Now, Roma Wines, R-O-M-A. Made in California for enjoyment throughout the world. Roma Wines, present. Suspense. Tonight, Roma Wines bring you Mr. James Stewart as star of Consequence, a suspense play produced, edited and directed for Roma Wines by William Spear. Suspense, Radio's Outstanding Theatre of Thrills. Is presented for your enjoyment by Roma Wines. That's R-O-M-A, Roma Wines. Those excellent California wines that can add so much pleasantness to the way you live. To your happiness and entertaining guests. To your enjoyment of everyday meals. Yes, right now a glass full would be very pleasant, as Roma Wines bring you James Stewart in a remarkable tale of Suspense. Maybe the costume was the decisive factor, or maybe it would have happened anyway. In any event, the occasion was the 10th reunion, and the class of 29, as such occasions demand, were all dressed identically in cowboy suits. And there was Ted Wolf, whom I hadn't seen in ten years, although in college he'd been by far my closest friend. And so, of course, I brought him home to dinner. And Gwen managed to be quite charming, even though it was the maid's night out. She didn't even kick about the oven. And that's how it started out, just like that. Just like any pleasant casual little evening. Oh, Gwen, that was a wonderful meal. Last one I'll get like that for a while. Thank you, sir. You really got to go tonight, Ted. Can't you take another day or so? Not very well. Got my plane reservations and everything. Anyway, I told him I'd be back this week, and tonight's just about the deadline, if I'm going to make it. Well, what time's your plane? 3 a.m. Oh, say that reminds me, I can't go aboard in this thing. Well, you probably will. I think you're both kind of stuck on yourselves in those cowboy outfits. Worse than a couple of kids. Sure, I'm going to wear mine to the hospital tomorrow. No kidding, oh, people will think I'm nuts. All right, spoil sport. I'll call the hotel later.  You can change here. Although I should think a cowboy suit would be a sensation in Ecuador. Are you really going to Ecuador, Ted? At first I thought it must be a joke. No, well, you heard me talk about the work Ted's doing down there. No, but Ecuador. They've got to have medical care out on those plantations some way. And I like it. I don't see how you stand it. Living like a hermit, cut off from civilization and not making...  Oh, what time is it? Oh goodness, I've got to run. Oh, are you leaving us, Gwen? Yes, I promised mother I'd come out to the country tonight. Anyway, I know you two would much rather talk over old times by yourselves. I'm sorry. Well, in case I don't see you again, thanks for everything. It's been swell. Well, you're coming back sometime, aren't you? Maybe five years, maybe ten, maybe never. Silly, you come back next year and plan to stay for a while. I am sorry I have to go, but you two have a nice evening. Are there eggs in the icebox, Phil? Did he always have to have fried eggs at night when he was in college, Ted? That's Phil all right. Well, goodbye, darling. Now, don't even get up to come to the door. Now, I'll phone you tomorrow night. Goodbye, Gwen. Have a good trip, Ted. Bye. Bye.  I suppose you know that the main reason I came to this shindig at all was to see you. Why me? It's been a long time since you and I had the same dreams, Ted. You haven't lost them, though.  Oh, yes, yes. Private practice. Two cars in the garage, two chickens in the pot. That's the kind of ball I've been pitching past ten years, and it's the kind I'll keep on pitching until some other dog says coronary thrombosis and they carry me out. Oh, you can't kid me, Phil. You're happy. And I just about given up the idea that there was such a thing as a happy man. And now you think you've found one? I know I have. I knew at the minute I came into this room. I knew at the minute I saw her. Gwen? Yes, Gwen.  You what? And what's more, she hates me. There's nothing that shows on the surface. We get along because we have to, because my reputation would suffer if we didn't. Phil, you can't be serious. No. Why do you think I've given up every dream I've ever had? Why do you think I spend my life treating the imaginary ills of a lot of wealthy hypochondriacs so Gwen can have this and Gwen can do that so Gwen can satisfy every greedy instinct and every petty rotten ambition any woman ever had? Good Lord. I never realized. You've got to do something about it, Phil. You've got to get out. Go to another city. Go to another country. Now she'd be after me like a hawk. She'd have me up before the medical association or there are a thousand on one thing she'd do and would do. I've thought that every way there is, there's no use. Well... Well, now I've got that off my chest. Now you know. I'm sorry. I'm disilluding. Dr. Martin. Oh? Yes, well... Well, now? Oh, right. I'll be right down. Hey, you're not going out now. I want to talk to you. No, I'm still a doctor. Even Gwen can't stop that. I'll be back before you leave, though. If you want to stick around, I'd sort of like to ride out the airport with you. Is it really important, Phil? Yeah. Now, just make yourself at home. You can fix anything you want out in the kitchen, but look out for that album, though. At least when you turn it off wrong. Okay. I'll wait, doctor. Thanks, doctor. Kind of hoped you would, Ted. That was the second thing. Ted's deciding to stay, but I didn't know it then. All I knew was that Joe had called from the office and she was upset. Still, I... I decided to walk. I was upset, too. When I got there, she was going over the accounts. Hello, darling. Hello. Well, isn't it always? Always. Terribly. What are you doing? Isn't all that rushed to get the bills out? There is, though. For me. For you? Well, what is it, Joe? What's the matter? Phil, I had a talk with Father this evening. Well, something about us? All about us. Well, he doesn't know anything. He couldn't. Nobody does, unless you told him. You know I wouldn't do that, Joe. I'm sorry. I'm sorry, darling. I know. Anyway, it isn't what he knows. It's what he thinks. We had an awful row. He said he'd go to the trustees of the hospital. He said he'd go to Gwen. He said that? That's why I'm getting the bills out for you now, because I'm going away. Well, where? How long? No, darling. It's not going to be like that. It's for good. Well, Joe... It's for good, Phil. Joe, I can't let you go. I know it hasn't been perfect. I know it's been infinitely worse for you than for me, but at least we've had something. At least I've always known you were here on the other side of the door, and I could see you and talk to you. I don't know the door between us anymore. Well, maybe you just don't love me enough to it. No, darling, I'm sorry. I didn't mean that. Phil, I'm not playing noble, and I'm not trying to put you on the spot because it isn't as though there was some decision you could make there isn't. This had to happen someday, and it has. That's all. I could go with you. You couldn't do that, Phil. Well, why not? I could change my name. I could go to another city, even another country. I could get back into research. I could... Oh, darling. It's no go, Phil. Well, I asked her for a divorce again this morning. You don't have to tell me the answer. There is no answer for us, Phil. Not one that we can take. There we are. Yeah. Yeah, there we are. Well, you better go now. I've got all this to do. Well, let me help you. No. Why not? I could weaken. And then where would we be? Oh, Joe, please. Oh, no, no. Please go. Please, please, please! All right, all right. I'll go. I don't know how long I walked that night or where. Perhaps most men are weak and never know it. But when you're losing the woman you think you love, that's when you'll find it out. That's when you'll see yourself at last in the pitiless glare of all your poor, frightened, childish helplessness. And so I walked. And I was sick to the depths of my soul. And I walked some more. And somewhere in the distance I heard a siren. There was a glow against the sky and a fire. And then I realized I was near my home. And then it wasn't just a glow against the sky of any fire. It was my own house. It burned almost to the ground. How did it happen? I don't know. Somebody said they think it was the gas. Stunned and confused, I think, yet edging through the crowd. And then there was a sudden stillness. And a few men took off their hats. And I saw it, the stretcher. And the blanket thrown over the shapeless form and the blackened, shriveled cowboy boot. And I remembered. Ted. Ted had been in that house. I just got him out now. You wouldn't hardly know it was a man. I started forward and then I stopped because I thought somebody had spoken to me, but they hadn't. They weren't looking at me. They were looking on the ground and the stretcher and that thing that lay there on it. Dr. Philip? Yeah, I knew him. Oh, he was a good doctor, a good doctor.  Suddenly I was shaking with excitement. I pulled my hat over my eyes. I turned up my collar. I edged back through the crowd, out into the street, and I turned the corner. And then I ran. I'm going with you. Phil, what did you do? You haven't... No, no. It's all right. I'll tell you about it later. We're free. Joe, we're free. I'm dead.  Roma Wines are bringing you as star James Stewart in Consequence by George Sklar and Vladimir Posner. Roma Wines' presentation tonight in Radio's Outstanding Theatre of Thrill's Suspense. This is Truman Bradley for Roma Wines. Nowadays, weekends again call for entertaining for friends and families enjoying themselves together. 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Remember, more Americans enjoy Roma than any other wine. And now Roma Wines bring back to our Hollywood soundstage James Stewart, who, as Dr. Phillip Martin in consequence, continues a narrative well-calculated to keep you in suspense. There must be something of the criminal in every man, because it seemed that I knew automatically everything I would have to do, and how I was going to do it. Hotel Wilson. Dr. Wolfe, please. Dr. Theodore Wolfe. Thank you. What an answer. Oh, well, say, what's the number of his room again? I'd like to drop my note. Dr. Wolfe is in 502. 