From around the globe, it's theCUBE, presenting, Cube on Cloud, brought to you by SiliconANGLE. Everybody to Cube on Cloud, my name is Dave Vellante, and I'll be here throughout the day with my co-host John Furrier, who was quarantined in an undisclosed location in California. He's all good. Don't worry, it's just precautionary. John, how are you doing? Hey Dave, good to see you, doing quarantine. My youngest daughter had COVID, so contact traced, I was negative, and the quarantine at a friend's location, all good. Well, we wish her and you the best. Yeah, well, right.    No, I mean, basically just isolation, pretty much what everyone's been kind of living and kind of suffering through, but hopefully the vaccines are being distributed. Yeah, one of the things we talked about at re-invent, the Amazon's cloud conference was the vaccine and just the whole workflow around that, it's got to get better. It's kind of really sucky here in the California area. They haven't done a good job. A lot of criticism around how that's rolling out and, you know, Amazon's now offering to help now that there's a new regime in the US government. So, you know, something to talk about, but certainly this has been terrible time for COVID and everyone and the deaths involved, but it's essentially pulled back the covers, if you will, on technology and you're seeing everything in society. In fact, whether it's big tech, mid-disinformation campaigns, all these vulnerabilities in cyber, accelerated digital transformation, we'll talk about a lot today, but yeah, it's totally changed the world. And I think we're in a new generation. I think this is a real inflection point, Dave, you know, in modern society and the geopolitical impact of this is significant. You know, one of the benefits of being quarantined, you could be hanging out on these clubhouse apps late at night, listening to experts talk about what's going on and it's interesting what's happening with things like water and, you know, the island of Taiwan and China and US sovereignty, data sovereignty, misinformation, so much going on to talk about.  What's going on? Hell's freezing over. So we're going to be talking about a lot of that stuff today. I mean, Cuba on cloud, it's our very first virtual editorial event. And what we're trying to do is bring together our community. It's an open forum. And we're running the day on our 365 software platform. So we got a great lineup. We got CEOs, CIOs, data practitioners. We got hardcore technologists coming in, cloud experts, investors. We got some analysts coming in and we're creating this day long series and we've got a number of sessions that we've developed and we're going to unpack the future of cloud computing in the coming decade. As John said, we're going to talk about some of the public policy, new administration. What does that mean for tech and for big tech in general? John, what can you add to that? Well, I think one of the things, and we talked about COVID, it's a personal impact to me, but other people as well, one of the things that people are craving right now is information, factual information, truth, tech truth as we call it. But here, this event for us, Dave, it's our first inaugural editorial event, Rob Bo, Kristen Nicole, the entire CUBE team, Silicon Angle. We're really trying to put together more of a cadence. We're going to do more of these events where we can put out and feature the best people in our community that have great, fresh voices. You know, we do interview the big names, Andy Jassy, Michael Dell, the billionaires, the people making things happen, but it's often the people under them that are the real newsmakers. Amidst Avery, for instance, at Google, one of the most impressive technical people, he's got a talk, he's going to present the democratization of software development and many more real people making things happen. And I think there's a communal element and we're going to do more of these. Obviously we have no events to go to with the CUBE, so we have the CUBE virtual software that we have been building in over years and now perfecting, and we're going to introduce that. We're going to put it to work. We're dog footing it and we're going to put that software to work. We're going to do a lot more virtual events like this, CUBE on cloud, CUBE on startups, CUBE on raising money, CUBE on healthcare, CUBE on venture capital, all those things. We can do anything. The question is what's the right story? What's the most important story? The who's telling it and increase the aperture of the lens of the industry that we have and expose that and fast as possible. And that's what this software, you'll see more of it. So it's super exciting. We're going to add new features like pulling people up on stage, kind of bring on the clubhouse vibe and more of a community interaction where people can meet each other and we'll roll those out. But the goal here is to just showcase the cloud story in a way from people that are living it and providing value. So enjoy the day. It's going to be chock full of presentations. We're going to have moderated chat in these sessions. So it's an all day event. So people can come in, drop out and also that's everything's on demand immediately after the time slot. But if you want to participate, come into the time slot, into the CUBE room or breakout session, whatever you want to call it. It's a CUBE room and the people in there chatting and having a watch party. So when you're on that homepage, when you're watching, there's a hero video there and beneath that there's a calendar and you'll see that red line is that red horizontal line, the vertical line is rather, it's a linear clock that will show you where we are in the day. If you click on any one of those sessions, it'll take you into the chat. We'll take you through those in a moment and share with you some of the guests that we have upcoming and take you through the day. What I wanted to do, John is try to set the stage for the conversations that folks are going to hear today. And to do that, I want to ask the guys to bring up a graphic and I want to talk to you, John, about the progression of cloud over time and maybe go back to the beginning and review the evolution of cloud and then really talk a little bit about where we think it's headed. So guys, if you bring up that graphic, when AWS announced S3, it was March of 2006. And as you recall, John, you know, nobody really in the vendor and user community, they didn't really pay too much attention to that. And then later that year in August, that announced EC2, the people really started, they started to think about a new model of computing, but they were largely, you know, kicking tires. And it was kind of bleeding edge developers that really leaned in. What were you thinking at the time when you saw S3, EC2, this retail company coming into the tech world?  I'm like, this is terrible. But then at that time, I was thinking of working on, I was in between kind of startups and I didn't have a lot of seed funding. And then I realized EC2 was freaking awesome. And I'm like, Holy shit, this is really great because I don't need to pay a lot of cash to provision a data center or get a server. Or, you know, at that time, state-of-the-art startup move was to buy a super micro box or some sort of power server.  It's like with everybody else and the tech ghetto of hosting, still paying monthly fees and then maintaining it and provisioning. That's just to get started. And then Amazon was just really easy. And then from there, it was just awesome. I just knew Amazon would be great. They had a lot of things that they had to fix. You know, custom domains, user interface, console got better and better, but it was awesome. Well, what we really saw of the cloud take hold, from my perspective anyway, was the financial crisis in 07 to 09. It put cloud on the radar of a number of CFOs and of course, shadow IT departments. They wanted to get stuff done and take IT in OpEx bite-sized chunks. So it really was this cloud awakening. And we came out of that financial crisis and we're now in this 10-year plus boom, you know, notwithstanding, obviously the economic crisis with COVID, but much of it was powered by the cloud. And the decade, I would say, was really about IT transformation and kind of ironic, if you will, because the pandemic, it hits at the beginning of this decade and it creates this mandate to go digital. So you've said a lot, John, it's pulled forward, it's accelerated this industry transformation. Everybody talks about that, but then we've highlighted it here in this graphic. It probably would have taken several more years to mature, but overnight, you had this forced march to digital. And if you weren't a digital business, you were kind of out of business. And so it's sort of here to stay. How do you see, you know, what this evolution and what we can expect in the coming decade? It's, I think it's safe to say the last 10 years were defined by, you know, IT transformation. That's not going to be the same in the coming years. How do you see it? It's interesting. I think the big tech companies are, and I think this past election in the United States shows the power that technology has. And if you look at some of the main trends in the enterprise, specifically around wood clouds accelerating, I call the second wave of innovations coming where it's different. It's not what people expect. It's edge computing, for instance, has talked about a lot, but industrial IoT is really where the, where we've had a lot of problems lately in terms of hacks and malware and just overall vulnerabilities, whether it's supply chain vulnerabilities to actual disinformation, you know, vulnerabilities inside these networks.  I think the impact that tech will have on society and global society, geopolitical things is going to be also another one. I think the modern application development of how applications are written with data, you know, we've always been saying this day from the beginning of the cube, data is an integral part of the development process. And I think more than ever, when you think about cloud and edge and this distributed computing paradigm that cloud is now going next level with, is the software and how it's written will be different. You got to handle things like, where's the compute component? Is it going to be at the edge with all the server chips innovations that Amazon, Apple, Intel are doing? You're going to have compute right at the edge, industrial and kind of human edge. How does that work? What's the latency to that? It's, it really is an edge game. So to me, software has to be written holistically in a systems impact kind of way. Now that's not necessarily new in the computer science and in the tech field. It's just going to be deployed differently. So that's a complete rewrite in my opinion of the software applications, which is why you're seeing Amazon, Google, VM where really pushing Kubernetes and these service meshes and these microservices because super critical that this technology becomes smarter, automated autonomous. And that's completely different paradigm than the old full stack developer, you know, kind of model. You know, the full stack developer is ancient. There's no such thing as a full stack developer anymore in my opinion because it's a half a stack because the cloud takes up the other half but no one wants to be called the half stack developer because it doesn't sound as good as full stack but really cloud has eliminated the technology complexity of what a full stack developer used to do. Now you can manage it and do things with it. So, you know, there's some work to done but the heavy liftings been taken care of. It's the top of the stack that I think is going to be a really critical component. Yeah, and that sort of automation and machine intelligence layer is really at the top of the stack. This thing becomes ubiquitous and we now start to build businesses and new processes on top of it. I want to take a look at the big three and guys, can we bring up the next graphic which is an estimate of what the revenue looks like for the big three. And John, this is I ask and pass spend for the big three cloud players. And it's an estimate that we're going to update after earning seasons. And I want to point a couple of things out here. First is, if you look at the combined revenue production of the big three last year, it's almost 80 billion in infrastructure spend. I mean, think about that, that's, was that incremental spend? No, it really has caused a lot of consolidation in the on-prem data center business for guys like Dell and, you know, DMC, now part of Dell, HPE split up, IBM, Oracle, I mean, et cetera, et cetera. They've all felt this sea change and they've had to respond to it. I think the second thing is you can see on this data, it's true that Azure and GCP, they seem to be growing faster than AWS. We don't know the exact numbers because AWS is the only company that really provides a clean view of IS and pass. Whereas Microsoft and Google, they kind of hide the ball in their numbers. I mean, I don't blame them because they're behind, but they do leave breadcrumbs and clues about growth rates and so forth. And so we have other means of estimating, but it's undeniable that Azure is catching up.  