Live from the JSA Podcast Studio, presenting Data Movers, showcasing the leaders behind the headlines in the telecom and data center infrastructure industry. Hey, everybody. Welcome to our podcast, Data Movers. I'm your host, Jamie Scott-Cutia, CEO and founder of JSA. And along with my fabulous co-host, obviously top B2B social media influencer, I'm sure you know him, as well as I do Mr. Evan Christel.  Welcome to Data Movers, where we sit down with the most influential men and women of today's leading telco and data center world, supporting the network infrastructure requirements of this new normal. But Jamie, before we dive into our first guess, let's talk about trade shows and events. We're well into January at this point. We had CES. I know you're attending in-person events this month. And I read a kind of disturbing article that CES, which just passed, 70 plus members of the South Korean delegation tested positive for COVID, which means they can't go home. They have to quarantine. Big disruption in their lives. And when they go home, they have another quarantine period back to Korea. So a little disturbing, what do you think? Are we ready or prepared to do big in-person events at the moment? What do you think? I think it's a scary time. I think we need to understand our risks and to assess according to each person's lifestyle, family, et cetera, who are we putting at risk when we go back home? But I guess business also needs to move on and we need to adapt to this new normal. So it's an interesting balance to try to seek out and walk. I'm not sure what it means. I don't know what's a black or white question answer. It's a very gray area. My big show of the year is Mobile World Congress, which I haven't been to in two years, but a dozen years before that. And it's hard to imagine at the peak of Omicron, that proceeding, but who knows? Maybe Omicron will peak and then start to quickly fade and we can get back to meeting again, but it's gonna be interesting to watch. Yeah, and I know Channel Partners shows, they don't stop. I don't think they ever took a break from COVID and that kind of brings us right into our fabulous guest here. We have Jay McBain. He's the principal analyst for Channels, Partnerships and Ecosystems at Forrester. Jay, welcome to Data Movers. Well, thank you so much for having me. And you kidding me, right? With what, 5,000 in the audience? That must have been kind of a shock to the system for Stay Back from COVID world, I guess you could say. Yeah, that was in November, so late in the year. And it was controversial right up until that point of running it. But they're part of Informa, which also runs Black Hat and some other 5,000 plus events. They had some success without the Korean story or any kind of super spreading story. So I break down the 150 major events in our industry. Obviously the major vendors, the fortune style vendors have all pushed off most of them till 2023 at this point. But the companies that rely on events for funding, for monetization of their business model, associations, media companies like Channel Partners, Channel Futures, looking at peer groups and user groups, and all the way down the list of people that run events that aren't major vendors are reconsidering and trying to do it in the safest way possible and trying to push audiences back in person. So it's going to be interesting to watch. It is. Well, let's shift gears to you. We're connected on LinkedIn and Twitter, and I just refreshed my recollection of your bio and background, and it's super impressive. I can't even start to recall all the awards and recognition you've got as one of the top influencers in the channel space. And I see things like 40 under 40. Let me ask you, are you aware of any 60 under 60 awards that might be out there? Because I'm asking for a friend, but I heard there might be something like that. But in all seriousness, how did you get into the channel space and what's been your secret to your visibility and success and thought leadership here? Yeah, I've spent every day of my career in the channel. So at IBM, which I joined as an intern at the time in the PC division, we were selling 80% of our products through the channel. So I got a very early view of it, and I've spent all 27 years, either managing channels of big companies. I started a channel software company around AI and mobility and social, and built that company over seven years. And then for five years now, I get to wake up every day, get paid for connecting the dots of all these different big numbers that we'll walk through and everything else and what it means and what people should be thinking about not only next year, this year, but 10 years from now. How is this all gonna shape up? Yeah, and it goes without saying that the world's really been turned upside down over the past years, particularly, of course, just the pandemic. We touched on it a little bit on the event side just a few minutes ago about what challenges and opportunities have you been observing in the channel during this time? And what are your thoughts in the future? Yeah, the interesting thing about the pandemic other than the remote topology, the residential style networks and the security and all these pieces, the more technical pieces, a lot of the major, what we'll call Uber trends that we've been watching around new buyers, new business models, moving into marketplaces, all these things that we're watching before the pandemic basically all got put on steroids. And what we were predicting in terms of some sort of linear growth just become exponential. And for the channel, it's put at just a degree of urgency on some things. So one example I'll talk about is just the flow of money. In our industry, if you look across all telco and tech, it's a three and a half trillion dollar market globally. And that's what businesses and governments spend in those areas where 64% of it today, all the money flows through the channel. And that's one of the major changes. That's $2.2 trillion and two thirds of every dollar that's reliant on this channel. The interesting thing is that doesn't decline, there is no death of the channel, but that number actually doesn't grow. Our industry is doubling in size this decade. By the end of the decade, we'll be looking at $7 trillion of tech and telco spend, hardware, software and services and emerging tech. And that 2.2 will still be there but it's not gonna grow a nickel. Marketplaces are gonna be about a third of the market and direct is gonna be about a third of the market. So in the way money changes hands is something that the pandemic will forever have accelerated and changed. And the channel for the future needs to think about disconnecting their very business model on a reliance on a margin on those dollars collected. And we're starting to learn more about what that means. Interesting. Wow, that's a breath of $7 trillion. Jamie, we only need 1% of that to thrive. So that's really a good news. But on the topic of looking forward, the networking network infrastructure market has evolved incredibly over the last few number of years moved from Wi-Fi to Wi-Fi 6, now 7 and software defined architectures and AI driven networking. It's really impressive. What do you have your eye on in terms of the future of the network? Well, the future of the network is kind of on a pendulum. And you saw it during a pandemic, talk about another thing that got on steroids. The move to the cloud, hyperscalers, Microsoft grew 51, 50, 50, 48, 47, all through the pandemic, all the six quarters inside the pandemic are growing a very big business at 50% each quarter year on year. Google Cloud's growing at 46. The head of AWS got a really nice promotion as his boss went into space. The fact of the matter is, this forklift into the cloud, the growth of SaaS companies, 175,000 SaaS companies that we watch are growing at 30% on average has been fantastic, but it's been a little bit unrealistic as well. When you look at compute and storage and what companies are trying to do, there's a hybrid approach. And so networking has been around this forklift to the cloud and how to make these new cloud, multi-cloud infrastructures work. You're starting to see some serious research now on how much should be delivered in the cloud, how much should be delivered at the edge, and in between those two things, how this network topology, what I talked about earlier, this remote topology, this new future of work, this new residential style network, how is this all going to work? And this is going to drive this industry into double digit growth each year for this decade. Yeah. Wow. It's incredible. It's incredible. And as we dive into you and your background a little bit, we were actually looking at your LinkedIn profile just like Evan here. We wanted to just talk a little bit about this golden nugget we found in your profile. You were, this is like a huge transition here, but go with it. Come and get me over here. You were a DJ for a college radio station, fill us in more there. What kind of music did you listen to back then? My God. So this is, that takes me really back, but I wasn't the college student that got straight A's. I was the college student that played on the hockey team. I was the college student that was in the student society. I was the college student that was on the, DJ of the radio station. And every DJ of the college radio station and have that little network of all the students that were in range of the station out competed themselves at how alternative they could get. They're all searching for these indie bands out of nowhere and trying to out duel each other. And I ended up a show with my co-DJ called D&J Mainstream. We just played like regular music. And at that time it was like Guns N' Roses. And we were playing like 80s, 90s music on this indie station. And so people would tune in that like, I'm not that alternative. Just give me some good music. And we broke every rule of radio stations in universities because we're not paying royalties. And here we are playing Guns N' Roses. And they're like, you can do that once in a while. You can't run a two hour show like top 40 type of stuff. But we did it anyway. And who's going to sue a small radio station in a small town in Canada? But that was my DJ story. Oh, I love that. Good times. So look back at- And we're in Canada, by the way. We're just, I'm interested. We have a lot of JSA Canadians. Nice. New Duda Buddha. So looking back, good times. College is always fun. There's been a lot of disruption in our space. What advice would you give younger people and let's say your younger self, yourself? What would it be if you could do things differently? Yeah, I mean, the first thing is every company in every industry is becoming a tech company. Yeah. So when I started out of college, I went to work for IBM. I had another job opportunity to meet processing plant. So I think I made the right decision. But if I was a younger person today, you don't have to go work for a tech company. If you've been watching all these car and truck announcements as that industry is moving all in electric by 2030, 2035, these are basically tech companies now, running on four wheels. If you look at banking and insurance, if you look at manufacturing, if you go across all 27 industries, the leading companies right now are tech companies that happen to sell you a bank account or car insurance on the side. And they're building out their own platforms. And this partnership world, this ecosystem world of software and all these relationships and everything else is driving the future. I would have never known that, you know, the world will completely become technology based in every company in every industry. 