502. Thank you. I knew in a big hotel like that, the chances of anyone remembering exactly what Ted looked like were pretty slim, and I figured that they'd give me the key all right, as long as I didn't stumble around asking for the number. I let myself into 502, and I snapped on the light. I found the plane ticket on the bureau, and then I pried open his luggage and changed into one of his suits. I put on his hat and his overcoat, just in case. I packed my own things away, and I repaired dark glasses on the bureau, too, when I put them on. Then I went down and checked out, paid cash. I knew he'd bought the plane ticket at the airport, so the travel clerk at the hotel, why, he wouldn't know Ted Wolfe from Adam. Yes, sir. I'm Dr. Wolfe. I've been staying here at the hotel. Oh, yes, doctor. I have a through plane ticket here to Ecuador, Pan-American, and I'd like to turn it in. One moment, doctor. Oh, that's Dr.... Dr. Theodore Wolfe. Thank you. Hello, Pan-American, Wilton Hotel. See, I got a through ticket to Ecuador. Dr. Theodore Wolfe, will you take it? That'll be quite all right, doctor. While you're at it, you might as well get me a couple of train tickets. Yes, sir. A way up to, sir. What? I said, way up to, sir. Oh, uh, Los Angeles. We've taken care of everything. A note to my bank supposedly from Ted in closing Philip Martin's check for $5,000 and a letter in my own handwriting explaining that I'd agreed to lend him that amount. And asking the bank to forward the money to my account in Los Angeles. My account is Ted Wolfe. And we drafted a letter to the people in Ecuador and in Los Angeles, Joe became Mrs. Ted Wolfe. At first, everything clicked. I got the kind of a job a doctor would dream about. Before I could write my own ticket and spend at least half my time entirely on research. And Joe started taking courses in a medical degree. Well, after all, she was only 24. And then... And then, right here, right here in broad daylight in the hospital, it happened. Joe, you'll pack a bag as quick as you can. Just enough for two or three days in the mountains. As fast as you can. Bill. It's Gwen. I saw her just now upstairs in the reception room. Gwen, are you sure? Absolutely sure. Oh, no, I didn't... Couldn't it be a coincidence, Phil? I mean, couldn't Gwen maybe just have happened to be... Maybe, maybe, maybe. Listen, Joe, I've been thinking... She mustn't know where we go. That's just what I was thinking. Maybe it would be better if she did know where we were going. If she did? I don't know, I don't know. Maybe just a coincidence. But if it is a showdown, the mountains would be a better place than here. All right. I'll phone the landlady. Oh, Philly, is that safe? Gwen won't talk, not until she's sure. Call from the park, Mrs. Burton. Hello, Mrs. Burton. This is Dr. Wolf. I wonder if you'd do me a favor. Well, I'd be glad to, Dr. Wolf. We're going out of town for a couple of days, and I just remembered that some friends said they might stop by. We thought they might like to join us, so I wanted them to know where we were. All right. Maybe you just stick a note on our door where they could see it. We're going to Caribou Lake, and we'll be in the cottage at the very top of the mountain. It's straight up a dirt road from the lake. They can't miss it. Caribou Lake, the cottage at the top of the mountain, from the lake. Is that all? Yes, thank you, Mrs. Burton. That's all. Caribou Lake is nothing much more than just a general store where you can buy steak and hire boats and cottages. At that time of year, there's hardly anybody there, except the people who run the store. Our cottage was good three miles away up a twist and dirt road running above the lake, but you could see it good and plain even at night when the lights were on. We stopped at the store and both went in to buy the things we needed, you know, food and kerosene, matches and stuff like that. Then we went on up the mountain. At that time it was almost dark and Joe fixed something for us to eat. Neither one of us could touch it. We were watching the road for lights of a car. It was about half past eight when we saw them. They went right past the store without stopping and they came on up the mountain. They couldn't have been anyone else but Gwen. Well... Well, she didn't waste any time. Phil, what if the car is rented? Oh, she'd bring her own. She loves to drive. Phil, you're not afraid, are you? No. Not anymore. I'll go. Well, this is a surprise. Hello, Gwen. Dr. Martin, always poised. Nothing surprises you, does it? I suppose it was the check. Partly. Then I happened to notice that a Dr. Theodore Wolf had married a Miss Josephine Reynolds in Los Angeles. It did occur to me that your idealistic friend must have been an awfully fast worker. Well, aren't you and your bride going to ask me in? Come in, Mrs. Martin. Thank you. Quite cozy, aren't you? We have been. Well, I'm sorry to break up your little eye. Cut it out, Gwen. What do you want? Why, my dear man, what do you think I want? The way things are now, a thousand dollars worth of life insurance coming to you. Why don't you let us alone? Philip, I don't know whether you realize how much worry and anguish you've caused me. Sure, I know. I know just exactly how much. Then perhaps you also know exactly how you stand with the law in this matter. I don't know about all this impersonation business, except that it would permanently ruin your career. But I do know that the laws covering bigamy are quite drastic. I used to think that money meant everything to you, Gwen. I guess it doesn't. I don't feel called upon to accept rebukes from you, Philip. For anything. Not after what you've done. I feel that I'm being most generous to both of you. What is it exactly you want, Gwen?  How could you?  Listen. Does anybody else know about this? Of course not. Nobody knows you came out here, or why. After all, Philip, I do have some pride left. I just said I was taking a little trip to New York to, uh, to forget. All right, all right. I'll just give us a couple of minutes to talk things over, will you? Alone. Very well. Although I don't see that there's very much to talk about. Will you go outside or shall we? I'll go. I'll wait in the car. Oh, Phil. It's all right, Joe. I don't mind now. Neither do I. Do you think you can do it? Me? Yes, I... I'll have to have an alibi. Have you thought about how? Yeah, all day, I guess. But it's all right. It's good. She'll disappear the same way I did. Fire? Yeah, yeah. Only I'll have to be down at the store when it happens. This place will go up like kindling. And when they pull her out, they'll think it's you. Nobody knows she's here. And I'll be there to say it is you. How are you going to... I got that all fixed. I got that all fixed. It's down in the cellar. All you have to do is... here. Use this hatchet. Can you? Yes, I will. And then go out to the car and get on the floor on the back seat under a blanket. Lock it from the inside. I can probably get away right afterwards. All right, Phil. I'll see you in the car. The whole thing shouldn't take more than a couple of hours. Phil, you're not afraid. Are you? No. I'm glad. Glenn? Yes? Come on in. Have you decided? Yes. You might as well eat with us. There'll be a few details to talk over. I'm not sure I feel much like eating in this house, Philip. Well, I'm not going to start back hungry. Give me the keys to your car, will you? It's blocking mine. I've got to go down to the store and get something for dinner. Really, Philip? Oh, stop griping. You've won. Give me the keys. Very well. But I wouldn't try any mad dashes if I were you.  No, I don't suppose you would. Alone. She went in. I took the keys. First I went around back and down cellar. I put a lot of old newspapers around the wood file and doused the whole thing with kerosene. Then I cut a stub of a plumber's candle and set it on the papers and lit it. I knew just about how long I'd take the candle to burn down in about 45 minutes or something like that. Then I went out and got in Gwen's car and started down the mountain without lights. At the drop above the lake, I put it in low, crammed on the wheels and jumped out. Bounced once and then went over where there's about 40 feet of water. Unless somebody told them where to look, they'd never find it. All that had taken about 15 minutes. The walk down to the store took about 20 more. Something, Dr. Wolf? Yep. I like a full tobacco. I can't get through the night without a pipe. No, just how it is. You walk now? Yep, working up an appetite. You folks have collars tonight? No. Why? I thought I saw a car go up your way while back. Oh, I saw the lights. They didn't come up. Somebody must have made the wrong turn. Didn't they come back? I don't know. I was out back for a spell. You see that car come back by, Daisy? You must have seen it all right about an hour ago. Seems like I did hear a car about there. Sure, sure, that was it. Yes, pretty sure it is. She's duly don't always see so good, but she hears pretty. Am I off? Look. Well, it is. It is a fire. Why, golly, Doc, that looks like your place. Oh, it couldn't be. But it must be. It's big, too. Well, we better get up there, Doc. What, do you have your car? We'll go in the truck. It's right outside. The boys can bring more along in the car. Do you see that, Mom? Yep. Let me, Johnny. The cottage was all wood and dry, and it was completely gone by the time we got there. It was the boys who dragged her out of the embers. Yeah. I wouldn't look if I was you, Doc. Oh, oh, Joe. Must have been quick anyway. Joe. She's burnt almost to nothing. Hey, Mom. You better go on, Doc. We'll take care of everything. All right. Want one of the boys to go with you? No, no, I'll, I'll, I'll get in touch with you from town. I'll make the arrangements down there and send down for the...  We'll, we'll see to everything now. All right. I'm awful sorry, Dr. Wolfe. I climbed into the car and started down the mountain. When I was around the first bend, I reached over with one hand and touched the blanket on the floor behind me. Are you all right? Yes, Phillip. I'm quite all right. Gwen. Gwen has never told me how it happened. But of course she killed her. We both killed her. I know that I'm trapped. I'm hopelessly irrevocably trapped by the terrible burden of guilt we share between us, as she is. I know now that two people held together by such a frightful bond cannot both go on living, for that bond can be broken in only one way. One of the two must die. And so I write this only to have the true facts brought to light in the event of such a death. For no matter how innocent it may appear, no matter how natural the cause, no matter how plausible the accident, it will be no accident. It will be murder. Cold-blooded, calculated, deliberate murder. Now the local news. Dr. Phillip Martin, who has been in ill health for the past three months while recovering from an attack of amnesia, died today in his home from an overdose of sleeping sedatives. He is survived by his widow, Mrs. Gwendolyn Martin. Suspense made in California for enjoyment throughout the world. Before we hear again from James Stewart, the star of Consequence Tonight's Suspense Play, this is Truman Bradley for Roma Wines. Here's a suggestion that will make tomorrow night's fish dinner a meal to remember. Delight your family by serving delicious pale gold Roma California sautern. The delightful bouquet and delicate tempting taste of Roma sautern bring out the flavor fullness, the real appetizing goodness of fish or fowl, lend an air of friendly companionship to the meal. And best of all, you can enjoy Roma sautern often. It costs so little, actually only pennies a glass. Join the millions who have made Roma America's first choice. The reason? Roma gives you true wine taste luxury at low price. Make Roma sautern with seafood, a regular Friday night custom. Get several bottles of delicious inexpensive Roma sautern tomorrow. Incest on Roma, R-O-M-A, Roma Wines. Made in California for enjoyment throughout the world. This is Jimmy Stewart again. Suspense is a radio show that got started just about the time I first found myself overseas. And with everybody, it has always been one of the two or three top favorites. I've been looking forward for a long time to my appearance with the show tonight. Next Thursday, a very swell actor, Richard Green, will be your star in his first broadcast since he joined the British Army four and a half years ago.  Produced by William Spear for the Roma Wine Company of Fresno, California. This is CBS, the Columbia Broadcasting System.


