I will now call to order the Transportation Policy Workshop meeting of the Santa Cruz County Regional Transportation Commission. Getting a little bit of an echo, so one could mute there. It's September 15, 2022, 9 AM. Quirk, will you please call the roll? Commissioner Bertrand. Present. Commissioner Sandy Brown. Here. Commissioner Randy Johnson. Here. Commissioner Montecino. Here. Commissioner Caput. Come on. Commissioner Alternate Schifrin. Here. Commissioner Cohnett. Here. Commissioner Alternate Virginia Johnson. Here. Commissioner Brown. Kristen Brown. Present. Commissioner Alternate Pegler. Here. Commissioner Rockin. Mike, you're on mute. Here. Sorry. You have a form. All right, thank you. And we'll proceed with oral communications. This time any member of the public may address the commission on any item within the jurisdiction of the commission. It is not already on the agenda. The commission will listen to all communications, but in compliance with state law, may not take action on items that are not on the agenda. Speakers are requested to state their name clearly so that it can be accurately recorded in the minutes of the meeting. And the speaker will have two minutes. Is any member of the public wish to address us? Do not see anybody logged in. Wow. OK. Does any commissioner have anything they'd like to share? How could that be, given our exciting agenda? It is thrilling. Are there any additions or deletions to our consent or regular agendas today? No, there are no additions or deletions. All right, then we'll proceed with a vote on the consent agenda. It is thrilling. One item, two. Move the consent agenda. Second. All right, we have a motion by Commissioner Schiffern. It's second by Commissioner Bertrand. Is there any member of the public who wishes to comment on the consent agenda? Seeing none, we'll again return it to the commission for action. Motion from Commissioner Schiffern. Second from Commissioner Bertrand. Any further discussion? Seeing none, clerk roll call vote, please. Commissioner Bertrand. Aye. Commissioner Sandy Brown. Aye. Commissioner Randy Johnson. Aye. Commissioner Montecino. Aye. Commissioner Alternate Schiffern. Aye. Commissioner Koenig. Aye. Commissioner Alternate Virginia Johnson. Aye. Commissioner Christian Brown. Aye. Commissioner Altman-Pagler. Aye. Commissioner Loxan. Aye. That passes unanimously. All right, if you can consent agenda pass, that concludes our regular agenda. The next meeting is scheduled for Thursday, October 6, 2022, at 9 AM, Santa Cruz County Board of Supervisors Chambers and online via Zoom. Thanks, everyone, for coming today. All right. Amazing record. Really amazing. Thanks, Manu. Good work. Thanks, everybody. Bye.


dreamscape presents calm clarity how to use science to rewire your brain for greater wisdom fulfillment and joy by Zwei Kwong narrated by Emily Wu Zeller preface why I became a mind hacker I define mind hacking as using science to enhance the best qualities of being human by proactively steering brain development in a way that physiologically supports greater physical emotional mental and spiritual well-being alignment and integration the saying that necessity is the mother of invention captures why I first created the mind hacking techniques that eventually evolved into the calm clarity program I had a particularly urgent need for tools that could help me stay calm and think clearly because at the age of 17 I had to learn on my own how to navigate between two polar ins of the socioeconomic spectrum in the beginning the stress of moving between such social extremes literally drove me to the verge of insanity and compelled me to find my own way to make sense of the world and my place in it by becoming a mind hacker I eventually built the inner strength and resilience needed to become a bridge between these two spheres today I teach mind hacking techniques to people across the socioeconomic spectrum from inner city teens to executives of leading corporations as a refugee from Vietnam who grew up in a poor and violent area of Philadelphia my life changed dramatically when I enrolled at Harvard College it was the first time I ever lived away from my family and I was not prepared in any way to handle the culture shock it was like being dropped down alone onto another planet having rarely been exposed to the world outside my inner city community and not having had the privilege of attending a private high school I felt completely alienated with no support system and no mentorship soon enough the toxic stress I felt from the competitive intensity and social isolation I experienced at Harvard caused the traumatic or deals I had experienced and witnessed during my childhood but never got treated for to explode into complex post traumatic stress disorder PTSD as PTSD took over my brain my inner world turned into a living hell at first I had no idea what was going on I had no idea why after arriving at Harvard I started to dissociate and have panic attacks uncontrollable crying spells and recurring nightmares that kept me from sleeping through the night I had no idea why a voice in my head was obsessively telling me to bring my life to an end I had no idea why all I wanted to do was stay in bed the entire day and hide from people I privately struggled with these symptoms until I reached the point where I could hardly function when it became almost impossible to pull myself together to attend classes or do my schoolwork sample complete ready to continue


Hello everybody, I guess most of you are expecting us to present or introduce ourselves to turn a little bit of just topic and to drag it through representation, right? It is exactly what we are going to do. I'm Boris Wagia, I'm a Software Engineer at AUSIS and today with Yannick we are going to share with you our experience on what not to do or using GitLab. I guess a lot of people are a little bit confused and are expecting something they don't know from this talk, right? Because the topic is a little bit controversial. First of all, why is this topic? Most of the time when people start adopting a technology they just read success stories and just happen over the time. When you start your systems you will see that what drives people is the latest innovation, the latest hip that we have in the world and particularly in the software industry where we have new technology popping out quite frequently and people are curious. Enterprise and company just want to move forward to adopt the latest thing and this is why we chose this topic. Why? Because when you adopt a new technology over the time, when you are in the rates of success stories, you end up hitting your head on the wall because you have a success story and then you start investing in it and then you figure out that, yeah, maybe I shouldn't have done that way, first of all, I should have taken what I had to my current setup. The idea here was to share our experience and what not to do to prevent people starting to use GitLab for the first place or when they start using it at least to be aware of stuff that they shouldn't do. So what are we going to talk about? We are going to share a little bit of our GitLab adoption history. We are going to describe our challenges, then how we solve them and then go through again those meta-patterns that we have learned since then. What does the meta-pattern that we have learned? I would like to share that and share it with you and maybe also learn from you too. Yeah, our challenges. Already in the year of using GitLab, we have a lot of problems. But first of all, what happened?  