we need to then deliver applications successfully on that infrastructure, right? And that's the CICD, the build pipelines, the testing infrastructure, all of the stuff that it takes to go from source code on the developer laptop to an actual running thing. And then in a lot of times today we're starting to call that DevOps, right? And we'll come back to that topic of developer experience maybe and that's where a lot of that lives. And then we need to actually operate our application successfully on that infrastructure. And that does include runtime things like the metering and the logging and the actual response to an emergency. But that also can include kind of going back into the application itself and saying, hey, we're not meeting business objectives within our application because of some fundamental application architecture, let's say. So let's go rip that out and change it so it meets business needs. And that's the kind of thing that I come from Google, that's the kind of thing that SREs at Google would do. And these are inherent, you know, whenever we label those activities, delivering the infrastructure, getting applications into the infrastructure successfully, and then operating and improving them continuously so that they meet customer needs, we have to do that. And whether we wanna label that platform and DevOps and SRE or mishmash those titles across those roles a little bit, you know, in my mind, we need to deliver those things. And so how are we seeing people do it? You know, we're seeing people adopt these cloud native stacks, right? So, you know, Kubernetes is the base for our compute orchestration, but, you know, we're increasingly see people use things like functions as a service or Lambda as well to help facilitate that. Because at the end of the day, again, the infrastructure, it's all about offloading from the app though, so they can focus on that. So, you know, that's two of the big streams, you know, streams that we see occurring. And, you know, then we get into how do we actually facilitate the connectivity between these things and how do we make them talk? And, you know, one of the worlds that I'm dealing with is cloud and it's highly dynamic. And I'm used to dealing, you know, and, you know, kind of taking the role of, you know, somebody in, for example, large financial institution that I work with a lot, you know, and my own prim is very static, right? And very tightly controlled. And how do I kind of bridge the gap between these two? That's another big struggle. I see that falls squarely onto this platform, into this, you know, platform app operations side as well is this big trend. So, you know, this move into Kubernetes and application modernization to get agility, obviously, and then facilitating that. And the tools and techniques that we're building become kind of the focus of the platform team. And so we see, again, you know, that's where I see a lot of mesh adoption is one of the general trends. That's where we see people leveraging things like, you know, network policy to get agility over some of the more traditional network oriented controls that they have on-prem.  But, you know, it's that general trend of moving towards this cloud native architecture because we want to facilitate more rapid application development, application agility. If you kind of make a Venn diagram and put DevOps, SRE, that form engineer, do they overlap or they are their own, you know, separate supersets? Or let's say, before we go there, let's just say, how would you define platform engineering and then how different is it from DevOps or SREs and do they overlap? Yeah, yeah, yeah, that's a great question.  So platform engineers are generally gonna be the, they're typically an engineering oriented team that's building a product. And that product is the infrastructure that the organization consumes. And it's important we think about it, a lot of what I do, I would call platform engineering. It's important that we think about it as a product because a lot of times you don't have a hammer to get applications to move on to this platform. You need to offer features that are enticing for applications. That gets, again, to that whole idea of what can we offload to the emperor to help applications go faster? So that's, you know, roughly speaking, what I would call platform engineering. Then, you know, again, DevOps is really about how do we get to these applications into the emperor? And there's gonna be a, there better be an overlap with the platform team there or, you know, or we're silos and we're not communicating, right? These two should be working together to facilitate things like safe and rapid delivery so that we can get into a world where we're releasing at a higher cadence. You have to have integration between the platform and the, you know, operations folks as well as the application team and how they're getting stuff into production, all that has to meld together. So there better be some overlap, certainly in how they're talking to each other, if not in the actual duties on the ground. And then again, that third pillar is that operations at runtime and feeding that back to the development so that we can make meaningful improvements. And that's traditionally, you know, what I view as the role of the SRE. And again, that's gonna interact heavily with how an application is delivered and the CI, the testing and the integration testing and the delivery of that application. But it's also gonna touch thing and it's gonna depend heavily on the platform. It's hopefully the platform is doing things like providing metrics and logging and operational insight for me as well, right? And so really the synthesis of those two together is that operational runtime piece. And so I, you know, I see them as three distinct roles, but they're better in a healthy organization, there better be some overlap between the two because they need to be cooperatively working together to be successful. And again, you know, I see those titles as being less meaningful. Like those activities that I described have to happen to deliver software. And, you know, if we call them platform or SRE, I think it's a little bit less important.  Mainframe is dead. No, that's core part of modern economy. You know, every time we make a transaction, it goes through a mainframe somewhere. Exactly. So if I ask you that when we hear, hey, DevOps is dead, is it really dead? Can it really die? No, no, exactly. Like maybe the specific idea of like this one engineer cooped up that like only builds build pipelines and like, and that, like, you know, that I think will go away. I don't necessarily think that's even a healthy divide to have is just somebody that only that, you know, like definitely need an engineering team that maintains the infrastructure around pipelines. But, you know, I don't think it's good to have folks that are solely in that silo of like, the, it quickly becomes the ops part only of DevOps and it becomes kind of the operations team 2.0, right? And I don't think that that divide of building the application and then operating the application is particularly healthy for producing, you know, teams that are, that have customer empathy for that are able to iterate more rapidly and operate more confidently. You need a tighter feedback loop. So that idea in particular, you know, I think we're maybe seeing eroded, but again, that fundamental activity of how do we facilitate how we get apps in the production, integrating with the platform and then operation side is still gonna exist, right? Whether that's devolved into individual app teams and the platform team, or, you know, maybe we still have a little bit of a glue team, but hopefully they're either cheaper or smaller because we can offload some to the platform to help onboard more easily, right? And maybe we offload part of it into the application team as well so that that team gets leaner but focuses on the cross-cutting concerns. Like, let's make sure everybody has a secure pipeline that's actually up to date that we're doing SBOM. You know, those things that every individual team needs but shouldn't have to do, right? And so focus it on this cross-cutting team acting on behalf of the organization rather than one per application team. And earlier as you were talking about developer experience, we are talking a lot about that. How would you define developer experience today's cloud, native cloud-centric word and what are companies doing or what can companies do to improve it? In my mind, DevX is everything about consuming what we just described. So, as a developer, I wanna take source code and I wanna put it into a machine and I want testing to occur and I want assurance that the change that I made is probably gonna be good. And then I wanna go ahead and roll it out and rolling it out, that could mean going