So how's the cloud foundry summit treating everyone? Yeah, so far so good People are trickling in so I'll I'll go slow so this is a talk about a lot of things and I Usually give a disclaimer that we're going to go really fast. I have 30 minutes supposedly but I'll probably go long and I'm going to go through about 90 some lines and some of them are Some of them have more bullet points than others, but The main thing I want to do is take you on a little journey tell a little narrative and for some of you I'll relate to things that you've experienced in your career maybe on similar arc or observed from different personas my career so far I've kind of spanned Many different roles inside of IT as a developer as this admin a founder of a company and just thinking Really about how all these things fit together So the alternative title if I can get this thing to change there we go is Systems thinking is the new black Just by any show of hands did anyone come to last year's summit at the at the Hilton? Okay, how many people saw my talk? How many people saw it on video so this is all this is all online, but the Ideas in that talk I think are our key to actualizing some of the things that you're going to see in this talk and also Some of the things you're probably trying to do inside of your organizations I definitely has so it has a bunch of information about organizational learning and I use the stone cutter metaphor so this is another alternative title and this is a stone cutters quest for nice things Do you guys recall the the morning session with Sam we're talking about the I Have a slightly different version, but it's basically this idea of connecting to a higher purpose No, or or not right like there's different levels of understanding of your craft And the lowest level is the stone cutter that he gets paid to cut stones Right. He knows that he can make You know food for his family because he cuts stones. He has a skill And then the second level is the stone cutter that is He's just fascinated with the actual Craft right like if you ask him questions, he'll get excited about how how the stones are laid and the tools and you know How the servers are configured with this one configuration management tool? And then the last one is the one who's connected to this higher purpose of the cathedral so this is our lowly stone cutter and You know my career and I'll just go through this really fast But I've been involved in a lot of startups and we're gonna actually talk through some of that Most people know me from puppet I did a lot of work early days especially on open stack and then my my background we're gonna go through a lot, but I Did some writing for O'Reilly this is a little book I helped write on web operations and there's a lot of great stuff And I'm packing my house to move to Los Angeles from Pittsburgh and I came across this book just this weekend and I read I read this book and it's from 2010 but it's really stood up you know and we're five years out from that and anyone who's Interested in really building like a new future and we're gonna really see a lot of the ideas They're embodying that book, but it's a great reference if you're interested in devops and operations and really managing the stuff at scale And then I've been involved in in the devops movement and we'll talk about that a little bit I've been on the core organizing team for devops since the beginning of devops days and we organize You know dozens of those around the world now and if you've not had the opportunity to participate in the devops days Then I think it will really be eye-opening to see the communities of practice that come together and openly share the information and this This whole thing is very similar like we're trying to build a community of practice around cloud foundry but traditionally a lot of the a lot of the organizations that are quote-unquote enterprise they they tend to They tend to hide information They often hide information from themselves Internally, but they they try to hide information from each other Where one of the things that you saw in the devops communities is even though people are working on you know on face on some somewhat competitive Services that they would often share the the way that they were solving these common undifferentiating problems with their infrastructure And then I work for Pivotal I don't know if anyone needs a job. We're hiring Yeah, and then I try to amuse myself on Twitter and it might amuse you too But I'm little idea and that's probably the fastest way to get my attention Even if you work with me and have my email Which I'm usually about a thousand emails behind on All right, so if you saw my talk last year, this is funny Three stone cutters walk into a Pareto inefficient Nash equilibrium go watch that talk and you can laugh later I'm not going to talk about cloud foundry What I'm actually going to talk about is all the stuff that kind of is around cloud foundry and by by relief by the The way that that silhouette doesn't will kind of have cloud foundry left over that makes sense So I like to do this still let's start with the conclusion So there's a bunch of buzzword bingo crap. They're like Gardener publishes and everyone does and some of the words mean something and some of the times they mean different things and different people And you get into all sorts of strange conversations if you don't start each conversation with the definitions Like for this conversation, this is what we're going to be in this way and that's that's fair. That's fine I'm not gonna argue. This is really just one thing that DevOps continuous delivery microservices like these are all really part of the same phenomena that's happened And these things are enabling these things are dynamic these things are not really finished and What we're able to do today will really evolve rapidly especially as as these communities Cooperate and drive that innovation forward and we can come back and we'll we'll have a little bit more definition around each of these words by the end The first thing I tell you story about me all right, so in the beginning Well, not the real beginning, but I Got a job as a developer.  Yes so he gave me like tiny bits of money and and I was really smart and I had Google but I really had no idea what I was doing right, so I Was sort of left to my own devices. There was this half cobbled together idea that this Grad student had sort of implemented for this guy his his his vision was he wanted to build a Way for these theoretical chemists who were redoing a lot of the same calculations over and over To share the these pre-calculated chemical kinetic and thermodynamic From first principles and so this idea was his original idea was he wanted to have this database So you'd have this database, but you were going to ship these like kind of synchronized databases Across the community, but that's a terrible idea when you could build Online system and this is right around it's like 2001 so you're starting to see like the internet stuff come online And I was like well, how about we build it as a web service and I convinced him We should do that and I learned how to do a bunch of stuff With my my little red JSP book and my Google like I was able to build a bunch of stuff. So I did this With a no experience and really no one teaching me how to do it. I didn't know anything about testing. I Didn't know anything about back if I didn't really know anything about service So I was like learning how to configure, you know a patchy to do the Whatever things to set up the the Tomcat thing to set up this other thing And then I'd go write the little bit of code and I just kind of make this thing work And it was just me and my server that like served the website off of my desk literally and and it was just like I made it work it mostly worked and It worked enough that the guy got five million dollar grant to like make it real like more real and at the time He is paying me like nothing right so and and everyone's make a ridiculous amount of money doing like the same exact kind of Technology so I had a conversation where I was like I think you should pay me more than nothing and and he is like well you know and and I think in In academics like people are really used to slave labor for some reason so So he's like well, you know maybe and then there's all this stuff going on and there's all these jobs And I was like well I think I should go do is go work for someone else because they'll pay me more money You know I'm looking at the job postings and in between that conversation and the date that I set to leave They have September 11th and Then and then no one would talk to you after that like it just basically like evaporated So there's no there's no work and every job that was posted had you know hundreds of resumes and You just you know I it was it was ridiculous though because you you get in these conversations with the hiring manager And I was trying to I was always trying to be proactive or you know I'm getting better or worse at that depending on how you look at it as my career goes along But I rode out to this guy. It's like hey, you know, I'm trying to try to make my way Like can you give me some advice on how to do this better? What about my resume? He's like well, we had all these things, you know hundreds of them And we're only gonna interview a dozen people and and so we decided to interview people that only had you know People anyone who didn't have a 10 years experience in Java. We didn't interview them It's like hmm. It's 2001 Java came out in 1995 Good luck So then I went to hide I Went to hide from the economy. So this is around 2002 And I went to grad school and I did a program at University of Utah called computational science So it's basically envisioned as this bridge between the computer scientists who didn't know how to do math and the math people who didn't know how to do computers and What I specialize or what I focus a lot on is building these bioelectric fields models of bioelectric fields And so we build the these torso models with like the tissue and the anastatropic You know resistance and conductance across the tissue and then we would do these visualizations So I t a this class to do visualization of the bioelectric fields in in that lots of stuff. Anyways, it's pretty fun Did anyone go to grad school? Did they wish you were perpetually in grad school? If you could make money doing that back to that slave labor thing But what I learned there which was formative is this idea of technical debt because this Thing called ski run, which is you could go see it. It's how you would you'd be able to make these types of visualizations It was a project that had a five-year grant for like millions of dollars But the way that it was architected was this where Conway's law comes in which is does anyone know Conway's law? I use it like every talk So I start to assume people know it is so Conway's law is this idea that organizations will build Systems that mirror the communication structures of the organization Right, so if you communicate in a certain way like often this is this is true in almost every product I see if you see API level problems Then if this group doesn't talk to this group very well Then you're going to have that problem like all the time so in in this project Although I did learn to use a source control you had a project that was this long-standing Grant where the majority of the code was written by a grad student Who was only there maybe working on it for a year? Right, and so like over