Welcome everyone. Let's go ahead and get started. So hopefully you're in the right room or on the right stream for our talk about your open source program office, your program management and you. I'm Dwayne O'Brien. I am the director of open source at Indeed. I've been working open source program offices or OSPOS. Hopefully you know that acronym. If not, you'll hear it a lot today for about nine years. I get really excited about open source sustainability. My opinions are my own. I'll say some things here that I think that maybe Indeed doesn't think. And I'm basically Professor Farnsworth from Futurama in that I have a lot of mad science ideas. I love delivering good news to everyone. And left unchecked I would do all of my work and bath robes in a slippers. And I'm Talia Tepling. I'm a director of technical program management at Indeed. I've been working in program management organizations or PMOs for about 12 years now. I am really excited about the Seattle office. Unfortunately, it's called a soccer club in the U.S., not football club. We're working on that still. My opinions as well are my own and reflect my experiences working in PMOs. And I'm also a Queen of the North based in Seattle. So how many folks are a part of a PMO here? Awesome. More than we thought. How many OSPO folks are here? How many of you think companies that have a PMO and OSPO are both? Good showing. Good showing. More PMO folks than we thought which is super exciting. We're really glad you're here. And OSPO folks we hope you bring your PMO folks with you next time. So this is sort of the genesis of the talk. This is a thought that keeps me up a lot at night. I run a program office that runs programs that look nothing like the programs run by program managers to whom I bear little resemblance. And if you've worked in and around OSPOs, if you've been an open source program manager, you have felt this pain. I saw some nods as I was going through. I think about this late into the night at least once a week. So a quick rundown of how we're going to talk about the subjects today. Talia is going to give some PMO fundamentals for those who may not be familiar with those organizations or deeply familiar. I will give some OSPO fundamentals so that we're all on the same page and have some shared understanding of what we're talking about. And then we'll talk about the friction points that we found when we started working together and four examples of how we fixed on those and worked on them. So, PMO fundamentals. You've got this thing called the PMO. Some of y'all are birds of a feather in here with me and you'll know what I'm talking about. Everyone else who doesn't go tap these folks while they're in here. They're great resources. So let's define a project. But before we can even tackle that a project is not an open source project, we've got to talk about the three types of projects in PMO organization. Project, program, portfolio. So let's now jump into project, not an open source project. They're time bound and they deliver results or an output very concrete. And then program, not your open source program office, but within the PMO programs are time bound. They are groups of related projects that benefit from being managed collectively to maximize a business outcome. And then portfolio. That's a collection of projects, programs, other work that group together because it's effective to manage them together to meet strategic business objectives. So we go from a result or an output to an outcome to business objectives. So there's a laddering trend that you'll see. And then how do you go find your PMO? This image here kind of shows the different mashup of how organizations through their levels of authority or types. You have your project management offices, your program management offices, portfolio management offices, spans of control across different levels you might run into in your organization. And your company might have only a project management office, only a program management office, only a portfolio management office, or a mashup of any of these. And then what else do you go look for? So say I can't find it across that span of control. There are three different types, the supportive, controlling, and directive. And the supportive PMOs are really kind of best practices, are templates, tools, some ways to work. Controlling PMOs are really about that compliance and adhering to those templates and best practices.  And at Indeed, we are a mix of all three. Here's some real examples. So our PMO members at Indeed, and I know I've got at least one in the audience, can attest to this. We drive cross-company efforts that deliver our top organizational priorities, so company-wide goals, multi-business unit goals and projects. And those are the priorities that are specific to the company and in partnership with specific business groups and usually an executive sponsor at the vice-president level, sometimes even higher. And for a hard, concrete example for y'all, I led the migration to our primary cloud provider that got rid of data centers, that changed how every business developed and pushed code to production. In partnership with the VP of Engineering, any massive group of different roles across the company. So that's the reach, scale, and impact we're talking about when we talk about a program management organization. Up here I've got a bunch of resources for y'all for access later. They're really common MSP managing successful programs is more common in the U of Princeton as well, and then the PMI or Project Management Institute is more common in the U.S. But I also recommend checking out any of your local academic institutions or online courses. There's a ton of resources available if you want to grow your skills here that have really become accessible, available, and quite affordable or even free at some times across the last five or six years. Before I jump in to Ospo Fundamentals, I want to check in with the tech crew in the back. It looks like you were having some issues. Are we good? All good? Great. Thank you. Cheers.  