into tests, that could mean going directly into production, that could be a pipeline that goes through those stages, whatever it is, right, doesn't matter. But at the end of the day, I wanna make a change, I wanna see that go out to a set of users and eventually maybe all my users and I wanna facilitate the feedback that that's doing what it should do and not what it shouldn't do and that it's actually meeting that problem, right? And so how do we do each of those stages is that developer experience, right? And so what are we seeing? We're seeing a proliferation of companies that focus on different elements of it, right? So somebody like, for example, a GitLab and GitHub both focus on the idea of the source control, facilitating a workflow on top of that, becoming, well, we can talk about GitOps in just a second, which is a big part of developer experience today for folks. But so we see companies like that who are facilitating things like workflows on top of source control as one of the ways that you enforce this kind of developer experience, right? Of how people do things in your organization. We see other folks come in on different parts of it as well. So we see projects like Argo and Flux, which cover a very important part about integrating our infrastructure, seeing that it's actually working correctly and then going and doing things like Argo CD and Flagger to go roll out safely, right? Each of these are different tools that address part of this pipeline of allow me to change my source code, produce an artifact, deploy that artifact safely, and then close the loop. That the thing that I did worked or didn't work, right? And I think that's maybe the key that has been hard previously is that fully closing the loop side, right? Like we've had kind of each of those in isolation, it's hard to get that total view sometimes. And so that's key, right? And we're seeing better tooling that helps integrate kind of end to end to help provide that feedback loop of, hey, this is the change that rolled out and this was the end result in production and yes, that's probably a thing you want or do you wanna roll it back, right? Because fundamentally that's where we wanna get developers that tight loop, right? I think one of the important things to note is like in general, I think with the adoption of Cloud Native, we've kind of seen a step backwards in a lot of developer experience because we're going from kind of tight curated platforms like Spring Cloud, let's say for example, or even the J2ED world before that, right? Where I actually had this like really tight integrated development experience with a really good local testing and with a high degree of confidence that like a change that I make locally will work because of the tooling and the ecosystem. And so I think one of the reasons DevX is so kind of in vogue right now is that as an ecosystem, we're finally actually getting into the meat of things moving into Cloud. There's, we've been in the early tail, we're finally getting into a lot of applications and now we're getting to those kind of large enterprise J2ED apps that we're modernizing and similar and developers are looking at the state of what has been built to date around like, how do I test on Kubernetes? Well, do you use kind or mini-cube or do you deploy a queue?  And so I think that one of the biggest thrusts in the next two or three years and one of the things that will be most important is exactly facilitating how developers consume this cool tech that we're building because if we're just playing around like Kubernetes and building these Cloud Native stacks, we as a platform engineering kind of community, we're not in the, then we're not solving the problem. So how do you actually take it and make it easy to be used? That's the crux and I, you know, what I see is that every engineering organization is solving that kind of an isolation, right there? Because then we want to encode the business process for our business and we don't want to use general tools and when I say we don't want to use general tools, what I mean to say is we want to use the general open source stuff as the bottom, but we want to assemble it in a way that's very opinionated for our organization. And, you know, that's good, but I do think the next evolution will be starting to commoditize even some of the things that that layer where today, open source is kind of commoditizing the layer below. As you were just talking about, you know, new labels and not just label, there are a lot of new technologies also which is emerging today. It's like hard to keep track, just look at the CNCF landscape, it's massive, which means that a lot of new organizations, they get intimidated. Hey, we have to move to communities because everybody's moving to community now. Hey, we need to embrace, you know, platform engineering. What advice do you have for organizations so that they embrace right practices, what they actually need versus what everybody is doing? We have a big kind of go with the herd problem. I actually joke pretty regularly these days that in a lot of respects, Cloud Native has become the new IBM, which is, you know, nobody gets fired for buying it. Nobody gets fired for building a CNCF architecture. But again, yeah, I think the, you know, a lot of teams, if we do it kind of in an ivory tower, we're not solving anything. So I think the guiding principle for the adoption of any new technology has to be, how does it help me achieve either faster, more cheaply, more safely? That end goal of deliver more value to my end customers faster. And so through the, if we're looking at, you know, do we adopt Kubernetes or do we migrate or do we say we're rad on VMs, for example? Well, we need to, you know, everybody's doing Kubernetes, that's cool. However, you know, for the past 30 years, we've been, you know, 25 years, we've been running things on VMs at scale very successfully. Do you need something like the dynamism and auto scalability that Kubernetes brings to solve an end user problem of, I can't click the app because it's too slow, because it's overloaded. Then that's a good reason to go and pursue something like better platform automation via Kubernetes, right? The same token with the service mesh, right? I see a lot of, especially a few years ago when even the mesh was a lot younger, a lot of, you know, people that are excited about the technology that wanna bring it into the organization. But unless you have a clear business need for the mesh, the very earliest use case that motivated it was we gotta mandate that we have to do encryption and transit because of compliance, that was one of the big use cases to adopt service mesh, that's a good reason, right? But adopting it because it's an interesting technology is not a good reason. And that's the litmus test that we need to use for all this, right? And too often, especially on the platform engineering side and on the step ops and SRE side, where we are engineers who are building to be consumed by other engineers, we lose sight of the end goal, which is focus on the value, focus on the value that the business is delivering to users and how do you facilitate that, right? That's something I try and instill across the board in our engineering at touch rate, right? Is it doesn't matter if you're the, our platform team who inside of our organization manages our infrastructure and helps with our testing and a variety of different things, they still have an end user focus as well, right? And I think as long as we can do that, we'll make a lot better decisions around the technology that we adopt. Zach, thank you so much for taking time out today and discuss this topic with me and I would love to have you back on the show. Thank you. Yeah, thank you. It's been a pleasure. I always love to talk about this and I'd love to be back anytime.