Okay, we started using GitLab in 2013 after face several problems with our whole version control system. At the beginning, that was very difficult to adopt it because it was new for us and we have never experimented before. So after many tries and hard work, we start to understand how this work and we are able now to use it. So actually, we managed a GitLab instances with more than 1,000 projects, more than 1,000 active projects. I'm talking about 450 active developers more than 2,000 built per day. So this statistic just to give you a basic understanding on how our infrastructure is built. To get there, we had a lot of pains to go from 10 developers to 400 to go from 2 projects to 1,000 projects. Then we had a lot of challenges that I'd like to share with you. The first challenge that we had was availability. What do we mean by availability? As the time was going on, we had like sometimes some random crashes, right? Some data loss and it was not obvious for us that was back in the days and it was quite difficult to debug. Was it GitLab, the problem? Sometimes you had an infrastructure that was working like a straight year without a problem and one day you just have all the data done, all the systems down or whatever. It was quite complicated. We started to think, okay, maybe this new spoiler doesn't make sense at all. Shall we switch and so on? It was a little complicated. Those problems were not quite a problem. The problem was to investigate a step further. What is the problem that we have? The meta problem here. We looked through everything and actually GitLab was not the problem, but I think our infrastructure itself, the way we were hosting it, the way we had GitLab installed and as we were growing, I think we needed to upgrade. We needed to move to something better because we had a lot of infrastructure problems. What we did, to solve the problem, we just looked around to find a provider who can give us a calibre infrastructure or a calibre resource and then we looked on the market and chose Amazon that had a good offer for us and since this time we are running without resource problems and we are satisfied. Yeah. Today we are seeing the product itself is moving more and more with the collaboration with Amazon. We saw what we heard today from the CEO. At the time we had to switch to Amazon to have some better hosting of the product itself. Then the second challenge, as you grow, you have a scalability problem like extremely low services. Yeah, we are running on Amazon, but at some point you figure out you have 60 customers running on your instances. Developers from some teams were complaining about the pipeline because it was taking too much time. People get frustrated because the service was slow and it was probably paying after, I mean, you switch from 50 developers in your team to 300 and without refreshing the environment and then you start noticing some patterns like slow pipeline team are really frustrated and you have a lot of memory issues on the problem. So we investigated and then we figured out so many customers using the same instance and you know in GitLab you can create group and in group you can create projects and assign users there on the same instance and managing and handling our customers that way was a little bit complicated and we need to fix this because it doesn't make sense to have a team from a customer to be brought because some other people are working on the same instances and consuming the world resources and it was pretty annoying. We thought about it and we said, okay, we do something completely different. What's the problem? We decide to supply our infrastructure. We decide to deploy for every customer one GitLab instances that is like a small instances and then the client if our main instances is down our client will not be affected because everything is applied on each run inside the whole instances. Correct. Partitioning first of all is a concern computer science. That means keeping things separated to avoid problems and we wish really that we had this experience of you know having things separated for a better life during our production and this problem we had it like back in 2015 and 2016 and we had some requirements that we couldn't fulfill. It was quite complicated and we have some requirements and you need to you know sometimes customers say, hey look we want to do this. We have this software development and we have this process that we want to implement. We want our product to be deployed over this night or in this way and so at that time moments arrive where the product itself, GitLab itself is do not have what you need and there are a lot of ways of fixing it. Either we say hey look we cannot do it or we say yeah we will implement a custom solution and this is what we usually did over time like okay we want this feature we try to implement a custom solution and then tomorrow with a new release. In this situation we implement a release concept that means we upgrade our system each time GitLab publish a new release so it's like after Git. Yeah the idea here was we have some problems we have some new features that we want. We have two ways either we invest time in fixing that or we say okay we don't do it we wait the next release and fix it and left the customer with the problem until the next release come. So yeah so far that was our GitLab adoption journey and the next step was yeah a picture of cats because cats are cats and there's nothing we can do right. Yeah so what not to do and really what really not to do when you're using GitLab the principle one we would say about it as principle don't fool yourself. Early optimization is the day we adapt as you move. We had this situation where from new releases we tried to upgrade the whole system to fit those new features that came in in the project and after you upgrade the whole environment the system crashed again. Yeah so the first principle is keep things as they are only use what you need and GitLab might come up with some pretty house some features and you can see on the website market everywhere but ask yourself do you need it if not don't use it maybe you might want to use it at some point in time but what we learned was don't change your system every time you have a new feature coming from GitLab. It makes no sense right. Leave things as they are until you need them. That was our principle number one. The principle number two I would like to share with you is the feedback loop. People neglect this a lot but we know this new system means new problem that is the fundamental systematic law. For every system that you start that you bring to life you create new problem like managing that system itself right. So when you start using a feature don't expect it to work as it is described somewhere or by anyone. Implement it but then take the time to gather feedback from people using them and for instance the diverse people implementing feature they are not doing it for themselves they are doing it for developers that are using the product itself right. So when you're implementing a new feature take the time like one two three weeks and get a feedback from people or from your customer and does this pipeline make sense but this pipeline is behaving as we expected. Are people happy working with this if not remove it and there's something we use to experiment. You might have some new feature try some experiment and implementing that feature like some pipeline and have some I mean test the feature you want to give to people or to the developer before leaving it to them right and if it doesn't make sense if people are not happy about it drop it and then don't enforce people to use it and the pipeline here or whatever feature you're using shall be there only to match the development process of the team and not just because the feature is available and it is cool. So you have to keep that in mind it's really important. Welcome next. Train and delegate. Education is the premise of success. We have seen project and teams where over the weekend some developers implement some cool stuff and just push it there and the day after everything is working and nobody know what happened and why it is working that way and then he takes holidays and the world team cannot work anymore. You have to stop that. Train your people, train people in the team, train everybody using in that project, train everybody using that feature or that pipeline or that advanced thing that you have in your pipeline so that people can understand and they can fix them and by people here we really mean our team member exclude product owner. I'm not sure if product owner needs to learn about pipeline but train your developer to know what is happening in your pipeline and to know if or how they can improve it and to understand if there's a problem maybe they can know that yeah in this pipeline you are doing this auto scaling up that is causing problem and consuming so much resources out there or they have to wait too much to have their pipeline done or to have to continue working so you need to train them to understand what is happening and sometimes people want to change the workflow. We are understanding really that sometimes it is complicated to have this workflow that they have and if they understand better the words of the DevOps and there will be efficient in providing I mean there will be efficient in helping building your development process in collaboration with the DevOps. So training people in the team to use the product and understand what is going on on the hood is really important never miss to do that never ever. First number four awareness I particularly love this one right.  