a five-year period You can imagine that all their incentives and all that communication was perfectly aligned with building great software It's what I like to euphemistically refer to as academic see And maybe some of you have seen or written some of this code before But there was really really no what I would consider very mature process and in most cases There's very little regard for the future It's like you have some little bit and the parts that I worked on were mostly about Doing algebra so that people had implemented a bunch of naive ways to do matrix multiplication and so I basically replaced it all with the The Fortran Lee pack libraries and did a bunch of stuff with that So I was mostly focused on the math part, but it's super fun and Then I graduated my wife started medical school, and we had our first son in about two months span So that was the end of the rock-and-roll lifestyle clearly and and she decided that I should get a job and and try to feed us and I sent I sent out some Resumes and put one on dice.com and then a recruiter called me and he's like will you go to this interview? And I was like sure he's like on your resume. It says is BTK which stands for visualization toolkit And they need someone or they're looking for someone who knows GTK So that's that's pretty close So so go talk to him. This is a true story so So I go to this this group and I spent I Was there probably 40 minutes and I talked to two people and one guy was in charge of marketing And what they were advertising for what they were looking for at the time was someone to come and work on user interfaces for this device I'm gonna show you a second and they had a bunch of ideas about how that should work and they had someone who didn't know how to code that was trying to work on them and They're just kind of desperate at that point And then I I'd been working on user interfaces and usability with respect to visualization and I started I have a I don't know character flaw But I get really fixated on little things and I want to go like find out all this stuff And so I got onto this stuff about usability and Jacob Nielsen and all these people are like right about usability and UX You know going back decade and so I was you know way into like all these ideas about how to do this And so they got excited about that and then I went across the hall and I talked to the VP of engineering and the VP of engineering is like Looking at my stuff, and then he's like so you've been doing math models of bioelectric fields in the torso of a human and then Aren't gonna be bored working on user interfaces for like our crappy little device And I said I am pretty good at entertaining myself He said come back on Monday, so So I joined this adventure where we we spent 26 million dollars Had really nothing to show for it at the end Except for this Wikipedia article which you can go read if you look up black dog and realm systems So we had this little thing we've made the boards We made the we had like a custom kernel that ran on this thing all the way up through this operating system this is some of the specs for the device and we had this big vision about solving identity and We were actually doing some things that are very Much the same problems that everyone's trying to solve with the kind of IOT It was like you had a provision this thing and what we did was build a on the fly Debian packaging of the policy So your administrator could configure all these things that you're supposed to have access to in the back end And then it would make an on-demand Debian package of that and then when your key got online It would download just the things for you and it was like it was fun And it was one of the best It's one of the best engineering teams I ever worked on and it was really formative for me So I worked with this guy who wrote the book on make like he literally wrote this book on On GNU make and he taught me a bunch of things about how to think about problems and it wasn't so much like do this Do this do this it's like you should not implement something until you thought about three ways to do it, right? You should you know like you should test these things and he had I had a One time I was because we were cross-compiling these things for this little chip on our Linux machine So you and it's funny now because everyone's all excited about containers But we were have these like charude environments to go build this stuff and like put it on to these devices And he and he's like you're not testing your code for this interface for this other thing And I was like it's impossible He's like no, it's not and it was like it's impossible. I tried. It's like, okay, okay I'm gonna come and we're gonna pair and we're gonna make it work. I was like, okay so he came over to my desk and After like literally two hours one day of like trying to get all this testing Like anywhere is boost and C++ to like do this thing and and test it and he had like these high aspirations And finally he's like he just tapped out. He's like fine. You don't have to test that. I was like, I wanted to I really wanted to couldn't do it but the thing that was interesting here is it was like perfect display of call always log in and There are all these little kind of Game of Thrones ideas about the different teams and everyone on this thing And I kind of broke it accidentally because I was working on this like C code and like platform code on this one side and then there's this Java side where they did the actual server stuff to do the configuration and I'd implemented a bunch of stuff that needed to have the server put together those configs and then push them to the Devices and I wouldn't talk to this guy, you know for weeks or whatever and he's like You know, oh, that's awesome. That's awesome I was like, well, when do you think we're gonna see this system work and 10 and he's like, well, it's not in my sprint It's not in my stories.  Like don't you get this like we sit and we hear the vision for what this proc supposed to do like why aren't you connected to this cathedral we're trying to build and then So my solution was basically to just go implement it on the on the Java server Which made everyone mad Well, not everyone it made some people very happy because now this thing worked But it made the people who thought that that was their code very unhappy and then as a result the The vice president of engineering decided it was it's better for everyone to get work done and I have this ownership So he dissolved all the teams and everyone just became one pool and then then it was like a free-for-all for me I was like, I'm gonna learn how the kernel works and like I could go do that stuff And then the next week I just grab a story from you know, whatever part of the system I wanted to so that was a Really rapid iteration of my leveling up on how computers work and and there's you know stuff that I wouldn't have been able to do inside of another Organization, but one of the things this did for me is like I disassociated my identity From any aspect of anything right like I don't care if you're a sys admin or you're a developer or your Java guy or a C++ guy like it's just it's just something you just do Like you want to make it work you make it work right and like if you attach your identity to things I think that's limiting and it's and it's bad and that kind of comes back to play in the in the DevOps story so then The next thing that happens is that company runs out of money and they go from basically a hundred people Down to 15 people in six months and I was in the layoffs between my friends who were Getting two weeks severance and my friends who miss paychecks. So like my group was just hey don't come back and then but I didn't ever miss a paychecks and Well, here's another aside because we we developed all this expertise on flash and the team that we worked on there is They eventually built a fusion IO I don't know if there's anyone know who Fusion IO is So that so I would have been to pay on when I signed I would have been like the fifth to the ninth employee of Fusion IO and But the deal was they're like hey We know you just unraveled and like you didn't get paychecks and like your friends didn't get paychecks and then We might be able to pay you in nine months when we raise money Or these guys across town who just raised their five million dollar a round and they're like we'll pay you a six-figure salary So that was a really easy decision for my wife to for my wife to make I'm losing my mic I think oh, no, that's just the card if everyone can still hear me Okay, so then this was kind of the opposite So the the first team I worked on was a dream team from an engineering perspective And we had this deep expertise across a wide bunch of things but we had this pathological understanding of our business and In this other startup we had actually a very clear business mission and we had pathological technology so we had a CTO who had a CS degree and Had never worked for anyone had never had any mentoring who could type a hundred and twenty words a minute And he could fix any problem in the universe with another if or six And so that was that was the code base was like this his specialty was the if else Plinko is that It was it was in three places across JSP's and code the if else Plinko had to magically Construct the the string that got put straight into the JDBC to call the database and then come back out And then you had to have the same if else Plinko to recover the result and then yeah, it was terrible. I had a contest once at a conference about who who saw the worst code ever and You know after about an hour into this this meal everyone was just tapping out. They're like no Lee when and I wasn't even to the good parts yet Like it was it was amazing. So what I learned there is Kind of opposite lessons, but I was I was really empowered It was like one of the first places where I wasn't just a developer like Austin I could do do things that other people couldn't do I was able to I was put in charge of a bunch of stuff because I Proved I could solve these problems really rapidly and then the the CEO kind of He couldn't he couldn't Undermine his CTO, but he kind of knew they were in trouble And so he put me in this position to to act as like a check-in balance and then I learned a bunch of stuff about Team dynamics and and more Conway's law, but what we'd built looked suspiciously like like this rubric Goldberg machine And we had a lot of automation. I mean we're deploying at that time. This is like 2006 ish our our infrastructure was roughly like 50 servers each of those were like a cores like they're they're pretty beefy servers for the day and We were doing about 30 million dollars in revenue or not revenue, but transactions through it And we were taking like a small piece of that So this was kind of how we did stuff like we had I didn't know anything other than what I'd learned And most of what I'd learned wasn't really about doing these large-scale deployments on servers Up to that and those aren't really large-scale in retrospect, but we we shared a bunch of stuff You know, there's the the do it now dot sh Do it now dot essay or do it now five, you know Like you just keep like changing things and you share them and this is kind of what things look like And and so that that story that narrative is really you know every day you go to work And if you did a deployment the night before then you're often Greeted by a bunch of emails from your East Coast clients who hadn't been able to do transactions