But that's okay, it's not like I'm personally that big a draw. You know, it's not, mostly people notice about me as my brilliance. I just say the way the light reflects off of the lack of hair on my skull. So I'll be talking today about security automation with respect to DevOps. And I guess I'll start off by giving a little about myself. I've spent a long time in IT, I've done a lot of interesting things. Probably the thing I'm best known for is something that's nowadays called Pacemaker. How many people in the audience have heard of Pacemaker or Heartbeat or Linux HA or one of those things? So I founded that project, led it for nine years, something like that. And then in 2010 I started this project, the assimilation project, in order to help people manage their computer systems better. And it's in a lot of ways a significantly more ambitious project. And we'll be talking about it from the security aspect today. Let's see what I don't remember what these slides say. So how many people think that there's good security soft and plenty easily available today? Nobody? Me neither. How about security? You think it's getting it better soon? No, me neither. Do you think you have enough staff for security to keep up with your changes at DevOps and Agile rates? I wonder why that is. So I think as you look at this, DevOps, if security is bad and going to get worse on its own, which I think is kind of the consensus, and the teams you have now have trouble keeping up what you're doing at the rate you're doing it. When you start doing it faster, as you get better at it, they're going to be farther behind. Anybody have a problem understanding that? Does that not make sense to anybody, right? It's going to be the kind of thing that's going to get worse. In other words, make a problem that's going to get worse. Get even more worse. So what we're going to be talking about today is ways that we can help keep abreast of that a little bit. So here's a couple things to think about here. 30% of our break-ins come through systems that are not on the books. We've lost track of them one way or the other. And thanks for the sound improvement. 30% of them come through systems that have been lost track of, that are not on the books. 90% of everybody out there has had failures of services that they're not monitoring. In other words, most people are not monitoring all those services. 71% of the people, once they get in compliance, a year later, ah, they're not in compliance. The things that they spent all this time and all this effort to get going and get working and get in compliance where they had everything like it's supposed to be set up, a year later, it's not so. And honestly, about 30% of people admit, own up to the fact that they really only start monitoring after they see a problem. And the interesting thing about the Turnbull statistics on here is that they're from probably the leading edge type people. People who are running things like Chef and Puppet and so on. His surveys bias that way. So if you compare it to the world at large, I think you'd have no trouble at all seeing that the real world is worse than this, that this is sort of the best case for most of these things. Ah, and 30%, I forgot about this one. 30% of all systems are actually doing nothing useful. So those of you who came in late, I'm actually standing in the back, there are technical difficulties. And not only that, I thought, you know, we're going to do a yoga thing where you stretch and stretch your neck, but only in one direction today. So these are the kind of things that are real in the world we live in today. So I'm going to talk a little, in the process here, I'm going to give about 10 minutes of talk and about 20 minutes worth of demo. Because I promised to show you how to do some things. And the way to show you is to show you. And so we have this project, this simulation project, basically creates a database describing your entire environment and then does things based on certain knowledge about what's going on. And the architecture basically has two pieces of central system, or three pieces, the central system which manages everything that's written in Python, delegates most of the work out. In fact, the thing we do best is delegation. We do nothing better than anybody else. And doing nothing scales really well. You know, we can do twice as nothing better than anybody else. So that's one of the reasons why we scale really well. And the nano, we have these things called nano probes and you'll notice that there are plenty of board jokes hiding in here. And if you have a problem with geeky board jokes, you're probably in the wrong place anyway. So the nano probes are on every machine. They're agents, that they're policy free. They're written in C, so they're lightweight, and so on. They actually run scripts to do monitoring and discovery. And they basically send and receive heartbeats and listen for some other kinds of packets that they're allowed to listen to. Those collected data, it goes into the central management authority, which then stores it in a graph database. There are significant advantages to graph databases. You can answer questions like, what all depends upon this directly or indirectly and get those answers quickly? Whereas doing that through a relational database is painful on a good day if you can do it at all. So this is kind of the architecture that underlies the demo we'll be doing here as we go forward. Most of what we're talking about is security. The Assimilation Project does security, network management, monitoring, and this sort of configuration management database type function, pardon me. And it does all of those at once. But today we'll be talking primarily about the security perspectives. So we keep a database update of all IP and MAC addresses on any subnet we have an agent on. Listening to our packets is very effective that way. For the places where we're connected on bare metal, we'll hear CDP and LODP packets and keep track of network connectivity. We also track versions of packages and keep them up to date within minutes. Everything here happens in more or less real time. Services that you're using, services that you're offering, check sums of networking space in binaries, libraries, jars, things like that. Security settings and on and on and on. Basically we can discover anything. And so we try and discover as much as we can and then do work based on that. And we're gonna be talking about the security work today. And then we do things like, for example, in the case of your, in the case of your, all the security things, we have ways of comparing what you're doing to best practices and provides a risk scoring. The advantage of risk, the disadvantage of risk scoring is nobody ever will agree on what scoring method we use. The advantages are not very good scores, much better than no score at all. So we opted for the let's do a passively good job at scoring things. And the purpose of this, of the scoring is to help you track how you're doing over time to see whether you're actually making progress and if so how and help you manage that process better. We'll talk some more about how the scoring helps you triage through these processes as well. We find unknown IP addresses, we monitor services automatically, we can tell you unmonitored services just on the basis of a query. Most people, if they ask them, what all services are you offering but not monitoring? They would tell you, well, I don't know. And they'd say, I'll find out and three or four days later or three or four weeks later, they can tell you, depends on the place, right? But we can tell you that in seconds. And we can help you triage these security related risk scores. And we have ways of helping you do that. We'll show you what that is. And the best practice analysis, one of the interesting things, sometimes people run best practice analysis and they run them maybe quarterly, maybe they sample them. That's what audits do, they sample this. We don't sample it, we measure it on every machine that you put us on. Analysis occurs when the seconds have changed. We don't look at it quarterly, annually, daily or weekly. We look at it when it changes. If it doesn't change, we don't look at it. If it changes, we look at it right away. So within seconds of you making a change, you can come back to the person and say, what were you thinking? What was up with that? And they can still remember what they did. I mean, the problem usually is like, you find out a month later or three months later and you say, who made that change? And they don't remember making the change or at least they don't own up to it. You know, not that that would happen at your organization. I've certainly seen it happen in places that I worked at. And we can analyze anything you discover and write rules on anything you discover.  That's why I'm talking primarily about security.  And we have various alerts and reports, ways of generating, letting you know right away that these things have happened.  And we're gonna do a demo. And the demo here is basically what I'll do is wipe out the database on this machine and start over. And nothing at all will be configured here. Everything is, one of the advantages of discovering everything is there's hardly anything you have to configure at all. So, you know, why should you tell me what I already know more about than you do? So those are the kinds of, that's the kind of things that we do here. By the way, for those of you who are watching this in the livestream, the reason why I'm not facing the camera is because I'm back in the back corner.  