Don't assume that you're the first to do it and by this remain trying to learn and collaborate with people. Gild up a service on open source project it is open everyone can learn but we have a lot of teams building custom solution maybe they fit your needs but if they had to collaborate if they had collaborate with a lot of people around them in the community learn and attend events or sharing or exchanging with other people they will learn how they're implementing it. We have found ourselves implementing custom solutions that we really needed to do that and when you go to a meet-up or when you go to an event and you talk with somebody and you just say hey we are using this this way how are you using that and you say oh we are using this and this way and it took us three weeks to implement it so then isolate yourself getting touch with people and learn how they are building the product how they are using the product itself it's really valuable don't forget yourself and say we know enough and we will do it on our own at least that's our suggestion right. So just summarize this don't from yourself don't underestimate the value of foster feedback not all of them are also valuable yeah because some people might give you some feedback and that you really don't need them right. Don't let it out to the supervisor they've obtained the team to take over. If you don't do this you will have I mean if you don't do this you will have some pipeline and people that cannot switch between project right and so on so let the people in the project learn what is going on it's really important really important so never miss to do that and I am very real and try also to learn from other right we all know what this means so so far so good and why doing this we thought about creating a new github community where company and individuals can come and drop their adoption github adoption experience why Sharon is carrying I have a cookies I have a new spark card big house a lot of outfit do you have a cookies no so you have everything but you don't have a cookies yeah just to say Sharon is carrying help other people with what you know it might be a good idea I mean together we are stronger and we can only improve the knowledge in the continuous improvement in continuous delivery and continuous in the integration industry only if you are working together right so this is the idea of this some people trying to adopt the product have no clue how other people are doing it or implementing or using it or how they are building for their use case and the idea here is to say okay let us create a community where people write your success story and your failures is very important you cannot learn only from success story from failures also like we did how we had our problems our challenges how we fix them it will be nice to have an open project somewhere on the world or out there to have a project where an open source project or open source repository where individuals or company can come and contribute and say okay we are using github this way when we have this we had this problem we solved it like this and made it open source so tomorrow when somebody here we started company it will be easier for him to check what happened and what the other people got and did to not go through all that pain and this here was also the key for this talk to reflect on this idea of having a community where people will share your experience and adopting the product also I would like we would also like to get your feedback here all right so with that said that's all we have prepared for decision thank you very much


Welcome learners. Today I will be discussing about leadership. So this video lecture is divided into two parts. First part will deal with the basic concepts of leadership and the second part will deal with the leadership style. After completion of this video lecture, you will be able to define leadership. You will be able to outline the characteristics of leadership. Then we will discuss about the importance of leadership and then we will discuss about the qualities of a good leader. So first let's discuss the definition of leadership. In the words of Kunso O'Donnell, leadership is the ability of a manager to induce subordinates to work with skill and confidence. This definition reflects that the primary job of a leader is to build a team for the achievement of organizational goal. Basic characteristics of leadership are it is a continuous process of influencing the followers behavior rather than a one-shot activity. So leader continuously motivates the followers to act in a proper way. It is a personal quality of character and behavior in man which make him fit to exert an interpersonal influence. There should be a group of followers for leadership function. So to become a leader you need to have some followers. It is the relationship between our leader and his followers. It may be individual and or maybe groups which arises out of their functioning for common goals. Laying down of objectives and policies for the followers, motivating them and coordinating their efforts to accomplish the objectives of all that comes under the umbrella of leadership. The style of leadership may differ from situation to situation. Sometimes leader may need to act in more autocratic way and sometimes they need to be very much flexible. The leadership influences the ability to persuade others and to motivate them for working objectively to accomplish certain specific goals. It is necessary to guide the followers in attaining common goals. Generally in organization we see that the leader or the manager of the organization, they sets the goal and then on the followers they tries to attain that particular goal. So while giving guidance the leader shows his feelings of recognition for the followers as well as conveys them the importance of their work. It is a process through which the leader exercises an influence on the members of a group. Then let's discuss the importance of leadership. Leadership is a process of influencing the behavior of member of a group. Thus effective leadership is highly essential in inspiring the people to accomplish the specific objectives. For efficient and effective functioning of an organization it needs the guidance of a good leader. So there is a need to direct the activities of the members in a certain way to achieve the specified objectives in the organization. So to become a success in the particular business or in any organization you need to have a good leader. Then let's discuss the importance of leadership in management. So one of the most important thing in management is the determination of goal. Generally the leader determines the goal for their followers. Then organization of activities that means who will perform what kind of task, how to design them, all these things were performed by the leader. Then accomplishing coordination. In any organization there are different types of departmentations, different activities were there which needs coordination among all the departments. So this task is also performed by a leader. Then providing guidance. In the time of crisis whenever any follower needs guidance the leader provides them guidance to them. Then building employees' morale. So leader acts as building moral for their employees. Then they facilitate change if any new things, new machineries, new situation arises. So leader helps the followers to overcome those situations. Then they motivates the employees because without motivation employee cannot perform well. So motivating the employees providing them proper reward and recognition is another function of the leader. Then what are the qualities required to be a good leader? First thing is a leader should have some kind of intelligence so that he can understand his followers, he can act promptly. Then the leader should take initiatives and they should have creative ability. Then they should have the power of judgment which one is good, which one is better, which things we need to suit in that particular organization. So they need to have the power of judgment. They need to have vision and foresight. They should be able to see the future like what things will be better in future. So they should be able to have better vision. Then mental and emotional maturity. They should not act emotionally or maybe like out of some crisis all of a sudden they should not take decision. They should be more matured in this regard. Then they should have the quality of flexibility. That means whenever any time of crisis arises they should be flexible for person to person. Maybe in different situation they should act differently. Then they should have the technical competence because by observing the leaders only followers will act. So the leader should have that particular competency in their own field. Then they should have the self-confidence. And the last point is they should have proper human relations attitude. If the behavior of a leader is not good then definitely people will not follow him. I think you have understood whatever we have discussed so far. See you in my next video class. Thank you.