on their e-commerce store because You've broke the way check-out works or something and this was a pretty common Has anyone ever lived this movie? So as it turns out my roommate from Reed college was Luke and Luke had already sort of thought a little bit about this and I Had been part of the puppet Community and I'd made some commits to it But it wasn't really a business yet and it was you know as I told you bit more of my story It was kind of hard to convince my wife that the the way this should work is I'm going to go with my roommate from college And we're going to make software and we're going to give away for free And it's going to be awesome. It's going to work out Well while she's doing her 80 hour a week medical school stuff, but the thing that that really happened Mentally for me is and a lot of this I'll give you know credit to Luke's perspective and there's a ton of people influenced How I think about this stuff. Some of them are here and I'll get to velocity in a minute But we really wanted to change the relationship between people and computers We wanted to change the way that people thought about their computers. We didn't want to have the do-it-five As the way that people thought about it like we wanted to get it so you could Consistently manage these complex systems at scale in a way that you know, basically very few people outside of some of these other Organization I'm going to talk about in a second. We're able to do But what turns out and this is part of the Cloud Foundry story is you actually need to change the relationship between people and Other people as much or more than you need to change the relationship between people in the computers because going back to Conway's law If you have a bunch of different ideas about how the world works Then you're probably or God forbid different incentives Then you're probably not going to do the greatest job with your computers So this is the this DevOps story Everyone's read the Gardner report on DevOps and how you need to change your culture But I don't think you can really talk about DevOps if you don't talk about velocity and I'm gonna I think I'm gonna bring up some ideas that people haven't thought of it before at least not Articulated and this is a conference that I consider the first DevOps conference This is certainly a slide that was was This is from velocity 2009 John Allspa and Paul Hammond giving the talk about 10 deploys to Tim deploys per day at Flickr and they had they had these slides and For some of us who kind of been around them and been around this conversation.  So this is a July 3rd 2009 I just cut in pace of that image from Twitter this morning and The you know, we're having the same conversation, but this basically hasn't really changed since then It's just it's propagating through the rest of the the industry but the thing I want to draw attention to with respect to em or a velocity is velocity was started as a Guy from Amazon and a guy from Google as The chairs putting together this program around web operations and performance And what what that represented was as I mentioned earlier these communities of practice coming together and sharing their Ideas sharing their successes sharing their failures You know that some of the most interesting things and this is interesting especially in a culture where it's very Blameful that that you do you share your your failures, right? You let people understand how you failed so they don't fail again. So they don't feel like you But everyone everyone hears about Amazon and this is bookstore. You got has anyone ever ordered anything from this bookstore? My wife gets like three boxes a day from Amazon But this is this is the last public thing I heard them say and this a couple years old now But according to my sources, this is actually in order of magnitude off now So they're they're closer to a deployment every second You know, they might not say that out loud, but that's that's roughly what I would imagine But then you have to understand and we'll get to this in a minute is that's not like monolithic deployment, right? That's like Thousands and thousands of services each being updated independently This is this is a quote from Werner Vogel. She knows who Werner is It tells you on the slide. So hopefully you can figure that And I won't read I won't read all of it But if if you haven't this is from 2006. So this is three years before anyone said the word DevOps He said at Amazon if you build it you run it Right if he this brings developers into contact with the day-to-day operation of their software it also brings them into day-to-day contact with the customer and It will change the dynamic of your organization very very quickly if the person who is Going to feel the pain for a bad decision on their code actually gets paged for that bad decision Like change is thing that I don't think anything changes things faster Right and it's one thing to connect incentives and a bunch of stuff But if you if you move pain to the right places like it goes away right Just a quick aside does anyone know the experiment where they like give the guys the shocker this like a classic California experiment Humans are weird man. What are we doing? It's like you're just gonna shock the guy All right, so everyone looks at Amazon and they rush to copy this. There's like, oh, there's the cloud Amazon's advantage is not the fact that they put an API in front of hypervisors Right like I think that if you look at some of the stuff that's happened with other attempts to make open-source solutions to that problem You realize it's not that's not the hard part these are superficial features and really the big advantage Amazon has is the is the process in the culture that produced that the Artif those are artifacts of this other thing and They're they have a huge advantage against most other people in this space, although You know, there's a short list of people that that could compete with them with respect to operating a massive web infrastructure at scale I don't know what just happened with the The cost of operating that is something that they are able to press down and down and down Which is why they can provide the level of service They can at the prices that they can and that's why you're seeing you know Roughly 30% decrease in the cost of their of their services year to year over the last four or five years This is from O'Reilly radar, which is also kind of related to to velocity And they're arguing here that Operations is the secret sauce and they're talking about startups So what you're seeing on the left is what we'll call you know the do it five sh solution to operations and on the right It's more of you know, the configuration management style like very policy driven collapsing the complexity with Systems that can enforce across your your full infrastructure So and the bottom what they're trying to show is the servers So you have you did a bunch of work you start your deployment that that that peak there is the first deployment to to production and then As you grow servers if you're using kind of traditional IT then the cost of doing that is going to continue to go up linearly where if you've if you've done this work to make the Kind of the configuration and non-issue Then it's still going to go up But your your your linear factor is much much lower And so your your overall total cost of ownership is much lower And the thing that you have to understand if you're building services Which it seems like it takes a lot of people a while to get is that day two matters, right? Like deployment is the price you pay to get to your real problems And if you think about you know, everyone kind of over rotates on developers developers developers If you are going to do the math about what it costs to own something then the on some timeline The cost of ownership if it's high to operate it then that will dwarf Dwarf the development costs Right and if it's high that the time that it takes to equal that is very very short But many whatever for whatever reason many organizations don't internalize that So what I want people understand here is that these are Really things that emerge from from principles Right when you see someone using puppet, that's not dev ops Right if you see someone using any tool cloud foundry doesn't matter. That's not that's not dev ops So the principles are the greatest thing if you understand that then you can flexibly Change to whatever you have to deal with the practices that will naturally emerge as you understand these things are one thing And then the tools are the last artifact that's the lowest level thing About what we're talking about so let's rewind I'm gonna keep going and we're gonna go really fast So let's rewind that so software in the beginning.  It was hard to change after release. It runs on our people's computers You don't have to really worry about bugs because it's out there on someone else's computer But processes don't run really long right like you you turn off your computer and you come back So it doesn't matter if it has memory leaks so much and there's no real uptime Me memory links who made some memory links before It's right So you don't and this is all really to me like there's this story about and this is what's powerful about software development Is you could take ideas and you can just make stuff right like you manifest ideas as code that's powerful So this is the process in traditional thing you have a good idea you request a server you get a purchase order You wait you wait the server arrives the server gets power network server gets operating system start to configure for the deployment And you have the sys admin and he keeps all the stuff running. He doesn't care about your application. He's not paid to care He's waiting other people need their servers to and he's a cost center anyway So he doesn't carry and he has to worry about not just all these servers But also probably email and maybe God forbid printers So then you shift to servers their services right so like now we're not gonna ship CDs We're gonna have services so the internet changes all this we run things on other computers There are computers we can change those computers at any time we want you still have to worry about bugs and Process is now running a really long time and I'm time becomes everything Right like that's this transition that not everyone in the industry is made but that the the big web lives and dies by and And we'll get to this platform story in a minute So then this is bigger faster. This is a Google data center and you always hear people say we're we can't do this We're the enterprise our ways are different We have this thing Right And it's like what our strategy is is we're gonna just slow everything down and and this is this moving slow is an advantage How I don't know So this is a this is a classic slide from Velocity conference talks I gave and use all over so you have developers and operations what you're gonna do is you're gonna put a wall between them Probably a ticket system And then everyone's unhappy and then this is pretty much what happens So our our misaligned and missing light incentives and advantage That's really not how the web was built Right like no one at Google or Amazon.  