The third thing, and before I want to get your input here, John, is this is nuance, but despite the fact that Azure and Google are growing faster than AWS, you can see those growth rates. AWS, I'll call this out, is the only company by our estimates that grew its business sequentially last quarter. Now, in and of itself, that's not significant, but what is significant is because AWS is so large, they're $45 billion last year, even at the slower growth rates, it's able to grow more in absolute terms than its competitors who are basically flat to down sequentially by our estimates. So that's something that I think is important to point out. Everybody focuses on the growth rates, but you got to look at also the absolute dollars as well. Nonetheless, in Microsoft in particular, they're closing the gap steadily and we should talk more about the competitive dynamics, but I'd love to get your take on all this, John. Well, I mean, the clouds are going to win right now, big time with the one, the political climate, it's going to be favoring big tech, but more importantly with, we just talked about COVID impact and accelerating the digital transformation, is going to create a massive rising tide. It's already happening, it's happening. And again, the shift in programming models are going to really kind of accelerate and create new great growth. So there's no doubt in my mind that all three are going to win big in the future. They're just different. The way they're going to market and position themselves, they have to be Google, has to be a little bit different than Amazon because they're smaller and they also have different capabilities than trying to catch up. So if you're Google or Microsoft, you have to have a competitive strategy to decide how do I want to ride the tide if it's a rising tide? Well, if I'm Amazon, I mean, if I'm Microsoft and Google, I'm not going to try to go frontal and try to copy Amazon because Amazon is just pounding lead of features and scale and they're different. They were, I would say, take advantage of the first move of a pure public cloud. They are really awesome at pass and I as they've integrated in Gartner now reports and integrated I as and pass components. So Gartner finally got their act together and said, hey, this is really one thing. SaaS is a completely different animal. Now Microsoft's super smart because I think they played the right card. They have a huge install base, convert it to Kube Office 365 and move SQL server and all their core jewels into the cloud as fast as possible and cloud-ified while filling in the gaps on the product side to be cloud. So, you know, as you're doing a trends job, they're just, it's just pedals faster than you can but Microsoft is willing to strategy, just go faster, try to keep pedaling fast, get the features, feature velocity and try to make it high quality. Google is a little bit different. They have a little power base in terms of their network is strong and they have a lot of other big data capabilities. So they have to use those to their advantage. So there is, there is competitive strategy gamification happening with these companies. It's not like apples to apples in my opinion, never has been. And I think that's funny that people talk about it that way. Well, you're bringing up some great points. I want to guys bring up the next graphic because a lot of the things that John just said are really relevant here. What we're showing is that it's a survey data from ETRs or data partners, like 1400 plus CIOs and IT buyers on the vertical axis is this thing called net score, which is a measure of spending momentum and the horizontal axis is what's called market share. It's a measure of the pervasiveness or number of mentions in the data set. And there's a couple of key points I want to pick up on relative to what John just said. So you see AWS and Microsoft, they stand alone. I mean, they're the hyperscalers, they're far ahead of the pack. And frankly, they have to fall down to lose their lead. They spend a lot on CapEx. They got the flywheel effects going. They got both spending velocity and large market shares. And so, but they're taking a different approach, John. You're right. They're living off of their SaaS estate, their software estate and they're building that in to their cloud. So they got this sort of a captive base of Microsoft customers. So they've got that advantage. They also, as we'll hear from Microsoft today, they're building more abstraction layers. Andy Jassy has said, yeah, we don't want to be in that abstraction layer business. We want to have access to those, fine-grained primitives and so at an API level. So we can move fast with the market. But so those are sort of different philosophies, John. Yeah, I mean, people who know me know that I love Amazon. I think their product is superior at many levels and in its way that it has advantages. Again, they have a great SaaS and ecosystem. They don't really have their own SaaS play, although they're trying to add some stuff on. I've been kind of critical of Microsoft in the past, but one thing I'm not critical of Microsoft and people can't get this wrong in the marketplace, especially in the journalism world and also in just some other analysts, Microsoft has always had large scale. So to say that Microsoft never had scale and that Amazon owned the monopoly and franchise on scales wrong. Microsoft has had scale from day one. Their business was always large scale global. They've always had infrastructure with MSN and their search and the distributive, how they distribute browsers in multiple countries. Remember, they had the lock on the operating system and the browser until the government stepped in in 1997. And since 1997, Microsoft never, ever not invested in infrastructure and scale. So that whole premise that they don't compete well there is wrong and I think that chart demonstrates that. They're in the hyper scale leadership category hands down. The question that I have is that they're not as good in making that scale integrate in because they have that legacy card. So this is the classic innovators dilemma. Clay Christensen, right? So I think they're doing a good job. I think their strategy sound, they're moving as fast as they can. But then they're not going to come out and say, we don't have the best cloud. That's not a marketing strategy. You have to kind of hide them and get better and then double down on where they're winning, which is clients are converting from their legacy at the speed of Microsoft and they have a huge client base. So that's why their stock is so high and that's why they're so good.  I talked to J.G. Chirapyarath who's going to come on today and you'll see I ask him because the criticism of Microsoft is there, you know, they're just good enough. And so I asked them, are you better than good enough? You know, the fighting words if you're inside of Microsoft, but so you'll have to wait to see his answer. Now, if you guys, if you can bring that, that graphic back up, I wanted to get into the hybrid zone, you know, where the field is. We've got some questions coming in on chat day. So we'll get to those. Great, awesome. So just real quick here. You see this hybrid zone, the field is bunched up and then the companies have a large on-prem presence and have been forced to initiate some kind of coherent cloud strategy included, there was mic, multi-cloud and Google's there too because they're far behind and they got to take a different approach than AWS. But as you can see, so there's some real progress here. VMware cloud on AWS stands out as does Red Hat OpenShift. You've got VMware cloud, which is a VCF or a cloud foundation, even Dell's cloud. And you'd expect HPE with GreenLake to be picking up momentum in the future quarters. And you got IBM and Oracle, which there you go with the innovators dilemma, but they're at least in the cloud game and we can talk about that. But so John, you know, to your point, you've got to have different strategies. You're not going to take out the big two. So you got to play, connect your on-prem to your cloud, your hybrid, multi-cloud and try to create new opportunities and new value there. Yeah, I mean, I think we'll get to the question, but just to that point, I think it's Jerry Chang's come on theCUBE many times. We're trying to get him to come on lunch today with a featured startup, but he's always said on theCUBE, he's a VC at Greylock, great firm, but Jerry's cloud genius, he's been there. But he made a point many, many years ago, it's not a winter take all, it's a winter take most. And the big three, maybe put four or five in there will take most of the markets here. But I think one of the things that people are missing and aren't talking about, Dave, is that there's going to be a second tier cloud, large-scale model. I don't want to say tier two cloud is coming to sound like it's sub-cloud, but a new category of cloud on cloud, right? So meaning, if you look at what Snowflake did, I think this is a tell sign to what's coming. VMware cloud on AWS has had huge success, mainly because Amazon is essentially enabling them to be successful. So I think there's going to be a wave of a, a more of a channel model of an indirect cloud buildout where companies like theCUBE or us potentially for media or others will build clouds on top of the cloud. So if Google, Microsoft and Amazon, whoever is the first one to really enable that, okay? We'll do extremely well because that means you can compete with their scale and create differentiation on top. So what Snowflake did is all on Amazon. Now they kind of should go to Azure because it's politically correct to have multiple clouds and distribution and business model shifts. But to get that kind of performance, they just wrote on Amazon. So there's nothing wrong with that because you're getting paid as variable. It's CapEx, OpEx, nice categorization. So I think that's a wave that we're watching. I think it's super valuable. I think we'll create some surprises in terms of who's might come out of the woodwork and be a leader in a category. Well, your timing is perfect, John. And we do have some questions in the chat, but before we get to that, I want to bring in Sarbjit Johal, who's a contributor to our community. Sarbjit, can you hear us? All right, so we got a... Well, I'll bring it in, Sarbjit. Let's go down some of the questions. So the first question, we'll get to Stu's second, his first question, but Ronald asked, can a vendor in 2021 exist without a hybrid cloud story? Well, story and capabilities, yes, they can live if they have to have a story. Well, and if they don't own a public cloud, no. I would say, no, they absolutely cannot. Hey guys. Hey, Sarbjit, how you doing, man? Good to see you. So folks, let me bring in Sarbjit Johal. He's a cloud architect. He's a practitioner. He's worked as a technologist and as a frequent guest on theCUBE. Good to see you, my friend. Thanks for taking the time with us. And good to see you guys too. Yeah, so we were kind of riffing on the competitive landscape. We got so much to talk about. There's, I can say a number of questions coming in, but Sarbjit, we want to talk about what's happening here in cloud land. Let's get right into it.  