Tom here from LearnSystems and I wanted to talk about the UHS ransomware attack. Now I don't usually dive into ransomware attacks. I usually save those articles for me and Xavier to go over on our how they got hack channel. But I wanted to talk about this one because of the scale and scope of it and also that it was using the Ryuk ransomware and why that's significant. Let's start with the type of ransomware that it was. Ryuk is sold as a service and it's run by I could say company but we're going to call them cartels because that's probably an accurate description of them and what these cartels do are groups of individuals that write the ransomware. They're not necessarily the people deploying it. They sell the ransomware as a service and you've probably heard things sold as a service. Picture just how a security company provides as a service security for a business. These are groups of individuals working together to write really solid ransomware and before you think I'm praising it, it's more to raise awareness here. They write really good software that is really impossible to de-gript and it has a payment service and it has a customer service people that will help people get this installed and deployed across people's networks. And yes, it's that organized. Now who are they selling it to? People with lesser skills that well in the 90s we would have referred them as script kiddies. Here in 2020 they can be people with lesser technical access but access to things either by phishing emails or by insider threat. These people go, hey, I'm not really skilled enough to write ransomware but I can go in these forums. I can buy this as a service. The people who write the Ryuk software get a cut of it. So the people deploying it now are the ones criminally directly doing it and the Ryuk ransomware people are now at least one level removed but back to focusing on what they do, writing the software, making this enablement tool for people to deploy. And that level of sophistication is why ransomwares become so mainstream. Now you have people who are, you know, narrowly focused on developing the software and another group of people who are out there being the salesperson of it if you want to say. And that is just a terrifying structure when you really think about it. Now the UHS attack. Cyber attack in UHS hospitals nationwide last night. This was in one of the subreddits that I regularly visit and I'll leave links all this, of course. And this reported but was not cooperated right away, but it was really interesting because a few people claiming to work there were talking about the details of it, etc, etc. And then the story started to come out and there's even officially statements from UHS. Bleeping Computer has this article on it talking about it being, you know, the radio grants somewhere confirming a lot of the things and what they had done is contact some of the employees. And of course, then there was an official statement from UHS themselves. And it's knocked everything offline starting Sunday and moving into Monday. And now here we are Tuesday, September 29th, and the disaster we still don't have the details of. Now one of my first thoughts would have been for how they got in or how they did this. I like to speculate a little bit, but not too far. But this is something that concerns me greatly and one of the reasons I think we're probably going to see another, you know, round of attacks against a lot of companies because the larger the company, the more effort it takes to patch all the servers. And this particular zero login at Microsoft's is actively saying, yes, people are exploiting it, is tragically bad and makes it trivial to have any access. You don't need a foothold in the system. You don't need some system level access. You just need to be on the same network as their domain servers. That's it. And we have been running ourselves as a IT company, getting as many systems patched as fast as possible, which, you know, this was one of those things that Microsoft dropped on us in terms of zero login, being really bad and one of the worst things we've seen in a while come from security. And it's also super scary because of, well, it requires rebooting servers and think about hospitals being mission-critical and asking to reboot a server. You usually have to schedule that. It's not like you could just take it down the middle of the day. And why is that? Well, hospitals are literally life and death situations, and that's what's happening at UHS. Now, the other aspect of this is going to be very interesting is they are redirecting people. And what redirecting, for those who don't completely understand the significance, is we're going to send to another hospital, but that does include emergency situations. So they're going to take ambulances that would have been destined to the closest hospital, which may have been UHS, and direct them to a further away one. This recently happened in Germany, and they are charging the ransomware people who attacked a hospital there and caused a redirect that cost another 20 minutes for a person's arrival to a hospital, which ultimately led to their death, or at least a causing factor. So they probably had a statistical likelihood of surviving provided they got to the hospital faster by directing them somewhere else because of this incident, and this will lead to further charges, probably negligent homicide, and that's going to be charged against the people provided they catch them, who did these ransomware. And unfortunately, because many of them are overseas, they're completely remote threat actors, it is not statistically likely that they will catch them, no matter how many resources they try to get into it because of the methodologies used. Now, I don't have direct information, as I said, speculative that zero login was used, or it could have even been insider threat. Because of these cartels that run these softwares such as Ryuk, we are seeing an increase in insider threat because now someone who is just an jaded person who may even work at a lower level at the company, but goes, hey, the zero login thing, we know that they're not patched. I don't know much about ransomware, but I know I can buy it as a service over here and deploy it at some company that they have low-level access to and elevate their privileges, and this is why it's so important to get these debriefs so we can understand the how and look at ways to prevent if there was a way to prevent it. But you know, these are the things that we should be thinking about all the time. It does make it rather scary working at IT when I think about having to deal with all these things because we do everything we can and mitigate. You can't always absolutely secure things, but you mitigate them as much as possible. The other thing I want to bring up is people see this all the time and see a large company get hit and they go, wow, good thing. I'm not a big company. That's not the best thought process. And I bring that up because we have dealt with so many small businesses.  