81% of accountants are tech services companies now. 78% of marketing digital agencies are now tech services companies. So you can go and work anywhere and disrupt anywhere. And that's the first thing. The second thing I would have reminded myself is 75% of world trade flows indirectly.  You bought your last TV from a retailer. You bought your last jar of peanut butter from a grocer.  What and if you've ever bought anything direct, you might have bought a computer from Dell in the 90s direct. You might have bought insurance from Geico, let's say direct, but it's few and far between. That's more likely you bought insurance from Geico through a broker. It's more likely now that Dell is 58% indirect for a company that kind of invented e-commerce and direct. They're now almost two thirds indirect. So that's more likely now that you bought your Dell computer from a retailer, from a reseller, from a marketplace or something else. I'd remind myself this idea of ecosystems and partnerships, which aren't all transactional. 80% of them are non-transactional. I would remind myself of the world becoming more technology based. And that's the intersection. That's probably the Venn diagram overlap of where you could make a very strong career and not only money, but fulfillment and kind of your version of changing the world and being your best self, I think is in that intersection of that Venn diagram. Yeah, yeah. And that's sort of what I'm feeling too, coming out of this pandemic, that there is more of the ability perhaps for us to hone in on what is our best self both from career and personal, that there is more space, more time. It's now okay that the dog is barking in the background and you're on a Zoom call. And there's a little bit more of a forgiveness for being human during a really crazy, almost inhumane time. And that's one of the parts of this pandemic that I'm happy about, very few parts, right? But that kind of leads us to data movers really trying to get insight more of who is Jay, the person. So we're up to our rapid fund buyer section where we just ask silly questions and think of the first answer that pops into your head. So, okay, I'll start. And I'm gonna start with one of our favorites. What is your most used app on your phone and why? Wow. Outside of obviously mail and text messaging and stuff, the ones that are preloaded, I would say the outside app I use probably the most is Mint, which is from a financial perspective, something that goes and connects to every bank account, retirement account. Every dollar, every cent of your net worth comes into one place, into one dashboard. And there's not a day that goes by that I probably click in there and just get a sense of what's happening. Oh, gosh. Wow, that's great. I have money flowing like a sieve through my bank account. I need to give Mint a try. What about devices when you go to work? What do you, what's your go-to device? Is desktop, laptop, tablet, you know, smartphone? Like where do you get real work done? I've got a wonderful like personal story. I sold PCs for IBM and Lenovo for 17 years. Wow. I was the guy, you know, in that Windows Mac battle, you know, the TV commercials that you remember that were so funny. Oh, I love that guy, yeah. I was the nerdy guy, you know, supporting that Windows environment. The day I resigned from Lenovo, I walked into an Apple store and I never will forget this sales person's face. When I say, I'll buy one of everything. When you walk into an Apple store and you think of the tables they've got, you got to buy a phone, you got to buy a watch, you got to buy an iPad, a MacBook, an iMac, Apple TV, you know, the laundry list of headphones and everything, I bought one of everything they sold and I converted my life at that point to the Apple ecosystem.  I'm either wearing it or I'm in front of it. But when I write a note, when I put up to do, when I do anything on any device, my entire ecosystem is supported and it doesn't matter where I am or what I'm doing. Now, I think I've caught you in a web of lies here because this is a company that sells directs. So what about this channel strategy and this channel vision you were talking about? It's absolutely, and their retail is 100% owned. It's not franchised. Right. And it's not a third-party. So that goes a little counter-intuitive to the importance and value of indirect. So Apple's a great company example of for 40 years who have gone in and out of the channel.  They'll get all serious about it. They'll think about the B2B channel. My boss at Forrester, the CEO of Forrester, at one point penned a blog that said, Apple should buy IBM. And when IBM's one of your biggest clients, that wasn't all that popular. But the fact of the matter is Apple never got serious about B2B because it had a vision that it stuck with that ended up being the right one. And it ended up being this idea that our lives are going to converge. And that overlap of personal and business and people that can build a fence between those things is all a lie. I remember when IBM a few years back and you were recall started supporting and even recommending Apple internally, that was a big C change too, right? And that was the, this idea that your company, your IT manager can enforce that everybody buys or everybody gets a think pad and it's all built in with the tech. Why don't you let people work the way they want to work? Work is what you do, not where you go. Work is what you want to do now, the great resignation. One piece of that now is technology. I said that everyone company is a technology company and every person inside the company is now a technology person. One of the interesting pieces of research is that the head of marketing in many companies now spends more money on technology than the head of technology. So you think about networking and things like that. Here are people spending more than the CIO. The second part of it though is line of business makes 65% of all SaaS decisions, which makes a lot of sense. If you're buying marketing tech, it should be the CMO. Sales tech, FinTech, operations tech, HR tech. Well, that's two thirds. It's not rogue IT, it's not shadow IT anymore. So here are people, but the interesting part about their lives when you ask about a day in their life, 51% of their time now is on tech. So their day job has become their night job and they're spending more of their time now on building out their tech stack and implementing employee experience, customer experience, partner experience, all these different things. And now the pandemic again, putting that on steroids, they're doing it via technology. So again, you don't even have to be a technical person in a non-technical company.  And I'll get right back to my rapid fire section, but it makes me wonder, what do you think about this whole age of resignation? How do you think it's going to impact us in the coming years? And is it gonna drive further automation or, and particularly, do you think it will impact our channel? It will. So a couple of weeks ago, there was a major survey that came out that 72% of US tech workers would quit or thinking about quitting this year. So that's everyone that works at every small MSP or every small sub agent. It's not gonna happen. Absolutely not gonna happen. People still have to pay their mortgages. People still have to, not everybody can be a TikTok influencer. So this idea though, is it's going to be larger than it was in 2019. In 2020, people had to kind of bear down. And from a human perspective, when things disrupt, you wanna make sure that you are set up. That's not the time to jump into a new job for most people. But as 2021 went through, now we went through five versions of this virus, we still don't have a light at the end of the tunnel. Now people are starting to think about work as what they do, more fulfilling and the opportunities for highly skilled jobs are out there. And so now people are thinking about this. And now companies have had to think about employee experience much differently. Your leadership styles, your technology enablement, and obviously automation became the number one spending area in technology during the pandemic. So it's not robots on the factory floor, RPA as an industry, robotic process automation software grew 81%. UI path went public and was worth $100 billion right out of the pandemic. This is automation, not replacing humans, but putting humans as parallel and doing some of the mechanical Turk work and letting humans become more creative, let humans focus more on relationships, which is the cornerstone of partnerships, and let humans do something that's more fulfilling than pushing paper or making decisions inside of workflows that can be better done at scale by technology. I think that as if you're a really savvy in-house salesperson and you're tired with this pandemic as we all are and it's been a tough go, the channel must be very intriguing. You have great connections, now you can be sort of an entrepreneur for yourself and go after some of the bigger deals.  Yeah, well, if I'm in sales wherever I am in sales, I understand much more about my customer journey than I ever have. And I know whatever industry I'm in, my customer on average is gonna go through 28 moments before ever reaching me and a majority of them don't even want to reach me. They don't wanna go on that dealership experience where you sit for eight hours as they get you a deal from the manager. So this idea of a really empowered, smart, confident consumer or B2B customer changes for the salesperson where I'm gonna get obsessed over those 28 moments. Who are the people leading those moments? Do I know them? Do they know me?


It's time to start thinking about Valentine's Day. And when I think Valentine's Day, I think chocolate. I don't know about you, but I love chocolate.  So you'll find that these are so delicious, you can obviously eat them for breakfast because of all that protein, but you can save them for dessert too. So I'm going to start by putting one cup of almond meal into my food processor. If you have really strong arm, you can stir this all together yourself, but I like to make quick work of it in my food processor. An almond meal is just really ground up almond. So you can buy it in the store, sometimes in the bulk section, always in a bag on the shelf. So one cup of that almond meal, and then I'm going to add a third cup plus two tablespoons of almond butter. And this almond butter is made with roasted almonds, and you can find it right on the same shelf as the peanut butter. And then I'm going to add a couple tablespoons of honey for just a little bit of sweetness. And you can see I'm just putting it all together and I'll mix it up once I get these few ingredients into my food processor. And I'm going to put in one teaspoon of cinnamon and it's ready to process.  The texture you're going after when you mix it up is just really nice and smooth. You can see it's almost like cookie dough. It holds together really well. And at this point, I'm going to add about a third cup of mini chocolate chips. And then rather than use my food processor, I'm going to just stir those right into the dough. So look at that.  Put them in the refrigerator and chill them a little bit. I think they taste best when they're chilled.  You can even put them in the freezer if you want. They freeze really well. But they're good for breakfast and they're wonderful for dessert. Little almond protein bites. I'm Sue Dodin sharing good food for good life 365.