Hi everyone and welcome back to another card making video today I'm going to have some fun with slimline cards and I will be playing with products from the latest release by my favorite things Now it was really hard to do but I tried to pick my top three favorites from the latest release And I will be playing with these butterflies. They do have a matching digest like always I will be playing with the sprint gnomes as well as the high flying adventure So let's start with the butterflies These have a very modern design and you will see what I mean in a bit and Let's start with stamping the main design the intricate design for the butterfly When you want to go with a slimline card one way to go is to repeat the same element again and again Just use different colors, which is exactly what I'm going to show you for the first card So here I will repeat an element which is going to be the butterfly in this case And I'm going to stamp the butterfly three times And here is me Realizing that I need to leave more space at the top of the butterfly since the tie is going to cut out above that design So I'm going to repeat the same thing at the back Stump my design making sure that I leave more space at the top To complete this butterfly there are two more stamps But just to make sure that I'm going to stamp them correctly and they are going to match with the die cut I better die cut it first so I know exactly what space I have left So I repeat the same process stamped three times the butterfly and I cut it now It's time to do the rest of the stamping for that I just created a template for myself to make it easy This way I will place the wings at the top of my misty ones And I will be able to stamp all three butterflies since I have that template there And this is what I was talking about previously that this is kind of a modern looking butterfly I absolutely love the graphic design. So you see that the wings on top do not fit on the intricate design However, they do fit on the outline. I am going to stamp that one more time so that I don't get a splotchy Look, I didn't prep my stamp in the beginning. That's why I got that look And I have a bunch of inks on the side here going rainbow order as you can see Now I'm going to put inside the template the second butterfly And I will stamp the top with yellow and that's pineapple and for the third I used blue raspberry Now I'm going to align the second set of wings at the bottom of the butterfly And I will have purple for the blue top green for the yellow top wings And finally orange for the red All the exact colors are going to be linked down below I want to have some movement on my butterfly That's why I'm using that tool to press at the body and add some movement on the wings You can definitely do that with your fingers if you don't have these tools And this is going to allow me to add glue where the body is Which is going to lay flat And at the back of the wings I'm going to add some foam tape I'm going for a slimline card base that is 3.5 x 8.5 And I did die cut a panel that is made out of white vanilla cardstock And that's 2.5 x 7.5 I'm going to align the butterflies on top I'm sticking the butterflies with glue underneath their body But they do have foam tape on the wings so they are going to be nice and fluffy I am going with tacky glue by Simon Says Stump And this is a great design You just have to repeat the same element in a row Leaving enough space in between your elements to add your sentiment Another tip that I can give you for such design where you repeat the same element many times Just make sure that you repeat it odd times It's always more pleasing to the eye I did use foam tape at the back of my panel I'm going to stick it on top And you can decorate your butterflies if you like With some sparkly gems or sequins Just to add something extra on top of them You can go monochromatic on each one of the butterflies You can even use your favorite coloring medium To color in those intricate designs on the wings I decided to go clean and simple And I also channeled my inner Laura Bassen here So I went rainbow ordered And I absolutely love the result Every month my favorite things come up with super adorable And so cute stamp sets That it makes it really difficult to pick a favorite So for today I'm going to use the High Flying Adventure It comes with lovely bunny creatures On top of four different designs of airplanes I picked just one of them I'm going to stamp them with alcohol friendly ink And I did stamp a bunch of little clouds And I will go ahead and do the coloring For that I'm using my triblant alcohol markers I absolutely love the ease of use of them Just having the three shades in one barrel Is a winner for me So anyway back to the designing of slimline cards So in a stamp set when you have a smaller element You can repeat it as I did in the first card Another way is to look on your stamps And see if you have something which is quite long Here I have an airplane Which means that I can easily cover up a bigger area And I can create a little scene I'm going to give my airplane a banner Which is going to allow the design to be extended To be longer So it is going to cover up a bigger area And my card is not going to look quite empty I also stamped a bunch of clouds Which are going to work as fillers Throughout the sky to make it look more interesting So it doesn't look too empty So I will continue to color everything These are small areas And I just used two shades of the same color To add the shading I used the magic dies to cut out the designs And the dies come even with dies for cutting out the clouds And I'm also going to use this banner die Set that gives you two different sizes of banners A bigger and a smaller one to add your sentiment And since I'm going for a slimline card It's better to use the longer one To cover up more area Now I have a panel here Which is two and a half by seven and a half Just like I used for the first card I'm going to cover it up with ink I'm using distress oxide ink here And I'm making sure that I don't apply the ink Super flat You see I have some areas which are darker Others which are lighter You don't want to have a sky Which is completely flat color It could look better if you have some splotches here and there I'm going to bring in a darker shade of blue And add a little bit on one side only And this is going to be my background And now it's time to put everything together I'm going to stick the plane on one side Leaving enough space for the banner on the other side Let's put the banner together now There is a little stamp set With lots of sentiments that you can use And it is called banner day sentiments It comes with a bunch of sentiments That have kind of a curve They are wavy So they're going to fit nicely on those two dies The smaller and the bigger one I decided to use the bigger banner And that's why I'm going with one of the bigger sentiments That says you are awesome Now I do already have some glue on the other piece Let's put those two together I do have foam tape at the back of my airplane That's why I did add foam tape here as well So everything is nicely leveled And you can see by adding the banner I do cover up more areas on my background So it doesn't look empty I'm going to spread out the clouds here I like to have them kind of interacting with the rest of the design So some of them are behind the airplane or the banner And as a finishing touch To make the card extra special I am adding some blue gems Around the design It's a lovely design And in the banner you can have any kind of sentiment that you like I think it would make a lovely card For pretty much any occasion You can see here some close up photos And if you notice carefully You will see that I did use my white gel pen To add some highlights on the design Another slim line idea Is if you have a stamp set that has many critters Then it is perfect to create a little scene with grass And just arrange all the little critters Along your card This is exactly what I'm going to do This super adorable stamp set Which is called spring gnomes I'm going to stamp all three of them And a bunch of other images from the stamp set Like the carots, the eggs, the flowers At this stage it's better to stamp more than you will actually need For creating your little scene You don't have to go back and stamp color and eye cut again So I did stamp a bunch of flowers leaves Some of them I'm not going to use You will see at the end But I will use definitely the three gnomes Along my card As well as lots of the eggs Now again I'm using my three blends And there are two styles of three blends The ones with a brass nib And this one that has a fine tip nib This is fun to use When you have to color in so small areas I tend to grab the brass ones Because they are easier to blend But I'm happy that I have a few in my stash From the first collection And here I'm coloring the grass But I decided not to I'm just going to use the dye and cut out grass So anyway after coloring all the gnomes and the eggs I went ahead and used the matching dyes To cut out everything And if you notice I did use pastel colors I wanted to have an Easter vibe on this card And let's put the card together I have a panel here Which is 3x8 As I'm going again for a 3.5x8.5 card So this way I end up having a slightly smaller panel Not as small as the two cards that I made previously I'm bringing in one of those stencils That help you create the clouds in the sky And I'm going to quickly blend some light ink color there It doesn't have to be super long You can see that I'm working with a stencil That would work on a standard card But you just go ahead and move the stencil over And extend the design I go very lightly with my ink Mainly where that line of the stencil is And I didn't even bother to stick the stencil