Absolutely. With these ransomware as a service, being so easy to deploy and so easy to set up, now they just blink it out there and small businesses are particularly vulnerable because of their mentality of, I don't see it in the news, it must not be happening. It only happens to big companies because the payout's bigger. They call it whaling. That is when they go after the big companies, but fishing is still really popular with small businesses because, hey, whatever, a few thousand dollars for sending an email, if that's all they got out of the business, they're pretty happy. And sometimes they don't even get it. A small business becomes devastated because the ransomware just destroys all the files. They don't have proper backups. They're dealing with any legal compliance issues that come from having someone had access to their systems inappropriately. And we've seen companies not even make it out of that. They just belly up. We had a couple incidents I've talked about before where there was a couple of healthcare providers, smaller ones here in Michigan, that the answer they had was just to not open up again and do early retirement, which left their patients holding it, going, wait, we were in the middle of things. They're like, yeah, we got ransomware. We can't afford it. We're just bankruptcy belly up and away we go. Now they had the foresight to be able to retire, but not everybody does. So I'll leave links to these articles and just want to raise some awareness as why I'm doing this particular video on this topic. And I don't want to just beat the drum and repeat myself, but look, this is very serious. You have to think about even especially, I should say not even, but especially as a small business, you're targeted more because you're often a easier target. These companies have very sophisticated systems that this got through. And I'm not saying they didn't have some egregious, you know, hole they left or gap they left under security, but sometimes the debriefs are they had done pretty much everything right with very, very small things. And they had done way more than most small businesses do. So what do you think that leaves you and small businesses as these companies ramp up security, these small businesses become the low hanging fruit that the especially lesser skilled people are just using this ransomware as a service to attack. So just trying to raise some security awareness and thanks. And thank you for making it to the end of the video. If you liked this video, please give it a thumbs up. If you'd like to see more content from the channel, hit the subscribe button and hit the bell icon. If you like YouTube to notify you when new videos come out. If you'd like to hire us, head over to laurancesystems.com, fill out our contact page and let us know what we can help you with and what projects you'd like us to work together on. If you want to carry on the discussion, head over to forums.laurancesystems.com where we can carry on the discussion about this video, other videos or other tech topics in general, even suggestions for new videos, they're accepted right there on our forums, which are free. Also, if you'd like to help the channel in other ways, head over to our affiliate page. We have a lot of great tech offers for you. And once again, thanks for watching and see you next time.


Now, President-General of Ohane is indeed worldwide, Professor George Obiozzo has urged President Muhammad al-Bukhari to show kind of mercy. He believes the president can stop the case, for instance, through an early prosecute, the process of terminating a case before judgment. President Bukhari had said it would let Kano's reasonable felony trial run its course. But Obiozzo said the president has the power to end the case if he wants to.


Good afternoon and welcome back to Sin City. We're here at AWS re-invent with wall-to-wall coverage on theCUBE. My name is Savannah Peterson, joined with Dave Vellante, and very excited to have two exciting guests from Click and AARP with us, Molly and Samir, thank you so much for being here, welcome to the show. Thank you for having us. Thank you for having us. How's it been so far for you, Molly? It's been a great show so far. We've got a big booth presence out here. We've had a lot of people coming by, doing demo stations, and just really, really coming to the voice of the customer. So we've really enjoyed that. Love a good VOC conversation myself. How about you, Samir? Oh, it's been great meeting a lot of product folks, meeting a lot of other people, trying to do similar things that we're doing, getting confirmation we're doing the right thing, and learning new things. And obviously, here with Molly, it's been a highlight of my experience. What's the best thing you learned from your peers this week? You know, some of the things that we're all talking about is, how do we get data in the right place at the right time? And, you know, that's something that people are now starting to think about rather than, you know, doing it, and then not only getting it to the right place, but taking insights and taking action on it as it's getting there. So those are the conversations that are getting around in the circle I've been hanging around with. You're hearing the same thing at the booth? Or, and how are you guys responding? Well, I think as a company and the shifts in the market, people are really trying to determine what workloads belong and which cloud, what belongs on-prem. And so talking about those real-time transformations, the integration points, the core systems they're coming from, and really how to unlock that data, it's just really powerful and meaningful. So that's been a pretty consistent theme throughout the conference and a lot of conversations that we have on a regular basis. I believe that. Molly, let's stick with you for a second. Just in case the audience isn't familiar, tell us a little more about Click. Yeah, so Click is a robust end-to-end data pipeline, starting with really looking at all of your source systems, whether it's mainframe, SAP, relational database, kind of name your flavor as it's related to sources, getting those sources over into the target landing spot, whether it be Amazon or other cloud players, or even if you're managing hybrid workloads. So that's kind of one piece of the end-to-end platform. And then the second piece is really having all that data, analytics ready, coming right through that real-time data pipeline, and really being able to use the data, to monetize the data, to make sense of the data, and then Click really does all that data preparation work underneath the visualization layer, which is where all the work happens, and then you get to see the output of that through the visualization of Click, which is the dashboards of things that people are used to seeing. I love that. So at AARP, what are you using Click for? What sort of dashboards are you pulling together? So when we started our journey to AWS, we knew that we're going to have our applications, they're distributed in the cloud, but again, how do we get the data there in the right place at the right time? So as members are taking action, they're calling into the call center, using our website, using our mobile apps, we wanted to be able to take that information, we used Click to take those changes when they happen, as they happen, be able to stream it to Kafka, and then push that data out to the applications that need it in the time that they needed it. So instead of waiting for a batch job to happen overnight, we're able to now push this data in real time, and by doing that, we're able to personalize the engagement for our members. So if you come in, we know what you're doing, we can personalize the value that we put in front of you, and just make that engagement a lot more engaging for you, and in the channel that you choose to want to come in with, rather than a channel that we're trying to push to you. Everyone wants that personalized experience. As we discussed, I love AARP, I've done a lot of work with AARP, I look forward to being a member, but in case the audience isn't familiar, you have the largest membership database of any company on Earth that I'm aware of. How many members does AARP have? We have nearly 38 million members, and 66,000 volunteers, and 2,300 employees across every state in the United States. It's a perfect use case for Click, right? Because you've been around for a while, you've got data in a million different places, you're trying to get, you got a mainframe, right? You know, I hear Amazon's trying to put all the mainframes in the cloud, but I'm guessing the business case isn't there for you, but you want the data that's coming out of that mainframe to be part of that data pipeline, right? So can you campaign a picture of how, what Molly was describing about the data pipeline, how that fits with AARP? Yeah, it's actually, it was a perfect use case, and when we engaged with Click, what we wanted to be able to do is take that data in the mainframe and get it distributed into the cloud, accurately, securely, and make sure that we can track the lineage and be able to say, hey, application A only