So there's actually a fairly good reason why the wild technique can feel so difficult And it's probably not what you're thinking So when you first learn the wild technique you learn that you need to like keep your mind awake while your body falls asleep You may have heard that you'll go through sleep paralysis and sort of get in the middle of that process and then move on to lucid dreaming That's that is true But I think the most important thing people miss is that When you're doing the wild technique and you know, we're referring to the waking juice lucid dream method What you're actually doing is your You're attempting to keep your mind awake while your body falls asleep now in doing that What you're what you're what you're trying to accomplish is you're going to be needing to focus on Keeping yourself awake now That's not that easy to do especially if you've never meditated or done any sort of awareness or focusing exercises in waking life In fact, it's gonna be very difficult to do that If you've never meditated or if you only meditate say once every couple of weeks or once every month It's going to be very hard for you to then focus and keep your attention on one thing Until you fall asleep and you know to do this you need to be able to focus on that For anywhere from 10 to 45 minutes depending on how long it takes you to fall asleep So what I found is that when I meditate twice a day and when I meditate first thing in the morning and last thing at night Even if it's only for five or ten minutes at a time That makes it so much easier to do a wild Lucid dream to you know to have a while it makes it so much easier to do that because I'm practicing focusing on that one thing Or you know, I'm practicing being able to stay conscious and alert While not actually drifting or letting myself be distracted by things And that's your biggest danger when you're doing a wild is that you're distracted by your thoughts And then you end up just falling asleep and having a dream or you know not remembering any dreams As the case is for many people So it's very important to realize that if you're finding the wild method difficult You're probably not meditating or at least you're probably not meditating for long enough and often enough so just try that and That will that will probably fix it for 90% of you if you're finding the wild technique difficult You're either you haven't read the technique properly and you aren't following the right steps Or you're just simply not able to concentrate well enough And so you're just falling asleep or you're doing the other side of the mistake, which is you are concentrating too aggressively and Stopping yourself falling asleep. So just let's just reiterate this the goal is to fall asleep with the wild method That is your goal, but you need to keep your mind awake Now to do that requires the fine art of being focused on the act of keeping yourself awake Without keeping yourself awake now. I know that especially if you need to lose a dream That probably sounds like a lot of nonsense to you. I really I'm trying to find the best way of explaining it to you that you'll understand it Because it can sound a bit confusing So think of it like this if you're constantly focused so aggressively on on keeping your mind awake If you're if you focus on that too much, you're gonna stop your body falling asleep You need to be relaxed. You need to have all your muscles relaxed You know no tension in your body. You need to be laying there completely comfortable And you need to have this loose focus in your mind on keeping your mind awake try to relax and calm yourself down and Not focus too much on Like oh, I really need to stay awake with you know lots of energy into that intention but try and sort of find the middle ground between not being distracted and just falling asleep and Staying focused enough that you can keep your mind awake. Hopefully you sort of see what I'm saying with this I mean, I probably could have explained it better, but I you know It's one of those things. I'm not very good explaining this particular technique so But yeah for the 90% of you if you just meditate twice a day That will ensure that you're much more likely to have a while than it's much more likely to be successful for you So give it a try. Let me know in the comments what you think and I'll see you tomorrow


What is good ladies and gentlemen welcome back to the other video today. We're doing back to school shopping I did promise you guys I would do that. We're gonna drop as you saw in the title I'm gonna drop like a thousand dollars, but hey, we have a really cool thing that Connor doesn't know about yet And I hope you can't hear me cuz he's in that room I told Connor yesterday that we were doing a back to school shopping video for me And that I just needed to help me come film and Connor doesn't have like any clothes Connor's a bum he looks homeless when he goes to school especially with his hair like my hair is pretty long But his hair is like So he looks extra homeless just wearing sweatpants every day. What we're really doing is I don't need to buy anything I've got a lot of clothes. I'm about we're gonna buy a thousand dollars worth of clothes for Connor back school It's gonna be his senior year in high school.  He thought he thought we weren't going shopping, so I had a Connor by the way I guess like he's wearing for one. It's wrinkled like a mother And then boy, I gotta bake another one on babies.  Let's get it on We are going shopping. We're just not going shopping for me Well, yeah, we're going shopping for me. That's the whole point you're bringing me to go shopping Wait, what's it? Wait Hey, wait Wait No, that's no that's not supposed to be your reaction Before we go I'll show you guys my fit. You're gonna hate me and I never buy anything like this But if I'm an Instagram, you know, I'm gonna show you this is what we're wearing out today So this is pretty standard. We're just the Nike up top. I got my $9 TJ Mac shorts on they're actually like fire though The Gucci flip-flops, they're not the generic Black green and red Gucci flip-flops like everyone has these things are absolute fire They're called the Sylvie logo sandal and no I'm not telling you much they cost because I'm embarrassed I didn't know which glasses I wanted to go with either my glasses options were so see that these glasses or These glasses, which should I like better? I'm gonna go with these so as for malls. We're headed to like near Detroit There's a big mall in Nova. I called 12 oaks or something like that I've never been to it but my mom recommended it and then there's the outlet malls. There's tanker outlets and howl Everyone is moving into the my apartment complex right now. Today's the 22nd and that's like move-in day So got a bunch of new faces on the floor today.   How do you do this video enough like? Intentionally like I'm not trying to flex on you guys at all I just I want to like show you like my opinions on clothes and like when you go to the store You might like think to buy something similar, but like I don't know. I Am better than you though. All right gentlemen first stop tanger outlets. This is where we can find solid cheap stuff Is What do you need to do assess what you need? Do you have an everyday shoe a solid everyday shoe that you guys are my adidas? What adidas white ones? This is hopeless. These are fire. That's a good color way. It's a tan you can wear that a lot of stuff That's my current back. Okay Connor likes the Air Force one mid I'm actually like kind of happy for him. That's like so cheap though Like I like the I get these things for the winner, but that's it Like if you don't want to wear Tim's you want to wear something else you get these they have this in all black I would tell Connor to get them right now. Yeah, this is the Huracic drifts That's what it looks like looks like He wants the Air Force's and I'm not allowing it until we look at other stores So it's just dumb never do that never buy something walking another store and want something else more Worst feeling all right. We're done at tanger and we're going to 12 oaks and Connor's bought literally nothing so far Good work. Hey Matt Why do you always ask Tommy if you have a problem? He'll figure it out. Hey first purchase of the day is Crew neck, you're just gonna do that. Actually, why have you changed into it? Yeah, so you don't look homeless We thought his first purchase of the in Tommy Hill figure. You got Tommy bag. Let's see. Oh, that's pretty So my total was 120 in Tommy Hill figure. I was like 50 for the sweatpants and 70 for the crew neck I Making Connor put on the other crew neck.  Oh, that looks so much better though It's like it's like that instantly looks better Bro, you're not No, you're not And you're the back tag Pack Give me your loudest Opa, that wasn't very good Okay, I Don't want to do it now. Yeah Dang This is sick the question now is where do we shop first? We interrupt our program to bring you this important message So We just were recording in there and this mall cop Comes up and goes you can't record anything in here at all and apparently they have like a rule where you can't record Anything because it's like you're trying to record and get a good idea of what it's gonna look like to plan an attack That's what we were told so we're just gonna incognito record the rest of the day Still stealth recording. Are you ready? Signed Barry Sanders Jersey like this Detroit legends. It's a thousand two hundred dollars Barry Sanders Joe Dumars, I don't know these two. I don't know hockey or baseball, but as Joe Dumars, that's pretty sandwich That's sick and it's signed by each of them Wow, so you're very senior seat It's signed eight hundred dollars. That's actually he like that's so though Let's see if that's cat Natsuki's boys Those are mine right there. I own that you guys will see that in a video. I Don't know when I'm making that video, but I'm not included in this one But I got a bunch of new primitive stuff. He's getting the Gucci knockoff odd future. That's actually dope though This could these colors just stick. Oh, does it have anything else on it? No, anything on the back No, I like it a lot. Yo, what are these?  It's just gathering dust You ended up not spending you look so much better than when we started the day though You look so much better 372 I think you smell a lot more than that. Let me check the calculator cuz I've rung it all up 342 Oh, well, then you got a lot more to spend. Yo Banger listen.   Yeah last stop of the day We got two jean jacket rainbow What I tell you if I'm getting shorts and shirts, I'm going to H&M for plain stuff. I'm getting jeans I'm going to American Eagle or Levi's if I'm getting graphic shirts that are like dope going to zoomies and nowhere else Athletic gear.  It's literally still 25 dollars But if I only had a shop at two places the rest of my life, it'd be probably H&M and zoomies All right, so we laid everything out Connor's brand new. Who are our cheese? with a champion hat Tommy Hilfiger polo. That's dope. I'm future hoodie Tommy Hilfiger sweatpants American Eagle jeans jean jacket and he put it he put it. He got an American Eagle hoodie back school, baby Me and his beat say goodbye to Connor. I don't know when Connor will be in the next video. So my guys. I love you guys. Goodbye. Thanks for watching