down You can see that my stencil and both my card Is moving But I don't really mind that clouds in the sky It doesn't have to be perfect When you are creating a little scene with your critters It's always nice to have a die that cuts out grass I'm using this long one But if you have a smaller one for standard card Just cut out a piece Then move the die over and make it longer You can work with what you have And with this grass die Don't throw away the top You can turn it over And use it as a second layer For the second layer I'm going to use a foam tape Just to have some dimension there This is going to give me a way To tuck in between those layers My eggs as well as the carrots Now for the gnomes I decided to go directly on top of the grass So I do add glue at the bottom But I do have a small piece of foam tape at their top So that they are nicely leveled But of course if you want you can tuck them In between the two grass layers Or even far at the back I have die cut some of those grass pieces Using the dies included in the matching stamp set In terms of aligning all those elements on top of your card Just make them come together somehow By overlapping elements Helping them come together Don't just align them one next to the other With no overlapping So here I have some eggs Behind the grass Or the carrots behind the grass Some of the grasses on top of the gnomes Just make it look more interesting Plus don't align perfectly The creatures on your card So notice here none of my gnomes Are at the center And I did create a part of two And another one on the other side It makes it look more interesting You can go with Happy Easter for this card I decided to use one of the sentiments From the same stamp set as the gnomes That says you are a friend like gnomes other I absolutely love this type of sentiments And I did some masking I would have half of the sentiment In one of those speech bubbles And the other half on the other speech bubble I do have these dies for ages And I will try to find them If they are still available And link them down below for you I think they are perfect for creature cards Here are some close-up photos On the third card for today And probably my favorite From all three Although I like them all Just make a comment down below And let me know which one of the three cards Was your favorite for today So I hope that you had fun That you got inspired As I created three slimline cards While sharing ideas on how you can Put a slimline card together With what you have Thank you all so much for joining me today And I'll see you all next time


Gun Smoke. Brought to you by LNM, the modern cigarette that lets you get full exciting flavor through the modern miracle of the pure white miracle tip. Live modern. Smoke LNM. Around Dodge City and in the territory on west, there's just one way to handle the killers and the spoilers, and that's with a U.S. Marshal and the smell of Gun Smoke. Gun Smoke, starring William Conrad, the story of the violence that moved west with young America, and the story of a man who moved with it. I'm that man, Matt Dillon, United States Marshal, the first man they look for and the last they want to meet. It's a chancey job, and it makes a man watchful, and a little lonely. I want to talk to you, Matt, if I ever get this compounded team to stop. Whoa! I've been that buggy doc and you're just being took. Oh, this blasted team. They got miles of solid iron. They're probably trying to run away from that squeaky wheel.  It'll last as long as I will. Who'll say Matt, huh? I just drove in from metal flats. Huh? Well, every man to his own pleasure.  That's all? Yes. Burke Reese and that only boy he is. They've been kicking up the heels again. Where are they after this time? Pezzie Neller and his wife. They've got that homestead, you know, next to the Reese's. Yeah, I know the place. What happened? Well, it seems Burke Reese and his boy kind of who-rod him a little bit last night. They burnt one of Pezzie's chicken houses and fired off a few shots, and Pezzie's acting real funny about it. How do you mean? Well, he didn't want me to say anything about it. He claims he doesn't want any trouble. Doc with Burke Reese after him, he's already got trouble. Hello, Pezzie, Mr. Dillon. Scratching around the asses there. Uh-huh. Morning, Pezzie. Hi, Mr. Neller. Get down and set a spell. Oh, thank you. Hora's got some coffee on. Be ready directly. Oh, fine. We could do some.  What about Marshall? Well, that chicken house burnt right down to the ground. Oh, yeah, yeah, but the sudden ain't hurt much. He no chore to fix it up. Loads many chickens. Oh, but it doesn't, I reckon. Got most of them out, too. You're mighty lucky. Yeah, sir, that's just the way I look at it, Marshall. Marry me lucky. It's a downright horror and shame, if you ask me. Pezzie, I understand there were some shots fired last night. Look, Marshall, you hadn't ought to road clear out here, just on account of this little go-around, while I did them out to hail of beams.  Just can't have had trouble, I guess. Never could, for some reason. I bet the Reese's don't feel the same way. Isn't that who it was, Burke Reese and that bully in the son of his, Spike? Well, I just wouldn't really know for sure. It was off of dark last night, Marshall. There was two fellas on horseback. That's all I could tell. Uh-huh. You been bothered before? Oh, a couple of nights this week. Might be the same two fellas. Might not. Hard to say. What'd they do? Oh, just galloped around the house a couple of times shooting off the guns. Didn't do no harm, much, though. Has Burke Reese been trying to buy you off, has he? Well, he did make me an offer last week. Only about a third of what the place had worth, though. Anyhow, I ain't aiming to sell. Neither was Ed Talmich. He had the homestead North of Reese, remember? Yes, I remember. A Reese bought that place for about a third of what it was worth, Pezzie. From Ed's widow. You know, I never could figure who Dragosh did that night. Look, Pezzie, if you'll sign a complaint, I'll have both of Reese's locked up inside an hour. Well, to no good, Marshall. It is dark. I couldn't swear in court, it was them. You know what'll happen. You don't even pack a gun, Pezzie. Guns just lead trouble, Marshall. I'm a mild sort of man, I reckon. And a believer in nature. Like with their herd of cattle. Storm comes up, they just turn their tail to the wind and wait it out. Man can learn a whole lot from animals. Sure he can, Pezzie. But Burke Reese learned his from a mountain lion. Free yourself of old-fashioned ideas. Why don't you live modern? Free up, freshen up your taste. Smoke and L&M. Live modern. Smoke modern. Smoke L&M. Enjoy full, exciting flavor through L&M's pure white miracle tip. L&M draws easier. Taste richer. Smokes cleaner. That's why today more people are changing to L&M and to any other cigarette. So free up, freshen up your taste. Live modern. Change to L&M. Make today your big red letter day and start to live the modern way. Live, live, live modern. Smoke and L&M. It's America's fastest growing cigarette. I declare Mr. Dillon, the long branch ain't never had this big a Saturday afternoon before. Quite a crowd in town, all right. I don't even think we can get up the bar. Oh, like edge along the side here. Well, maybe I can do it empty, but it sure gonna be a tight squeeze reaching out full of beer. You get that full, Chester, and I'll leave you here. Oh, yeah. Imagine you in here in daylight. Chester needed a beer, kitty.  Well, I got a hunch he brought me along to pay for it. How you about it? No complaints. Look at this crowd. Do you ever see such a mob? Yeah, from the looks of things, the fights will be starting even before dark. Yeah. Uh, wanna have a beer with us? No, thanks. It's too early for me. But if you're around about 3 a.m., I'll have some supper with you. Sounds good. Try to make it. Mm-hmm. Well, you seem happy enough. That's old Bert Grease, Mr. Dillon. Yeah, and Spike along with it. Now, there's a pair that's due for hanging. They're over, no kidding. Well, how do you there, Marshal? Might be nice to find you on the job. Ain't that right, Spike, huh? You know, I can usually find some good in anybody, but those two, especially after they murdered Ed Talmadge last year. There was no evidence, kitty. No witnesses. Oh, all right, Matt. But everybody knew they did it. Yeah, but the law has to go on proof or it stops being the law. But people are afraid of them, Matt. They're afraid even to go into court and tell what they know. Matt! Matt, come here! Uh, just a minute, Doc. Come on, trust him. Let's see what he wants. Um, I'll talk to you later, kitty. Don't forget, Matt, supper at three. Yeah. Out there in the street, Matt, some folks got themselves in a peck of trouble. Oh-ho. A pezzy kneller and his missus. When they come out of Jonas' store and started to drive off, the team pulled the front axle out from under the wagon. Let the whole bed drop right down into the street. I see. Uh, look, uh, you better stay here, Doc. Uh, excuse me. Would you let me throw it here, please? Excuse me. Excuse me, please. Yeah. Oh, yeah! Ho, ho, ho! Ho, ho, ho!  