I mean, we got yesterday, new regime, new inauguration. Do you expect public policy? You'll start with you, Sarbjit, to have what kind of effect do you think public policy will have on cloud generally, specifically the big tech companies, the tech lash? Is it going to be more of the same or do you see a big difference coming? I think there'll be some change in narrative, I believe. And that is mainly from the regulator side. A lot has happened in one month, right? So people, I think are losing faith in high tech in a certain way. I mean, it doesn't, I think it matters with camp, you belong to left or right kind of thing, right? But part of getting booted out from AWS, I think that was huge. Like how do you know that if a cloud provider will not boot you out? Like what is that line? Where you draw the line? What are the rules? I think that discussion has to take place. Another thing which has happened in the last two, three months is the solar winds hack, right? So not, US not sort of acknowledging that I was Russia and then wish you watching it now, new administration might have a different sort of posture on that, I think that's huge. I think public private partnership and security arena will emerge this year. Will we have to address that? Yeah, I think things are changing economics, economy will change gradually, you know? We are coming out of pandemic. The money is still cheap and will not be cheap for long. I think M&A activity will pick up. So those are my sort of high level. Thank you. I want to come back to M&A because there's a question in the chat about M&A. But John, how do you see it? Do you think Amazon and Google are in a slippery slope booting Parler off? I mean, how do they adjudicate between? Well, what's happening on Parler? Anything can happen on Clubhouse. Who knows? I mean, I can use AI to find that stuff. I mean, Amazon's right hiding, right? They're bunkered in right now from that bad situation because again, like we said, Amazon, these all three cloud players win in the current environment, okay? Who wins with the US with the way we are? China, Russia, cloud players, okay? Let's face it, that's the reality. So if I wanted to reset the world stage, what better way than to change over the United States economy, put people out of work, make people scared and then reset the entire global landscape and control all the cash? That's, you know, conspiracy theories.  Yeah, well, that's kind of what's happening, right? So if you start getting into this idea that you can't actually have an app on site because of reason now, I'm not going to, I don't know the particular Parler, but apparently there was a reason, but this is dangerous, right? So what that's going to do is, and whether it's right or wrong or not, whether the political opinion is, it means that they were essentially taken offline by people that weren't voted for, that weren't people didn't vote for. So that's not a democracy, right? So that's a different kind of regime. What it's also going to do is you also have this groundswell of decentralized thinking, right? So you have a whole wave of crypto and decentralized cyber punks out there who want to decentralize everything. So all of this stuff in January has created a huge counterculture and I had predicted this so many times on the cube day and countercultures coming. And you already have this kind of counterculture between centralized and decentralized thinking. And so I think Amazon's move is dangerous at a fundamental level because if you can't get a, if you can't get by domain names and you're completely blackballed by organized players, that's a mafia in my opinion. So you have to be careful. And it's also fuels the decentralized move because people say, hey, if that can be done to them, it can be done to me, just the fact that it can be done will promote a swing in the other direction.  Now, maybe they didn't do it fast enough, but you think about how new Parler is, you think about early days of Twitter and Facebook. So they were sort of at a disadvantage trying to have- It was a- Parler was what it was.  Security was terrible. If you look at, we had Corey Quinn on, it'd be great to have him and he did a great analysis on this because if you look at the lawsuit, it was just terrible security. It was just a half-ass. Well, and the experience was horrible. I mean, it was not a great app, but like you said, it was a quick standup for an agenda. But nonetheless, to Sarbjeet to your point earlier, it's like, hmm, are they going to shut me down if I say something that's out of line? How do I control that? Yeah, I remember like 2019 VMworld closing sort of remarks I was there, I was saying that these companies are going to be too big to fail. And also they are too big for other nations to do business with in a way. I think MNCs are running the show worldwide. They are running the governments. They are. We have seen the proof of that in US this year. I mean, late last year and this year. Twitter last night blocked Chinese embassy in US from their platform last night. I was like, what's going on? So like we used to say like the Chinese tech companies are in bed with the Chinese government, right? Remember that? And now actually I think Chinese people can say the same thing about US companies. It's not a good thing. Let's get some questions from the chat. Yeah, thank you. One was on M&A and Sarbjeet, you mentioned M&A. Who do you see as possible M&A targets? I mean, I can throw a couple out there. Some of the CDN players, maybe Akamai. I like Hashi Corp. I think they're doing some really interesting things. What do you see? I think Hashi Corp and anybody who's doing things in the preferee is a candidate for M&A by the big guys, by the hyperscalers and number two, tier two of hyperscalers, right? And that's like sales forces of the world and stuff like that. Some companies, which I thought they will be a target, sort of M&A target, they are getting too big because of their evaluations. I think Hashi Corp is one. And they're bunching the networking space. Well, Tara, if I say the right, that was acquired by F5, this week, or last week, actually, late last week for $500 million. I know they're founders, so like I found that out. Yeah, there's a lot going on on the network side, on the, anything to do with data. Those are two hot areas in the cloud arena. Data protection, John, anything you could add here? And I think, I mean, I think Edge is going to be where the gaps are. And I think M&A activity is going to be where, again, the big or too big to fail, I would agree with Serbia on that one, but they're going to look at white spaces and say, a white space for Amazon is like a monster space for a startup, right? So you're going to have these huge white spaces, opportunities, and I think it's going to be an M&A opportunity, big time startups to get bought in. You can give them the speed. And I think you're going to see it around databases and a range of things, right? And around some of these new service meshes and microservices, I mean, that's... Hey, there's a question here, somebody's at Don's asking, why is Google who has the most pervasive tech infrastructure on the planet, not at the same level as other two hyperscalers? I'll give you my two senses, because it took them a long time to get their heads out of their ads. I wrote a piece around that a while ago. And they just, they figured out how to learn the enterprise. I mean, John, you've made this point a number of times, but they just kind of got a late start. Yeah, they're adding a lot of people. If you look at who they're hiring on the Google cloud, they're adding a lot of enterprise chops in there. They realized this years ago, and we've talked to many of the top leaders, although Kurian hasn't yet sat down with us, don't know what he's hiding or waiting for, but they're clearly not geared up to compete. You can see it with some of the things that they're doing, but I mean, competed at the level of Amazon, but they have strengths and they're playing their strengths, but they definitely recognize that they didn't have the enterprise motions of the people and DNA. And that, Dave, it takes time for people in the enterprise, it's not for the faint of heart, it's unique, there's details that are different. You can't just, you know, swing the Google playbook and saying, we're going to own the enterprise because our tech's great. They knew that years ago. So I think you're going to see a good year for Google. I think you're going to see a lot of change. They got great people in there on the product marketing side, there's Dev, Solution Architects, and the SRE model that they have perfected has been strong. And I think security is an area that they can really add a lot of value in. So always been a big fan of their huge network and all the intelligence they have that they could bring to bear on security. Yeah, I think Google's problem, main problems are two, actually there are many, but one is that they didn't have the boots on the ground as compared to Microsoft especially and Amazon actually had the similar problem, but they had a wide breadth of their product portfolio. I always talk about a feature proximity in cloud context, like if you're doing one thing, you want to do another thing and how do you go get that feature? Do you go to another cloud provider? Or it's right there where you are. So I think Amazon has the feature proximity and they also have as compared to Google there's skills, gravity, lots of people are trained on AWS. I think Google is trying there. So second problem Google is having is that they're more focused on, I believe on the data science part and they're sort of skipping the core components sort of of the cloud, if you will, where the workloads needs, you know, basic stuff, right? That's like your compute storage and network and that has to be well thought through. Yeah, I think, I think they will do good. Well, so later today, Paul Gillan sits down with a mid-zavery of Google used to be at Oracle, he's with Google now and he's going to push him on the numbers, you know, you're a distant third. Does that matter? And of course, you know, just a preview of it's going to say, well, no, we don't really pay attention to that stuff. But John, you said something earlier that I think Jerry Chen made this comment that, you know, is it a winner take all no, but it's a winner take a lot. You know, the number two is going to get a big chunk of the pie. It appears that the market's big enough for three, but do you, you know, does Google have to really dramatically close the gap and be a much, much closer, you know, to the leaders in order to compete in this race or can they just kind of continue to bump along, siphon off the ad revenue, put it out there? I mean, I wrote- Google definitely can compete. I think that's, look, Google's in it. They're not, they're not caving. They're expanding. But I wrote recently that I thought they should even, even put more of an emphasis on the cloud.  I just, I think that is a multi-trillion dollar, you know, future for the industry. And, you know, I think Google, believe it or not, could even do more. Now maybe there's just so much you can do. There's a lot of challenges with these companies, especially Google, they're in Silicon Valley. You have a big social justice warrior mentality. There's a big debate going on in the back channels of the tech scene here. And that is that if you want to be successful in cloud, you have to have a good edge strategy. And that involves surveillance, use of data and pushing the privacy limits, right? So, you know, Google has people within the company that will protest contracts because AI is being used for war. Yet, we have the most unstable geopolitical scene that I've ever witnessed in my lifetime going on right now. So, yeah. Well, don't you think that's what happened with Parler?  