needs name and address, application B needs name, address, and payment. So we were able to do all of that within a couple of weeks, right? And getting that data out there, knowing that it's going to the right place, knowing it's secure, and knowing it's accurate, regardless of the application it goes to, we don't have to worry about seeking data across different applications. Now we know that there's a source of truth and everything is done through the pipeline, and it's controlled in a way that we can measure everything that's going through, how it's going through, and how it's being used by the applications that are consuming it. So you've got the provenance and the lineage of that data, and that's what Click ensures? Is that right? Your role, or is that a partner role combined? No, yes, that's absolutely Click's role. So for our new offering, Click Cloud Data Integration, it's a comprehensive solution delivered as a service, delivers real time, automates transformations, catalog and lineage, all extremely important. And in the case of Smear and AARP, they're trying to unlock the most valuable assets of their data in SAP and Mainframe. And surprisingly, sometimes the most valuable data in an organization is the hardest to actually get access to. So just statistically, 70% of Fortune 500 companies still rely on Mainframe. So when you think about that, and even when Smear and I were talking about it. And that's a lot of scale, that's a lot of data. It's a lot of data. So Mainframe isn't a thing of the past. Companies are still relying on it. People have been saying that for years, but when we're talking about getting the complex data out of there to really make something meaningful for AARP, we're really proud of the results and the opportunity that we've been able to provide to really improve the member experience and how people are able to consume AARP and all the different offerings that they have.  Well, it's also the high risk data, high value data, high risk data. You don't want to mess with it. You want to make sure that you've got that catalog to be able to say, okay, this is what we did with that data. This is where it came from. And then you essentially publish to other tools, analytic tools in the cloud. Can you paint a picture of how that extends to the cloud? Sure. So there's a couple of different things that we do with it. So once we get the data into our streaming apps, we can publish it over to like our website. We can publish it to the call center, to mobile apps, to our data warehouse where we can run analytics and AI on it. And then obviously a lot of our journeys, we use a journey orchestration tool and we've built a CDP, a customer data platform to get that, those insights in there to drive personalization and experience. I'm smiling as you're talking, Sameer, because I'm thinking of all the personalized experiences that my mother has with AARP. And it is so fun to learn about the technology that's serving that to her. Exactly. This segment actually becoming a bit more personal for me than I expected for a couple of reasons. So this is great. Molly, click has been a part of the AWS ecosystem since the get go. How have things changed over the years? Yeah, so click still remains the enterprise integration tool of choice for AWS, especially. We call that a casual and just brag, because that's awesome. That's great. Congratulations on that. Thank you for SAP and mainframe. So the relationship continues to evolve, but we've been part of the ecosystem since inception. So we look at how we continue to evolve the partnership. And honestly, a lot of our customers' landing spot is AWS. So the partnership evolves really on two fronts. One, with Amazon itself and a partnership lane, and two, with our customers and what we're doing with them and how we're able to really optimize what that looks like. And then secondly, earlier this year, we announced an offering Amazon and click called click ramp, where we can come in and do a half day architecture deep dive, look at SAP mainframe and how they get to the Amazon landing spots, whether it's S3, Redshift or EMR. So we've got a lot of different things kind of going on in the Amazon ecosystem, whether it's customer forward and first and how can we maximize the relationship spend, et cetera, with Amazon. And then also, how can we deliver kind of a shorter time to value throughout that process with something like a click ramp? Because we want to qualify and solve customers' needs as equally as we want to, you know, say when we're not the right fit. So data is a- Love that honesty and transparency. Data is a complicated situation for most companies, right? And there's a lack of resource, lack of talent, there's hyper-specialization. And you were just talking about the evolution of the cloud and the relationship. How does automation fit into the equation? Are you able to automate a lot of that data integration through the pipeline? What's your journey look like there? Were you resistant to that at first? Did you got to trust the data? Take us through that. Yeah, so the first thing we wanted to make sure is security. Right? We've got a lot of data. We want to make sure- Very personal data, too. Exactly, and privacy and security is number one. So we want to make sure anything that we're doing with the data is secure and it's not given out anywhere. In terms of automation, so what we've been able to do is being able to take these changes. And in technology, the one thing you can guarantee is it's going to break. Now it's going to go down. Or a server goes down, a database goes down. And that's the only guarantee we have. And by using the product that we have today, we're able to take those outages and minimize them because there's retry processes. There's ways of going back and saying, hey, I've missed this much data. How do we bring it back in? You don't want data to get out of sync because that causes downstream problems. So all of that is done through the product. We don't have to worry about it. We get notifications, but it's not like, oh, I've got to page someone at two o'clock in the morning because the network's gone down and how's the data sync going to come back up when it comes back up. All of that's done for us. Yeah, and just to add to that, automation is a key component. I mean, the data engineering teams definitely see the value of automation and how we're able to deliver that. So improving the experience, but also the overall landscape of the environment is critical. Yeah, we've seen the stats. Data scientists, data pros spend 80% of their time wrangling data 20% of their time. Extracting value from it, so. So sad, it's such a waste of human capital. And you're obviously relieving that and letting folks do their job more efficiently. And the thing is too, as somebody who's loved data, you dive into the data, you get really excited. Then after a while, you're like, oh. I'm still here. I'm slogging through this data. Taking a bath in it, I want to get to the insights. I think that world is changing a little bit, right? Yeah, it's definitely. So as we're starting to get data that's coming through, it's got high fidelity and richness, right? So in the old days, we'd put in a database, normalize it, and then we'd go and do our magic and hopefully something comes out and at least the frustration you just spoke about. Well now, because it's moving in real time and we can send the data to areas in the way we want it and add automation and machine learning on top of that so that now it becomes a commodity to massage that data in the format that you wanted, then you can concentrate on the value work, right? Which is really where people should be spending the time rather than oh, I've got to manipulate the data, make sure it's done in a consistent way, and then make sure it's compliant and done the same way every single time. It may be too early to quantify the business impact, but have you seen, for example, what I was describing creates data silos? Because nobody's going to use the data if it's not trusted. So what happens is it goes to the silo, they put