Oh. Oh, hello, Marshall. Yeah, I reckon the kingpin must fell out. Kingpins don't fall out, pezzy. They fit in from the top. Hmm. It gets to do with that. Well, and it must have bounced up and fell out over the top somehow. Do you see Burke Reese take that pen out? No, sir can't say it did, Marshall. Me and Cora was inside the store there. All right. What about the rest of you? Any of you see Burke Reese or anybody else pulling around this wagon? Not one of you saw a thing, huh? Don't bother about it, Marshall. We just lost little flowers all. About all we bought, in fact. Stepped a roll of heavy wire for a clothesline. Of course, it wouldn't hurt, man. You all right, Miss Miller? It ain't nothing, Marshall. Just cut my mouth a little. You better let Doc take a look at it. Oh, the bleeding's pertinous stuff. Reckon I bumped it on the kickboard when I got thrown out. Pezzy, if you don't care about yourself, you might think about your wife here.  Pezzy's been taking care of me for a good lot of years now. Then you ought to keep on doing it, ma'am. Pezzy's got his principles, Marshall. And I respect him for them. He's a mild man, and he can't abide violence. All right. All right. Some of you men give him a hand there, will you? Come on, Chester. Well, you sure can't help him much when he won't lift a hand to help himself. There's one way I can, Chester. I don't like doing it, but somebody's got to. What's that? I'm gonna show Burke Reese up for the coward that he is. Do yourself old-fashioned ideas. Why don't you live modern? Free up. Fresh it up your taste. Smoking L&M. Only the modern miracle of the pure white miracle tip can bring all of L&M's full, exciting flavor through to you. And that's the big reason why today more people are changing to L&M than to any other cigarette. Remember, L&M draws the taste richer. Smokes cleaner. So live modern. Change to L&M. Make today your big red letter day and start to live the modern way. Live, live, live modern. Smoking L&M. It's America's fastest growing cigarette. All right, Chester, you move on down there by the end of the bar. Just keep them off my back, that's all. All right, sir. Thank you for watching, Mr. Dillon. They can be awful. There's trouble out there, Matt. I didn't hear any shooting. Later, kitty. Right now, you better stay clear. Matt, where are you going? The young man's getting up a little game. You'd like to sit in, would you?  Now, you've got no call to talk like that. You shot Ed Talmadge in the back last year so you could buy out his homestead. That's all? Now, you're after Pessie Nuller.  Pessie, say all that, did he? Pessie's not one to stick up for his right so somebody's got to do it for him.  Hold it, Spike. That's just what he's trying to get us to do. It won't work, Marshall.   Except for the man like Pessie Nuller who doesn't wear a gun. I ain't drawn, Marshall. Didn't you hear me, Burke?  I'm sitting right here. No, you're not. Now get up on your feet.  I know you, Marshall. You'd never shoot a man down cold. Spike, reach over slow. Then buckle my gun.  All right, leave it, Spike. But I still ain't making no move. No, maybe this will do it. All right, what about it, Grace? I'm staying right here on the floor, Marshall. You set tight, Spike.    Now you get up and get out of here.   Yeah, I'm not kidding.  I know they wouldn't draw. I just wanted to show them up for the courage they are. Now, I'm afraid there's only one more thing I can do for Pessie Nuller. What's that matter? Nattenda's funeral. Oh, Chester, this is the worst coffee I ever tasted. I broke better in barman fluid.  Well, no wonder my throat was still paralyzed from the first swallow. There's a lot of sass for being paralyzed in the neck. Do you want some more, Mr. Dunn? Oh, not right now, Chester.  It's a trial by torture, Chester. If I can live through Chester's coffee, I can face anything the day brings. Well, forever, more when you know. What is it, Chester? Pessie Nuller, coming down the street there in his wagon. No. Well, Matt, how do you figure a man like that? He doesn't want any trouble, he says. He can't abide violence. He don't even realize he's unbarred time. I guess not, Doc. All he was worrying about yesterday afternoon was getting back home and putting up a clothesline with a missus. Just a couple of babes in a forest of wolves. He stopped right out in front here, Mr. Dunn. Marshall! Let's see what he wants. Morning, Pessie.  I reckon I am at that, Marshall. Oh, hello, Doc. I'm glad to find you here. Is that something wrong? Well, in a way, I guess there is, Marshall. How did Lex stand out to our place during the night? Axon. Who? Well, I reckon you better take a look there in the wagon bed. Just throw back the cover. All right. Give me a hand here, sir. All right, Doc. I'm sorry to have this happen, Marshall, but it was just one of them things that couldn't be helped, I reckon. Mr. Dunn, it's the Reese's. What? They're dead, Matt. Both of them. Their necks have been broken. There's marks across their throats. It's like they've been hanged. Yes, sir. That's exactly what I said to Cora this morning when we found him laying there. It looked like they'd been hanged, what I said. I'm not aware of that. What happened? Well, sir, me and Cora woke up last night and heard some shooting, and Cora unliked them other times. Yeah. Only it stopped all of a sudden, and the horses galloped off, so we went back to sleep. This morning when I come out, I found these two laying right there in the chicken yard that are in doorneels. Now, go on. Then I figured, was that dog on clothesline, Marshall? I put it up good and solid, because Cora always hates to have a wash get down in dirt. And I reckon these two just didn't see it in the dark, did we? They rode right into it. Man's got a number 20 riggin' cable hooked under his chin and a galloping horse stretching his feet in the stirrups. Well, sure don't do his neck no good. Nah, sure doesn't. Well, uh, you better take him down to the undertakers. Yeah, all right. I'll ride along with you, Pussy. Might as well end my feet. Yeah, sure sorry to put you fellas out this way, but man can't be expected to go around warring all his neighbors every time he puts up a new clothesline. Ah, I guess not, Pussy. With that, I got changed during the thing when to get back home. Put it foot and a half too high for some poor reason. The cork can't even reach it. Come on, get back. Stop the intercease, Marshall. Whenever you're out, are we? Yeah. Yeah, well, Pussy. Well, Chester, never sell a mild man short. You said them Reese's was overdue for hanging, didn't you, John? Yeah, they sure not overdue anymore. In a moment, our star, William Conrad. We laugh at Humpty Dumpty's tumble. We roar at the comedian who slips on a banana peel. But the unfunny fact is that almost 14,000 Americans died from falls in their own homes. Why did they fall? Silly little reasons mostly. There was a toy on the stairs that they didn't see. There was that loose board on the porch they'd always meant to fix. Or maybe the scatter rugs scattered at the wrong moment. Or they climbed on a chair to straighten the drapes. It seemed so important at the time. Home accidents are second only to those on the highways and the terrible mortality they cause. And falls account for almost half of home accidents. Look around your house today and see that the causes of falls are removed wherever possible. That floors and stairs are in good repair and well-lighted. That obstructions are removed and carpets secured. See that a slick wax job doesn't slide you into the hospital. Have a proper stepladder and use it instead of climbing on unsteady furniture. It's so simple to prevent accidents. So tragic to face their consequences. Check your home for fall traps today. And now, William Conrad. You know on the frontier there was usually plenty of fresh meat to be had. Antelope, venison, buffalo, prairie chicken. And yet next week a man dies because of one small yearling calf. And that was the Wes. Gun smoke. Produced and directed by Norman McDonald stars William Conrad as Matt Dillon, U.S. Marshal. The story was specially written for gun smoke by Les Crutchfield with editorial supervision by John Mester. The music was composed and conducted by Rex Corey. Sound patterns by Ray Kemper and Tom Hanley. Featured in the cast were Ralph Moody, John Daener and Helen Cleve. Harley Bear is Chester, Howard McNeer is Doc and Georgia Ellis is Kitty. Join us again next week for another story on gun smoke.