So if you wonder why I never faced the camera, that's why. So, except occasionally. So, we're gonna discover everything. We'll tell you what needs hardening. We'll show you how to triage these hardening issues. How to demonstrate and track progress. All these things are on the screen here. And as a bonus, that I didn't promise in the thing, we'll tell you who has what package and what version. At least if the demo things go better for me than getting hooked up to this video system did. There we go. And that's, I know it's readable in the back because I'm in the back and I can read it. So, let's start here. I'll explain what the demo is doing as we go forward. Basically, this is a, you know, command line demo, right? So, oh yeah, passwords. Funny thing about that. Let me sit down and type. I'm gonna have to sit down to type. My apologies for that. Nothing I can do about it. I can't type on this thing down here while standing up. Probably more interesting is the screen anyway for those video people. So, oh, it's already running. Let me stop the demo then. I ran the demo earlier to make sure it was gonna work here in this environment. So, I'll go back to the demo. My cleverly named demo script. So, what this does, it erases the database. You can see up there, it says, a C made up PYRHDB foreground. So, it's gonna run more or less the, basically the purpose of running it sort of in the foreground is to get some debug output. So, now it also, it starts up in Nanoprobe, which is the agent. And Nanoprobe discovers where the server is. Now, discovery begins to come in. The central system requests the discovery and then all of the discovery begins to happen. And oh, look here, we've failed some rules. It looks like we're missing some stuff off the left on some of these. But basically, you can see we've got something that pass and some fail. The pass ones say SS and the fail ones say IL. And we've failed a number of different things. We've passed a number of different things. These are based on the NIST or DISO or NSA security rules. The ones I used as a basis here are the Red Hat 5 ones. And I've implemented about 70 of the 250, maybe 80 of the 250 rules now. And it fails about half of them. So, what you expect, hello, I didn't lose my mic. He just changed something. Expect at the end is probably your systems to fail about 100 rules. If you have 1,000 systems and they each fail 100 rules, that means you have 100,000 problems to fix. Anybody think that's depressing?  My friends here who can see me. I don't know them, but they're my friends now. So, what we've done here, we've failed a bunch of rules. Bunch more security. Stuff has come in, we failed and passed some more rules. And this one, which one is this one? If you notice something that happened here, it says we're updating checksum data for 202 files. What you didn't see before was I request checksum data on about 80 files. And the reason why it comes back with checksum data for 202 is it figured out what libraries, all of those things we're using, and also perform checksums on those as well. Everything here is discovered. And I figured out what to do checksums on based on what's running. In other words, what processes are talking on the network. We do checksums on all the ones we're talking on the network. And as you can see here, we've failed the number four of the past controls. One of the things I did there was tail the system logs, that tail the system logs here. And if you look up here, you can see where, I didn't mean to scroll that, but I did, didn't I? Well, anyway, you see where it says things like, a warning, failed security rule, and this something which wraps around it that you can't see all of it, and it gives a URL. That URL points to the IT best practices project, where you can see an explanation of what that means. Let's see if we can bring that up here. And I've already gone to that website because it turns out to be hard to type here at the moment anyway. Let's see if I bring that. So that's not really, let me make that bigger. Maybe. Well, I can't make it much bigger. I can't see my mouth. Oh, there it is. So let's make this bigger. You can't read the stuff on the left, but you get the idea. What we have here is a short, the severity is medium, the short description. It says we should allow ICP before redirects by default, and then the long description says the same thing. And if you go on it, it says how to check the configuration and how to fix it. So for each of the rules you violated here, here's the explanation of what it is and how to fix it, okay? So does anybody think knowing what these things mean helps? The interesting thing is I probably hear the noise the loudest of everybody in the entire room because I'm right next to the people here. Maybe I should go back there and tell them to be quiet myself. Maybe that would work.  But I don't have to hear me. I know what I'm gonna say, right? So let's go back to the demo. The point is every single one of these rules goes to the IT best practices project where the URLs do, where it will bring up the explanations for you as you try and fix these things, right? So is this, where is, oh that's, I passed it, didn't I, yeah, done, done. There we go. So this is, these are the kind of things you see here. And I'm gonna, I'm not sure whether this is a full screen thing or not. Let me figure out what's going on here. Oh, it's taken away all of my, let me close this. Okay, yeah, that's better. Now I can at least tell what's going on. It looks like there's a couple lines at the bottom of the screen which are not showing there. I'll see if I can raise this up a little. No, I didn't mean to make it larger. I just meant to raise it up. Don't you hate that? Yeah, if you can zoom out. What's up with this? Check sensors. This is not, oh, what happened here? I stopped the demo. Oops, didn't mean to do that. One way, the intent is, oh, I see what's the problem. I'm on, I'm looking at the wrong screen. This one I've got to get rid of because it's confusing me. So let's do a few demo things, right? So, so let's bring this over here where we can see it. I think that's this way. So this is not very clear and I apologize for that. But what this is, because we know the services you're offering and the ports and IP addresses they're on, I have to explain to you what this is because I can't possibly read it from the back so my apologies to you in the back but I can't read it in the back either but at least I know what it says. At the top is this house thing, that's your server. And the reason why it's red is it's violated 31 different best practices. This is actually off of my machine at home. And on the left and down below that are the services. Now, if you look at them, if you look at them there, there's one on the left which is, let me get a picture where I can see it better actually. On the left is Dropbox which is providing service on three different IP port combinations and going offsite which is the box above it on the left offsite. So these are the points of attack that your attacker can use to get at your machine. Next to it is the Neo4j graph database. And it is listing on three IP port combinations here as well because this machine has three IP addresses on it at this time. So, and next to that are some other, yeah this is really washed out over here isn't it? DNS Masquerade, SSHD, RPC blind and I don't remember what the one on the right is and I can't read it. My apologies for this. But the point is it will create this graph for you and then from this you can look at it and say, oh, what are we running on here? Where are we vulnerable? Have an idea of what this is like. The things that are, it's much clearer on a piece of paper and by the way I have copies of this at the sticker table. So if you wanna look at this and actually see it it's at the, and two other graphs are at the sticker table. Those that are in red are services which are running as real user ID route. So they're potentially more interesting to you from a security perspective. There are also indications on here which I won't go into because we're running a little behind of what services are being monitored which ones are not because we know that as I mentioned before. But we're not talking primarily about monitoring primarily about security. Which of course availability is part of security but it's not usually what people talk about. So let me go back here and see if I can get this guy. It came to the front. Amazing. So can you shrink me down a little more there? I don't know if I can. Is there a prompt at the bottom? Yeah, there's a prompt. Oh, there's a prompt. Okay, I'm good. So let me find something here and cut and paste it onto that. I did the demo drawing. So let's do a little, I'm gonna do some cut and paste demo here, right? So what we have next is, let's see if I can control C over here. Alt, control, V. Yeah, okay. So this is going to produce a list of, this is the total security score of this machine. This machine is 57. The picture I drew the other day was not. How are we doing on time? You're getting close. Okay, well I'm just, yeah, okay. So more interestingly probably is looking at, that's just the overall score of how the system is doing right now. That's the kind of thing that you can plot over time and help your management understand how you're doing better or worse over time and help them understand and justify, you know, the resources and the time and effort that you're putting into things. Let's do another, I can't see. So this one, what this does, what this is here, this is your top 10 areas to go after. Let me explain what they are. So when you're triaging things, you want to minimize your own personal context switch. That is to say, you don't want to hop from fixing a proxess problem to a PAM problem to a login dot desk problem. You want to work in one area so that you get your brain wrapped around it. So what we've done here is, it says in this case 16 of our score is due to proxess errors. And then on the right are the different, to the right of that are the different rules, the ones I mentioned before. And then to the right of that is the score that that particular rule contributed to your entire infrastructure. So basically what you want to do is start from the top and work down here.  And for example, going in and modifying the file, it's easier to do this way. And the purpose of this sorting in this way is to produce, to help you understand how to triage this. Because if you have 100,000 problems, you can't solve them one at a time. Make sense? You have to solve them in bulk.  You after these rules, figure out what they are, follow the directions, learn about how proxess works, learn about these things, fix the ones you're comfortable fixing and then go on to the next ones. But this will then keep you in one mindset without switching back and forth and doing it by the most important first. So this is the overall score. We have not just security scores, but networking scores. And this is the overall score of everything. I think the other one was actually server by server. This one is across everything. I think I misspoke earlier. So, oh yeah, let's do this. This is sort of a bonus, as I said. I'm not sure what I skipped here, but this is what I'm gonna do next anyway. Okay, so this is all the packages on your machine. There are similar ones to look for particular packages. And you notice that it's not just, these are PIP packages. It also picks up all the other kinds of packages you have on the machine. Dabs, RPMs, PIPs, RubyGems, PHPs and node.js NPMs. And I don't have, he's telling me I'm out of time here. I apologize for all of this stuff. But the point of all of this is that this is a tool which can help you understand how to triage your systems into a better security posture. And help you understand it and draw pictures of it too. And as I said, the pictures and stickers, lots of stickers are out by the sticker table. So thanks a lot for your time.