amazing performance by the AIC brass band you know we can't go any lower than that standards have been said i hope you've enjoyed that performance little ones it's so adorable just saying the little kids doing you know the amazing performances um the talent being promoted um in all of that anyway now we move on to the next interview i have been joined by one talented musician he goes masika masika and he'll tell us what what's with the name why masika masika john and it is my paternal name masika This is a kitambo, it was a kitambo, so it was very faithful to me and the same case to me. Sireni, good day to you. Good day to you too. Good day to you too. Very interesting. I know we've had an interview with you before on a different set-up channel, but now you're here again, Karim, sign a word to 54. Thank you. Yes, so tell us a little bit about your music. What do you do exactly? Okay, music. Music is a ministry. I work in the industry. I work in the business. I'm from Mungwa, Mbtubariki. I've been in the business for about an hour. But I've been in business for three to four minutes, and I've been working in the business for a long time. I've been working in the business for about an hour. I'm working in this business in 2015 at the university. I'm working in this business and working in this business. That's why I'm working in the business. I recently decided that I'm going to sell my own music and give it to others. I'm going to give it and then I'm going to sell it. I'm going to sell it on an I-254. I had lunch with Wimbo, my son was very hungry, so he came to pick me up. Wimbo was in Kenya, I remember he was in Kenya, because I had a friend in Kenya. He told me that he was going to fail. He was in Kenya. I live in a certain area. I live in Kuwhepa. I live in Kenya. Have you ever been to Kenya? I've been to Kenya. In Kenya, I've lived somewhere. I live in Kenya. Have you ever been there? I've been there because I have lost my way. I've come to Kenya. The first time I spent in Kenya, I was working in a farm. I worked as a farmer in Nairobi and I work here. I worked, and I managed to earn a living. I put up a farm in that farm. I worked in the farm. I used to work there during the last month to earn my salary. When I decided to work, I went to Zuri and Chezea, And you can't afford to pay for your dog. You have to pay a price. You have to pay for your dog's selfie and say, Do you know what I'm talking about? Yes. I am a winner. My dad is a champion. I'm very proud of my dad. He is the father of Kenyans. He is a very good man. I said, I'm very proud of him. He is a very good man. I am very proud. He is a great man. while I was attending and learning Tibetan Buddhism. I was going to learn a new language, white, red and green. So, I was in Kwanzaar. Black is a village in Bindadam.  I was living in a village So time I remember when I was in the case of Kenya, I was born in Mitano. So I was looking for a place in Mitano, I was in Mitano in Kihisha, the last time I came was in Kittichara, rice. So I was in Mitano, the same Kenya as I was in Hamma. When I was born, I was born in Jirani, in Atahama, in Binguni. So when I was born, I would say, I am born in Jirani. I was born in a small village in Plot, What do I do? So So to say why I'm a dumb tenor, the shirt that I'm wearing is green, it's a manish vegetation, it's so beautiful.  So I want to try and see how it looks. So, we're going to go to Muti, then we'll go to Kumi, and we'll go to Abu Pandamiti. Tulipatiwa. That is your song for Kenyanya's latest release?  That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release? That is your song for Kenyanya's latest release?


Okay, we'll make a start. So first things first, soundcheck. Those at the back, are you happy with this? Thank you. Second thing is, unlike many presenters, it might not sound like it, but English is actually my first language. I will speak too fast, and you will object. That is your role. So when things get too fast, let me know. So this presentation is about using, I have to say, I spent, this was a bit of a rushed session proposal, and it's shown in the title. And I really intended to tidy this up at some point and come up with something shorter and snappier, but it never happened. So here we are, using Varnish to serve content from your new Drupal site alongside your legacy platform. Having your cake and using it too, keeping two platforms live at the same time. Again, at the back, there are seats at the front. Feel free to take them and leave again if it's not working for you. So from most website projects, the scariest thing is the big switch.  And we're often faced with problems in that not everything is ready the day we go live. So we're looking for ways to alleviate those problems and make that big switch a little bit scarier. So in particular, we're looking for ways to keep our old and legacy platforms running at the same time. And that's what this presentation is about. So we're going to talk about how we used Varnish, how we used Fastly, some VCL. We're going to talk a bit about the strategy that we took to get to that decision as to how we'd use those technologies. So a little bit about me. My name is Alan Burke. I'm a director at Anartec. We're celebrating our 15-year anniversary this year. Drupal sponsors, Drupal association partners come and talk to us at our booth. And we'll tell you about all the amazing things we do. Is that enough of a pitch? We work with some really, really nice clients and we've got lots of talented people. Okay, we'll go with that. We'll go with that. So yeah, that's what my job is to build websites and keep our clients happy. So let's talk about the problem we have. So the situation is we've built our brand new shiny website and we're about to go live and we've done all our tests and everything looks great. And we're, you know, launch date arrives. We've sent out the invites to the party. Everything's looking good. And then it turns out that the problem is the content is not ready and this is a completely unprecedented situation because up to now content has always been ready for every website just as we go live. The content is ready, but things are different this time. The content is not ready. So what are we going to do about this? So what we're going to do is we're going to look and see what content we have ready and what we can go live with and what content is not ready and is not ready to go live. So let's have a quick look. Yeah, some of it is ready. And the reality is we're dealing with lots of different stakeholders within the organization. So just a brief aside, the client for this particular project is the University of Limerick in Ireland. It's a large third level university serving Irish and international students. It's kind of a big deal. They're lovely people. Some of them are here. They're far too shy to say hello until perhaps later on. But they've got to deal with a lot of different entities within the university who provide content for the website. And indeed, they provide a platform for these entities like different events that go live, different faculties or departments or even research institutes within the university. They've got to serve all of these different people and make sure all their content is available on the central website. But not all of these entities are equal in terms of the resourcing they can provide for a new website launch. So they weren't really in a position whereby everything was going to be ready on day one. And the reality is that forcing them to do it or threatening them to be ready for this wasn't a viable option, much as though we would like to do that. And I forgot my timer. Let's see how we get on. Okay, so some of the content's ready and not all, and we can't wait. We've done our job as website developers. We've redeveloped the whole new website. Again, seats at the front if people want them. We've redeveloped this whole new website and we've got our jobs to do. We've got to move on to the next project and we want to go live. So we're going to work out which bits are ready to go live and we can put them live immediately. And then the plan over time is as new sections of the website become ready to go live, they will incrementally make it live. So we knew this was coming. We knew this was going to be a problem. Perhaps we were a little bit naive as to the scale of the problem in terms of how much would be ready and how much would not. But we knew it was coming. We knew about the different entities. So one thing that we did was when we built out the new website, we built it in such a fashion that it would be possible to bring sections of the website live before other sections. So this site is a large group module installation and each group will represent either a website section or it will represent a faculty or department within the university, or perhaps those groups will represent events or other short-lived websites that are needed within the university itself. So what did the old platform look like? So the old platform is still interesting because it is still live. The bulk of it was one or I think two large group of multi-site installations. They were not particularly well maintained and were not particularly user friendly and they were seen as the key target that we were going to get live in phase one. But there was lots of other stuff there as well. There was a large selection of standalone Drupal 7 websites that were very much out of date and non-maintained and they needed to be brought live as well. There was some static content, old HTML pages, legacy pages that had been there for some time. There were some WordPress sites. There were some Perl scripts and duct tape and post-it notes and bubble gum and various other things just holding the whole thing together. But it did work. It did serve the content most of the time. But in many ways it doesn't really matter what the old website looked like and that's the point I wanted to make here is that regardless of what platform you're coming from you can come up with a plan to work with an approach like this. It isn't necessary that it was a Drupal 7 website or any kind of Drupal website. It could have been anything at all and if you're in any way at all able to split old and split new with some kind of a rule, however complicated that might be then this approach should work. From our perspective the key part was to keep those rules within the URL. There are other things you could use for rules like proximity to the user or age of the content or various other things you could have used as rules but we were going to base our rules based on the URL. So one of the key things was we need to map the URL paths to, sorry, the key, literally the key was the first part of the URL. That's what we're going to use to define what to find an old part of the website and what to find a new part of the website. So as we built out the new Drupal, well it's now Drupal 10 but anyway the new Drupal 8 website at the time, we worked and all of the groups fell into this first part section that you see on the screen. So we built out new sections of the new site using that as the key for all of the new groups and groups represent sections or like I said departments, research institutes, events. And that worked very well. We were able to come up with a plan going, okay, such and such a department is ready, they're on the new platform, their content is ready and it's been maintained possibly in both platforms for a short period of time before they go live. So the first thing we needed to do was to split the traffic. So what I mean by this is as requests for URL came in to the web server we needed to find a way to take some of that traffic and send it to the legacy platform and take the rest of the traffic and send it to the new platform. And what we needed was a front-end server that would do this work. So we have our own web server as it happens with running a platform.sh that's not particularly important in terms of the requirements for this. The legacy platform was there. We knew more than we wanted to know about the legacy platform. In many ways all we really cared about was the fact that over there at a particular URL lived legacy content and if that's all on you I would have been a much happier man. Unfortunately I learned a lot more about what lay behind that legacy platform and you guys are going to learn some of it too. So we sat down and we worked out what options did we have to split this traffic and it turns out that it really falls into two broad categories in terms of our options to split the traffic. So what we're looking at here is a couple of software tools that you could use to spin up on some bare metal and manage yourself and write the logic in the domain-specific language of your choice to split the traffic. So we looked at varnish and we looked at an option of running our own varnish server. We looked at tools like Squid and Nginx and Pound and a few more. Pound interestingly didn't have a logo that I could use on this site. So that was enough to rule it out because I wouldn't be able to talk about it in a presentation. But again I guess at the point I keep trying to make