We'll get to that in a minute but it's not a competitive advantage if you have to go through this this kind of process and What's what's evolved or what we're talking about now is these narratives around? platform DevOps continuous delivery microservices. Who's ready any of these books? So continuous delivery is a great book jazz Humble is a great writer The Phoenix project is really rewrite of the goal Which is the theory of constraints framed with IT and release it is a bunch of patterns for it's kind of the stuff You see in in the goo or a Netflix open source with respect to some of these patterns So then we have this new narrative that's emerging and we have a bunch of new tools and this is definitely part of my Story, so now we have a new process and the process is I have a good idea and I get a server and And I can make cloud API calls right and so I get a server in minutes now And I run my configuration tools and then in minutes everything's up and that's pretty cool Principles practice tools, but then there's this guy who knows who this is Now he's a venture capitalist, so he turned to the dark side, but he used to he used to lead a lot of the cloud stuff in Netflix and These are these are like straight stolen from some of his presentations, so he's like this is what I learned speed wins remove friction from the product Hi high trust low process no handoff between teams I think this is the hardest thing for a lot of the the people who have really ingrained, you know Their identity in these processes to overcome Freedom and responsibility culture, we're not going to cover everything with all these rules What we're going to create is a bunch of highly empowered people that can take responsibility for our success or failure and Then don't redo things that you don't have to do right and use simple patterns automated by tooling This is like word-for-word off of his presentation self-service cloud This is the key self-service cloud makes impossible things instant and this is Something that every kind of DevOps project always aspired to do is like be able to give you self-service Right, but rarely you get to there Because there's all these other things you have to solve It's one thing to configure servers. How are you going to solve the role-based access?  Like there's a bunch of other stuff and everyone aspires to do that But very few people actually get there. I've got there before with those tools I think an integrated solution is a better way to go So here's another thing I want everyone in this room to internalize especially if you work for enterprise But we're an enterprise. We've not had the talent to do this This is a quote from from Adrian as well, but Netflix has a superstar development team and we don't This is what he told them We hired them from you We hired all those people from you And we got out of their way So this is this is this impact of batch size So I want people understand when we start talking about rapid changes to these infrastructures It's actually safer. So if you imagine risk accumulating as you write code and then every time you do a deployment It comes back down Then if you do big batches the amount of risk you're exposing yourself to is higher Your exposure to the risk is less frequent But the actual total risk is higher and just think about it mentally if I do a deployment of something I wrote an hour ago and there's an actual problem Then it's not a big mystery where that code is I can go fix it immediately And so you're minimizing your time to recover and you're not that worried about about the impact because you know You can minimize it very fast. And so what's happening in these web companies is their time to recover goes to almost zero And so they're they're very plus they have continuous delivery is predicated on continuous integration If you don't have culture of testing if you don't have a culture of monitoring then don't do this stuff But as you get those capabilities Then you then you should have started to do this because it's both faster and safer And you want to go faster because John Boyd Well, I don't have time to get to you to loop and I'm way over time and I still have more slides. So It is not necessary to change Survival is not mandatory Edward Deming So Netflix build a platform to enable self-service deployment They build a platform to deploy and operate micro services They build a platform to continuously deliver software. They build a platform that could protect itself from failure What Netflix did not do is build a platform for general ad hoc automation That's another thing people you understand Because the platform makes promises and the constraints are the contract that allows the platform to keep those promises So we start thinking about 12-factor apps and that's that's the contract that Heroku Decided to make with their platform And there's a bunch of other platform contracts. You could imagine But if you if you just allow anything then you didn't really solve anything either Right, and then you're right back to trying to figure out what's wrong when you have a problem if you collapse what you're what you're able to do those constraints are actually enabling because 80-20 rule That you can get 80% of the benefit from 20% of the features most of time So DevOps refers to the practices and tools that emerge from high-performing organizations and continuous delivery is a result as a consequence of that practice and this is not Possible with gating and handoffs Now we could debate continuous because there's like a quantum of delivery, but In reality like you want to shrink your batch size and you want to shrink the cost of delivery Because it's not possible. It's untenable if the fixed cost of deployment is high If you have a high fixed cost of deployment, then you do it all the time. That's expensive right And microservices is just a description of the post cloud post DevOps post continuously deliver post continuous delivery architecture It's not it's a natural evolution. So this baseline operational capability that you get when you can do a deployment on demand and Then the other thing that this is giving you is the team dynamics to leverage Conway's law because you're decoupling the amount of people that need to be involved by by enforcing the contract and the API as your Communication then you can decouple so each of those can be deployed them independently like that's the whole point of microservices is that you have Loose coupling right there if you have to deploy them all together, then you don't really have microservices What you have is a monolith that you broke apart Right, you didn't you didn't actually get to microservice because you're not decoupled And I'm going to argue that continuously delivered microservices are the natural evolution for services that need to run at scale and be changed frequently and That a bunch of people built platforms to do this, but those are one-off platforms And that continuous delivery is a why DevOps is a how and microservices are wet But all of them you basically need a platform You can't until you can take arbitrary code and put on a server and have it run You can't do continuous delivery Right until you can have something that is relatively monitored and and safe and maybe even self-healing You can't really do microservices and and to be able to do that to build all the scaffolding around doing that That looks suspiciously like a platform Do you want to build one by yourself? There's this thing maybe you've heard of it and Maybe maybe you don't want to build one by yourself, but maybe we can build one together And this is the new process you have a good idea push code to the platform It's running in seconds self-service self-healing and we all live happily ever after But here's what I want you this is like the takeaway. No one set out to do microservices continuous delivery Any of this stuff?   That means that in the next five years that I say the average if you just start to do math on time series and sensors and all this stuff the average Internet of Things deployment is going to put enterprises on the scale that Google had to be at maybe five ten years ago It's just it's just math, right? And and if you are still stuck in the past with your processes and your thoughts about how to do this stuff You're going to be at a huge disadvantage and someone else is going to build that future for you So I work for Pivotal. I work on cloud foundry I get a little excited about stuff and I'm way over time, but thanks for sharing this time with me I'm happy to answer any questions you might have Thank you


Hi everyone, Joe for Jasper's casebreaks.com coming at you with a mosaic basketball cereal box break That's gonna help fill up the number blocks for NT basketball and then a couple videos after that We'll do that break of NT basketball. Keep an eye on that schedule. So you know exactly when everything's coming up Big thanks to this group for making it happen. Appreciate it There are the teams right there. So we're gonna do the box break first With the first dice roll second dice roll before the giveaway partner for the break four and six ten times one two three four five six seven eight nine Four and a six ten times for the teams one two three four Ten from fountain big basketball news today ladies and gentlemen Steve Nash Getting the sack. There's ten times right there There's Orlando down to okay. See I suppose the riding was on the wall Not sure if KD really wanted to him there Although I thought he did want him there, but then I guess he changed his mind and then so rough start for the nets not not not too somewhat similar to my Lakers, but Here's the first half of this right there second half right there and I guess they're gonna get a They're gonna get former Celtics coach Got a little trouble with some some staff members There so he's out in Boston or was suspended at Boston being picked up by Brooklyn And we'll see if that turns things around for the nets Or does Steve Nash go? Maybe he takes the rest of the year off. All right, there's the final print out right here hot off the presses maybe Maybe Steve Nash could go to the Lakers Teach some of the kids how to shoot three pointers and a nice little NBA debut obi top in here Yeah, that's my understanding that that Udoka was can coach immediately since yeah, it was a team punishment not a league punishment All right, so nothing too crazy here, but let's see who's gonna win those number block spots But yeah, so he can coach immediately All right, so Final dice roll after they check the connection secure four to three seven times just the top two after seven Good luck one two three four five six and seven and final time So a lot of sad people but the top two are me very happy because those number block spots were pretty pricey Sean sorry Just on the outside looking in but I appreciate you getting in appreciate three through 30 for making this happen. Thank you Yeah, spot two you're in that Orlando random number block That's Jose congrats Name on top gets into the price year one, which is the Detroit Pistons random number luck among other teams And that's Nicholas congrats to the two of you We'll see you in the next set of videos For those number block randomizers and ultimately the break itself. Jaspy's case breaks.com. Bye. Bye