But Parler went over the line. But I would also think that a lot of the employees, whether it's Google or AWS as well, said, hey, why are we supporting, you know, this? And so, to your point about social justice, I mean, that's not something that organizations was not just social justice. They were trying to throw the government over. That's Rob's point. Yeah, it was for sure. Well, that's, I mean, I think they were in there to get selfies and being protested. But apparently there was evidence from what I heard in some of these clubhouse private chats was there was overwhelming evidence on Parler. Yeah, but my point is that the employee backlash was also a factor. That's all I'm saying. Well, though, if we have Google and you have Google and you have employees that say, we will boycott and walk out if you bid on that Jedi contract, for instance, right? The Microsoft one from maybe. So, I mean, that's the warning. Well, I think Tom Poole's making a really good point here, which is they, Google is an alternative to AWS. The last Google cloud next that we were asked at, they had a, it's all virtual this year, but I saw a lot of IT practitioners in the audience looking around for an alternative to AWS. Just seeing now, we can talk about monocloud or multi-cloud, Andy Jassy has his narrative around and he's true, when somebody goes multiple clouds, they put most of their eggs in one basket. Nonetheless, I think Google's got a lot of people interested in, particularly in the analytics side in an alternative and hedging their bets and particularly use cases. So they should be able to do, so I guess the bottom line here is the market's big enough to have three leaders. You don't have to be the Jack Welch. I got to be number one and number two in the market. Is that the conclusion here? I think so, but the data gravity and the skills of gravity are playing against them. Another problem which I didn't, I wanted to cover this earlier was Google ads. They have to boot out AWS, wherever they go, right? That is a huge challenge. Most of the Fortune 2000 companies are already using AWS in one way or another, right? So they are the multi-cloud kind of player, another one. And just purely somebody going to 100% Google Cloud, those cases are kind of fewer, if you will. I think there's going to be absolutely multi-cloud. I think there's going to be a time where you look at the market place and you're going to think in terms of disaster recovery model of cloud or just fault tolerant capabilities or look at the parlor or the next parlor or what if Amazon wakes up one day and says, hey, I don't like the cubes commentary on their virtual events. So shut them down. We should have a failover to Google Cloud, should Microsoft be an option and what do people in Microsoft's ecosystem wants to buy services from us? We have to kind of co-locate there. So these are all open questions that are going to become certain pretty quickly, which is can a company diversify their computing and IT in a way that works? And I think the momentum around Kubernetes you're seeing as a great connective tissue between having applications work between clouds, right? And this is the directionally correct in my opinion because if I'm a company, why wouldn't I want to have choice? So let's talk about this. The data is mixed on that. I'll share some data, some ETR data with you. About half the companies will say, yeah, we're spreading the wealth around to multiple clouds. Okay, that's one thing, I'll come back to that. About the other half are saying, yeah, we're predominantly monocloud, we just don't have the resources. But what I think going forward is that what multi-cloud really becomes, and I think John, you mentioned snowflake before, I think that's an indicator of what true multi-cloud is going to look like. And what snowflake is doing is they're building an abstraction layer across clouds. Ed Walsh would say standing on the shoulders of giants. So they're basically following points of presence around the globe and building their own cloud. They call it the data cloud with a global mesh. We'll hear more about that later today. But you sign on to that cloud. So they're saying, hey, we're going to build value because so basically Amazon's not going to build that abstraction layer across multi-clouds, at least not in the near term. So that's a real opportunity for people. I mean, I don't want to sound like I'm dating myself, but to date ourselves, Dave, I remember back in the 80s when you had open systems movement, right? The part of the whole revolution, OSI, open systems interconnect model. At that time, the networking stacks for SNA, for IBM, deck, net, for deck, we all know those were proprietary stack. And then incomes, TCP, IP. Now, OSI never really happened on all seven layers, but the bottom layer is standardized. Okay, that was huge. So I think if you look at AWS and some of the comments in the chat, AWS could be the SNA. Depends on how you're looking at it, right? You can say they're open, but in a way they want more Amazon. So Amazon's not out there saying, we love multi-cloud. Why would they promote multi-cloud? They are a one of the clouds. They want all the business. That's interesting, John. And then sub G does a cloud architect. I mean, it is not trivial to make your data cloud, if your snowflake work on AWS, work on Google, work on Azure, be seamless. I mean, certainly the marketing says that, but technically that's not trivial. There are latency issues. So that's going to take a while to develop. What are your thoughts there? I think that multi-cloud for same workload and multi-cloud for different workloads are two different things. Like we usually put multi-cloud in one bucket, right? So I think you're right. If you're trying to do multi-cloud for the same workload, that's a complex problem to solve architecturally, right? You have to have common APIs and common control plan, if you will, and we don't have that yet. And then we will not have that for at least one other couple of years. So if you want to do that, then you have to go to the lowest common denominator in technical sort of stack, if you will. And then you are not leveraging the best of the breed technology out there from different vendors, right? I believe that's a hard problem to solve. And another thing is that I always say this, I'm always on the dev side, you're on developer side. I think to devs, public cloud is a proxy for innovative culture, right? So that's a catch phrase I have come up with today during shower. So I think that is true. And then people who are companies who use the best of the breed technologies, they can attract these developers. And developers are the masons of this digital sort of empires. Amazingly, it's happening there, right? They are the masons, right? They hit on the bricks. I think if you don't appeal to developers, if you don't put extensive force behind educating the market, you can't put it off. Hey, I want to take another one. It's the same game, statement story. We're seeing some chat comments. She's a LinkedIn friend of mine. She's at Microsoft. If you go back and look at the Microsoft early days to the developer point, they made their phones with developers. They were a software company, right? So, hey. Who could forget? Developers, developers, developers, if you were in the developer ecosystem, you were treated as a part of the family. If you were outside that world, you were a competitor. And that was the ruthless time spent there. But again, that was where it was. Today, look at where the software-defined businesses at Sarvitzing, it's all about being developer-led in this new way to program, right? So, the cloud, next-gen cloud is going to look a lot like next-gen developer. And all the different tools and techniques are going to change. So I think, yes, this kind of developer ecosystem will be harnessed and that's the power source. It's just going to look different. So, Justin, Justin in the chat has a comment. I just don't want to answer his question about Elastic. Thoughts on Elastic. I tell you, Elastic has momentum. They're doing very well in the marketplace. The Elk Stack is a great alternative that people are looking to relative to Splunk, who people complain about the pricing. Now, of course, Splunk's got the easy button, but it is getting increasingly expensive. The problem with Elk Stack is, you know, it's open source, it gets complicated, you got to shard the databases, you got to manage it. So that's what Ed Walsh's company Chaos Search is all about, but Elastic has some real momentum in the marketplace right now. Yeah, Dave, you know, one of the things that come out of the chat, I was saying about the open systems, is Kubernetes, I always felt was, that's a bad metaphor, but bear with me. That was the TCPIP of this modern era. So, TCPIP created that disruptor to the SNAs and the network protocols that were proprietary. So what Kubernetes is doing is creating a connective tissue between clouds and letting the open source community fill in the gaps in the middleware kind of way. Kind of probably a bad analogy, but that's where the disruption is. And if you look at what's happened since Kubernetes was put out there, what's, it's become kind of de facto and standard in the sense that everyone's rallying around it. Same exact thing happened with TCP. It was people were trashing, oh, that is terrible. You know, it's not good. People were trashing because it was open. So I find that to be very interesting. Yeah, that's a good analogy. Yeah, I think it's the RCA cable. I use the RCA cable analogy, like the VCRs, when they started, every VC had their own cable and they will work only with that sort of brand of TV. And the RCA cable came and then now you can put any TV with any VCR and the VCR industry took off.  And another trend guys, I'm seeing is that from the consumer side, let's talk a little bit on the consuming side, is that the difference between B2B and B2C is blurred because even the physical products are connected to the end user, like my door lock, the August door lock. I didn't just get the door lock and forget about that. Like I value the experience it gives me or problems it gives me on a daily basis. So I'm close to that vendor, right? So that the middle men or middle people are getting removed from the producer of the technology or the products to the consumer. Even the sort of big grocery players, they have their apps now, how do you buy stuff and how it's delivered and all that stuff, that experience matters. In that context, I think having to be able to sell to these enterprises from the cloud providers, they have to have these case studies or these sample sort of reference architecture and stuff like that. I think whoever has that more push that way, they are doing better like Amazon is Amazon because of that reason. I think they have lots of sort of use cases developed on top of them. And they themselves do retail like crazy, right? So and other things as well, right? So I think that's a big trend. Yeah, it's great, great points of being. One of the things, there's a question in there about from Gaten who says, I like the developer led cloud movement, but what is the criticality of the executive audience when educating the marketplace? This comes up a lot in some of my conversations around automation. So automation has been a big way to automate this, automate everything. And then everything as a service has become kind of the executive suite kind of like conversation. We need to make everything as a service in our business. You're seeing people move to that cloud model. Okay, so the executives think everything as a service is a business strategy, which it is at some level, but when they say, take that hill, do it, developers, it's not that easy. And this is where a lot of our CUBE conversations over the past few months have been, especially during the COVID with CUBE virtual, this has come up a lot Dave, this idea and start beating around. It's easy to say everything is a service, but to implement it is really hard. And I think that's where the developer led connection is where the executives have to understand that in order to just say it and do it or two different things, that digital transformation, that's a big part of it. So I think that you're going to see a lot