a brick wall around it and then they do their thing with it, they trust it for that one use case and then they don't share it. Has that begun to change as you've seen more integration that's automated and augmented? Absolutely. I mean, if you're bringing in data and you're showing that it's consistent, and this is where governance and compliance comes in, right? As long as you have a data catalog, you can make sure that this data's coming through with the lineage that you said is going to, here's the source, here's the target, here's who gets what they only need rather than giving them everything. And by being able to document that in a way that's automated rather than somebody going in and running a report, it's key. Because that's where trust comes in, rather than, oh, Samir has to go in and manipulate this stream so that, you know, Molly can get the reports she wants. Instead, hey, it's all coming in there, the reports are coming out, they're audited, and that's where the trust factor comes in. And that enables scale. Yeah, without confidence in scale. Big topics of the show this week. It's been the whole thing. Molly, what's next for Click? Yeah, Click's on a big journey. So we've released a lot of things, most recently, Click Cloud data integration as a service. But we're just continuing to grow from a customer base, from a capabilities perspective. We also recently just became HIPAA compliant and went through some other certifications. Congratulations, that is not an easy process. Thank you, thank you. And so for us, it's really just about expanding and having that same level of fidelity of the data and really just getting all of that pushed out of the market so everybody really sees the full value of Click and that we can make your data Click. And just for a minute, back to your earlier point. Beautiful pun drop there, Molly, just going to see that. Thank you, Savannah. Yeah. But back to your earlier point, just about the time that people are spending. When you're able to automate and you're getting data delivered in real time and operational systems are able to see that, because you're trying to create the least amount of disruption you can, right? Because that's a critical part of the business. When you start to automate and relieve that burden, then people have time to spend time on the real things, future forward, prescriptive analytics, machine learning, not data preparation, solving problems, fixing stock gaps, right? It's actually the full end-to-end pipeline. And so that's really where I feel like the power is unleashed and as more sources and targets come to light, right? They're all over the showroom floor so we don't have to mention any of them by name, but it's just continuing to move into that world, to have more SaaS integrations and to be able to serve the customer and meet them exactly where they're at at the place that they want to be. And for Samir and what we did in the transformation there, unlocking that data from Mainframe and SAP, getting it into ClickCloud, has been a huge business driver for them. And so because of partners like AWS and Samir and ARP, we're constantly evolving and really trying to listen to the voice of the customer to become better for all of you. Love that community first attitude, very clear that you both have it, both ARP and Click with that attitude. We have a new challenge this year to reinvent on theCUBE, little prompt here. We're going to put 30 seconds on the clock, although I'm not super crazy about watching the clock, so feel comfortable with whatever, however much time it takes. Whatever works, yeah. Yeah, whatever works. But we're looking for equivocally your Instagram reel, your hot take, your thought leadership, sizzle with the key theme from this year's show. Molly, your smile is platinum and perfect, so I'm going to start with you. I feel like you've got this. Okay, great. And just a closing statement is what you're looking for? Sure, yeah. Sexy little sound by what's going to be your big takeaway from your experience here in Vegas this week? Yeah, so the experience at Vegas this week has been great, but I think it's more than just the experience at Vegas. It's really the experience of the year, where we're at with the technology shift, and we're continuing to see the need for cloud, the move to cloud, mixed workloads, hybrid workloads, unlocking core data, making sure that we're getting insights, analytics, and value out of that, and really just working through that kind of consistent evolution, which is exactly what it is. It's never, you never get to a point where that's it, there's a bow on it and it's perfect, it's continuously evolving. And I think that's the most important part that you have to take away. Samir's got his environment in a great place today, but in six months there may be some new things or transformations that he wants to look at, and we want to be there at the ready to work with him, roll up our sleeves, and kind of get into that. So the shift to the cloud is here to stay, click is 100% here to stay, here ready to serve our customers in any capacity that we can, and I think that's really my big takeaway from this week. And I've loved it, like this has been great, this has been great with both of you, you both are super high energy, and Samir and I have had a great time over the event as well. Nailed it, yeah, absolutely nailed it. All right, Samir, shoot your shot. So, what I would say, I'm pretty so, that hits home. I like to keep the smiles organic on stage, my perverse sense of humor, everyone just tolerates. The one thing I think I'm hearing a lot is we have to look at data in motion. Streaming data is the way it's going to go, whether it's customer data, operational data, it doesn't matter, right? We can't have these silos that you spoke about, those days are gone, right? And if we really want to make a difference and utilize all of the technology that's being built out there, all of the new features that were just in the keynotes, we can't have these separate silos and the data has to go across, trusted data, it has to go across. The second thing I think we're all talking about is, we have to look at things differently. Unlearning the old is harder than learning the new, so we were just talking about event-driven architecture. Understatement of the century, sidebar, those, yeah. So, a lot of us techies are used to calling APIs, well, now we have to push the data out instead of pulling it. That just means retraining our brains, retraining our architects, retraining our developers, if you think in a different way. And then the last thing I think I've learned is, us technology folks have put the customer first, right? What does a customer want? How do they want to feel when they engage with you? Because if we're going to do that, none of this technology matters. And we have to get away from the day where the IT guys go in the back, black room, put it up, and then push something out and don't think about what am I doing and how am I impacting your mother? Yes, the end customer is no longer the person at the end of a terminal, looking at the green screen. And just one last thing, I think also it's fit for purpose transformations. And that's how we have to start thinking about how we're doing business, because there's a paradigm shift, right? From ETL to ELT, extract, load, transform your data. And so as we're seeing that, I think it's really just about that fit for purpose and looking at the transformations, the right transformations and what's going to move the needle for the business. What a great closing note. Molly, Samir, thank you both for being here. This was a really fantastic chat. Love where we took it. And thank all of you for tuning in to our live coverage from AWS re-invent here in fabulous Las Vegas, Nevada. I just want to give my mom a quick shout out since she got a holler throughout this segment, as well as Stacy and all of my friends at AARP. I miss you all. My name's Savannah Peterson, joined with Dave Vellante. You're watching theCUBE. We are the technology leader in coverage for events like this.