So I'm just gonna start with a fun story because I've had a long day and I'm tired. We're in a nightclub right now. Like let's think about that. This is my first time in a conference in a nightclub. Also first time at a conference in a nightclub that I've danced at. So that's a fun little thing that's got me just like, I never thought I'd be on this stage giving a presentation about DevOps, the times that I danced here. So I want us to think about this idea of how all remote enables DevOps. What that means and we're gonna explore that a bit. We have a couple of questions that I need to answer when I talk to you and hopefully I do a good job of that. I'm gonna start with me. Now you may have seen me earlier today as an emcee. I appreciate John emceeing me as an emcee earlier. I can appreciate that. I spend my days not emceeing but I spend my days as a support engineer at GitLab which is a really wonderful group that I'm really proud of because we really do engineering. I think support is an often overlooked part of organizations and I truly believe that support engineering is something that will make organizations successful. Now I wanna take a minute as well to just highlight my career just to give you more perspective and the things there, Linode. This was a small company that was very anti remote. I spent my time there about employee number 11 to about 50, super anti remote. Going to a smaller startup, three to 11 people. Remote friendly, joining GitLab at about 100 people growing to where we are now today, about 10 fold. Fully remote. So it's been interesting to see that in my career and to ask questions about what works, what doesn't, how it's working. I'm also known for wearing many literal hats. So when it comes to all remote, I wanna talk about that as an interesting idea because I think some things around all remote are fascinating. And the first thing that comes to my mind when I think about all remote is this idea that remote is not new. And you're like, okay, what does that mean? And what I'm saying that, when I say remote is not new, if you have two office buildings, they are remote to each other, right? That's actually true. People working in office A and people working in office B that is remote to one another. And that's not a new thing that's happened in multinational corporations for many, many years. And that silo effect exists, something we know. When you go all remote by nature, you now have a silo effect that is every person is potentially their own silo, which is fascinating, right? That is the subtle difference. But in an office, we kind of pretend like that can't happen. I don't know why, right? You could still silo yourself away in an office. You could still detract and not get involved. You could still misinformation. The office space itself does not guarantee that's gonna work. And all remote does not guarantee that either. I think that's really interesting. The two really key things that I wanna drive home today that I think GitLab has taught me, setting values and specifically our values around transparency and collaboration are what really enable us to deliver DevOps, right? You can take that to your organization whether you're all remote or not. So that's very exciting.  I figured I'd add them for some fun zest. First one, a road trip across America in 2016 on a whim. The second one, Cape Town. The third one, visiting family in Alabama, Amsterdam and Copenhagen, which was just ability to be all remote has allowed my life to be amazing and do amazing things. But really transparency and collaboration are what drives success at GitLab. Now, thinking on that, we wanna think about what does DevOps mean? And we think about the keynotes earlier this morning and this idea of DevOps and cloud native journey. How many times today have I heard cloud native journey? And we wanna think about DevOps. And for me, the idea, we won't be able to read this, but I'll give you the gist here, hacker news. But the idea of DevOps is really that unifying glue. That's what I'm focusing on, right? The idea that DevOps is unifying two processes into one, whatever they mean for you. And we need to think about that, right? So when I'm talking about all remote and DevOps, I'm talking about that glue. So it's funny because this past week on hacker news, there was a thread talking about DevOps and the top comment was like, DevOps is a religion.  And so I have this, if you check my slides out later, you can read this, but the one comment that I took out, the person right below in this thread said, you know, DevOps really means to me. I go into Slack in the pound DevOps channel and I see my build failed and I randomly click buttons until it either gets better or gets worse. That's DevOps. And I was like, wow. So that's real. That's true. That exists. Go find this thread on hacker news and that person has a very cynical look on it, but I think that it can be warranted, right? Now, when we're thinking about that, that kind of brings this to the forefront, transparency and collaboration. He, you know, that person feels jaded towards this and there's a chance that transparency and collaboration were not a part of that process. Now, I was fortunate enough to talk or and see Martin's talk in this room earlier today where he talked about the CE to EE merge, which is something I want to highlight and also I want to highlight GitLab.com deployments, which is something that Martin also talked about. It was exciting to see that this is such a topic that we're able to leverage how we've transitioned at GitLab. Now, my time at GitLab, when I started and Martin highlighted this as well, we needed to merge CE to EE, which was a manual process, which is insane to think about, right? We were doing this up until recently. In 2017, we were manually merging two things to ship them and that just is not scalable. And that's not DevOps. And that's something that I want us to think about, right? As my talk is all remote enables DevOps, this is not DevOps. We're all remote, but it's fragile. And this is something that we want to think about as we're enabling DevOps in our organizations. So then we start moving towards more automation, right? Martin's team and other groups, somebody else named Remy was heavily involved here, to deliver an automated way to merge CE and EE, which was amazing. That helped us free up a lot of time and energy to make things more efficient and make things more transparent and allow people to solve problems and not deal with toil. So now we have this idea where we're automating and we have less toil, but this is still not DevOps, right? I'm just focused on dev, which I think is interesting. We wanna think about gluing these things together, but at GitLab the experience has been still very dev ops, which we'll talk more about, but we're iterating. And I think that that's an important thing to think about because DevOps is a process that's going to happen and it's not just a one and done or we've done it. It is something that will forever be evolving as your needs and changes in your organization happen, right? So when I was building this slide deck, it was just a pipe dream that we would have a single code base that would just eliminate this class of problem that we were dealing with. They would just melt it away and allow us to be much more efficient, ultimately our dream goal. As of last week, Marn's team delivered that. We have a single code base, so all of that iteration, still on just this dev side, is helping us to get closer to DevOps. The collaboration, the transparency are what drove that home. So I was really excited to see, I don't know if you'll be able to read it, but in our Slack dark theme, if you could tell, really excited to see how excited many Git labbers were. Also you can see my emoji habits, so that was interesting. Really excited that the team is so just passionate about this idea that we have now made ourselves so much more efficient. It's much easier to contribute and collaborate and that is something that we want to drive forward. So this is one half of our DevOps journey, right? But all on the dev side, interesting. Now I wanna think about deployinggitlab.com. If you were in the room earlier and you had a chance to hear Marn speak and talk about his time deploying Git lab, we had a release manager. If they were a physical person, pushing buttons, releasing to prod, this is a horrible process. This is not something that you want to do. We rotated it, it caused failure. It was something that was risky, right? This is something that is the opposite of a well oiled repeatable machine. So then we started building auto deploys, which is again, something that makes us get closer to that repeatability less toil and allowing our ops group to deliver Git lab. But again, in Git lab's DevOps journey, they're still very separate and we're trying to glue them together. And in the three years I've been here, we've inched our way closer, but I still don't think we're there. And I think that's exciting because all remote is enabling us to get closer. Transparency and collaboration are bringing us there, but it's still not a present day thing. So in that, one of the things I wanted to highlight that is I think unique to Git lab, we really envy sometimes the way that Amazon or developers can ship the product all the way out to the end as something that they're aiming for. And I think that's phenomenal. But at Git lab, we want to have a community and a community involved. And you'll hear from some of our community members later, which I think is wonderful. We can't build a process where somebody can, a dev can deploy because they're not a Git lab or they don't work at Git lab. They're just a community member, which we encourage, but that's can't be our process. So we're trying to make how do we build dev ops at Git lab and do it all remotely? So with that, I want you to think about in your organization, in what you do, the idea of where is transparency and where is collaboration? Because you're trying to fuse two things together that sometimes have been at odds. Hopefully they work well together. And if you think about that at the core, that is what's gonna drive your success. It's not Kubernetes, it's not adopting GCP, it's not these other things. We have to figure out as groups how we're gonna work together and build those groups together because that is gonna drive your success. So the last thing I'll say, I don't think all remote will fix this. And I think that there are orgs that could be all remote that don't see this happening, but the values that we have at Git lab really helped make this clear to me that that was the power and how all remote can enable dev ops. So thank you for your time. Thank you for listening to me. This is a lightning talk, so I wanted to get you with a quick hitter. I'm not gonna waste any more time. Hi, everyone. Oh, thank you. So this is a short story about some of the after effects of contributing to Open Source and specifically to the Git lab project. And collaborating online with a fast-paced team that's a Git lab team that ships monthly the product. I'm George. I'm a UX engineer based in Athens, Greece. I'm also a core team member at Git lab. At work, I lead the further engineering and UX design efforts and also recently introduced, oops, sorry about that, recently introduced continuous degradation and continuous delivery initiatives across multiple cross functional teams. And at Git lab, I participate in discussions around the triage operations, collaborating with the community and picking up stale merge requests or mentoring and coaching community contributors. I also review front end and UX changes whenever I can. And during the last six months or so, I have focusing on the design system behind Git lab, that is Pajamas, which we'll talk about later on. So here's how all this started. And I started about one and a year, half ago, started contributing. It was interesting because at that time, I had a little experience with most of the technology stack behind the product, including SAS, Hamilton blades, Ruby on Rails, RSpec and more. I started contributing small bits and bytes. So during the first time, the first months, I had to reverse engineer most of the code that was rendered on the browser of the app. I picked up from the engineering issues and every time I run into an open issue, I was wondering, I kept asking myself, can I pick this up and I make it through the finish line and does it sound interesting? So this led to getting from zero to one, I mean, learning a lot about front-end engineering and styling guides and testing styling, testing standards. This was also done in a production grade application that is GitLab, which is really interesting. It's worth noting that during that time, that the first months of contributions, I was almost half of my contributions. I wasn't sure if they were going to make it through the finish line because I didn't know much of the technology stack. And one notable contribution during that time is that maybe you've seen it, including private contributions on your profile. It was a still community contribution that I picked up and completed it. So I'm doing this for a few months and in parallel, the view team has picked up the view framework and progressively adopts a view across the application. I had very little experience with view during that time. I switched my focus to view components and during these months, I've improved a few view components and view-related changes. And every time I ran into a major quest from the front-end team, I took a step back and read the code review comments and remarks, suggestions. And this is how I got into view. Almost everything I know from view is mostly from reading code reviews and major quests from the front-end team at GitLab. It's quite powerful. I mean, reading other people's codes, you can learn a lot and especially when it's a talented team like GitLab. So from the first major quest, it was quite obvious for me that I was about to enter a very welcoming community, which is really important for new contributors. You can actually see the GitLab values embodied in every small interaction when the team members engage with the community members. And this was actually quite, as they say, what goes around, come around. I mean, receiving so much support during your community contributions led to actually improving collaboration with at-your-day