So as Arthiv mentioned, right, this is something that has gotten a lot between the last few months and the last two years. And like before I talk about what data mesh is, I just want to talk about why why data mesh came into the picture as well. So these are some of the numbers from a survey that was done by new Antige partners. This is around the time when Jamax article came around data mesh. And it kind of shows that the number of firms who are investing like more than $500 million in like big data and AI initiatives that grew by more than 60%. Right. The investment was growing. But on the other hand, the number of firms who were saying, Hey, it's either the big data or AI initiatives are not giving any results or they are yet and proven or they're it's too early. That as well was increasing. So it increased up to like 40%. So what this was showing us was a lot of data initiatives are failing and a lot of measures need like trying to create a data driven culture or unable to treat data as a business asset or competing on data and analytics. Right. And a lot of common failure symptoms for the data initiatives. I just want to briefly talk about those was a lot of times it was just failure to bootstrap. So a lot of data initiatives are technology driven rather than use case driven, which led to like months of design discussions and technology evaluation without adding much value to the business. And they even fail to bootstrap. If they did start the other places there, which they failed was while scaling. And it was either due to scaling for the sources aspects of the consumers, the variety, the diversity of sources they have to handle. And especially as the platforms and initiatives are scale. That's where the problems were coming up. Last but not the least is like failure to materialize data driven value. Right. So one initiative start to solve a particular use case that didn't happen. So another initiative started and so on so forth. So basically what they were getting started for that material that value was not being delivered. And there was not any culture change or odd change beyond those pockets of our indeed up there in the organization. So I'll also want to briefly touch upon the paradigms that are out there in the industry. And they, for example, we started the data industry with the we started with warehouse data warehouses, right. And when we started seeing some issues with it, the data lake came into the picture and that was is one of the most popular platforms data leaks out there. Then the industry started moving towards cloud and it was nothing different. It's just that the warehouses or the on prem data lakes started moving to clouds started using cloud technologies. Now these paradigms do their work very well up to a certain level. I think the problem starts to come up when we talk about scaling or when we are trying to scale according to a demand. And that's where challenges start coming with these paradigms. It could be there's like a disconnect between the domain experts who are producing the data and the consumers. There's like big gap getting created between the data producers and consumers, which eventually leads to all those failure symptoms that we talked about, especially if you're scaling. And that's with that in context, that's where data mesh comes into the picture. And it's so it's a decentralized socio technical approach. And the major part is it's for managing and accessing analytical data at scale. So that's really important aspects. It data mesh brings about that thinking that it's trying to change that thinking that when you're thinking about data initiatives, moving from just thinking about systems and tech perspective to more business or value driven thinking. It's also trying to bring together the org structure as well as the tech architecture to solve those problems that we were seeing in the paradigms that I just talked about, trying to close the gap between the domain experts, bringing the producers and consumers closer and also it helps it makes it easier to scale, especially on demand. So that's where data mesh comes into the picture. And the foundation of that is these four core principles, which I'll briefly touch upon the first being domain ownership, which talks about that the data that's being produced, the ownership of it, the responsibility of it is more is towards the domain that are producing it or towards the business units in the organizations that are actually producing that data because those are eventually the domain experts. The second one talks about data as a product. Now this talks about bringing in product thinking when you're thinking of data, how would the different data, what kind could be the different kinds of data products, what use case they are solving, how would they be interacting with each other? And that's where this principle talks about. The third one is cells of data infrastructure. It's basically all the capabilities that the data infrastructure should provide, plus being cells of as well, one of the important points to implement these principles as well. So for example, we're trying to, this talks about having as much automation as possible. The idea being that the developers or the business analysts who are working on creating the data as a product are more focused on the business use cases rather than thinking of infrastructure. They already have those things being provided by the platform or the cell server data platform. The fourth principle, I think that relates the most to what we just talked about is the federated computational governance. So this is kind of built into DataMesh itself. And this talks about how do we enforce the standards in the DataMesh ecosystem? How do we make sure that there is an interoperability between the data products? And the second aspect that it also talks about is it's federated. So the governance itself is there's a bottom up approach as well. So a lot of standards or a lot of ownership is at the domain level as well. And then there are some standards or ownership that needs to happen on the global level as well. So it's like at each and every level you have this governance model that works along with all other principles together and brings all of these concepts together as well. So that's in brief about DataMesh. I am not sure if I did justice to the topic. But yeah, that's I'll hand over to Aathif if he has more to add on any questions. I think so one of the key things that stood out to me is that this is like the social technical aspect. And that to me has been personally another very interesting concept of DataMesh where I feel like it's very different from like other paradigms already out there. So why do you feel like social technical or what does it mean to be social technical? Can you sort of explain more on that? Yeah, I'll definitely try my best. So yeah, so when we talk about DataMesh, it's not just talking about the tech and the tooling. That's that's the tech aspect that we generally talk about. The social aspect is a lot around the social structure, the org structure, how can we bring that culture into the organization itself for people to understand. So these principles, right, even if we talk about domain ownership and the governance, there is a lot of tooling behind the scenes, which is helping to enable that. But in the end, it's a lot of culture change for the organization as well. Going from a centralized structure where everyone, like there's a central team sitting and managing all the governance, to a more federated structure where there is one someone at a global, which is enforcing global standards, but then the whole governance model, which is trickling down at each state or product business unit domain on a domain level, which has a level of control on for their own domain, their own business units. They have that level of deciding standards for that particular domain. Of course, there are few standards that needs to be enforced globally. So that's there. Again, with the domain ownership, right, that concept of with the current paradigms, the concept of we're putting all the data at one place, and then there would be someone who is managing it or someone who will be going through it, analyzing it. And then it will go to the consumers that gap that to that thinking of the people who are producing the data, the experts, they are owning the data as well, the analytical data as well. And they'll be responsible for the quality. They'll, because they'll know best about what the data they're publishing. So that's kind of adding that social change or the social aspect as well, along with all the tooling, obviously, which the sales of data infrastructure talks about. It also talks about a lot of tooling, which might not already be there, but building those architectures or into place which enable these aspects. So that's I feel that's something new that DataMesh talks about. Sumita and Aditya, can I add just one first one? Just to, you know, illustrate this with an example, right? Now, I think Sumita did a great job of explaining the four principles and the social aspect, which is very, very important. And that's why we call it a social technical aspect, right? But think of this as an example, right? Just try to paint a picture. There's an operational team, say, which manages the order data within an e-commerce application, right? There is orders coming in. There are transactions coming in, customers making purchases. And there is a lot of tons and tons of order data getting generated. So say I'm part of that team, right? Now, in the historical world or the way we today perceive a lot of data ecosystems is that I am the team that's responsible for making sure that my system is available for the end customers, right? I am going to manage and make sure that the order transactions go through smooth and I'm happy with that, right? And what I used to do was I would take this order data and there is a nice big wall, right, within my organization, and I'm going to throw this data right over that wall, right? And on the other side of the wall, there is sitting another team which is the centralized team that Sumita and Arthit both mentioned about, right? And that team has the responsibility to make sense of what this data is about, right? And now imagine that within a large e-commerce organization, there are at least 50 such teams producing different types of data from different quarters of the organization and all doing the same activity, throwing their data over the wall. Now, I want to just imagine what is this central team going through, right? They don't understand what all this data is coming from. They don't understand what are the constraints and the quality standards that this data needs to adhere to. They don't understand what are the needs of the consumers on this specific data, right? So now their situation is at a very, you know, state of flux. Now, having said this, you know, these ecosystems, they used to work, right? Probably in small organizations where the needs were quite standard, where we knew that, okay, these are the five reports that we need to produce at, you know, every one week or every four, every one month and probably this used to scale. But then now, given the fact that we want to hypothesize on data, we want to be a data-driven organization and there is so much nimbleness that's required to, you know, expand