Are you okay? I already started the camera.  It's fine It's fine We're not gonna we're gonna work this out, right? Don't you want it? Okay, it's okay It's gonna be okay. I just never thought this would happen I know I know let's just talk to him. No Say what's on your mind. All right. Do you want to go first? You could start talking. I know you have more to say than I do I tried to do my makeup because I at least wanted to look somewhat decent, but now it's fronting off. It's okay Just looking at you makes me sad Baby We get so much planned We still do we still can Let's just just a little speed bump. All right guys. We're just gonna go right into it Um, I never really thought I would make a video like this but Or that we would ever make a video like this But I don't know what to say We have just been trying to like Be happy for you guys and just you know film and post and just like do this for you guys But it has been tearing me and bill apart. I feel like we haven't had time to focus on our relationship We haven't had time to have us Yes, it is It's just this is gonna be a quick video mom squad It's not gonna be our last video, right? Not gonna be our last video. We're not done making I'm sorry guys. It's not gonna be a lot so depressing and it's I'm sorry, but this is real life and You know people Guys, this is not gonna be our last video we you're in the middle of working things out right now I know you saw by the title you guys are probably really really really Nervous for what? You good For what's going on? As you can see I'm trying to help her out through this I'm trying. I don't want to talk for you, but I'm trying to help Mariah out through all this and I It's mostly her. I Just haven't been feeling myself I haven't been feeling happy and I just feel like I need time to make sure this is really what I want to do And you know like obviously I love you this as in our relationship Just like this as in like working just everything like I just need to take a step back. I need to go and Go to my parents house for a little bit. I know we have plans to move to Florida, but like I Can't right now And you literally just We're supposed to be leaving on the 12th it's currently the first and So 11 days we're supposed to be going out of Florida, but we're actually gonna postpone that we're not we're not like Stopping it because I still want to try to work things out with you We can work things out. That's what you do. I'm sorry guys that we're letting you down right now, but Things are just really hard here like you guys only see 20 minute videos and I Wish you guys could see more until like our actual behind-the-scenes life because you would I mean first of all Connect with us more, but you would see like everything that goes on and how like It's not it's not like Our job is the problem. It's just like I feel like we we over work ourselves We overdue we overdo it. We do we don't focus on each other and we need to like we need to learn You know like the balance and we need to make sure like everything is just working out We're doing everything, you know, like we're also focusing on leadership But also working like this isn't that I don't know this is the end yet guys, but for right now It's not gonna be I have But you don't taking a break. He's still gonna hopefully get back, but that's like taking a break like You fix things and then you start back up again, right? Is that not what you want? And the only reason why we're telling you guys this cuz like taking our relationship obviously We do we do we make videos and we can't make videos if our relationship isn't If we're not happy It's really hard to get on camera and make you guys happy and just make ourselves happy at the same time because your health and the way that you feel is very important and You know, like we just want to make sure that we're giving ourselves time to you know Enjoy our life and not feel like we're so like trapped in this bubble. Oh, we got to work work work not because of that No, I don't know because of you guys. We love you guys so much. We would not be where we are without you guys We are so blessed and thankful Time opportunities that you guys have given us we are so blessed for this. I am just want to give you guys all love I'm so happy to have you guys and I know you guys will stick through both of our sides Through whatever we end up deciding that we're gonna do We just need time to really think things through and just kind of get our relationship back on track because it just hasn't been okay recently and we just want to make sure that we are happy and we can also make you guys happy at the same time and We just want to say we love you guys and hope you guys understand and hope you guys can forgive us I know we might be letting down a lot of you guys, but right now we need to take a step But we love you we love you and I just want you to know Me and I agreed we're gonna make an explanation video because I know this is all over the place and there's a lot to talk about but we're gonna make an explanation video of exactly Why did we post at this? This is just kind of raw. This is kind of just it's going up tomorrow This is going up today. No like our explanation. Oh, yeah, so We're gonna show you guys this it's really hard right now to train our thoughts But this just happened a little bit ago, and we just wanted to get it on camera and so stay tuned for tomorrow's YouTube video Make sure to have your post notifications on We're not letting them go We'll explain more tomorrow and tomorrow's video if you're watching this and it's a totally different day than when we posted it Watch our next video that we posted after this one It'll explain everything and what's going on because I want to get more into depth after we take a break So yeah, thank you guys so much for watching. We love you. Love you We'll see you soon That it


Good day, fellow investors. Book me for charity and a charity video update will be the content of this video. First, I want to thank you all. Perhaps you don't know, but all the money that we make from YouTube ads on this channel is donated to charity. We have completed another charity project and I'll update you on that. But I was also thinking, okay, how can I double my charity efforts and I want to help another charitable organization, non-profit organization. And then I said, okay, why not make something where you can book me because yes, I have my stock market research platform where I show what I do, all the research, my portfolios, what I buy, what I sell. But that only fits perhaps part of your finance needs, part of your portfolio construction, part of your financial goals. So I said, okay, I can do something to add additional money to the charity on top of what we make here on YouTube, thanks to you. Subscribe and click that notification bell if you haven't because all the money goes to charity. So that's a win-win situation for everybody. But then I thought, okay, how can I make more? How can I do more? So I said, okay, book me for whatever reason, might just go for a nice dinner, for a cup of coffee, for research, for analysis, for portfolio structure, for consulting, for advice, for whatever I can be of help to you and that we can help other charitable projects and institutions. I thought it would be a very interesting project that I could do and I could really put some time into it and it could be a win-win situation for everybody, for the charity, for me because I love helping people when it comes to their finances or whatever and it would be also helpful for the charities that we do. So on the video content, just an intro as I already started on book me for charity, the research, the project update of Nepal that we completed and will continue doing and then also the new charity project that I want to start where you can book me for. Perhaps one day I'll do something like Warren Buffett. He made 4.5 million for charity with his last dinner. Maybe when I'm 50, 60, I can do that too. But for now, okay, whatever comes in, I'm very, very pleased. So if you want to book me, please send me an email and then we'll discuss the rates. Don't be stingy, it's a win-win situation. Now, I still have to sell myself. So as you know, or maybe don't know, I have a PhD in stock market risk analysis. I'm a common sense investor. I'm an accounting prof, I have been an accounting professor, been investing for more than 20 years and my message is always and perhaps the biggest words that I give is a long-term common sense attitude when it comes to investing. Don't like gambling that much, but when I see something, okay, this is long-term, this is smart, how to find that low-risk, high-return investments in relation to what one does, what one needs in his personal relation, that's my greatest value that I can give. Going into the project, I'm very passionate about helping education and you will see in Nepal, we also help schools, they need different help. But I'm also looking, I know how depressed I was when I was going to high school and I'm thinking that the educational system has to be changed, has to be worked on. So we are starting to build something new, something different, something focused, not that much on the corporate structure of being a person, you have to find the job, you have to work, work, work, but also about being happy, being what you are and in this world, I really think it is extremely important to send that message. So we are starting with a small daycare in Slovenia where we live and from there, I think we will scale that globally to send the message that happiness, joy, comes before everything else, to develop into the person you are, comes before everything else. That is also always a non-profit organization, so a charity fits that personally and we want to grow that project into later schools, high schools and then create some different educational system and structure for the benefit of us all later globally. Similarly, Bill Gates is also working on that, he did a lot on healthcare, but on education, he says that the progress has been harder to achieve than we hoped, but that's no reason to give up though. So just the opposite, we have to double down and I think I can really double down on education and how to help education make it better in this global world. So think about, can I add value to you? Can we make some money for charity? Do you think you can get value from talking to me, having my complete devotion to you and your issues on a one-on-one basis or you want to book me for a speech, for writing a report, whatever, please contact me, send me an email at investwithsven, at investwithsven, at gmail, investwithsven, at gmail.com. Now just to update on the project that we just completed, the third project that we completed in Nepal, thanks to you, thanks to YouTube money, all those ads that you are forced to watch, keep in mind it's for a great reason. So this was the school we helped, the third school we helped and a very positive note, the number of sick kids, diarrhea, people are dying out of diarrhea in third world countries, poor countries, has decreased incredibly the first reports from the first and second project we completed. So we actually saved some lives on top of allowing children to go more to school, which is a great thing we are doing together. So this is the completed project, we're going to keep completing projects and this is the thank you, this is thanks to you, not to me, thanks to you for what we have done. YouTube, we donated by now 40,500 euros thanks to all that contributed. As you can see, this is what I make on YouTube and that money is donated. This is what I made in a month, so 1,000. I'll try to do more videos because I really think this is worth it. So whatever you think, please send me an email, we'll figure out whether I can help you. But the focus is that we help the children education that we develop something together, something good for this world. Thank you, don't forget to subscribe, click that notification bell because it's for a good cause. I'll see you in the next video.