work and at-your-work flows. So on the way, you have to keep some balance because when you start contributing and having a globally distributed team like GitLab, you start bringing people around the world. So I did this when I started, so just to balance my request between the front-end team and UX team, which eventually led to burnout. So as you can see, the top one is during the first month I contributed to GitLab, which is contributing during weekends and now, while a bit more intense, it's quite obvious that I skip weekends and also take regular breaks, which also helps. So for the GitLab team, working as synchronous and remotely is okay because the team knows how to work properly. So when you start contributing, maybe it's best to just ping members near your time zone. This will help not being always around and trying to respond to community code reviews, suggestions from the team members. So after a few months, I run into the design system, which is actually in the intersection between the UX and the front-end department. Based on view, we are building reusable view components. And having this in mind and how much I really enjoy this, I just dive into component and design implementation in various stages of the component progress. And I was curious at first how this works, how this can enable developer productivity and how teams can ship faster features and work more effectively. As a matter of fact, the design system actually currently powers more than 400 user interface components in the product itself. So it was really fun and I really enjoyed being part of this and helping scaling the design system and utilizing components within the product development life cycle while keeping in eye the work being done in the other stages of the product. And the last one is about the engineering workflow. So GitLab has a handbook. The handbook is open to everyone. So you can actually see how GitLab runs and how the engineering teams work and collaborate with each other. So having access to this was actually tempting for me to try this at my day job or for a side project with friends. These are actually issues and magic requests from a side project I picked up with a friend. We did a sprint for 30 days and we actually collaborated with magic requests and code reviews. And this led to actually trying this with your own workflows. I mean, certainly adopting similar practices takes a lot of time. It's mostly mindset change. The team has to adopt the new style of working and it took months at my work to actually adopt some of these approaches using project management, issue tracking and more. For me, it's quite clear that this way is the new way of continuously building and deploying applications. One interesting fact here is that the side project you watched earlier is a project that on launch day, on day one, running NPM modded had resulted in 400 vulnerabilities, 30 high critical vulnerabilities. So the secure software development lifecycle is an interesting part that you should take into account. I mean, if you're not used to having security in every step of the development. And this is more or less as... Thank you. Thanks so much for the coveted last spot of the day. How are we doing? So now that we're all a little bit more energized that we were a minute ago, I'm going to dive into my talk. Today's talk is called Deploying Your First DVT Project with GitLab CI. The original plan is that I was going to stand up here and live code it. And then everyone I told that to was like, wait, really? And so I chickened out. So we're not going to live code it. But I took GIFs of me live coding it, which is basically the same thing. So first a little bit about me. So my name is Emily Sherio. I was the first data analyst at GitLab. And I've kind of built a career of being the first data person that a startup hires. I've been at GitLab for about a year and a half now. Today, the team is eight people. A couple months ago, I was promoted to data engineering role. And then now I'm in a slightly different role. But as of two weeks ago, I was a data engineer at GitLab. Today, I'm an internal strategy consultant. And the people who watched me give a practice of this slide say you have to have a fun fact on your about slide. So ask me what my one rep max squat is at the end. 190, which is a lot for a woman of my size. Thank you. Thank you. So first let's talk about what DBT is. So just give me a sense. Do you know what DBT is? The community manager. And some cool person up here. I want to talk to you later. Nice. So what is DBT? It is open source transformation tool. So once upon a time in the very abridged version of history here, the paradigm around data was that you used to have an ETL approach. Storing data was expensive. So you don't want to store data multiple times. You pulled it. You transformed it. You only stored what you needed. Today, that's no longer true. And so we use an ELT approach, extract, load, and then transform. The advantage here is that when you have the data in your warehouse, if your business logic changes, you don't need to redo your extraction and loading step. You can just update your transformation step. And DBT is the transformation step. So we say it's the T and ELT. And it lets you snapshot, transform, test, deploy, and document your data all in an open source tool. DBT requires analysts to use version control. So when your business logic changes, you can see exactly where that needs to be updated. You can see what previous versions of the analysis, what logic was baked into it. It also includes dimension testing but alerting on testing. So we have at GitLab a number of tests around data quality issues that are because of manual workflows and logging around jobs, productions, runs, et cetera. This kind of sounds a lot like a software development tool, doesn't it? Interesting. So then your transformed data is what your company uses for reporting your business intelligence tools or data science-based analyses. So we get started with our new DBT project first by installing it. And that's not on this slide. So on a Mac, brew install. On a Windows, here's how you install it.  And then you brew install DBT. So once you've installed DBT, super easy, you can start a project with DBT and NIT project name. So here I've named my project EmilyDemo. In case you haven't noticed, yes, that is how Emily is spelled. We'll notice, if we look at this really quickly, that DBT puts out some really useful information about configuring your profile. The docs tell you exactly how to do this. At GitLab, we use Snowflake as our data warehouse. So we have a curl command that we use to help set up our analysts' computers when they join the team that actually installs, sets up their profile for them. And then they just update their username and password. So that's what's running here. Once you have set up your new project, you can either, if you join the data team at GitLab, you're going to get cloned our existing project. If you've set up your new projects with DBT and NIT, you always want to see what it ships with. And much like LS on the command line, DBT has a DBT list command. So here we can see exactly which model ship with the example project. And it's a really simple, I think the next slide shows. So the next slide will show what the model that ships with the example is. But it's just a select one, right? So the idea here is that you're getting to see what DBT does with its off-the-shelf example. There are a number of projects available online, though, including a really great demo project called Jaffle Shop, where you can see what it looks like. The other option is the GitLab data team, and I'll include a link at the end, are projects public, so you can see what that looks like. The cool thing about DBT is that it's based in select statements. So SQL that you write in this select way, everyone knows how to do it. And we come from this world where data analysts, maybe that's all they knew. And we're bringing them into this more technical way of working with version control and alerting and testing and logging, but we're letting them keep the language that's always known in love. So the other advantage of DBT, for a long time in software development, we talk about writing dry code, right? And SQL, when you're talking about, I don't know, how many customers have bought a thing, you might want to know the customers in different parts of the country that bought that thing, and you might break it down by state, right? So tell me how many people in New York bought it, and then tell me how many people in Georgia bought it. And when you think about what that looks like in a SQL query, it's the same except for the where clause, right? Where state is New York, or where state equals Georgia. And what that means is that when some logic in that SQL statement changes, you have to update it in two places. And what DBT lets you do is actually leverage GINJA to write dry SQL. So once you've built out your logic, you've done what you need to, you've stored this logic in code that's version controlled, you've added testing to it, you can materialize your new models, your new data models as views or tables. And that's what happens with the DBT run. Now the reason this GIF gets stopped in the middle is because the run took longer than the GIF could record. So this is what a successful DBT run looks like. It tells you exactly what ran, how long it ran for, and you can see that it completed successfully. Now I could have planted an error here, and it would have said past one, worn, whatever, etc., etc. There are different tiers of errors, warns and errors. Can you call them tiers of errors when one's an error and the other's not? Failures, tiers of failures, there's the word. And so this is a really cool way to let your data warehouse sometimes sort through the problems that comes with different data sources syncing. So you've built your DBT models, you're up and running now what? Well we need to deploy them, right? How many people sat in Marin's talk where he talked about what it was like to deploy GitLab? A couple people, cool, so much smaller scale. We need to deploy our DBT models, and what that is is some place where we're going to run DBT run, just like we just saw the GIF do locally on a machine. So you can deploy your DBT models with GitLab CI. Keep your orchestration right next to your code. This doesn't seem that foreign of an idea if you're coming from a software development flow, but for data teams this is revolutionary. With GitLab CI we now offer DAG support, so you can do a lot more than just deploy your DBT models.  It's really cool. Run pipelines with dependencies, that's what, for those who are unfamiliar for what DAGs are, it's directed a cyclical graph. Say that five times fast and I'll buy you a drink later. And you can ensure that your data is moving as quickly as possible. You don't need to wait for pipelines to trigger on a schedule if you're taking advantage of this. The other advantage here, much like software development again, we can run the same CI pipelines on our MRs as we do on our production instances. So an example of what that looks like Snowflake, which is a very popular data warehouse, it's what we use at GitLab, uses, they have a feature called zero copy clones, where you can copy your data warehouse and work on a clone instance of it. And this is what we do at GitLab, where we actually, when you make changes to the DBT models, we run those changes on a zero copy clone. So we're not deploying anything that we haven't seen exactly what its effects on the production instance is going to be. Again, not that revolutionary in the software development space, miraculous in the data space. So, oh, this did not project well, huh? Well, I'll tell you what you're looking at. So this here is your profiles.yaml. So if you're going to deploy your profile, your DBT project using GitLab CI, you need to take advantage of your CI variables. So what you have here is the profiles.yaml file that we configured way back in the beginning up as environment variables. And then what you have here is a GitLab CI file where you can see exactly how we're running DBT and what the commands we're using are and how we're telling DBT to find the right profiles.yaml file. I'm sorry that didn't. I should have taken this on a white background, might be. So then when you deploy DBT with GitLab CI, what you see is a screen that looks a lot like this where you are in the same place for your code as you are for your pipelines. No need to go check some other application or some janky UI you have to hold host on your own. The advantage to here, and this is just an added bonus, is that you get to deploy your DBT docs on GitLab pages. But Emily, what are DBT docs? I'm so glad you asked. So I mentioned that DBT ships with this great documentation functionality. This is what that looks like. On the left you'll see that there's a list of models. There are folders of lists of models. These are the different data sources that we use on the data team at GitLab. And each one of these models is documented. So you can understand exactly why the logic behind a certain model is what it is. And this is really useful because sometimes you build things when you joined the company a year and a half ago, and then someone tells you last week to go check on something and you're like, why did I do that? Now we actually don't allow code to be merged into our data project without it being tested and documented. Which is pretty cool. So can I go backwards? There we go. This is the actual scripts to deploy our DBT docs on GitLab pages. And I highlight this and all the other code that I've highlighted because, again, the GitLab data teams project is public. And all of these screenshots come from that. So if you have questions, I'm going to hang out afterwards. And I'm happy to answer them in a Q&A now. But if you want to see what this looks like in production, you can go see for yourself. So to recap, DBT is the transformation step in the ELT process. You can kick off a new project with DBT and NIC. Push just like the rest of your code. Update your profiles.yaml to use environment variables. Set up DBT run commands in your GitLab CI files. Bonus points for setting up DBT tests as well. And then you can deploy your docs with GitLab pages. Then you're up and running. So you can see more. gitlab.com slash gitlab-data slash analytics.