of education this year around what it means to actually do that and how to implement it. I'd like to comment on the as a service and subject your take on it. I mean, I think you're seeing, for instance, with HPE GreenLake, Dell's come out with Apex, IBM has its utility model. These companies are basically taking a page out of what I would call a flawed SaaS model. If you look at the SaaS players, whether it's Salesforce or Workday, ServiceNow, SAP, Oracle, these models are really, they're not cloud pricing models. They're basically, you got to commit to a term, one year, two year, three year. Well, we'll give you a discount if you commit to the longer term, but you're locked in. And you probably pay upfront, or maybe you pay quarterly. That's not a cloud pricing model, and that's why I mean they're flawed. You're seeing companies like Datadog, for example, Snowflake is another one, and they're beginning to price on a consumption basis. And that is, I think one of the big changes that we're going to see this decade is that true cloud, you know, pay by the drink pricing model. And to your point, John, to actually implement that is you're going to need a whole new layer across your company, and it's quite complicated, not even to mention how you compensate salespeople, et cetera. The APIs of your product, I mean it is, but that is a big C change that I see coming. Subjit, your thoughts. Yeah, I think like you can see it, and like some things for this big tech, X-AX are hidden in the plain site, right? They don't see it, they have blind spots. Like look at Amazon, they went from millisecond to 100th of a millisecond billing on serverless, right? And then here you are, like you're saying pay us for the whole year, if you don't use the cloud, you lose it, or we'll pay by month per user and all that stuff, right? That those are all models. I think these players will be forced to use that kind of pricing, like per minute or per second per user that way. I think the Salesforce model is hybrid, they are struggling in a way. I think they are trying to bring the platform by doing acquisition after acquisition to be a platform for other people to build on top of, but they are having a little trouble there because of their such pricing and little closeness, if you will. And again, I'm coming back to developers, like if you are not appealing to developers who are writing the latest and curious code, and it is open enough, by the way, open and open source are two different things, we all know that. So if your platform is not open enough, you will have some problems in closing the deals. I want to just bring up a question good on chat around from Justin Fittis, who says, can you touch on the vertical clouds, as you're offering this? Oh, great question. Great question. ECP announcing retail cloud, and he mentions IBM Athena. Okay, I'm huge on this point because I think there's something that's saying this for years. Cloud computing is about horizontal scalability and vertical specialization. And that's absolutely clear, and you see all the clouds doing it. The vertical rollouts is where the high fidelity data is, and with machine learning and the AI efforts coming out that's accelerated benefits there, you have to have the vertical focus. I think it's super smart that clouds will have some sort of vertical engine, if you will, in the clouds that build on top of a control plane, whether that's data or whatever. This is clearly the winning formula. If you look at all the successful kind of AI implementations, the ones that have access to the most data will get the most value. So if you're going to have a data-driven cloud, you have to have this vertical feeling in terms of verticals, the data. And so I think that's super important. And again, just generally as a strategy, I think Google doing the retail cloud is super smart because their whole pitch is, we're not Amazon. And some people say, we're not Google, it's depending on what you look at. So every of these big players, they have dominance in areas and that scares companies. And some companies will never go to Amazon for that reason or some people will never go to Google for other reasons. I know people who are in the ad tech business are like, we're not going to Google. So again, it is what it is, but this idea of vertical specialization, relevant and super important. I want to point out two sessions that are going on today and I think great points. I'm glad you asked that question. One is Alan Nance. He kicks off at 1 p.m. Eastern time in the transformation track. He's going to talk a lot about the coming power of ecosystems. And we've talked about this a lot that to compete with Amazon, Google, Azure, you've got to have some kind of specialization and vertical specialization is a good one. But of course, you see in the big three also get into that. But so he's talking at one o'clock and then at 3 36 p.m. I know this times are strange, but I can explain that later. Hillary Hunter is talking about, she's the CTO IBM's financial cloud, which is another really good example of specifying vertical requirements and serving an audience. Subjeet, I think you have some thoughts on this. Actually, I lost my thought. I raised my finger. I think the other piece of that is data. I mean, to the extent that you can build an ecosystem kind of back to Alan Nance's premise around data. Billions of dollars in their data. There's billions of dollars and that's the title of the session, but we did the trillion dollar baby post with Jassy and said, cloud's going to be a trillion dollars, right? And the point of Alan Nance's session is he's thinking from an individual firm, forget the millions that you're going to save shifting to the cloud on cost. There's billions in ecosystems and operating models. Let's subjeet. Absolutely. The business value now, again, back to my half stack developer is the business value and I've been talking about this in the clubhouses a lot this past month is for the entrepreneurs out there. The activity and the business value, that's the new intellectual property is the business logic, right? So if you can see innovations in how work streams and workflows can be configured differently, you have now large scale cloud specialization with data. You can move quickly and take territory. That's a much different scenario than a decade ago. And the point I was trying to make earlier was, which I now remember is that that having the horizontal sort of features is very important as compared to having vertical focus, you know, you're more healthcare focused. Like you have that sort of niche, if you will and you're an auto or financials and stuff like that, what Google is trying to do. I think that's a good thing to cook up the reference architectures, but it's a bad thing in a way that you drive away some developers who are, most of the developers at 80 plus percent developers are horizontal. Like look at the, look into the psyche of a developer. Like you move from company to company and only few developers will say, I will stay only in healthcare, right? So I will only stay in auto or something like that, right? So they, you have to have these horizontal capabilities which can be applied anywhere. And then on top of that- I think that's true, but I'll take a little bit different take on that. I would say, yes, that's true, but remember the old school application developer, if someone was just called an application developer, all they did was develop applications, right? They picked the framework, they did it, right? So I think we're going to see more of that. There's just now more of under the covers developers. You've got more software defined networking and software defined storage, servers and cloud, Kubernetes and that's kind of like under the hood, but you've got your, you know, classic application developer. I think you're going to see a lot of that come back in a way that's like, I don't care about anything else. And that's the promise of cloud infrastructure as code. So I think there's both. Hey guys. I worked at PeopleSoft and still today, I say, in today's context, I would say ERPs are the ultimate low code, no code sort of thingies, right? And what the problem is they couldn't evolve. They couldn't make it lightweight, right? Yeah. So I used to write applications with drag and drop, you know, stuff, right? But I was miserable as a developer. I didn't want to be in the applications division of PeopleSoft. I wanted to be on the tools division. There were two divisions in most of these big companies, SAP, Oracle, like companies that divisions, right? One is the cooking up the tools. One is cooking up the applications. The best developers always go to the tooling. Hey guys, I'm sorry to interrupt, we're almost out of time. I just wanted to tease some of the sessions of the day. First of all, we got Holger Muller coming on at lunch for a little power half hour. You'll notice when you go back to the homepage, you'll notice that calendar, that linear clock that we talked about, that start times are kind of weird. Like for instance, Anapinzook's coming on at 124. And that's because these are prerecorded assets and rather than having a bunch of dead air, we're just streaming one to the other. So she's going to talk about people process and technology. We've got Kathy Southwick, who's a Silicon Valley CIO. Dan Sheehan was the CIO at Duncan Brands and he was actually the COO. So it's CIO connecting the dots to the business. Daniel Dinez is the CEO of UiPath. He's coming on at 247 PM East Coast time. One of the hottest companies, probably the fastest growing software company in history. We got a guy from Bain coming on, Dave Humphrey who invested $750 million in Nutanix. He'll explain why. And then ironically, D Raj Pandey. Stu Miniman, our friend interviewed him. That's 335. One of the sessions I'm most excited about today is Jamak Deghani at 4.03 PM East Coast time. She's going to talk about how to fix broken data architectures, really forward thinking stuff. And then that's the transformation track. On the future of cloud track, we start off with the big three. Maylon Thompson Bukavek at one o'clock. She runs AWS's storage business. Then I mentioned JG Chirapirath at 130. He runs Azure's analytics business. It's awesome. Paul Gillan then talks about a Mits Avery at 159. And then our friend Stu talks about interview Simon Crosby. I think that's it. I think we're going on to our next session. All right, so keep it right there. Thanks for watching theCUBE on Cloud.


Hi everyone, Joe for Jasper's casebreaks.com coming at you with 2020-2021 Panini Prism Basketball, Salah Pack number 228. The first of two big thanks to Kevin and Dusty for getting into this one. All the teams are in right here. Let's roll it. Let's randomize it. 11 times, five into six. Names and teams 11 times. Second dice roll B for the giveaway part. One, two, three, four, five, six, seven, eight, nine, ten, and eleven in final time. Five and six, eleven times for the teams. Two, three, four, five, six, seven, eight, nine, ten, and eleven in final time. We've got Minnesota down to the Spurs. All right, so Dusty has all the teams except for Memphis. No trade windows in these filler breaks, so let's just get on with it. Diego is saying let's go Kevin. I hope he can sneak in a spot. Dusty we know is going to get some spots. He's assured himself of that. Kevin's sneaking. We got a rookie silver CJ L.A.B. for Portland. Maybe some red, white, and blue surprises here. Rudy Gaye, Josh Jackson, Evan Fornian. All right, nothing too crazy here, but let's flip back over here. Let's see if Kevin gets a spot. We know Dusty's going to get some spots. But will Kevin slip into the top ten? Let's find out. We're going to roll it and randomize that list. Snake Eyes, two times. Top ten after two will be in that Immaculate Basketball Break. One and two. Sorry, Kevin. But Dusty, congrats to you. You got ten spots going your way in that Immaculate Basketball Break. I'm Joe for jaspyscasebreaks.com. Just got to do one more of these, and then we're in Breaksville on that one box break. I'll see you for that little bit later tonight at jaspyscasebreaks.com. Bye-bye.