the use cases that you want to address with data, that shift is required, right? Now, instead of saying that central team should do all the heavy lifting of understanding all the context of the entire organization, the social aspect of data mesh requires to shift this responsibility left, right? To the producers of the data that if I own the ordered data within the e-commerce domain, I should be the one who should understand what are the insights that my consumers would be interested in on top of my ordered data, right? So I take ownership of my data, not just from the operational, transactional world, but also from the analytical and insights goals. I think that's the shift that I think best explained in an example to just, you know, put a perspective that what is changing from the social aspect, if that helps. Yeah, I know that. I feel like that's a great response to that problem. Also, one of the things I've seen and I feel is the reason why a lot of organizations fail to make any use of their data or have a bad governance policies. A, you know, when they try to, for example, decouple everything and say governance is separate, technology is separate, right? Like you try to, like the governance are the set of people that will come in once the technology people do everything, right? And that doesn't work at all. But at the other end of the spectrum are also companies which are sort of saying, oh, let's just, you know, completely change the way we work and bring in these new tools and technologies and, you know, automate everything from the first go itself. And that doesn't work either, right? Because, like, it also depends on the people who are operating these tools because unless you build like a data culture over time, unless you embed governance and a lot of these things into the organization, right? Like you can't just change things overnight. So it needs to evolve very organically. And the tooling is highly dependent on the people that are, you know, driving these changes. Cool. So another interesting thing that you mentioned Vania is this notion of distributing responsibility, right? Like so there are no central teams. My team is responsible for its own, you know, for its own data. So a question I had on that was like, how do you feel that works out? Because, you know, if you delegate responsibility to everyone, right? How do you make sure that they're actually following your organizational policies? A lot of times what tends to happen is that people are not aware about standards and procedures or maybe the other thing that could happen is that maybe everyone has their own standards and procedures. So in that way, like how do you unite these people and, you know, basically enforce some level of governance for everyone? Yeah. So I will add in, Sumita, you can add in definitely after the response once. So if you look at the four principles that Sumita spoke about, right? One of the principles is domain ownership, which we spoke about, right? The paint, the picture that we tried to paint with the e-commerce order management data example right now. At the right end, we have the governance, which is the federated computational governance, right? That stands as one of the pillars of data mesh. And I think that's the beauty of it, right? That no change is possible unless we take a stab on people, process and technology, right? And that's where I guess the federated word comes from, that if we want to talk about, you know, a governance which is not centralized governance, right? That that is being enforced and mandated right from the top. What we are talking about is you still want to enable the team's autonomy to own their data, to understand what is the best way to represent their data. But then there still needs to be, you know, the facets of interoperability, right? You still need some guidelines on how should data interact with each other across the domain boundaries. And I think that's where the federation comes into effect, right? That it's about upholding the sovereignty of the teams, but at the same time establishing the guidelines again, I'm, I'm mentioning the word guidelines, not a mandate, right? Guidelines which say that what are the ways in which I would do my data modeling, right? Now if a customer is called Cust in one domain, I would like to call it Cust in the other domains as well so that there is a likely way in which I can join this data, right? Because we all know that value gets unlocked when you are able to play with data, join data, you know, aggregate data. And I think to enable all of these facets, you do need a lot of consideration on how do you model your data, right? What are those global identifiers that should be leveraged, you know, across the domains to, to mention or to address a given data point in a very unique way, right? So that data can be joined, right? So those guidelines can always be created by having representatives, you know, from all of these domains who understand the dualities of their domain, but at the same time can also represent how should the guideline be evolved, right? So there is no target state, Artifair, right? It's all an evolution and I think every organization is going to go through that learn and test culture where they identify what is the best push and pull between enabling the autonomy of the domains versus identifying sovereign guidelines, you know, with a group of people from, from various domains coming together to define them. If that makes sense, yeah. It's just to add to that as well, that the, since the principle specifically come to that the other word that computational that's there in the principle that, that actually talks about what you were saying, right? Who, who makes sure if there are some standards that need to be followed. So that's where the cells of infra talks about like you should have something which helps automate those policies or you can create those policies through the automation through the framework. It provides that framework so that you can create policies at a global level as well and that platform helps in enforcing those global level policies or standards that need to be there. Like something if, if for example, Vanya talks about that example. So there the customer becomes something that's really needed. If there's no odd, if the order is not against any customer, it doesn't make sense that data needs to be like flagged or it needs to be figured out what's wrong there. So for example, that's one of the standards that needs to be there globally. Everything is linked to a customer. So that's, that's where that comes into the picture. So to make sure that if there are policies or standards that need to be followed across all business units, there's a framework which can help create those policies automate those and implement those standards. Yeah. So what I'm hearing is as a summary, if I were to summarize like a conversation is to have governance has multiple layers. Right. There is a central layer that is responsible for baking in the automation and the policies and the guidelines. And then the individual layers are like the individual owners of the data extend that, you know, extend those policies using that central framework. Cool. So there's a question from the audience as well. Is this data governance approach dependent on the company teaching a certain data size or right from the start? So I think I'll take that question. Right. So I feel like if you're trying to do this once your company has reached a certain size, you know, you've already lost the game. Right. It means that now you suddenly have this big problem of how do you scale out that will limit you until you get the right practices in place. Right. So technically, according to me, a good governance approach is something where, you know, you go lean for sure, like you start out with the most minimal set of governance and policies that you feel are right for the organization. But at the same time, like you try to empower the people to understand these policies and also make sure that people, you know, you are building this culture of shared ownership as you go along, right, as you increase in size, not when you've reached a like a particular size at that point, like if you try to scale, it will take you time to just start introducing these ideas, these capabilities. Right. And it'll just slow you down.


So my beauty for people, I am back with another Elden Ring video and today I'm going to showcase to you guys this insanely rare great sword which is actually super powerful. This may be one for the collection or maybe one you want to get using. How's it going guys? My name is DPJ and if you do enjoy the video leave me a like, it really helps out and if you like what you see and want to see more be sure to subscribe. Also guys I do apologise, I have a crazy cold flu, I don't know what it is, killing me guys. I apologise about the lack of up loads and my nose is running.  But either way guys, the iron great sword. Now I haven't actually levelled this up by the way, I wanted to keep it at a basically a standard level but you guys so you can see it's physical attack power at a 149. Now this is by far the most powerful I've had, I mean it is by far the most powerful I've had. Obviously minus the ones that have been upgraded. This thing is ridiculous. Now you can apply an ash of war to this thing, if that's your kind of thing, completely up to you.  But hey, like I said I'll just bring you the weapons, I'll bring you the guys, I don't tell you how to use them. I mean to be honest as well great swords ain't my kind of thing but hey if you wanted all the strength, this one scales with strength and dexterity, requires 18 strength and 10 in dexterity. If this is your kind of weapon and not as many many people out there that love this kind of build, then hey guys, this is how you get this thing. So there are as far as I'm aware about 3 enemies, probably possibly 4 on the entire map where you can get this thing from. Now what I will say is, the one is located within the capital. Today I've travelled way too far, I killed Malakith within the dragon temple, my capital is no more. So I can't show you the location of that one. But guys if you do have access to the Halec Tree area, this right here, I can show you exactly where you can farm these things. Now to get up here guys, you need access to the Grand Lyft of the World which I'm sure you will have by now. If not, don't worry about this for now guys. But hey, once you come here you need to get the Halec Tree medallion which is, one half comes from Commander Nile, a bossy castle soul, and the other half comes from an NPC down here. I mean if you search YouTube for a guide guys, loads will come up. Then guys you gain access to the hidden path to the Halec Tree and if you come all the way up here, I'll put up, actually if you don't know what I'm talking about and you're confused, I'll put up a video in the video description which showcases 13 hidden and secret paths, it showcases you exactly how to get up to here, what you need to do here, because once you come here guys, you need to go through one of those ever jails so, call them ever goals, it's actually ever jails, and you'll have to do like a mini puzzle a lot in four candles within this area right here, once you do that, a portal will open up, you go through that portal and you end up right here. But hey, so you'll have that video in the final link down below. But yes guys, once you get here guys, which I'll spawn into, I'll show you exactly where you've got to go to from the first grace point you'll get to, in where you can farm this enemy. Now there's two located within this area, as far as I'm aware, I'd say just farm the first one, it's way easier. Okay, so once you land here guys, this is exactly where you're landing, we need to travel down that way, so that's what we're gonna do, we're just gonna run down here. I probably know this already, but just for people that don't, I like to try and explain everything, you know what I mean?  