My name is Anthony Chung, I'm the Head of Market Analysis here at Amplify Trading. If you'd like to access our private chat room to exchange trade ideas with professional traders from around the world, then check out Amplify Live by following the link below. Okay, good morning folks. Happy Friday. It is Friday the 4th of December of course and just getting up to speed. Then with some of the major fundamental news stories in play and some of the events to look out for the rest of the session ahead to conclude the week. I'm just going to talk mainly about the news. I'll leave the charts for the guys in Amplify Live and Tim to talk you through that when the live stream is up and running. But let's just have a quick look at things and last night a relatively flat finish for the major three indices. But as you might have observed at the time, I was updating the trader chat room and last night we had into the last half an hour trade a bit of seesaw price action, particularly weight to the downside, the extremity of this red candle here. It has already been largely retraced but it was quite heavy going into the close last night and that was because as you probably know by now some breaking Pfizer news which we're going to touch upon in a bit more detail in a moment. So the major three indices kind of gave back. I've got them all here in the middle. So this is the Nasdaq decline and the Dow decline as well that we saw. The move in the Dow here was to the size we were training around the 30,100 level and we actually dropped to a low at the time at around 855. So it was a pretty decent move actually at the time. Markets were quite heavy. They still remain sensitive of course to the vaccine situation and updates in that regard. But importantly, and I'll explain probably the rationale why I think that that's happened, but the markets have stabilised since and any of that selling pressure has abated and we've pretty much settled back to retracing most of the move, the full move in the case of the Nasdaq, half of the case of the Dow and the S&P. Otherwise elsewhere for this morning just having a quick look across the different assets, the dollar index touched soft again. I mean it's really been quite a bad week for the dollar and obviously that's been to the benefit of the major currency pairs. So euro dollar still remains particularly elevated having broke through that symbolic and technically important 120 hand or earlier in the week and now as a platform for price today, the pivot level looking here in the euro futures will be an interesting area, that being an around the support area that helped keep the floor on prices during the Asia Pacific Session and was that brief area of resistance that the market opened yesterday when we saw that flurry higher. Otherwise I'll leave cable for the moment, we'll have a look at that when we talk about Brexit headlines. And then obviously from an OPEC perspective, we had the OPEC meeting yesterday so just very quickly getting you up to speed. I know most of this was concluded yesterday so you're pretty much aware of what happened but they are going to increase production by 500,000 barrels a day as of next month. They will hold monthly meetings to decide then subsequent moves thereafter. Tim and I were talking about this yesterday. I think that's absolutely appropriate in normal times in years gone by ex a pandemic situation. OPEC would typically meet on a semi annual basis in their headquarters in Vienna. They narrowed that down to three months, rolling reviews now going down to one month and I think again as I said absolutely appropriate given the circumstances at play at the moment. Obviously things are changing all of the time with vaccines coming out and the economic situation as well as the lockdowns that are being put on the COVID situation at present. So it seems like the most prudent thing to have done and it seems like an increase then of a marginal amount of around 500,000 seems to have appeased enough consensus to get this deal over the line. The other point here as well is that the maximum change in any month at this point in time that they're communicating will be 500,000 barrels a day in either direction. So the idea then that they could get more aggressive or not is somewhat taken away by that kind of pre commitment. Looking at oil at the moment, we have broken out then of that range that we were trading kind of going into this meeting. Obviously we saw a break below which was just get a rectangle. We had that day of price action here and I know a couple of you got a really good entry on that move back into that zone to the top end of that range for a great trade earlier midweek and now we're just breaking out above where we were. So out of this top end of that range of this week's trade. So on a daily continuation it does look quite interesting now. This is looking at the 2020 price action and obviously we've had that breakout of the August summer high. And that's created now a nice floor for price more recently as we've gone through in the early part of this week on the pullback retest. And now we're back up at around that level up here. Technically, if we can make some headway, whether that happens today or I do think will happen in the coming days weeks, then the next target is not until we get really up to around 48, high 48, 4866, and the inevitable and important psychologically 50 handle in WTI crude. So still remaining over a medium term perspective fairly bullish in that regard. Elsewhere then, gold, I guess the final thing, commodity space to have a look at. Just briefly, gold has seen a pretty good response to the initial dip that we saw in the break of that 200 DMA going back to last week. And since this whole kind of persistent dollar weakness and this reflation trade has taken hold this week, gold's managed to get back up to what is quite a key area actually, which is that previous low scene in September, which is around the zone area of 43 to 48, which was also the low in November. That was that Pfizer spike down that we saw on the positive vaccine development and then the breakdown that we saw when the price actually got through that same area. So now we're back up on the reversal. I'm quite interested to see how it performs at this point. So be looking for resistance at around these levels given as well the sharp appreciation of that asset this week. All right, let's get stuck into some of the headlines and let's discuss a little bit more about the Pfizer situation. And I can add a bit more context to the headlines that came out. I think the Wall Street Journal having a bit of an issue this morning. I did have this up, seemingly has disappeared. Here we go. So let me just go into what exactly happened and why the market initially reacted quite negatively. And it was because of the fact that the company said it expects to ship half 50 million, not 100 million of the COVID-19 vaccines it had originally planned for this year because of supply chain problems. But they still expect to roll out more than a billion doses going into 2021. So a couple of things here to be aware of. For one, I don't think this is really that surprising. I think if anything, the markets as markets do behaviorally tend to over extend on certain types of news stories, particularly those pertaining to the virus and the vaccine. And so expectations obviously very high. The reality is, as we've been discussing on the channel for some time, is that the actual technicalities behind the manufacturing and distribution of these products is quite challenging. And so here I don't think this is that surprising and hence the reason why I think the market has kind of taken it for what it is at the moment. A little fast money move for the speculators and then the markets kind of just gone back to where it was. Vaccines typically contain materials from suppliers that can include things like antivirus agents, antiseptid liquids, sterile water, elements of DNA of the virus in itself. So it's not like it's all on the company. There's a number of different parts that need to click into gear in order for this whole process to work effectively. For a bit of context, a vaccine, a typical vaccine campaign, pharmaceutical companies would wait until their product is approved before buying any of these raw materials. That makes absolute sense, right? Because you never know whether or not they're actually going to get to that point of approval. And so therefore you don't want to waste money by building all the supply chains in and the facilities to manufacture without then that happening. And so a little bit different this time, of course, because a couple of things. For one, Pfizer has never manufactured a vaccine with the technology that we've spoken about before. The one that underpins, say, Pfizer and Madonna's approach, the mRNA. And uncharacteristically, the company has started setting up its supply chain in March while the vaccine was still being developed. And that's a pretty unprecedented move because of what I've just said. Normally they would establish manufacturing lines that set up supply chains only after approval. So I think they were always going to be chasing a pretty ambitious target here. So I don't find it wholly surprising that getting this off the ground is kind of the hardest part. But as they've kind of rightly said, I think as we go into further into 2021, the whole machine will be functioning then. And hopefully they can manufacture and distribute these drugs as much as possible. So, yeah, that's my take on that. On the actual COVID situation, we haven't actually talked about this for a while. And it's because the markets have just gone up to record highs. And brushed over this story that actually on the ground in America, the COVID situation is still pretty bad. So this is looking at the COVID tracking project data as of yesterday. And it showed US states reported around 210,000 coronavirus cases. And there were a further 2,706 deaths, the third biggest daily jump since the start of the pandemic. So kind of hence the reason why these politicians now seemingly are making been a headway on the stimulus side. Not only have they got a fund government, but also a COVID relief fund, a further extension is probably likely has to come sooner rather than later just given this situation. Because ultimately what it is leading to not only is more cases, not only is there more deaths, but US coronavirus hospitalisations have topped 100,000 for the first time. Now, as a result, one of the major economic areas of the US, of course, is California. And California will introduce stay-at-home orders for the region where intensive care unit capacity at hospitals is 85% full for California as the state faces a record surge in coronavirus cases and subsequently hospitalisations. The number of people currently in US hospitals, again, actually got to 100,667. And as you can see on this graphic, that's doubled. So the amount of hospitalisations America has doubled in the space of one month. And this is, of course, kind of what we were anticipating. If you remember, we were talking about before a number of weeks ago, the rapid rate of nature of the increase in COVID cases was likely to lead to this situation of hospitalisation and capacity issues. And also deaths now well and exceeding that of the first wave in the tri-state we had in the spring. So probably that's the reason why, although these numbers sound quite horrific in real terms, why the market is able to digest them. Because at the moment this is following the pattern that we thought. I guess the consequence now is what will authorities do as far as restrictions are concerned and the economic implications that they carry. And then also, is it enough to really force Capitol Hill to start making some decisive decisions over bipartisan agreements to get some stimulus into the system, which is going to have to happen if we're not going to see in the months to come further deterioration in the likes of jobs numbers and confidence and so on and so forth. Which could have, obviously, knock-on effects for the economic recovery in the US. All right, moving on, Brexit. Where are we with this? And let's just have a look at the pound, because the pound has had such a good run of