Hi everyone, it's Brandon of Happily Dressed, a sewing resource dedicated to self-acceptance, self-confidence, and self-sufficiency, and welcome back to the channel. First of all, I swear I have other sweatshirts than this one, but it is my warmest sweatshirt, and it's so cold right now, so yes, I wore this in my last, like, sew with me video. But that's okay, because honestly, I am an outfit repeater, and I say that honestly. I am an outfit repeater. If I wore an outfit for a day, then I really enjoyed, and I really liked it, but not a lot of people saw it. I will 100% wear it the next day. But let's get to the point. Today we are making a quilted jacket, something that I do kind of regularly in the winter, especially either last year or the year before last, I made a lot of quilted jackets using existing quilts. And recently I was at Goodwill, and I found another one that I really enjoyed. Let me actually grab it. Oh, I have so much stuff in here. I'm trying to reorganize my sewing area, but I'm not doing a great job. Stop looking at my butt. Here is the quilt. I think it's amazing. I love the pink, love the green. I love this, like, off-cream color that it is. And I don't think it was white. I do think that this, like, off-white color is what the original fabric color is. Just in case you didn't know, it has been washed. Like, all the fabric that I thrift, which is literally probably like 92% of everything up there, I always wash before using it. That's just the smartest thing to do. But yes, we're gonna make this a jacket. I think I'm gonna do my crop quilt jacket, my cropped quilted jacket, instead of the longer one. To make this jacket, I am using this tried-and-true pattern that I literally made in, like, 2021. I'm using, like, craft paper. I didn't even know how to draft truly back then, but it's worked out so far. So I'm gonna keep it up. So, like, there's, like, a sleeve pattern, a pocket if I want pockets, which I don't think I do. I'm rambling, let's get into the video. So I wanna be a little strategic with how I cut this out so we have good placement of this really cool embroidery feature on here. And also, you wanna, like, avoid any stains that might be present. But I'm thinking I truly just might cut from the center here. Definitely almost as slice through my finger. I'm gonna crop on this table. All right, now that I folded this to be even with the length of the back, I can go ahead and cut this one out. Once I'm done cutting all these pieces out, I will search them, too, in the very beginning so that way they don't fray while I'm working with them. Nice, ooh, man. Take some wrist power to do this. So now I'll cut out two sleeves, and thank God there's just barely enough on this little sliver to cut the sleeve out. So I'm really happy. This is my back piece because though I was trying, I didn't think I was gonna be able to get it. Then we have our two sleeve pieces. I really do love this down the middle, too. That was an accident, but glad that it happened. And then our two fronts look really fun as well. I think this is gonna be a really fun jacket, but now I'm going to search all these pieces so that way they don't fray once it's put together. Now that all my pieces are searched, I can finally start assembling and sewing. So now I'm gonna sew this bad boy together on all four sides and half an inch seam allowance because that's what I think it is when I drafted it. And you always wanna make sure that you, there we go, backstitch at the start and at the beginning of your stitches because that's how they don't come apart. Ooh. Also for those who don't know, this machine is a Juki DDL-8700 or 8700 or 8700. So many ways to say numbers in the English language. But it's very new to me and I'm very happy to have it. I've wanted an industrial machine for a while now, especially because I sew so much that I just made sense to get one. So I'm very happy to own this, but you can also do this on a domestic sewing machine like Singer Brother Junomi or any of the other ones out there. So now I'm gonna go press out these seams and get rid of these little strings. Now ironing is truly one of my favorite parts about sewing because it just makes everything look so much more professional. When you press those seams out, it just brings such a life to your piece that wouldn't exist without ironing. And right now I'm using a Taylor's Ham to make sure I can get these seams without pressing other parts of the jacket. And on fabrics that can take it, definitely use plenty of steam. Press those seams out. I believe I have one more I haven't done yet. But it truly does just make such a difference with the quality of your piece at the end. And it's a time to pause, especially when you're getting frustrated. I think ironing is the best solution for me because it's such a simple task. It's so easy to do and it just helps bring some peace back into my sewing experience. So now what I'm gonna do is sew our sleeves together, right sides facing like this, right along the arm sleeve. I'm gonna do that to both pieces and then wedge them into the vest. And now you guessed it, we're going to press out those seams.  But I do feel like a lot of people ask, what is that? Where is that from? If you see something in my video, it's probably linked in my Amazon shop. I'm gonna use my clips, which are also linked in my Amazon shop to hold this in place. And then basically now what I'm gonna do is work my way around the sleeve and evenly distribute all this fabric within the sleeve hole. All right, I have a confession to make. One, it's been a couple of days because other things came up. And then two, I did the bias tape without you guys. I'm so sorry. But yesterday, I went ahead and I was at the fabric store and bought some bias tape that matched perfectly with the color of the vest. And then for the arm holes, all I did was fold it under once and topstitch that down. But here is the finished jacket. Super happy with it. I'm thinking about adding one button, like here and maybe a button hole. So yeah, I'm definitely gonna add a button. So maybe we can do that together. Okay, after looking through my stash, I found this cute little green button that matches the jacket very well. I'm thinking we can like put it here and then maybe the button hole close to the edge because I don't want it too tight to where it looks crazy.  So to make sure that my stitch dial is on the button hole icon, I'm gonna move my stitch length anywhere between zero and one, depending on how tight I want the stitches to be. I wanna make sure my width is at six. My needle position is in the middle. From there, I'm gonna pull this bad boy down on the side, the button hole lever. I will need to push it, but first I need to change my foot.  See, it barely fits in there. That's great though. So I'm kind of just estimating where I want the button hole to be. And then now we'll just press the foot pedal and create this button hole. Look at how beautiful that button hole came out. I'm gonna use some fray check just to make sure it does not fray a lot when I open it and from constant use. So I'm gonna put this on there and wait about 10 minutes for it to dry. And then we'll open it up after this. All right, let's place a pin in here too so we don't rip through our button hole, nice. Stopping at that pin, nice. Now we can mark where our button needs to go by having these bad boys overlap. Take my heat-eraseable pin and mark the middle. I can just sew a few. So now we'll try this back on and see if we had a good button placement. And then, let's see if it works. It does, there we go. Nice, look at that. That is the jacket all done. I'm very happy with this. Really excited with how it turned out. I knew immediately when I saw the quilt that it would make a great jacket. Love the placement of everything as well. So yeah, I'm very happy that I could finish this. So that is the end of this video. I hope you guys enjoyed me making this quilt jacket. This pattern has been a tried and true favorite of mine. I literally have maybe one, two, three, four, five. I think five of these. This is one of my favorite patterns to use because it's so easy. Like I said before, I think I drafted it using my How To Draft A Vest video that I think is on here. I did it as like a COVID series, like DIY at home. Oh, it was called Workshop From Home because, you know, Work From Home was very hot back then. Make sure to follow me over on Instagram at Happily Dressed to see all the makes that I don't share here or that don't get a video. If you enjoyed this content and want to keep up with more sewing inspo and How To tutorials, please hit that subscribe button. And until next time, I will catch you all in my next video. See you guys later.


Good morning Hickets Tuesday, so in addition to our long-running collaboration here on Vlogbrothers, we have a podcast, Dear Hank and John, where we answer listener questions, provide dubious advice, and give people all the week's news from both Mars and AFC Wimbledon. Making the podcast is one of the highlights of my week, because it's two uninterrupted hours with my brother, and it has always been so joyful until 46 days ago when someone asked a question that burrowed into my brain and has refused to let me go. A listener named Sarah wrote in to say that eight years earlier, when she was diagnosed with asthma, her doctor, a licensed physician, asked her how often she sneezed. Sarah responded that she didn't sneeze that much, just a normal amount, and then the doctor said, sneezing is not normal, I never sneeze. And then Sarah went on to say that for the last eight years, every time she sneezes, she thinks about this doctor who told her that sneezing is not normal. And now, having heard this story, every time I sneeze, I also think about this doctor. In this respect, I am not alone, because since the podcast first aired, I have heard from hundreds of people who say that every time they sneeze, they think sneezing is not normal, I never sneeze. I suppose part of what makes this whole thing so sticky in my mind is trying to fathom what this doctor thinks when they do sneeze? Right, like if you believe the sentence, I never sneeze, how do you make sense of the times when you do sneeze? Do you pass it off as a fluke? Do you think to yourself, that wasn't a real sneeze? That was more of a sneeze-adjacent phenomenon. Or do you see your sneezing as some sort of like moral weakness or character failing to be hidden from the public? And then part of the reason I can't stop thinking about this, Hank, is because you named this person Dr. Never Sneezer Scrooge, which is just such a perfect joke. How could I ever let that leave my brain? But I think there's something else going on too, which is that ridiculous and absurd and outrageous statements just stay with me. They penetrate in a way that carefully considered nuanced statements don't. Like if this doctor had said, sneezing can be one symptom of seasonal allergies, do you also experience a stuff he knows, I wouldn't know about this doctor. And I certainly wouldn't think about them every time I sneeze. And in our attention economy, where the mere act of capturing attention is on some level valuable, saying I never sneeze is certainly going to capture more attention than like being a good doctor. Similarly, people who say outrageous stuff online can capture a lot of attention. Like if you say that Stalin was underrated or that it isn't necessary to wash your lower legs or that grease too is the canonical grease movie, you will get lodged inside of many people's minds. Now you won't be thought of in primarily a positive way, but still there is value to be found in saying the stupidest possible things in the loudest possible way, which just to state the obvious is not a good way to organize an attention economy. But that, to use some doctor terms, is a diagnosis and not a treatment. Because I don't know the treatment. Like how am I to free myself from thinking sneezing is not normal? I never sneeze every time I sneeze. Did I make the world worse, albeit in a very minor way, by sharing Sarah's story of her ridiculous sneeze-denying physician? Am I making the world worse now by sharing that story with more people via a YouTube video? Those aren't rhetorical questions. I don't know what to do about the fact that what grabs my attention in a crowded information landscape is always going to be what looks scary or different or outrageous or ridiculous. I do realize this is a lot of way to put on sneezing isn't normal. I never sneeze. But I genuinely dislike the fact that some random doctor saying something ridiculous has reshaped my sneezing experience forever. Until quite recently, I thought of the internet and IRL as being fundamentally separate spaces. Like when I was young, what I liked about the internet was precisely that it was not IRL. But in truth, there is no bright line between real life and cyberspace and the outrageous ridiculousnesses we encounter, whether online or off, end up shaping the people we are and the world we share. And I don't know what to do about that. Hank, I'll see you on Friday.