This existence has passed through eighty-four happenings, eighty-four times it has happened. In this sense, only twenty-one are still having a some kind of an existence. Sixty-three, they're completely gone. It doesn't matter how you see, but you can see them as memory imprints within your own system. Eighty-four is a significant number today in our lives, whether we are aware of it or not. Why eighty-four is significant is, this existence has passed through eighty-four happenings. Eighty-four times it has happened, this is the eighty-fourth time. Today modern science proves that the whole existence is just vibration. It's not my invention, it is a scientific fact. Where there's a vibration, there has to be a sound. Yes? Is it okay? I'm trying to go logically step by step. There are other ways to go. Just with this I can make you know it in a different way. But we want to go step by step. Where there's a vibration, there is bound to be a sound, is that so?  Those who are making the sounds and those who are not, all of you are just one piece of sound. This is what modern science is telling you.   A sound is a word, isn't it? A word is a sound rather. Right now if I say yes, because you know English language, you are attaching a certain meaning to it. If you did not know English language, as far as you are concerned, I'm just making a sound, isn't it?  No, they're saying something. If I speak in a language that you do not know, you would naturally think I'm making some crazy sounds, isn't it so? If I speak right now in Tamil or Kannada or Telugu or some other language that you do not know, you would think I'm making some. You don't know whether I'm really speaking a language or making up some nonsense, isn't it so? Yes. So a word is just a sound. So they said that word is God because anybody who's looked at the existence closely can see that what you call as creation and what you call as the creator cannot be separated. If you separate it, creation will cease to exist unless it's constantly supported by the source of creation. Not for a moment can this creation process go on because creation is not a done thing. It is an ongoing thing. Yes? Are you an ongoing thing or you're done thing? I hope you're not a done thing. You're an ongoing process. Without the involvement of the source of creation, how would the creation be an ongoing process? It is constantly involved. It cannot be separated. So it is because of this, they said first there was word. That means from total unmanifest existence, when it began to manifest, the first thing that happened was sound. Even the scientists agree it was a big bang. A bang means a sound, right? In India, it's very beautifully expressed. The first and only one God who existed in that part of the world was Rudra. Rudra literally means one who roars, a rower. So why they called him Rudra is that is the beginning of creation because it's a roar. The scientists call it a bang. Now the scientists are withdrawing that bang theory, that one big bang theory and they're saying there were series of bangs. So one very popular physicist right now who's written very popular books. Recently he wrote a book. I didn't read this, I met him. He wrote a book called Endless Universe. Yes, Endless Universe. Always science has believed that everything has a beginning and an end. Now physicists are talking about an endless universe. The yogic system has always been talking about an ever-expanding universe. For the first time, top-level physicists are beginning to recognize that there is no beginning and an end. It is an endless universe. It is a popular theory going on right now among the scientific community that universe may be endless. So when I was in conversation with him, I asked him, is it possible that it was not a bang but it was a roar, a continuous roar. He thought about it, he looked at many things and then he said, it's possible. Maybe it was not just a bang, it was a roar. It didn't happen in one instant. It roared for a certain length of time and slowly creation began to happen. So the first form, the first god was known as the roar, rudra means the roar. So I asked how many times do you think he could have roared. He said we cannot say, we cannot say because we have no way of knowing how many times but obviously he's roared more than one time. Then I said, someday if your research takes you there, keep this as a guide point. He has roared eighty-four times. He asked, how do you know on what basis are you saying? I said by looking into my system, I am saying creation has roared eighty-four times and it will roar further many more times. A maximum of one hundred and twelve times it will roar. When it roars the last time, then there will be no beginning and it will be a perpetual creation. That's too far. But I told him, you hold this eighty-four as some kind of a guide post and you have machines and calculus, mathematics, I didn't learn one plus one how much. You learned all those things, you work on this someday. Someday if you arrive at a number, you will arrive at this number. It will be eighty-four. How is this possible? He asked. I said, see if you cut a tree today. People look into the rings of the tree and talk about in the last thousand years when a drought happened, when excessive rain happened, when a fire happened, everything, right? If you cut into this system with your awareness, the very history of this creation is written into this one. Eighty-four times the creation is rolled, we are in this eighty-fourth roll. What has happened as a result of that eighty-fourth roll is where we are. Out of the eighty-four creations that have happened, eighty-three have happened, this one is happening. Out of these, as creation is happening, ongoing, the dissolution also is ongoing. So the dissolution process started for some creation and they started dissolving and dissolving and dissolving. Out of this, only twenty are still in the process of dissolving, in different levels of dissolving. The others are completely obliterated, except you can look at them in your awareness, looking at this creation because in some way it contains the residue or the experience of all that. Just as you carry your experience of life into everything that you do, the process of creation also has been carrying the experience of every creation into the next one and the next one, though they're completely different, though they may be completely different. See you went to school and played soccer and that was twenty-five years ago. Now suddenly it happened, you were forty-five years of age and a burglar entered your house. When a burglar enters your house, you are not going kyaaaah like this. You will go like this.  You kick the burglar like a soccer ball, not like a karate cake or a calorie pie to cake or something else. So the experience, you might have played soccer just for a month, maybe three months, but that experience somewhere, the residue of that experience is still ingrained in you and it finds expression somewhere else in a completely unrelated space. This is the way you're growing all the time. This is what we're calling as karma. So this is the individual karma, what we're talking about. But there is a universal karma, there is a karma of the creation itself. Because creation itself is a karma, isn't it? The act of creation, is it not an act? Act means karma, it is a karma. The residue of that karma is always moving into the next phase of creation and the next level of creation. Like this, totally eighty-four creations have happened or eighty-three have happened, eighty-fourth is on. In that, the older ones have managed to completely dissolve, they only exist in terms of experiential imprint in the next one, but they don't have a living status. But the twenty behind this are still having different levels of living status.  In fact, they're in the process of dissolution. Their active process of creation is not happening, that's all dissolution means. See, right now what death means for you is, when you're a child, the number of new cells that you're producing, if let's say in a year you're producing hundred billion cells, when you become thirty-five, it is dropped a little bit. When you become forty-five, it's dropped a little bit. When you become fifty-five, it's dropped further. When you become seventy-five, it's dropped further. A time comes when what you're producing and what is dying, what is dying is more than what you're able to replace. So this is how old age is happening. Exactly the same process is happening with the creation. The dissolution is always happening. Even here, dissolution is always happening, but new creation is happening, so it's vibrantly on. That new creation dwindled and stopped. So over a face of time, over a period of time, this just went down. Only dissolution started happening and then after some time, only memory imprints are left. No living imprint is there. So in this sense, only twenty-one are still having a… some kind of an existence. The other remaining, whatever, sixty-three, is it, sixty-three, they're completely gone. You cannot see them anywhere, it doesn't matter how you see, but you can see them as memory imprints within your own system because that imprint and that experience is still here. This one is the real thing. Everything else in receding order, they're active. In this, there are two. In the current one, there are two. One is the physicality, which carries the memory of everything. Another is the source of creation, which is the basis of the future. Either you can let your past become the future. When you allow your past to become the future, we look at you and say, it's her karma. When we say it's her karma, what it means is she's allowing her past to be her future. There is no fresh possibility in her. That's what it is. When we look at someone and say, karma, we are just saying they're allowing their past to become their future. There is no future for them really. It will repeat itself. So when you say, I'm working on a spiritual path, what you're trying to say is on one level, the statement that you're making is that you do not want your past to repeat as future. You do not want your life to be cyclical. You want your life to go forward. You don't want to be part of the cycle. The last chance that you were singing just now is punarapi jananam punarapi maranam means this cycle. I want to break it somehow because once you get into a cycle, once you get into your circle or movement, you are not going to go anywhere. If you say somebody is going in circles, what does the expression mean to you? It simply means he's not getting anywhere, isn't it? So when we say it's his karma, that's what we're saying, she's not going to get anywhere because on the circle he thinks it's a new journey, it's a new journey because he has very short memory. Everybody is in a state of dementia. What is before his mother's womb or what is in his mother's womb also he does not remember. They're in a state of dementia, so the circle looks new, every time they go through it, it looks new. They are like animals in a loop, you know, in a circus they put animals on the loop. This is just like that. In India, particularly in the yogic culture, probably it's there and somewhere in the Maybe it's in the yoga sutras itself, this example. They are compared to the bullocks at the oil mill. What they do to the bullocks in the oil mill is, they blind them. That means they blindfold them. They tie something over their eyes or they tie everything like this and just leave this. And it's on an oil mill. As far as the bullock is concerned, it thinks it's going somewhere.  