here what's important here is how we did it, not the specific tools. We're going to talk a little bit about the specific tools but you have a number of choices here and if some of these things are within your stack or within your expertise then they're totally valid in terms of use cases that you could use for this kind of a solution. But we're not huge fans of running our own servers. We have friends who do that for us. And another option is to use your own provider. So the only problem with using your own provider or maybe not the only problem but the main problem with using your own provider that you've used to build the website is that by the time the traffic hits your newly minted server it's sometimes a little bit late. By that I mean you want to intercept the request relatively early so that you can apply your logic before you and it decides which URLs should be served from the legacy platform and which URLs should be served from your new platform. Now I was promised heckling from some people in the room but Jochen has failed to heckle at the appropriate opportunity. Of course there are other hosting providers. If only there was somebody else who could help you out with this stuff as well. So I apologize for the lack of Jochen's logo on this slide as well. So Fricelbox of course could have handled this as well. Now the limitations from a technical perspective might be those imposed by your hosting provider. So at any of these providers if you go and say I want to run my own custom varnish configuration depending on how much money you're willing to throw at them they'll either laugh at you or happily take your money. And in most cases the amount of money I was willing to throw at these people or I had on my budget to throw at these people wasn't really enough to stop them laughing. So it didn't seem like it was going to be a realistic option for me to use their infrastructure to run the custom scripts on some of the software we talked about it there. Now for the sake of an example Platform have some routing rules that you can put in a routing file and it isn't quite malleable enough for the use case that we had in mind but it might be malleable enough for your use case. So it's a very early way to intercept the traffic and apply some logic to it. It just wasn't quite flexible enough for the requirements that we had. So the other option is to look at some other dedicated cloud-based services that will buy their bread and butter they will intercept traffic and do something with it. So we looked at a CDNs that are out there and what they could do for us and generally speaking pretty much all CDNs will have a concept of origins. So an origin is a place where the content lives so when they get a request in for a URL they know that they can send the traffic to a particular origin and then send that traffic back out to the client. Now ordinarily they will let you configure multiple origins so just like our requirements we had a legacy system and we had our new system we were able to find those multiple origins within our CDN of choice. Now there are other things that you can do with origins origins that are more used based on say geographic location could be used as a rule to prefer one origin over another or response time or up time or things like that. What was slightly unusual about this was we were going to segment the traffic purely based on what the URLs were, nothing else not staleness or up time or things like that things you would ordinarily use a CDN for. And we're looking to leave water on the table with two laptops so sorry about that. So in the end we went with Fastly so we've had good experience with Fastly as a CDN on multiple products. It's got an excellent UI in that it's very easy to use and for most projects it's not quite a set and forget but it doesn't take an awful lot of configuration to get it working with normal websites. One of the other things that was really useful for us was that under the hood Fastly runs varnish. Now I'm sure they run lots of other things too but their key tool for serving their cash content is varnish. So as well as that being under the hood they also let you add on custom snippets of VCL code so VCL is varnish configuration language it's a domain specific tool that you can use to apply this specific logic. So you're not just limited by a rules UI to let you do specific things which is there but you can also add on your own specific snippets of VCL. And that was really key for our use case because we couldn't come up with logic that fitted neatly into a UI on Fastly or any of the other tools either. So I think this is the only code I have in the presentation I have no idea how legible that is at the back but don't worry I'm going to walk you through it and it's not particularly important to what it does but I just wanted to point out that I had absolutely no knowledge of how to write VCL so if there's anyone here who knows more about VCL you can give me the list of things that is wrong with this much later on please. But basically that's the code that translates the slide we saw earlier on it takes the inbound request, finds out what the first part of the URL is and then runs some logic based on that to send it to the legacy platform or to send it to the new platform. And one of the key things that we needed was the ability so the logic itself is not woefully complex it wasn't something that we wanted to be updating every day nor was it something that we were in a position to hand over to the client and say hey you can maintain all of this in your custom code so one of the things we needed was a simple way to update the rules on an ongoing basis. So we'll take a step back briefly and we want to talk about the plan for after we had gone live. So we go live we know we've got new content we know we've got old content and old content comes from legacy and new content comes from the new platform and that's all very good. But we needed a plan to make sure that on an ongoing basis we can bring new sections of the website live. So the way that looked the way that worked was we use a thing called lookup tables. So lookup tables are relatively simple key value pairs or a set of key value pairs within varnish and within Fastly that we could just put in a list of URLs and say hey this list of URLs is in one specific group sorry not URLs just sections. And the useful thing about this is that it's trivial through the UI to add and remove items from these tables. So this was very important for us so what we wanted to do was make it very simple to bring new sections of the website live. So as an example whenever the library site was ready on the new platform it couldn't be a very onerous or complex task to make that section live. It needed to be something that we done really quickly and really easily and that's where these lookup tables came. So they're really useful when those rules change it happens instantly. You don't have to restart your Fastly configuration or clear your caches short of the caching rules that are in place for keeping content there for a period of time and those things change straight away. So this was really useful and this is probably the key factor that we used in deciding to use Fastly. It fitted really well with our plan for this site. So let's see. And our plan, our first plan was to what we call default to new. So what we really wanted this scenario was when a URL came in by default we would send it to the new platform unless for some reason it matched a value and it had to go to the old platform. So this seemed logical to us. It seemed like this would work. You know the client would sit down with us and give us a long list of hey, here are all the old sections that we're not quite ready with. Please put them in your lovely list and then we'll take them away from that list whenever they're ready, etc. And that was all going very well until we hit a 3000 line HD access file in the root of the legacy platform. Now this... 3000 lines isn't the end of the world but this HD access file was maintained for want of a better word by a lot of different people who didn't really know what was happening with it and it turned out that the safest answer to any change or addition was we'll just put it at the bottom and it'll keep working. So there was all row generated segments of HD access there was handwritten segments that conflicted with other segments further up in the HD access file it was frankly too much at the point of launch and we had to go with the plan B. So the plan B was we had to default to legacy so what happens or what happened at point of launch was that when traffic came in by default it would be sent to the legacy platform unless we knew which sections were ready to go live so instead we had a different list of hey here are all the sections of the new website that are ready to go if the URL matches any of those that traffic gets sent to the new server and sent back up to the CDN and back down to the client and that worked relatively well relatively well but we did hit a couple of gotchas so the first gotcha we hit was system paths so things like slash user and slash let's see slash user slash admin sites default files and more as we learned along the way so the certain paths that are just there at the root of Drupal that Drupal expects to be available to use and over time as we saw things not working this is pretty go live when we started doing our testing we found certain things not working within Drupal there were some very obscure ones whereby everything looked fine we were pretty much ready to go but then we went to start using the media UI and suddenly images weren't appearing so again through a process of elimination we could see that some of the requests for certain Ajax callbacks were being sent to the legacy platform not to the new Drupal platform so in some way it wasn't too bad all we had to do was make an addition to our lookup table so immediately you can see that one of the potentials for problems is if a particular path is somehow a system path on your new Drupal website but might have been a valid content path on your legacy platform so for whatever reason if you have slash admin as a valid URL of content on the old legacy platform that's going to present a problem when you present your new Drupal website we had some stuff like that but we found ways around it getting a little bit more specific in the rules that we had in place but it's just something to note that what might be considered a valid path in your old legacy platform could also be a valid path in your new platform and you'll have to come up with logic like checking cookies or something like that to determine where to send the appropriate traffic let's see, any other gotchas to talk about so the other main gotcha was things like where items are content that lived under the Drupal root so things like slash cookies or slash privacy or even things like slash cookies slash privacy anyway, that kind of content we tried to convince the client could we not just leave all that content under a specific section slash news slash cookies or slash home slash cookies or something like that and that didn't wash we had to do then was maintain another list of content that lived at the top level and again should have been sent to the new platform so that was fine we hit the problem we worked through it with the client came up with a solution and the solution was yet another lookup table and that's fine now one of the advantages of this setup one of the advantages of this setup is that it actually became really easy to add new content to the new site so as the client is working on a section for say slash library they could work on that at a specific URL that represented the new platform they could add all the new content they could do testing in house they could get approval from their own internal clients and when they were ready all they had to do was just make one change to the lookup table so that was a nice sort of feature that we gained by having a default to legacy approach that we had to go with the go live we kept that what we did was we made sure that if anybody accessed the new platform directly that access was restricted by IP so regular people could not get in there and have a look at new traffic