Calculating belt velocity and horsepower. Step one, calculating the circumference of the drive pulley. In this example, the pulley diameter is 6 inches and the pulley RPM is 1750. Step two, calculate the belt velocity by multiplying RPM by the circumference of the driver pulley. Step one, calculate torque in foot pounds. Torque equals radius times force. In this example, the radius equals 3. The radius equals the diameter of 6 inches divided by 2. So torque equals our radius of 3 times a force of 30 pounds. 3 times 30 equals 90 and we divide that by 12. So our torque equals 90 divided by 12 which equals 7.5 foot pounds. Step two, insert torque and RPM into the horsepower formula. You've completed calculating belt velocity and horsepower.


From culture to culture the system to define implement measure and improve your company culture By Randall Powers and dr. Dante Vaughan Narrated by Dion Graham dr. Dante Vaughan For my wife Hazel and son Dylan who inspire me daily to pursue my earthly purpose from God I love you more than I could ever accurately express and am grateful to fulfill our family's role of husband father and leader For the individuals I work with every day Thank you for entrusting me with your personal and professional leadership development. I become a better me because of you Randall Powers To my wife Beth this book is affectionately dedicated You have walked hand-in-hand with me through this long journey from seeing the problem Struggling to formulate the solution to that time of illumination years later when the answer was revealed to me in a moment Of clarity in the bright sunshine You have listened patiently Tolerated my struggling moments and even playfully partnered with me in the progress of the development of this solution I am forever grateful. I am forever committed. I am forever in love with you Let's get a real Face it many believe money makes the world go round and most business executives make decisions based on their bottom line It's their job Driving increased engagement between leaders and their team members at all levels of the organization is a must for any successful company Therefore your organization must adopt an effective strategy to measure and improve how employees are engaged to ensure desired Performance outcomes are realized many strategies have been applied few have succeeded in the short term and even fewer in perpetuity The answer lies in the C word Yes, the unspeakable word that makes people do a double take when they hear it especially in a professional setting That's right. We're referring to culture specifically company culture Company culture the values we share the language we use the behaviors we display and the connections We have with others the values set the standard for how individuals must engage and interact the definition of the values Determines the behaviors individuals must exhibit within a company culture the shared understanding of the definition of these values and behaviors Establishes the common language used within a company culture the practice of these behaviors Establishes how individuals engage and interact within a company culture However, the reality is many of these executives rarely associate their company culture with their bottom line You'd be hard-pressed to find a mid-sized organization with a large annual budget for a company culture But the majority of businesses investments and initiatives to improve company culture have not been deemed a priority This reality is rooted in a deep history stemming as far back as the 1980s when company culture previously known as corporate culture Was presented as nothing more than a theoretical ideal state to address how stakeholders collaborated or interacted with one another It was used to foster innovation during a time when companies like IBM and Kodak were at the top of their game Why? Because they adopted technological innovations in the wake of the market potential wave realized by leveraging computer technology During this time across a landscape of polka dot socks baggy jeans and big hair Business leaders coined the phrase corporate culture to address the camaraderie and creativity many perceived as necessary to be innovative In the early 1980s corporate culture was first introduced by organizational theorist linda smurchick However, the primary focus of company culture was on the benefits for internal stakeholders Since this has been the focus for most business leaders Until now many of them asked two primary questions when considering the efficacy of their company culture one How does our company culture influence frontline leaders engagement with their employees? two Does that engagement enhance productivity and increase profitability? This focus on internal stakeholders remains pertinent to the culture conversation today As most business leaders would agree that engaged employees are proven to be more productive Disengaged employees cost u.s. Businesses a staggering amount each year a recent joint study that surveyed 1500 respondents Put the figure between 450 and 500 Sample complete ready to continue


The power of the Holy Spirit isn't rain from heaven, it's a flood from within. It's when what is already in me begins to flow through me and affect the outer shells of who I am. That's how you activate the power of the Holy Spirit quite simply through surrender. You want His power?  You have to pick up your cross. You have to lose your life in order to find it. You have to walk in obedience to God's Word.


Okay, welcome everyone to today's workshop about contributing to the WordPress training team. My name is Courtney, and this is brought to you by Learn WordPress. We have learning resources found at learn.wordpress.org. So Learn WordPress is brought to you by the WordPress training team. We're a team of folks from all over the world. So globally, we volunteer to make these learning resources for the rest of the WordPress community. So this is basically like our mission. So the WordPress training team helps people learn to use, extend and contribute to WordPress through synchronous and asynchronous learning, as well as downloadable lesson plans for instructors to use in live environments via learn.wordpress.org. And so when we, I wanted to clarify the lesson plans for instructors part here instructors also include meetup organizers. So if you organize a meetup, you are considered an instructor and educator and you can use the resources on Learn WordPress for your local meetup for your local word camp. And yeah, that's what these resources are there for you to do with. So a quick, quick introduction to what Learn WordPress is if you weren't aware. So Learn WordPress is an educational website and initiative that seeks to be the definitive space for WordPressers across the globe to learn and teach about WordPress. The Learn WordPress website is where this content that the training team, that's where this content lives. So here's a screenshot here of the website, learn.wordpress.org. I'm sure I'm going to keep repeating that it's going to be like drilled into your heads after this. So next we're going to briefly go over the different types of content that you can find on the Learn WordPress website. So four main types of content on Learn. Oftentimes you will hear someone just shorten it to say learn so on the training team we often will just say learn when we're referring to learn WordPress. So here in Learn we have four types of content, lesson plans, tutorials, courses, and online workshops. And of course as I mentioned at the beginning of this, you are currently in an online workshop. So this is very, very meta right now we're talking about this. So the type of content that we have to share with you today are lesson plans. So these, as you see here, there's over 100 of these teaching guides for facilitators for educators, instructors meet up organizers. Each lesson plans are teaching guides for facilitators to use while presenting at events or leading educational environments. So yes, if you are an educator you could use this in the classroom. Each lesson plan enables the teacher to lead 30 to 60 minute learning sessions aimed at clearly defined learning objectives. So lesson plans will provide objectives, prerequisite skills, readiness questions, the materials that you need. There's even notes for the presenter sometimes there are slides. There'll be a lesson outline, exercises, assessments and any additional resources that might be required to run the lesson plan. I want to see all of those lesson plans. My keyboard with to sleep as I was talking just a second. There we go. So lesson plans live on learn under lesson plans at that link I just shared. And next we have tutorials tutorials are our next type of content that are hosted on learn tutorials are short standalone videos. Each around five to 10 minutes long. There might be some that are longer but we try to keep tutorials short. Each tutorial addresses a single topic and they're intended as how to guides for WordPress. Each tutorial includes a video a transcript of video learning outcomes comprehension questions and any additional resources that are needed. And if you'd like to check those out. There's the link there. I'll also be sharing this. These slides after the at the end here, or when we post the recording so you all these links will be included at the end. So our next type of content are courses. Now courses are a series of online self guided lessons that are created with the sense plug in each course consists of multiple lessons which build up to an overall objective. Course topics will vary between basic WordPress usage, technical WordPress customization and onboarding resources that are used for different WordPress teams. Contribute your teams when I refer to WordPress teams. Right. Still have folks joining this second. Right. And finally, the fourth type of content type we have unlearn WordPress, or the online workshops, which you're sitting in right now. So online workshops are almost daily live learning sessions so we try to also do these in all sorts of time zones to try to meet our contributors where they are. Our workshops are a safe zone where people can develop new ideas, explore issues, ask questions can network with other WordPress users over your shared interests, exchange theories collaborate on work, engage in uncertainty and yeah just come as you are. Definitely safe spaces for you to learn. They are free for everyone. They're free and open for everyone and as I mentioned at the beginning we also record everything for folks to have access to this content and anytime. So if you go to the link for online workshops you'll see this calendar that you see a screenshot of here. And like I said we try to do these workshops daily, if not multiple times a week in many different time zones. And we are always looking for new folks to do workshops so if you have a topic you're interested in. Well I'll go over this shortly of how you can contribute. Because that's our next slide actually. All right so all about contributing to WordPress, the WordPress open source project. Well, we don't have time to go over everything about contributing to WordPress. I also do have a previous workshop about contributing and I probably will do another one in the future. But I also know that we'll have some resources on learn about contributing in general so please check those out but if you're not familiar with the, the, all of the folks that contribute to WordPress. They're made by a global community of people. This open source project consists of a global community of folks that collaborate and contribute to the project. These volunteer contributors bring a variety of experience and skills, including development design support security training. Writing, localizing and translating event organizing and so many others there's there are over 20 teams that contribute to WordPress. And you can check out all those teams at make.wordpress.org. And you can find a team that is suited to to your interests and your skills, but I'm assuming that folks are here today because they're curious about the training team and maybe want to contribute to the training team. And yeah, that's why we're here today. But if you want to learn some basics about open source and WordPress I also have a previous workshop on that. And I'm going to share a link here. I'm also going to do a live version of this workshop, either, I think at the end of this month as well