It feels like you're going somewhere but you're not going anywhere. That is karma. So this dimension that you're looking at right now is in two levels. One has happened, another is happening. So the eighty-three of them, how happened? If you want to talk in numbers, the eighty-third one is happened but still happening. In a residual way, it is still ha… your birth has happened, is it happened? Your birth happened but still happening, isn't it? Your death also has happened but still happening. You know what I'm saying?  It's already happened. The moment you were born, your death happened. First step towards your death happened but still happening. You're waiting for it to be complete or you're wanting it to be delayed. But it is happening, isn't it? And it's already happened. So there's another dimension within you for which the birth has not happened nor will the death happen to it. Only if you touch the dimension, you have something called as a future. Otherwise you have just karma. Karma means you're repeating your past as future. You may be changing the color, you may be changing the style of how you do it but still the same stuff, nothing different. Same stuff what the caveman was doing, you're still doing the same stuff. Style and capability might have changed but it's the same stuff, isn't it so? This is like anchor, this is an anchor. You've thrown an anchor and you're trying to move your boat, at the most it can only go in circles, isn't it? So we are trying to pull in the anchor or cut the rope which holds us to the anchor so that next time we power, it will go away. So the whole spiritual sadhana is based on this, that you want to become free. Free does not mean you have to forget but you have to become free from the memory which rules you and the memory is not just in your mind, every cell in your body carries memory. This much is very clear to us through genetic science and other things. You are carrying the memory of your forefathers and you're still behaving like them. You're still having a nose like them, look at this, unless you had a nose job done recently. Yes? There are many, many symbols or there are many, many aspects in the body which clearly say that the memory of these eighty-four creations are still there in your body. It is there in every atom in the existence. So what you're trying to cleanse is you want to cleanse it from the memory because this memory binds you. This memory gives you a sense of belonging. At the same time this memory binds you, it doesn't let you go. So when you do sadhana, you're trying to cut everything because without cutting that, without cutting your anchor, you're not going to move ahead. So why this memory is holding me back? It is that memory which is given integrity and stability to your body and the structure of who you are right now. Without that, without this memory, this body couldn't be created. Without the memory of a single-celled animal being within you, without all that information being carried through the evolutionary process and you sitting here, without that memory, this body cannot be structured and held together. So memory is not your enemy. It is just that you don't know how to hold it. You are into it. That's a problem. You are into it. Now you want to get out of it. You want to make use of the memory but you want to, you don't want to be used by your memory. That is spiritual sadhana. You want to have a future which is different from your pasts.


This is where he was scheduled to be down at Berlin, the Development and Review Board. Spit that out, Robert. We need a shorter name, DRB. There you go. And we have two applications before us tonight, or at least we did have. The first application, I don't have my agenda in front of me. That's the discontinuation of the. Henry Perrin. Yeah, the discontinuation of the. Let me read it for a minute. I'm familiar with the morning. OK. Thank you, Tom. Continuation of the application by the State of Henry Perrin for preliminary and final plan review of a minor two-lot residential subdivision. We also have an application by the Berlin Mall LLC for final plan review of a minor two-lot subdivision of 1.940 acres and 63.8583 acres. Tom, the application of the State of Henry Perrin. So I received the notice and I afforded to the Development and Review Board. They decided that with the advice of their attorney not to pursue a subdivision. They didn't think it was required. There was a discussion at the last hearing if it was required or not. So they decided to pull their application. And they have submitted a mylar reflecting the lots now to the town clerk. So. Thank you. Records reflect that that application has been withdrawn. Oh, John. Happy new year to you. Thank you. Give me a favorite time and pull the chair out for. Well, apparently we have one guest. Paul, I got the letter so I figured I'd show up. You also gave us a downing. Yes. So OK, that application was withdrawn. Then we have the other application, which is the Berlin Mall LLC being represented tonight by. Paul O'Leary with O'Leary Works Civil Assortiates. Is he an engineer? Yes, I'm an engineer. Sir, which application are you here for? It's the mall one. OK. All right. The mall? OK. I'm right next door. Very good. So this is an application for a subdivision. This is an application we've heard once before. Back in March or February 5th? February 5th. We had the hearing. And this application would be for tonight because? Because the state of Vermont has a statute that says that subdivision approval, the miler, has to be filed within 180 days of the written approval. The written approval happened on, I think, March 27th. And on our side of the house, everybody kind of forgot about it. It's taken a while to get through the permit process, and then we realized a month or two ago that the 180 days had expired. Therefore, by statute, our subdivision is null and void. Doesn't affect the site plan approval for the residential, but it affects the subdivision. So we're back to ask for a re-approval of the subdivision. If you recall, with the Berlin Mall, there were a number of outlots that have always been shown on the master plan, outlots A, B, C, and D. And they were never officially subdivided. They were shown on the map as a certain area. Now, we are building the new congregate facility on outlot B. So we wanted to subdivide the outlot because my client is going to own the lot. And so we had applied for a subdivision for that lot and provided you with a plaque, which is on the top there that shows outlot B, which is essentially the same as what Berlin Master Plan showed, a couple of minor little revisions. But I think the master plan had it as 1.96 acres and we're at 1.94. So that's why we're back for a re-approval of the subdivision.  The blame falls on me. I mean, we have the developer, we have the attorney, and we have us. But typically, we're pretty good at tracking these things, because it's embarrassing to be honest with you when it happens. But it happened. So here I am. That's why I'm here and not one of my guys. Yeah. Very good. And we have somebody here. Did you want to participate in this? No, I just want to see what the subdivision was, kind of what's going there, because I'm right next to it. So I'm out of eight of two cars, Twin City Subaru and Toyota. So we're really your name. Are you seeking party status? OK. We have it's form of an anti-spoiler. You're right. My apologies. Missed that one. Let me swear in anybody that tends to give testimony before this board tonight, please raise your right hand. You swear to the Call of Truth. Nothing but truth in the matter before this board tonight. And apparently, it's a perjury. Thank you. And you have not raised your hand, so you don't pretend you can testify. Very good. So this is testimony we've heard before. But so I'm going to ask them for its pleasure. Back in March, we heard this application. Let me ask the applicant, are there any changes? No, there are not. The subdivision?  