that was in a live website but not ready for public consumption one of the questions posed to me is would we ever be done so at what point can we say this temporary solution is now finished with and we can take away this custom infrastructure that was not really intended for long term use it was there as a crutch to get us from all site to new site well the answer was that the first thing we had to do was tackle that 3000 line hd access file and in fairness the client sat down worked through it line by line and came back to us with well actually of that 3000 line file here's a spreadsheet with a list of valid redirects valid rewrites and do with them what you have to do Anartek so it turned out that was relatively straightforward they were all reproduced as either redirects within the new platforms setup or more than not we used to use the redirect module in Drupal it was as content within Drupal so once that was in place we were able to switch the logic at the front end and fastly to be a new platform by default and we added another table which represented the traffic that should now be sent to the legacy platform now at this stage that's a much shorter list it's down to I don't know something like 10 or so subsites last time I checked and the process for going live now is slightly different what it means is that as a new site goes live what we do is we delete from that lookup table and the traffic then just hits the new platform so it's the logic that you saw in that VCL snippet is actually a little bit simpler now and whenever that table is empty whenever the last section goes live we can take away all of this custom VCL logic and we can just use fastly as as God intended as a CDN that caches the site and delivers good performance let's see so lessons learned I guess the first lesson is that this is all doable and it's not necessarily a bad idea because the alternative of waiting for all of the content to be ready was just not feasible and no amount of forcing or cajoling or threatening was going to have the content ready for go live so there are multiple other ways of managing that particular problem but this as a way to manage it worked out pretty well one of the concerns might be well if the new platform has a completely different design then the user experience could be pretty jarring as they move around and hit old section and new section but we could see from traffic patterns that didn't happen a whole pile people generally went to a specific site and they stayed there for most of their traffic the other thing that was that we rebuilt the design in modern css compared to the legacy platform it wasn't a radical different redesign so what user stories move from legacy to new and that kind of stuff it wasn't particularly jarring this was more complex we did have a few more moving parts which we managed to eliminate and that was definitely a lesson to learn is there are things we could have done to make this a little bit fancier but in the end it just represented relatively brittle infrastructure that we didn't really want to have to maintain so we strive for simplicity and we got there as far as we could the last thing is if you're going to tackle something like this you're going to learn an awful lot about caching about HTTP headers you're if you literally follow it down to the to the varnish level you'll have to learn a little bit of VCL but it turned out the VCL was fine and I got managed to get it working although I'll be told by somebody that I could have done it much better in a few minutes time and that's great let's see any other bits I suppose one other part that we hit a little bit of luck on this in that we had already decided on Fastly as a tool and then we just spun up on platform.sh and it turned out that their subscription included a Fastly subscription so while I showed you the lovely UI and you might be familiar with it or you can have a look at the nice Fastly UI that actually wasn't available to us all of the configuration was done using the Fastly sorry the Fastly user interface wasn't available to us for this project so all of the changes we had to make just custom curl commands to update new VCL statements and things like that and when we add and remove things from the lookup tables again we used their API to do that so it made it a little bit more problematic but from a moving parts perspective it was actually very good because all of that Fastly infrastructure was provided and configured for us all we had to do was worry about uploading our custom VCL and I think that's about what I have to talk about yeah I think that's it thank you very much so do we have any questions that came in through the tool yes long time listener first time caller this is Deirdre in Galway she's wondering why the grass was not cut before you left because it will still be there when I get back next question we have no questions but I have one here and I don't know how fair this is and I know our client is here as well so maybe he can answer if we didn't take this approach here and we said we're not supporting two platforms at the same time you have to get everything finished would we be quicker getting all the new sites moved across or would they get the finger out and start doing that because say this is a temporary solution that's now in place 1.5 years and counting so I guess it's to you Michael if we didn't do this would you have said we'll get it done or do a bigger migration what was the alternative to this you'll have to come up I didn't mean to round of applause for Michael he loves the attention I didn't write the hairstyle it had to be done this way because there is 500 websites all of different shapes and forms different platforms they all had to be brought across they all had different stakeholders most of them didn't want to do it would be the answer they still don't we have to hand hold all of them and bring them across bit by bit at the moment I'm working on a visual arts website that has 2500 pieces of content on us so that's what I'm doing day by day so we have to do it this way basically they have to be brought across one by one and hand held but it will be over I think Michael do you want to stay here because there's a few more questions and you might actually be able to answer some of them as well I'll just point out one of the gotcha that we didn't hit on this project that you may hit in a different scenario because of the way the legacy platform was configured user accounts were already a mess if you were somebody who had responsibility like Michael to look after content across the entire legacy platform you had to have multiple different logins across loads of different systems so the fact that we introduced one more site with another new login that didn't represent an extra burden if you had a very normal system whereby you had a single login on the old platform and then another on the new platform that might present a problem that you would have to deal with but that was not one that we had to deal with okay, we've got some questions here now Philip wants to know is the website multilingual and could you extend this setup to a multilingual application yes it is not as much as it possibly should be but you know it is there's elements of multilingual there and it has to be expanded and the short answer is yes it might make your tools a little bit more complex because you'll have to deal with the fact that certain languages might not be available on certain sections so I imagine your logic would have to be a little bit more complex but from a technical perspective no problem at all if you can constrain the logic to what's in the URLs then yeah that will work okay thanks Alan which one no I think looks like an interesting question James wants to know could you please go into some more detail about how you split system paths that are the same between both platforms for example how do you know which site an AJAX request was for let's see how do we know on the old platform most of the requests were AJAX content would have been at the second part of the URL so if we take a sample URL of slash library the AJAX request would have all started with slash library so the routing rules would have redirected those AJAX requests to the legacy platform as well one of the things that we definitely did was that at the top level URLs every URL that we wanted to handle at the top level on the new site had to make it into a table so AJAX callbacks paths for content robots.txt if we wanted to serve it things like that all of that we had to explicitly say yes we want to serve that file or that path from the new platform Philip wants to know I think Michael maybe for you if you want to grab the mic here how did we handle Google and other bots and for example was there any effect on indexing your site search and analytics no I think all the sites had site maps themselves and they just all had to be submitted individually but we came up with a way of doing that too that took care of most of it really Mario wants to know how do we deal with registered users across two environments we tell them to log in twice in two separate places we didn't have anything more elegant in that but like I said there was lots of different systems where people had to log in and this was just one more it didn't present any extra burden really so one of the things actually was quite interesting it's not just two platforms because each section in the UL website so slash library slash art and science slash whatever else each of those was actually an individual Drupal installation so it was actually 50 Drupal websites that we migrated down into one Drupal website so now they can log into two systems rather than 51 systems which was a win that's a very good point there was a presentation about the migration approach and some of the site built approach last year so I kind of stayed away from all that this year so you'll have a look at that on the web somewhere okay and this is the last question that's been submitted so far we can open up to the floor then Florian wants to know how do we keep the legacy link on the new platform well yeah I probably should have made this clear to the end user this is all entirely transparent so from the user's perspective they have no clue ideally which content they're seeing is coming from the legacy site or from the new site and this was a key objective we didn't want them to know that the content they were seeing was either new or old it doesn't matter to them and we wanted to keep that invisible the more observant will have spotted a slightly fresher design on some sections of the website but from a URL perspective or a traffic perspective it should have been entirely transparent to them I hope that answers the question okay that's the end of our questions is there any questions from the floor or anybody want extra explanation were you using any of the other abilities of Fastly like caching or actually using it as a CDN alongside using it to split the traffic between the different sites yes yes we were so given that Fastly was part of the platform available we were definitely going to use it for caching I learned more than I really needed to know about caching and lifetimes we had one particularly entertaining problem to deal with yeah I'm not entirely sure how it happened but redirects on the legacy platform were served with a relatively long cache lifetime and despite efforts this cache lifetime couldn't be removed and no one really wanted to tackle the HD access file to remove caching header from redirects on the old platform and in the end we used Fastly's logic to remove that caching header so that the redirects weren't cached and that caused a problem because there's a lot of what we call temporary URLs like marketing URLs that are used for a particular period of time that are just redirected into a particular piece of the website with perhaps a longer section so ul.ie slash open days redirects to a specific page maybe further down for a particular department so these URLs were being cached for quite a long time in Fastly because as we found out the headers were caching though so what we did was we just simply removed those caching headers from at the Fastly layer and there was no one really need to cache them anyway. Any more? Okay thanks very much I'll be around the AnarTech booth and I'll be up here if there's anybody else who has any more questions and comments thanks very much