so I'd love to see you there if you're interested in learning some more about open source and WordPress. Oh, something else I wanted to add about the contributor community. So the, oh, I have already mentioned this, that the community is organized into over 20 contributor teams. And of course the training team is one of them. So next we're going to talk about how you can contribute to the training team and in turn you'll be contributing to the wider WordPress open source project. But we lost sound. Is that true are folks hearing me. Okay. Okay. I'm sorry for that glitch. But yes, thank you for letting me know when something happens. I appreciate that. Okay, a little bit about the WordPress training team. So this here's a screenshot of the, the training team blog, and that's found at make.wordpress.org slash training. There you go. And that's where we, you know, we post about like all our projects that are going on. You can find the training team handbook there, and a lot about what's going on in the team. We have three training team representatives, Pooja, Destiny and Ben. So that our team reps represents the training team to the rest of the WordPress project. They also ensure issues are raised and addressed as needed and they coordinate cross team efforts. So you can just contact them in the making WordPress slack with any questions, but you can also post a message to, to everyone in the training channel, if you so desire, because the team is always there to help. And I'll, if you are not aware of slack, I'll share some tips on how you can join that in just a bit. And so how can you contribute to the training team and learn WordPress. We have five main areas of contribution. And I'll just briefly go over all of these. So starting on the upper left here. Content creators are folks that focus on creating excellent content to host on learn WordPress. So that covers workshops, lesson plans, tutorials, excuse me, and courses so content creators work on all types of content. As a matter of fact, we all work on all types of content, whatever we, you know, we feel like we would be best exercising our skills. Content translators, content translators take the published English content and translate that into different locales. We do have Margarita with us here today and who is one of our content translators. So thank you for the work that you do. Next we have administrators. Those are folks that work behind the scenes to make sure that the training team works smoothly. They focus on providing the other roles with the tools that they need to be successful and effective towards the training team goals. So I do a lot of administrator work. And yeah, I help folks come on board. Next we have subject matter experts. These folks vet the topic ideas before content is created. So they'll also work alongside the content creators acting as sounding boards for their ideas, and helps them get the most recent and updated information in their content. And finally editors. These are the teammates that review content before it is published. They also review published content and make updates as needed. Yeah, I would say I do quite a bit of editing as well. So, so my circles kind of overlap administrator editor content creator are probably the main areas that I contribute to on the team. So this next table is our contributor ladder. Every single cell here but this can give you an idea of where, where the, how, excuse me, the contributor ladder looks for the training team and you can see all of the different roles on the top there. And the stages of volunteering that you'll see all over the open source project so you're starting with connecting engaging performing than leading. And these are all the types of tasks that each of these roles do that fall under the contributor ladder. I'll be sharing these slides later. So you can take your time and view this and see if there's any particular tasks that that interest you, or that you feel like you would like to contribute to any questions so far. I know I've been just talking. Nope, I didn't see anything in the chat. Alright. In the next slide. All right, how you can contribute to WordPress. For a good way to get started is just come use the content. If you find any content that needs updating. Let us know by reporting content errors. So we have a form you can fill out if you find any errors. If you find anything that's inaccurate outdated, or if you'd like to add some more insight to any of the content on learn, you can go to this link and submit a content error report. Additionally, if you have content topic ideas, you can submit them. If you're familiar with GitHub, we have a place on GitHub where you can submit. Here's a template here where you can submit ideas on GitHub. These are the links that are on the slides to mention that's a good way to get started if you want to contribute to learn. But if you want to contribute to the training team. You can take. So first you join, join the training channel in the the make WordPress slack. So if you're not aware of the slack, you can join at chat dot WordPress.org. So this requires you to have a WordPress dot org account to sign in. So the question in the chat can check what topics are actually and not repeat future proposed. So when folks submit ideas for for content. That's the part of the, the vetting process that subject matter experts do they'll check if does this exist already is someone already working on this. There won't be up to date information for it. So yeah, there won't be with this process there won't be any overlap there won't be any conflicts. And it's okay to repeat content because sometimes well especially for online workshops because we want to do them in different languages we want to do them for different time zones, when we do them live. For the other types of contact that contents that are more static. Yeah, there there should not be any repeats in that unless it's being majorly updated. Thanks for that question. And so back to how you can contribute to the training team, joining the WordPress slack and joining the training channel is a good way to just kind of peek in and see what the team is up to. You can have weekly meetings, and you can catch up on those asynchronously, and even post about each meeting on the team blog that I shared earlier. Oh, I wanted to have this next slide up when I was talking about slack so if you haven't used slack before it's a chat program, you can run it in your web browser. You can find standalone apps for it. And, yeah, you can just visit the training channel and just participate in the conversations there. This is where we work on do like the day to day work and share like our challenges where we need help. We can celebrate our wins. So, yeah, get involved with the community by just peeking in on on team meetings. And yeah, like I said, this is just what it looks like. I tend to use dark mode to I know a lot of folks will see like a white screen so if this looks different to you it's because I chose this dark theme. So after joining the slack, you can complete the training teams onboarding program. So this is something that we launched earlier this year. And excuse me, I think I lost my link for that but let's open that really quick. Here we go. Put that link in the chat for you. So that's the onboarding program, you can do that asynchronously at your own pace. We are working on a kind of like a mentorship program we're calling it the guide program that we're going to do for new contributors, where we will that your guide will go through the onboarding program with you and check in with you regularly to help you with your first contributions to the training team so we're hoping to launch that maybe by the end of this month or early next month. And yeah you can also keep an eye out for these sessions that we have on the meetup group. They're always called come join the WordPress training team so this is the next one that's coming up is late in the evening for me but we will we will try to run these onboarding live onboarding sessions in different time zones so this one is more suited to a pack time zones. I'm excited to be here because I took the screenshot from my browser is at 9pm for me but I know it works. It'll work for a lot of other folks. I think I do have the link here. Now we have some folks here with us today they're in the APAC time zone so here's the link to that session if you'd like to join that on the 16th. We'll try to hold these onboarding sessions frequently so if you or anyone else you know are interested in doing a live onboarding session just keep an eye out for these sessions titled come join the WordPress training team. And finally we have a page in the training team handbook that includes some quick contributions that you can make now. It includes like some some contributions that will just take a few minutes of your time. So again, I'm missing that link here so I'll pull it up now and share in the chat. So once you've joined the Slack and gone through the onboarding program you can go to quick contributions you can make now and make your first contribution. And another way you can contribute to the training team is applying to facilitate or present content. So if you want to facilitate or co host an online workshop, you can apply to do that today. So here's the link to that application. So this would be applying to present an online workshop, and you, you could also apply to just be a co host so oftentimes we'll have folks that are co hosting our online workshop so so for example, I don't have a co host here with me today, but a co host would be there to monitor the chat or help answer questions, or collect the questions to ask the host. And just generally support the host during their online workshop so this is being a co host for an online workshop is actually really great way to get started contributing to the online workshops because you can see how the process goes. So I would encourage you to get started there if you're interested in eventually becoming a presenter. And then we have this other application if you're interested in presenting tutorials so the quick five to 10 minute videos on a specific topic, you can apply to present on any topic that interests you. And yeah, after you've been done a few contributions maybe you really enjoy contributing to the training team and you want to step it up a bit. So we have the faculty program on the training team which is a team of dedicated volunteers who work to achieve the goals of the training team and learn WordPress. Faculty members oversee five the five areas of responsibility in the faculty program. So that includes the administrators the content creators editors subject matter experts and translation coordinators. The faculty members are folks that are dedicated members of the team to their their areas of contribution. We have over 30 members in the faculty program. We started this program last year. So it's been great to see that program grow. If you're an experienced training team contributor you can apply to join the faculty. And again I have a link here for you. So I would love to help guide you all through your contribution journey for the training team so if you ever have any questions at all, get in touch on the slack. Enjoy the training channel and you can find me in the slack. And I think my screen name there's Courtney PK, of course. So, I also am on some social media platforms here, masted on in Twitter. So if you want to get in touch there. Please reach out. As I mentioned already, please get in touch. If you're interested in contributing to the training team. We would love to have you on board and guide you through your contribution journey. And yeah it looks like we motored right through that content. Thank you all for for learning along with us. If you want to learn more. Go to learn about WordPress.org. And yeah, I just want to check if we have any questions. See we have a content or a comment. Here, here's an example. So, yes, you can have these slides, you can adjust them to your needs. You can use these resources that we provide on learn WordPress to present to your local meetup so yes I'll share, I'll share that with you. And after this, and, you know, I'll be making a recording of this and posting that to WordPress dot TV. Hopefully within the next day or two. So, yeah, thank you everyone for being here. We have any more questions I'll just hang out a bit. I think I'll stop the recording.