a good car somewhere. You see to that. We'll pick up any fresh news at the county police station at Hazelmere. This man may have been stopped by now. Malley was already speaking into the telephone. He paused for a moment. Will a chauffeur be necessary, sir? I could drive if you liked. So much the better. Tell him to hustle the car along here. It'll be just as well to have plenty of petrol." A matter of ten minutes or a quarter of an hour before the moat car was at the police station, Malley slipped into the driver's seat, and Green coiled up his long body by his side.  Presently Malley increased the speed, and though it was well outside the legal limit, Green made no remonstrance. Stollid and unimaginative as he might seem to casual acquaintance, the chief inspector usually worked with tremendous enthusiasm and doggedness. As Foyle had said, he was as tenacious as a bulldog. He was determined to catch growl if human wit and perseverance could do it, and he chafed to think that the start had been so long. Dusk had fallen before they entered Hazelmere, pausing only to ask their way to the local police headquarters. Short as the run had been, they were both chilled to the bone, and their overcoats were sodden with rain. There was no thought of a halt, however. A man ran bare-headed out of the police station door as though he had been waiting for them. Mr. Green, he asked. That's my name, answered the chief inspector. Your people have been on the phone to us, and so have the Hampshire constabulary at Petersfield. Nothing has been seen of the car you want since it passed through here, apparently on the way to Petersfield. We didn't know you wanted it held up till too late, but one of our bicycle patrols remembered having seen it go by. Ten minutes later we got word. Both Petersfield and Midhurst have had men out waiting for it, no luck at all. It seems to have vanished clean off the face of the earth. You'll probably meet some of our bicycle patrols if you're going on. We've been searching the by-roads. Green bit back in expletive. The prospect of a night search in the wet and wind and rain did not appeal to him. There seemed no help for it, however. Much obliged, he said, we'll watch for your men, drive on, Mr. Malley, and they slipped forward into the gloom. There's too much of the needle in a haystack business about this to suit my taste, he complained, when once they were clear of the town, that car might have taken any one of fifty side-turnings. Anyway, we'll go on to Petersfield and see whether they've had any luck. Slow down a bit, there's not much object in speed now. Presently their big acetylene lights picked out caped policemen standing in the centre of the roadway, his arm upraised for them to halt. They could see his bicycle resting on the grass. As they stopped he advanced, and glancing at the number on the bonnet scrutinised the two detectives sharply. It's all right, Constable, said Malley, we're not the people you're looking for, we're from London and we're looking for the same man. The policemen, satisfied, stepped back with a clumsy salute, and a beg pardon, gentlemen, and once more they were off. Ten minutes later another cyclist peddling furiously rode into the zone of light cast by their headlamps. A hail brought him to a stop, and Green put a question in explaining who he was. We found it, sir, exclaimed the man excitedly. It's in a lane at the other side of the little village called Dalehurst, a mile farther up. It had been run into a ditch and left there. There's no sign of the man who is in it. I'm just riding into a report. There's a sergeant looking after it. Never mind about reporting yet, said Green. You come back with us and show us where this car is. I'll take all responsibility. They travelled on at a pace that permitted the cyclist to keep alongside, and presently, turning sharply to the right, picked their way along a narrow roadway which overgrown with grass and flanked by densely wooded country was as desolate and lonelier spot as could be conceived. The car bumped and swayed over ruts and hummocks, and Green touched his companion's sleeve to bid him stop. We shall get on quicker and safer if we walk, he said, and dropped stiffly to the ground. Malley followed suit and swung his arms vigorously about his body to restore some degree of warmth to his cramped frame. We'll carry one of the headlights with us, said Green. Faith it's muddy! Their boots made a soft, squelching noise as they tramped on under black shadows of the trees for a hundred yards. The track of the previous car was embedded plain in the soft earth, and here and there were footmarks recently made which the three avoided confusing on Green's order by keeping to the side of the roadway. The wheel marks ended abruptly round a slight bend where they came upon the car itself. It was tilted at an acute angle with its leading front wheel embedded in the low ditch. All the lights had been extinguished, and the rear of the car, with the number, was picked out in high relief against the dark background by the acetylene light carried by Malley. Who's that? growled a husky voice, and a police sergeant stepped into the section of light. It's all right, sergeant, said the man who had acted as guide to the detectives. It's only two gentlemen from London who are engaged on the case. I met them and brought them along. The chief inspector had taken the lamp from Malley, and was throwing its light on the ground around the car. Then he stepped into the car itself and began a minute inspection of rugs and cushions. The search was only a matter of habit, and it revealed nothing. He stepped down and pointed to some footprints. Anyone been here but you two men, he asked. Here both of you, press your right feet here. That's it. He contemplated the marks with careful deliberation for a while, and then stepping wide, followed a series of footmarks leading up the lane. Our gentleman walked pretty fast, observed green, see how plain the heel and toe marks came out, while the rest of the impression is blurred. Hello, what's this? The road had terminated abruptly in a bridal path, leading apparently to the interior of the wood, and the footprints had become more and more indistinct with the transition to ground covered with fallen leaves. They had failed entirely as green spoke, and he flung the light about in an effort to pick them up again. Then something met his eye on a spike of blackthorn, and he carefully picked off a thread of brown cloth. We're done for tonight, I'm afraid, he said. He's gone off the track and got into the wood. We'll get back, Malley, and try to find a room or somewhere to sleep near here. Then we can turn out with daylight. But first of all, we must phone to the yard. By the way, Sergeant, do you know whose estate we're on? I'm not quite sure, growled the officer. It used to be Colonel Sorghards, but I believe he sold it to that man who was killed in London a little while back. Growl was his name, wasn't it? Really? Thank you, Sergeant. Come on, Malley, perhaps we can find the village post office and use the phone.