it of late. I'm going to stick it on it daily just to give us a bit of perspective before we zoom in and look at the world under a bit more of a microscope of the current price activity. And as we've discussed before in previous briefings, the pound yesterday momentarily leaped the resounding Tory majority that we saw in the election of December of 2019. Or we got close to it, so that's the main marker now that we're looking at. And that's because we lept over the initial high that was seen in September. So rather than Brexit, I'd say a lot of this is kind of similar to the euro. Technical breaks on these charts definitely have helped support some of the underlying upward movement, but ultimately the dollar's just been persistently weakening. And certainly that's lent its hand in this case to offset some of the rising kind of uncertainties around things like Brexit as a subject. In a near-term price action, just having a look then, we did have a kind of range as well forming similar kind of price pattern to oil, but just a reverse on the kind of initial breakout for the both assets have moved higher. So this time we had a bit of a breakout earlier in the week. This is when there was a positive noises coming out about Brexit that got unwound pretty quickly as it wasn't quite a slam dunk at this point. We then had this big push-up yesterday and a breakout that came on the break of this kind of double top area. So when we got above there, markets really started to get some momentum and we got up to the 135 handle. And then we've kind of settled back down to this same range. So at the moment, the pivot providing a degree of support just had a bit of a move lower on the breakthrough below the Asia-Pacific level. So how to play sterling today? Well, let me get up to speed on what the latest Brexit scenarios are. So a senior British official said that new last-minute demands on the European Union negotiators have set back efforts to reach a deal in the next 48 hours. A lot of this is coming in the context of France putting the pressure on Michel Barnier that if he concedes too much, then they're not going to sign off any deal that gets done. And so, seemingly then, the response to this has been new demands that have been put in last minute on the EU side. Separately, Laura Kunsberg, so the main kind of political correspondent in the UK of the BBC, she said that her sources in the EU have said Brexit talks are extremely sluggish. And that yesterday, actually, things took a bit of a backwards step. Things to look out for. Barnier will reportedly update the EU 27 envoys on Brexit on Friday afternoon this afternoon, according to an EU source. So lots of sources at the moment. It's likely that van der Leyen and PM Johnson will hold a call either today or Saturday. This tends to be the pattern. So the negotiators go at it for the whole week and then the kind of main heads of state or in this case, the European Commission president will speak on the tail end of that. Where are they? Can they get a deal done or not? Either a sign off or commitment to continue negotiating. So that's something to look out for. I guess today it could well roll over to the weekend, but also the EU have talked about the real deadline being Monday. So again, the gold posts are already shifting. I expect them to shift some more. And so the kind of overall view hasn't changed that we seemingly are still tunneling in, let's say towards a deal, but not quite there as yet. And so from a pound point of view, I was talking about this yesterday in Amphai live stream that the pound is very high, just looking on the grand scheme of things. And so that definitely is susceptible. And look, we're already starting to see it a little bit this morning, and I've got no surprise on that at all. I mean, the pound is underperforming here with down 16 pips in cable. Euro's still up around eight. The Euro's got a nice technical area of support as well as a whole price, but sterling mild underperformance makes sense. I think reality hits home. All the promises and positivity that might have helped lift the price ally to the dollar weakness though granted. Just perhaps a possibility of getting unwound a little bit today as it becomes clear that there's no deal going to happen as soon as today. Scenario planning around this, obviously, if they do come out and say, look, we got a deal, all three sticking points are solved. Yeah, we're going to get an upside. And I would say in a day trading environment, probably a pretty aggressive relief rally, but fairly tame in its overall size, given how high we already are positioning wise. If we then break down, it could well just be a persistent kind of breakdown, but look out for any tweets, things of that nature. There's lots of sources, maybe four or five, six sources per day at the moment on Brexit. Anything pertaining to they're even further apart now than they've ever been, something as explicit as that. So full deterioration of talks, I'd say the pound could quite easily get back down to 134 quite quickly and then even beyond depending on how negative those headlines are. So something to definitely watch as we go through the session. OK, look at the calendar just to wrap things up. And this morning is very quiet. So we're going to focus really in on the non-farm power report we'll get this afternoon. So we'll cover that in full, the team and I on Amplify Live and we'll do a full preview there. But just giving you an overview, being a bit of a mixed bag, actually, when you look at some of the pre jobs report checklist of employment indicators we've had in the build up to this. So overall, I mean, challenger, job cuts, so corporate layoffs were just below 65,000 in November. So continuing a downward trend that obviously peaked after initial outbreak of the pandemic in the U.S. Initial jobless claims, although they were ticking up, ticked down yesterday. So irrespective of that ticked down, the actual four week average is the lower since the pandemic outbreak. Continuing claims is on a downward trend. The ISM services number we saw yesterday employment component remained above 50 and actually improved on the prior month. On the other side of the coin, the manufacturing employment sector was pretty bad. Also, confidence is dropping. ADP, albeit upper provision on the previous was lower than expected and hiring has also slowed down at the moment. So a bit of a mixed bag here. And so I don't really think that pay rolls is really going to be a game changer that's going to fluctuate too far away from the median consensus type figures. We are looking for a slight slow down here in job growth. The headline expected of 469,000 from 638,000 do have a range of potential negative figure on the low. I guess one thing to be aware of here is that a negative figure because I would anticipate that this number is going to slow down even further in terms of U.S. drop growth because of that COVID situation I described and the types of restrictions and stay at home orders in areas like California, for example, are going to mean for the employment situation. So if it's going to be a negative and much worse a number now and we already think it's going to get worse in the future, well then actually just be mindful of that. Doesn't necessarily mean stocks are going to get hit. Stocks could actually rally in the domino effect that then these politicians don't have a choice. Not only have the Fed committed and are going to be in this ultra-competitive stance for some time supported now by an incoming Janet Yellen, which is going to help that idea of lower for longer, but the politicians then will look at these numbers and go they haven't got a choice. They have to get something done. At least that's how the market will perceive it and actually really bad could actually be quite good for stocks. If that makes sense, it's something to just think about later on. Other than that, you've then got the factory orders, dribble good revisions coming out of the U.S. afterward. Speaker-wise, there's a couple of interesting things actually on the speaker slate. Sorry, let me just transition. So on the speaker slate, we've got Bank of England Saunders coming up just a short time actually in about an hour and a half. Bank of England Saunders and Ten Ray Road. Now Saunders could be interesting because he's speaking explicitly on some monetary policy options if more support is needed. So obviously I'm going to ask him about negative rates if I was a journalist. And then Ten Ray Road, the reason why she's interested, she's speaking at the same event that Philip Lane, the chief economist of the ECB, was earlier this week. And she was a big advocate of negative rates, probably the most vocal of the Monetary Policy Committee at the BOE. So given that now markets have priced that out in the fixed income space, having priced it in quite aggressively only a few months ago, the vaccine certainly has changed that narrative. I'll be interested to see where her head is at. So Saunders 9.30am, Ten Ray Road, 1.45pm. From a U.S. Fed Speaker point of view, you've got Bowman and Kashkari who are voters right now, 3.00 and 4.00pm. Evans will be a voter next year speaking at 2.00pm as well. So yeah, that's it really. So overall I wouldn't get too bogged down in thinking that vaccine Pfizer update is a particularly negative one. I think it's actually not that surprising. I think the market's just a little ahead of themselves perhaps in terms of the actual manufacturing rollout of these vaccines. This is the reality of the situation. So once rational heads and calmness is restored, I think people will accept what's happened with Pfizer and it's not really that big an issue for now. Otherwise, payrolls coming out, keep an eye on the stimulus talks and any Brexit sources as well to follow would be the main things that I suggest to keep an eye on. Alright, going to wish you a good session ahead. I'll see you all in the Amplify Live Room. Otherwise, if you're not there, check out a free trial for that. Some great stuff being going on this week. Some great trades and commentary from the guys within the community. Otherwise, have a great weekend. See you Monday. Thanks very much.


Okay guys, so I am back with another Destiny 2 video and today I bring you this upscaled footage of the Destiny 2 Strike, the inverted spire, but before we go any further, to be even with a chance of winning my weekly giveaway, simply drop a like on the video and leave a comment. Details are on the screen now. Okay so, we know unless you play on PC when Destiny 2 comes out, you will only be getting 30 frames per second. Now I attended the Destiny 2 event and while we were there, there were PCs available for us to play, but we could not record the footage. These PCs were running at 60 frames per second and 4k. Now this isn't 4k and it isn't 60 frames per second, but I have converted it to lock that way. To do this it was pretty difficult as the footage I recorded at the Destiny 2 event was with an Algato and they record in 60 frames per second even though the game was only running at 30. So to get this right I had to convert that footage to its native 30 frames per second, then use a tool to upgrade it and in my opinion it has worked out great. On screen now you'll see a side by side comparison of the same footage, one running at 30, the other running at 60 frames per second and the difference is clear. The 30 frames per second footage on the left looks way more jagged compared to how smooth it looks on the right. But yes guys, this video was made by me for the people who wanted to see what Destiny looks like running at 60 frames per second, 1080p. Now while I apologise about the slight screen tear, I tried absolutely everything to minimise it, but it's still apparent, but not too bad. But I do hope you guys enjoyed the video and the rest of this inverted spire strike running at 60 frames per second. If you're new around here and enjoy daily Destiny videos, subscribe for more. If you never want to miss a video of mine, hit that bell button next to that subscribe button to receive email notifications. Again thanks for stopping by and I will see you on that next one. To reach it is down past those giant pointy drill bits, the crucible feels safe.