Are there any changes to the conditions of development? No. I know you've been through the active 50 process. Are you going through the active 50 process? Almost through, yes. And there have been no changes introduced by that process. Some minor changes that would apply to the site plan, but not to the subdivision. For instance, we are now going to extend the town municipal water line from Coles across the Berlin Mall property to serve this property before we were going to connect to the Berlin Mall water system. Now we're going to be connected to the town. So that's a change on the plans, but it doesn't change the building. It doesn't change the log. Yeah. OK. How would the board like to proceed? We are operating. Last time we heard this, we heard to send in two sets of regulations. We heard of the old regulations of the new regulations. This time we're only hearing of the new regulations. This time it's a minor, as opposed to a major, because the new regulations were called a minor. Last time it was a major because the old regulations had a major. But the criteria is the same. Does the board want to go through the individual criteria? I'm looking at the wrong person here. I know the guys here. Give me a minute. Oh, if it's the same testimony. There's nothing different. I will defer to the others. I wasn't present at the last hearing, but I will defer to the others because I trust you all. He testifies that nothing has changed in terms of the subdivision regulation. So I don't see any reason to. And we certainly heard it under both. If it had been before that, that would be questionable. We heard it under both. That's sort of how I feel, John. And that's OK with you, Polly. That's fine with me. I know you died here with the whole testimony. I've been waiting all week. Did you want to hear any part of this? And I know you haven't raised your hand, so you're not testifying, but OK. Sir, for the director, what was your name? Jose Oliver. Jose Oliver. You've put your name down on the sit-in sheet. Yeah, my email and my contact info. What I'd like to do is I'd like to note there are a few changes, i.e. that this is a minor as opposed to major. So in terms of Christie's work, it's doubled. For us, it's nothing. She has to go back through there and eliminate all the references to the previous ordinance that were in there when you write this up this time. And I would note that you need to do that. And you might. I also, I think, improved our findings in our conclusions a little bit. For instance, we'd like to include in our conclusions the need to file within 180 days, which we did not do in our last time. And we historically do, we missed it as well. So the need to file within 100 days is a condition. I don't believe there were any other conditions that I remember, but that was one condition. There is another condition, which is the need to notify the zoning administrator upon completion for the certificate of compliance. Correct. And that also goes with their building. Goes with the building, but it'll be in the building, but it's also going to go with the separation. Correct. So but the filing is the big thing that was missing. We had limited findings. I would suggest, Christie, you might look at the testimony and maybe paraphrase some of the testimony for some of the criteria. Are we using the chart for the subdivision? Because that would make it easier, right? Just fill in the chart and add in the comments. Just give us the chart to subdivision, do I mean? Yeah, we're going to use the chart. We haven't done that. Because that might make it easier for us. I think you should just go. Remember, we talked about a chart, the table. This template thing, yeah. Template. And that may be a good way just to go through that effectively, my feeling is they have complied with all the provisions of the subdivision regulations. Yes. And it's either not applicable, and in this case, I think almost all of them are applicable, but they've complied with positive comments. So I suggest we might do that that way. Last time, we really didn't have any findings to say, because we're literally dealing with a brand new bylaw. So just fleshing this out as we go along, learning our way through this new bylaw, I think we need to have just a little bit more of findings than we did last time. Well, this is helpful, too, what they submitted. Yeah. So did anybody here want to hear any testimony tonight? Any other discussion, i.e., instructions to our recording secretary? So just out of curiosity, will you have to come back to revise a site plan that was approved here? I can do minor changes to the site plan. It's a waterline change. OK. So I consider that minor, unless somebody cares about that. No, I was just curious if there was anything. I don't know if that was the only site plan. We were talking before you arrived about controversy on the curb cut on the road. Would you point it out for us? Yes. Both sides. So we had a lot of conversation about this intersection. We're installing a new concrete sidewalk, an active 50 and then with this board. So originally, this board made some good suggestions about trying to improve this intersection. So we came back the second time with some improvements that we were going to change the radius of this curve to shorten the distance people had to walk across.  Currently, there's a stop sign here, but there's no stops on the other three legs. So based on this board's recommendations, that's the plan that went forward to Act 250. Now, at Act 250, a member of the commission was concerned that by reducing this radius that trucks, particularly Walmart trucks that came out, we're going to have trouble making this swing. And we're going to have to swing out into the other lane. Now, as we all know by watching big trucks, that's a pretty common thing that happens. And for mine, you back up or the truck driver is aware. But we argued that we like the plan that you folks approved with the shorter distance across. We thought that was safer for pedestrians. The commission actually talked about making the radius bigger so that the trucks could swing better. And in the end, the agency of transportation attended the Act 250 hearing. And the commission decided to ask the opinion of the agency. So the agency came back and said that their recommendation was to essentially leave the radius as it was and not decrease it as we proposed. Now, not decrease it? Not decrease it. So at this point in time, we're waiting to hear what the commission decides. You know, we argued to do it as shown on the plan. We don't know where they're going to fall. So we basically said it's not a show stopper for us. You decide how you want to see it. And that's what we'll do. So that's one issue that's outstanding. We do expect the commission to make a decision. We're hoping they'll make a decision by the end of the month. And Ducevich, the developer, expects all his financing to be in place by the end of the month. And he has every intention of breaking ground as soon as he can this spring. OK. Well, thank you. But that's really not relevant to the subject. It's just relevant to the background just so everybody's on the same page here. So it really doesn't need to be part of the subject, as you were saying, of the note that there was a change possible here. OK. So what did they expect the commission to do by the end of the month? Usually, a bill of time for a building this big is about 12 months. So I mean, they'd like to maybe go a little faster, but typically, it's around 11 to 12 months before they're ready to occupy it. Great. That's useful. It's a little bit longer than a pure residential building because you have the state health carbon approvals and all that, which is complex. It needs to be done as a few extra steps so they need a few more hoops to jump through before they're ready to operate. From what I hear, Anjuli, there's a lot of demand.  That's great. I assume they started marketing and all. I don't think they have, actually. But I think once their financing is in place in the great ground, then I'm sure you'll start seeing some things out there. So we have an Alzheimer component. We have a congregate care component. And then we just have, essentially, a residential component. But all senior, a total of 98 units. Yeah, it'll be a good looking building. And it'll be a great addition to Berlin, hopefully. Well, not only Berlin, but several long reasons. Yes. Yes. I would entertain a motion to close this hearing. So moved. Second. Second. John, thank you. Discussion? Opposed to be the motion? You see the part by saying aye. Aye. That hearing is closed. Thank you very much. Thank you. Thank you. And I apologize for dragging you out here to hear this for a second time. It's one of our shorter meetings. That's the first time people have done it on by themselves. Oh, yeah.  That's it. I should apologize to John for that. So I don't want to talk to your brother. OK. Do we have the ears in there? I'm just going to ask for a review of the minutes. Bye. Goodbye. Bye. Thank you. Have a good evening. I would have to say I've been in Vermont for three weeks now. Oh. I came from favor of Massachusetts. And we built a building, a dealership in April. And I went to a lot of these, and what a difference. I don't think you can do that. Oh, unbelievable. There's no yelling. There's no screaming. Everybody's like, oh, this is an easy one. Yeah, I think this opportunity should have been super easy five minutes, the beginning and out, and it turns into five hours of people screaming. Welcome. Yeah, welcome to Vermont. Welcome to Vermont. Welcome. Happy New Year. Happy New Year. Um, we do have one item in the agenda was is the minutes of the meeting of the 17th of December. I was not here at that meeting. You chaired that meeting. We haven't read. We haven't. I haven't read them. I understand nobody has reviewed them. OK. In that case, I guess I'll entertain a motion to table those until the next meeting. Sure. Summary. Second. Is that moving the second? Discussion? I was afraid of that motion because then I was saying, hi. Hi. And it was tabled to the next meeting. OK. And I would ask you to read your favorite read them. I will. I'm not going to read them because I don't know what was there. You don't know what was there. That was a good meeting. Yeah. A lot of history. I mean, it's academic because it's been worth drawing. It's just one item, right? That's right. Yeah. Yeah. But it still needs to be part of the work. Yes. Yeah, I think so. Of course. Oh, good. Ready? Would you like me to sign the note again? That would be great. Yes. Yes. Include me. Yeah. That would be great. Well, I think so.  I'll jack up certain people. All right. We've got a history lesson. Yes, we did. Because the nigh is evidently was like a land swath and all this. It was very exciting. It was a lot of things for a parent's family. It was just, you know, a long history. It was a huge farm, still. Yeah. I didn't realize they owned that whole set. Yeah, I know. I thought Henry, well, Henry acts like he owns it, but he doesn't apparently. If there's nothing to come before this board tonight, we can release Orca. Yeah. Yes. Thank you very much. Thank you. Thank you.