Latest war on drugs is not being fought on dark street corners and in back alleys millions of Americans are getting their fixes from pharmacies and medicine cabinets at home. Every 19 minutes a person dies from prescription drugs. The number of women dying from overdoses in America is skyrocketing.  Illicit drugs in the street are always going to be there but now young people are going to their medicine cabinets and finding a new way to get high. The United States has the highest per capita consumption of opioid painkillers. It also has the highest overdose death rates in the world. In the United States there are about a hundred drug overdose deaths a day. It's more than more deaths than from HIV AIDS. It's more deaths than motor vehicle fatalities, more than firearm deaths. So it's a serious problem. Pain control is a need and anxiety medication is a need. This is good stuff. It's maybe over-prescribing, saturating the streets and there's not an easy answer. I think certain things could be drug monitoring, making sure folks can't go to multiple doctors to get multiple drugs. What we are seeing is when we come down in a criminal justice way on prescription drugs, when we sort of dry up the source people turn to street drugs and to street heroin and then they turn to injecting and that leads us full circle back to where we were except more people who were never involved in street drugs are now involved in street drugs. So any response that we have to prescription drugs has to take that into account and not to go back to a restricting prescription drugs for pain and not to go back to a place where we're punishing people for no reason and we need to have access to adequate drug treatment. We've been dealing with heroin overdoses for decades and no one really cared and now we have people experiencing overdoses and prescription drugs and people taking notice and because of the work that we've done on the ground with heroin users we can begin to apply some of our lessons to prescription drugs. There are four things that we can do from the harm reduction perspective when it comes to preventing overdoses. The first is we need to teach people the signs of symptoms of an overdose. An opiate overdose looks like someone is falling asleep where they're not breathing and they're really maybe too shallow. Second is we have to help people understand how to prevent overdoses in their drug use and this includes pain patients who may take too many pills because they're not getting enough pain relief and we need to help them understand that that's not okay it's not safe to take oh just one more pill if it's not if the pain doesn't go away and for folks who are mixing these pills with alcohol or benzodiazepines like Xanax, clonopin, valium, things like that that's a dangerous situation and the third and most pharmacologically powerful thing is a drug called naloxone. It's an antidote for reversing opioid overdoses. It's been used for decades and it's commonly used in emergency rooms in hospitals, ambulances and it's very safe and pretty easy to administer that can be made available to drug users to pain patients with the instructions on how to use them. These programs that have done this in the United States have have had reports of over 10,000 reversals. There are efforts in many many states to deal with the issue of fatal overdose and Narcan or naloxone distribution made to anyone who gets a prescription for opiates is a solution to that problem that when you get that prescription you also get Narcan or naloxone and then the importance of having syringe exchange programs and outreach programs also being able to distribute it to illicit opiate users is going to be critical. The fourth thing I think as harm reductionists is to what do we do with folks after they have an overdose. There are legal, social, medical implications of surviving an overdose. There are hospital bills to pay there. You may have lost your job because you were you missed work for two or three days because you were recovering from the overdose. We don't do enough to support people in that part of recovery. There are some serious barriers especially with naloxone politically and legally financially at the moment and the first thing is that the price of naloxone in the United States has increased astronomically and it's largely because there's a monopoly and there's one company that has a is the only one who makes the liquid injectable and only one company that makes the intranasal. There's no competition and they have been able to increase the price year after year. This is putting programs who have been doing naloxone distribution out of business. Programs that work with injected drug users across the United States are losing funding. There's always the you know the fear of physicians are writing prescriptions around Narcan because of some of the real or not real feeling of liability around things. These programs could be saving many more lives if there were specific exemptions in the law that allowed for trained non-medical professionals to go into the field and provide the naloxone prescription and naloxone to people who are at most risk for an overdose. In Thurston County you're technically allowed to have naloxone on you but the problem is is that in Olympia especially like a lot of police are still like persecuting people who have naloxone on them and arresting them. Local New York who I'm from where I'm from is has also initiated a 911 Good Samaritan bill in New York that can help save lives by allowing people to call 911 without being without fearing being implicated in a crime. For the first time many middle-class white people with access to health care are actually getting into trouble and dying and so all of a sudden there's an incredible amount of political interest. Honestly like heroin users were overdosing for years and there wasn't so much interest and now that it's people's children who got the prescriptions from doctors or got the drugs from their grandmother's medicine cabinet people are interested and that's great. I think the challenge is not to throw the illegal drug users or the people who didn't get their drugs from a doctor under the bus. It is very easy to say we're just going to focus on the on mechanisms to get naloxone into pharmacies or figure out how to get doctors to give people naloxone and there are a lot of people in this country who aren't getting drugs from doctors and who still need protection and who still deserve to live and naloxone is critical for them too and if we're not careful we'll create a system where the prescription drug users and the people with access to health care get protection and the people on the streets get nothing but more of the same which is doors shut in their face and people saying sorry you deserve to die.


Okay, welcome back everyone to theCUBE's coverage here at AWS re-invent 2021, our annual conference here with theCUBE goes out the ground. We're in person, live in person, also a hybrid event online as well, a lot of great content flowing. Day one in the books, keynotes out there. Big news, wall-to-wall coverage. I'm John Furrier, your host. Got a great segment here with AWS Marketplace, a revolution of how customers are buying and deploying their technologies. TV Orbite and GM of AWS Marketplace and Control Services and Chris Casey, worldwide at a business development of data exchange for AWS gentlemen, welcome to theCUBE. John, thanks a lot for having us. Pleasure to be here. So I'm a huge fan of the Marketplace. People know that I believe that ultimately it's going to be automated in any way and that procurement and enterprises as they buy and as people work together. And the big theme this year is kind of this whole purpose-built stack where SaaS is going to be a lot of integration where people are working together. You see multiple partners plugging in and snapping into AWS. That was a big part of Adam's keynote today. So this really kind of lays a perfect foundation for the path that you guys have been on. Which is partnering, go to market, buying and consuming technology. So what's the update? Give us an overview, a high level, Stephen of Marketplace. Yeah, John, and again, thanks for having us. It's awesome to be here, meeting with customers and partners again for the first time in a couple of years. Great to be meeting in person and interacting. So we're super excited about where we're going with the Marketplace. As you all probably know, customers in every industry are really thinking about how they transform their business using modern technology. And it's not just about the technology that they're building themselves. It's also the tools that they want to get from their partners, which we're super excited to be able to offer them on Marketplace. We're about to have our 10-year anniversary. We launched the first version of Marketplace in April of 2012. And back then, it was a very simple e-commerce website that builders could come and buy Amazon machine instances and pay by the hour, running popular open source packaged or operating system software. But we've come an awful long way since then and changed the surface area of the business quite a bit. From a product type perspective, we now offer our partners the opportunity to list and meter their SaaS solutions. Adding to the AMI base, we allow partners to vend their container images. And we have some new updates I'll share with you in just a second on that this year. In 2019, customers asked us for the same experience that they have buying software to apply to the way they license data. So we launched AWS Data Exchange in 2019. And then in 2020, last year, we recognized that customers wanted to be able to bundle professional services offerings in with the software that they buy. So we launched a professional services offering type two. And then when you start to combine that with all of the different procurement motions that we now support, it's no longer just the self-service e-commerce capabilities. But when customers want to privately negotiate deals with their vendors, we can do so with our private offer capability, which we were the first to launch in 2017, which we then complimented in 2018 with the ability for customers to negotiate with the channel partner reseller or a managed service provider of their choice. So when you start to combine all of these different product type offerings in ways our partners can go to market through marketplace in an automated way with all of these procurement options, we now have 2,000 sellers listing more than 12,000 offerings on the marketplace, which more than 325,000 customers around the world buy either directly from the seller or from the channel partner of their choice. And when you add all that up, we've seen this year alone, billions of products and services sold through the marketplace. Wow, what a rocket ship. From a catalog to a full blown comprehensive consumption environment, which by the way, the market wants that fast speed. Speed, time to market. Okay, so give me the update here at reinvent. What announcements did you guys just announce at the partner summit this week? What's the news? Yeah, so there's a couple. I'm gonna talk about one and then I'll hand it over to Chris to talk about the date exchange announcements. But the first announcement we made at the partner keynote yesterday was around our container offering. So in 2018, we launched the ability for partners to list container-based offerings, so their software and containers, whether that be NetApp, Druva, Palo Alto or others who are having their security or other software and containers that could then be deployed by customers into the AWS managed container environments. So that could be deployed into Amazon EKS, ECS, or AWS Fargate, which is great for customers who run their container workloads in our managed services. But we have a lot of customers who run their own Kubernetes environments, either on EC2, on AWS, on premises or using another one of the Kubernetes platforms that are out there like Red Hat OpenShift. So we had a lot of customers who said, I also want