So yes, my videos may be a little longer, yes you may have to pull up with my annoying voice a little longer, but I do try and explain everything you need to know. Now I don't know what sound weirdly in my headset, I don't know because it's down or what, but hey. Okay, so guys, just run straight down here, so the path I took, be aware of the dude over there with his great horn, then bubbles when they get close to you, just roll, just like so, otherwise they do some serious damage. Now there will be a couple that come towards you, just like that, so just be careful, don't worry about the poison spores either, so when you come here guys, climb down this ladder, just like so, and there's a grace point right nearby here guys, this is the one we farm to do that, so here you just want to sit down and activate this grace point, this is the, I think this may be the Hallow Tree Town grace point, let's have a quick look, yeah this is the grace point you want, you can also go to this one here, there's an enemy around here as well, but this one's way easier to farm, so from this grace point guys, just want to come down here, and at these steps here there will be an enemy, and just take him out, he isn't the guy we're going to be farming, there's also these two here which you want to quickly take out too, and the enemy we want to be farming will fall down from above, now I will say I uploaded a video the other day, and there he's right there, as soon as he lands guys just take him out, I mean there's a chance he may fall off the map if you're too quick, but if you stand next to him to spam that weapon pick up button, you'll grab the weapon, then guys you want to run back to the grace point and redo this, just repeat it until you get the weapon, now I uploaded a video the other day, showcasing I finally got the worst weapon in the game, I think this one's the worst, I farmed this dude for hours before he dropped it, I tried, I still got my tier helmet on, still got from my scarabun as well, yep, using all those pickled feet make this thing just wasn't dropping it, just wasn't dropping it, so yeah now there's another guy as well which I'll showcase to you, you can actually run from this way down to him, isn't efficient as far as I'm just one guy before you reset at the grace, but hey I'll show you where it is, let him just drop down again and I'll kill him, now this guy like I said he hits really hard so if you don't hit him straight away he'll come, oh is it just dropped me another one, yes he did, wow! I'll take two, I'll take two, nice, okay so there's that guy there and then there's this one here, so you go to the hellic tree town plot, actually I should have run because if people then got this one locked, yeah so that's what I'm gonna do, gotta do things right guys, gotta do things right, so I run down here, hey that's two, hey it's two, but people get the silver scab as well, this is a must I'll put a guide to this down below, this should get for defeating the mimic tier boss so get that as well, this both give you boosts to your discovery which help obviously in regards to farming, when things ain't guaranteed drops, when you got farm certain enemies it's way better, so just the other guy is located down here guys, so just run past all these, well obviously you'll take out that guy first, if you want to farm both of these, run past all these, jump down here just like so, but like I said it's just easier in my opinion to farm the one guy reset at the grace and he's right there, he is right there but the grace guy is down here, so run past him, if you do plan on farming this and run and activate the grace first, just like so, just like so, and from this grace point guys, you'll obviously just reset and run backwards, but I still think you know what the thing is about this one, you can surprise him and get him from behind and kill him without him spawning on top of you or landing on top of you and doing damage to you, I can kill this guy before he basically even throws an attack, but hey that's me and I've got rivers of blood leveled up, so yeah it may not be the same for you, but yeah guys and you just run back down to the grace rinse and repeat, it's up to you which one you use, but hey and there you get it guys, that's how you get it, it's ridiculous, powerful, iron great sword, a super rare weapon, which are you gonna try and get me, come on, I'll do you over boy, yep this grace point is right there, hello true town plaza and there we have it guys and well I hope you enjoyed the video, if you did leave a like really helps out if you like what you see, want to see more out of the ring be sure to subscribe and hopefully my bayote for people, I will see you on that next one


Hi, Mike Low, I'm the architect for JetStream 2. We've done some unusual things here in the networking. So yeah, we'll just dive right in. In your classic topology, you've got leaf spine. You've got a bunch of links between the switches, the ISLs. Because between the server and the spine, there is no way to communicate a broken link, right? So you have to have redundancy all the way through. A way to get rid of that is getting rid of all the layer 2 and using layer 3, because layer 3 is resilient, right? It was built to route around damage. So you can compare these pictures, and the rounded one is much cleaner. But what may not be obvious right off the bat is when you drop all the redundant inter-switch links, you also drop your cost, right? So in JetStream 2, that works out to about 1% of the cost of the system dropping those links, about 100 grand. That, and I'm not sure that we could actually build it if we didn't do it this way. There just wasn't enough room in the system as it was designed to actually fit all of the ISLs. So, right. It's relatively simple conceptually. Use a routing daemon. You advertise to the switch. Hey, I know how to get to this particular IP address, right? And the IP address is the host IP address. And through some magic, you can advertise this IPv4 address over an IPv6 to an IPv6 destination. And because of the way IPv6 was constructed, there's always an IPv6 address called link local address that is automatically configured, always works. Everything that does an IPv6 stack has this. So you have basically a zero configure. I can advertise the four addresses to this magic address and it's done, right? This works great. It's called BGPM numbered. It's relatively known in the networking world. What's not usual is running a routing daemon on your host. This used to be a thing, right, back in the 70s with some of the IBM topologies.  So it was just really kind of a return to the past. Let's see. Is there a good example here? Winging this a little bit. All right, let's look at a live system. What are my compute nodes? Is this readable? Oh, could you bump it up a little bit, please, Mike? Okay, okay, is that readable? I think that was just about to it, yep. Okay, so you know we've got a RFC 1918 address here, right? And it's a slash 32. What we've done is we have constructed a router with routing daemon and we have told it that if you have a IP address connected directly to the box, say, like on loopback there, then go ahead and advertise that through BGP, right? And then we'll get to this later, but this is also another important line. This is redistribute any routes that you have to know about from static kernel route, okay? Right, so this guy's address, one on one, right? Pop off to another host. We find that guy has been advertised over BGP by the two redundant links over IPv6 link local addresses. Okay, one for each interface on the machine. Okay, so we build a whole fabric, all the compute nodes are all together. They're all advertising their addresses works beautifully. Okay, so we're gonna switch gears a bit. Due to lack of imagination, I think, we have this restriction, right? If you use DBR, they say, and it's not true, that every compute node will have to have a routable IP address. You'll consume one from your public pool or every compute node. And I wasn't willing to accept that, right? So you have a topology in the compute node that looks, and the network node that looks like this. And it's a bit crazy, right? But the important parts are when you use DBR, you have two namespaces. You have one for the router and you have this floating IP namespace, okay? When you assign a floating IP, the traffic winds its way from the instance through the bridge and through open B switch into the router or to the floating IP namespace where the NAT happens. And it goes back through OBS and winds its way back out through your provider bridge. So the lack of imagination is not realizing that this works both directions. So all you have to do is make sure that all the IP traffic for a floating IP knows how to get back through this provider bridge. And as I pointed out before, we are publishing routes to the kernel that we know about. So on this compute node, we have a static route, just IP route add, pointing it to the provider bridge. And we use the IP address as the destination that belongs to this floating IP namespace, okay? So that will get traffic directly out of the compute node as is normal for DBR. And it will also return it right back into it. So you don't have to use the network node as your ingress. Right, that gets you full bandwidth from your entire cluster. One of the tricks to doing this is using these neutron service subnets. So you can take a subnet belonging to a neutron network and tag it. You tag it with its purpose. And then IP addresses will only get pulled from this subnet if they match this purpose. So you can say I want this subnet to take my floating IPs. I want the floating IP, EJ gateway to come from a different subnet. Now that subnet doesn't actually have to be routable, which the documentation would lead you to believe otherwise. So that makes this not true, right? You can have non-routable IP addresses in a special subnet that you've tagged with its purpose. So you don't consume any of your publicly routable IP addresses which I know is particularly important for people who are not as fortunate with their IP address space, right?  And when it goes away, you remove it, right? So if we were to disassociate this floating IP, route's gone. You can no longer ping this address from the world, but if we were to find this again, associate a floating IP, we now have the route back, static route back in the kernel on the compute node. And we will find on another node, that address is published over BGP. And therefore is accessible to the world. So two-line patch, don't believe the docs and use the service networks. And you can get the full aggregate bandwidth of all your compute nodes to all of your instances. That's it. And that's it.