that third party software to be easily deployable into my own Kubernetes environment. So we were super happy to announce on Monday what we call now the AWS Marketplace for Containers Anywhere, which allows our partners like Apollo Alto or a CrowdStrike or a Cisco to list containers on the marketplace that can be deployed into any Kubernetes environment that the customer is running, whether that be on AWS, on premises, into VMware, Tanzu, Red Hat, OpenShift, Rancher or wherever they're running their Kubernetes workloads. So that's super exciting. And then we have a couple of announcements on data exchange I'd like Chris talk about also. Okay, Chris, get into the data exchange. I'm going to come back to the containers with some really important things I want to drill into. Go ahead. Yeah, there's two pretty significant, which we believe are game changing capabilities that we've recently announced with Data Exchange. The first one is AWS Data Exchange for APIs. And really why this is quite significant is customers had told us that not all of their data use cases were really geared towards them consuming full flat files, which is what we launched Data Exchange with in terms of a delivery capability two years ago. And so with AWS Data Exchange for APIs, customers can come and procure an API from a third party data provider and only procure the data that they need via an API request response. What, why this is so significant is for data providers, they can bring their APIs to AWS Data Exchange, make them really easily available for data subscribers to find and subscribe to. And then for a data subscriber, they're interacting with that API in the same way that they're interacting with other AWS APIs. And they can enjoy the same governance and control characteristics using services like IAM and CloudTrail. So that flexibility in a new delivery type is really meaningful for data subscribers. The second announcement that we really lent into yesterday was the preview of Amazon Data Exchange for Amazon Redshift. And this capability gives customers, data subscribers the ability to access data in the data warehouse, supported by Amazon Redshift. And the unique aspect about this is the data subscriber doesn't actually have to copy the data out of Amazon Redshift if they don't want to. They can query the data directly. And what's really meaningful for them there is they know that they're actually querying the latest data that the data provider has because they're actually querying the same data warehouse table that the data provider is publishing into. Data providers really love this, especially those data providers that were already using Amazon Redshift to store their data because now they don't have to manage the entitlements and subscription aspects of really making their data available to as many of their data consumers as possible. So basically what you're saying is it makes it easier for them to keep an update. They don't have to worry about merchandising that service. They just have APIs rolled in. And the other one is for developers to actually integrate new APIs into their role in whatever services they're building. Is that right? Yeah, and it's really the ultimate flexibility for a developer coming to AWS Data Exchange. If they use case warrants them, consuming a full data set, maybe they want to look at 10 years of stock history. Using file-based data delivery and immutable copies of those files through our S3 object data sharing capabilities is fit for their use case. But if they want to dynamically interact with data, AWS Data Exchange for APIs is a brand new delivery capability that is really unlocking and we hope we're really excited to see the innovation. It's like bringing the API economy even further to the customer base on the third party. The question I have for both of you guys on the containers and the API is security. Because, you know, we've seen with containers, approved containers being vetted, making sure that they're not going to have any malware in there. Or APIs, making sure everything's clean and tight. What's the security concerns? Can you share how you guys are talking about that? Yeah, for sure. So it probably comes as no surprise to you or folks who might be listening or tuning in that security has always been AWS' number one priority. We build it into everything we do. This offering is no different. We scan all of the container images that are published to our catalog before they're exposed to customers for any kind of known vulnerabilities. We're monitoring our catalog every single day against new ones that might come out. And customers actually tell us it's one of the things that they like about buying software on Marketplace better than, let's say, other third party repositories that don't have the same level of vetting because they can kind of build that constant trust into what we're doing. Well, that's trust is the key because you can get containers anywhere. You don't know where it's from. So you guys are actually vetting the containers, making sure they're certified, so to speak, with Amazon's security checkbox. We are indeed and we have a number of security ISVs who are participating in both our containers and our containers anywhere. It's one of the most high-performing categories for us. As I said before, we have vendors like CrowdStrike and Cisco and Palo Alto who are, you know, vending various different end point network security offerings in our container process. It's what catalogs are for. I mean, it's what trust is all about making sure that you guys can put your name behind it in the marketplace. Okay, let's take through the consumption. What's the current state-of-the-art with the marketplace with enterprises? You guys have a lot of programs. We're constantly hearing great things about the go-to-market with joint selling on the top tier. I think it's like the top tier category. And then you've got all kinds of other incentives for companies to deploy in the marketplace and sell their stuff. That's right. So we're really starting to hit our stride with co-selling with our partners and some of our top most performing partners they lean into every feature and capability and incentive program that we develop, give us a lot of feedback on it. Just like we work backwards from customer needs to help them transform their procurement, we work backwards from our partner needs to help them optimize their go-to-market channel. And, you know, we take feedback from our partners very seriously. And then we build things like private offers when they want to custom negotiate deals with their customers or channel partner private offers when they want to do that with the channel partner of their choice. And we're just continuing to listen to that feedback and helping them grow their business. And frankly, you know, while a lot of partners love that we're able to help get them new customers, one of their favorite things about co-selling with us is that they're able to close larger contracts faster because they're doing that in concert with the AWS field teams and taking advantage of the fact that the customer's already building on AWS. So I know we've got a couple minutes left. I want to get this out there because I heard, I talked to Adam prior to reinvent and he said, quote, we don't want customers, customers don't want to reinvent the wheel. And they see that's why this whole purpose-built kind of thing is getting traction. What do you guys got in the marketplace that you'd call leveraging stuff that's been built so customers don't have to rebuild things? Yeah, I mean, if you just look back to the very beginning of marketplace when we launched the marketplace of Amazon machine instances, it was basically pre-built Amis that customers could deploy into their own accounts already running the third-party software that they wanted. And when I think about where we're going with things like procurement governance, we developed a thing called a private marketplace where customers could curate the various different solutions from our catalog that they want because they want to be able to control who in their enterprise can buy what. And that's just a whole bunch of manual work that they would have had to do and reinvent the wheel from every customer to every customer. And instead we just delivered them a capability to do that. Same with our managed entitlements capability where they can share entitlements across AWS accounts within their own organizational units without having to manually track who's used, how much of what and report that back to the seller to make sure that they're compliant with the terms and conditions. We handle all that so our customers don't have to continue to reinvent the wheel. It's a nice flywheel because it's like open source concept. It's like you're building on things that are already built and you build on top of it. As you guys see these recipes or workflows get rolled out, you put them back in the marketplace. That's right, that's right. Always learning from customers and partners. And while we've grown quite a bit, 2,000 sellers, 325,000 customers and billions of dollars of products and services sold, we still have so much more to go. Well, with data between data exchange and what you guys got going on, it's complex as it gets more and more complex. I knew you guys are abstracting away the complexity and the heavy lifting for customers. What's on the horizon for you guys? What are you tackling next? What's the next mountain you're going to climb? Yeah, there's still more automation we can drive into the co-selling motion. And so that's one, there's more procurement and governance capabilities that we think we're going to be able to add to customers. Basically what they're telling us is that the chief procurement officers that we face off with, they want to be able to get the best deal at the lowest price with the best and most favorable terms and conditions. So we're trying to work backwards from that need to make sure we have the right category selection wherever they might want it, whether it be an infrastructure provider or a line of business solution and make sure they're able to get exactly that. And so Chris, back to you for your vision. Obviously analytics is a big part of SaaS and platform billing and metering and where the data is, data exchange. I almost imagine that's going to have a nice headroom to it in terms of what you can do with data exchange. Yeah, if you look at the announcements we've recently made and sort of our vision for data exchanges to help any AWS customer find, subscribe to and use third-party data in the cloud. And these two recent announcements really help on that use portion where someone can actually create, shorten the time to value for them using some of our analytics services like Amazon Redshift. So we'll continue to innovate there and listen to customers in terms of their feedback and how we can help them really integrate their data pipelines with the rest of the AWS ecosystem. But we're also continuing to invest in the find and subscribe to portion. Steven talked about some of the automation and we've built Data Exchange on top of a lot of the plumbing and building blocks that AWS Marketplace already had, which was a pretty significant leg up for us. But certainly the way in which people discover and find new datasets that might help them in an analytics problem is certainly an area that we're going to continue to lean into. Data exchange has been around for a long, long time. Now it's in the cloud generation. And I think you guys have such a great job at Marketplace and this next gen has more and more platforms, specific products are coming out, partners are snapping together, a lot more integration, so a lot more action coming on integration I can imagine. That's right, that's right, definitely. Thanks for coming on theCUBE, really appreciate it. Steven, great to see you. Chris, thanks for having us. John, thanks for having us, always a pleasure. Great to have all the action from Amazon here. Marketplace, continuing to be the preferred way to consume and deploy technology and soon to be an integration hub for this next generation cloud. I'm John Furrier theCUBE, you're watching theCUBE, the leader in worldwide tech coverage. Be right back.