As defined in a definition developed by the Todo Group and Open Source Program Office, Ospo is designed to be the center of competency for organizations, open source operations, and structures. Typical responsibilities will look like defining organizational policy. What can we use? Where can we use it? What are the rules for giving back to open source? Ensuring license compliance. Are we honoring the terms of the software licenses for the software that we're using? It's very simple. Are we making source code available when we need to make source code available? Engaging with the community, showing up for the community either by hosting and sponsoring events like this, by hosting and sponsoring meetups, by otherwise interfacing with the community around projects that we use or we develop for ourselves. And then managing sponsorships, our engagement with foundations, events, projects, people, do we run booths, how do we run them, etc. Typical responsibilities and very in line with the kinds of responsibilities we have in the Ospo at Indeed. We took these responsibilities and we boiled them down to these three initiatives. Enable the effective use of open source, sustain our open source infrastructure, and tell compelling stories about our work. All the work we do in the open source program office at Indeed boils up to these three initiatives that our ongoing multi-year may never be done. This is the categories of work that we do. Enabling the effective use of open source, Indeed has always used it, as have most other companies. We want it to be easier than writing code. Using open source should be easier than writing code. And every piece of open source code that we use is just another piece of software that we can write to help people get jobs. That's our core mission, that's why Indeed exists. For sustaining our open source infrastructure, we rely on it, so we want it to be well maintained. And we support by playing an active role as sustainers, sometimes with code, sometimes with financing and money. And then telling compelling stories about our work, coming out to conferences like this, talking about our successes, our failures, sharing our code where it's useful to other folks. Both for the recognition that we want, but also to help other people along their journey and to get feedback on the work that we're doing. So let's talk about friction points. And maybe a little background on the story here. I started that Indeed in November of 2017, and Talia started in July of 2018. I always get that off by a month. So I was on the job for maybe six months or so before Talia and I had our first chance to meet and engage. So we came in and we had this lovely conversation, our first call, because there was somebody already from the Parable Ground Management Organization working with the team, and she wanted some information about that. Before we jump into there, I was hired and I inherited this lovely team of individuals and I only had one partnering with our open source program office and I thought, no one can show me what the goals are. No one can tell me exactly what they're out to accomplish. I know our open source program office is new, but you should be building towards something, so show me that traceability. Here we go. Talia and Dwayne. Hi, I'm Dwayne. I pay attention to the open source ecosystem. I've learned from open source peers and mentors across the community. I have lots of great ideas. We should absolutely do them all. Every one of them is important. And I'm sure that we need to be going that-ish way. Hi, I'm Talia. I have questions. I would be delighted to answer your questions. So Dwayne, what are the goals you've committed to for the open source program? So Jack and I have had a number of conversations, you know, the executive sponsor who brought me in and we understand the importance of showing up at conferences and being part of the community that way and really an understanding that the open source work that we do it indeed is going to be focused on helping engineers get closer to the projects that they use and sort of growing contributions through there and a couple of sponsorships that we're doing as well. You have an understanding? Yes. So what do you do with this understanding to ensure that the open source program is working on its most important and impactful goals? Well, Jack and I sat down and I conveyed to him the events that I know are important. There's a lot of them out there. There are ones that we can probably miss because they're language specific or maybe domain specific, but ones where there's a lot of people and we should go there. So I know the most important places that we should be going. I've got a really good read on the landscape and the ecosystem and Jack and I talk about this a lot. So you have tea? Yeah. How will the open source program be measured and evaluated through these tea chats that you often have with Jack? This isn't something that Jack and I really have talked about. We know that he's committed and really on board with the idea that this is a term plan. This is not something that's going to bear immediate fruit. We're looking at a 3-5 year long commitment that you can't spin up an open source program office and then expect magic in a year. You've got this open source program office. How does it communicate its value back to the rest of Indeed? Most of this actually Jack and I cover in our one-on-ones. We meet every other-ish week where we talk about how things are going both with the program and with myself. Sometimes not every other week but he's got 17 directs and we download a lot of that information in those conversations. Very casual. So with all of this approach how do you know who your next most important hire should be? I'm really glad you asked that because there are so many people that I think would be great for the program. We really have a need for someone to come in and do some community gardening for us. It's written so that we can collect some measurement on how contributions are flowing from Indeed and out to the outside community. This is a great idea for a research project and someone who would be stellar to execute this research project. Actually what I did is I put together kind of an a la carte menu of who we could hire and gave to Jack so that he understands what I think the opportunities are there. He gave him a list of people. So what about everyone who's not Jack? He came to a screeching halt. This conversation wasn't one conversation. This was over a couple months getting to know each other as I was onboarding to Indeed. The purpose of that was to show you a lot of y'all are open source program office leaders. You have a big commitment out in the community. You're developing something from the ground up or you're evolving it to the next level. You can't do it all. And I was hooked. I thought this is PMO's bread and butter. We have so much we can give to you. We can so much we can add. Really to set you up to go do a lot that play to your strengths. And this began a multi-year journey between Dwayne and I by y'all. I really want to connect you back to the do you have goals? Do you know how you're measuring them? Like we have a single point of failure within our organization that is a vice president that you chat with every couple weeks. What if that person takes a new job? And so those are the things that if you think about pulling that thread through of visibility, consistency, understanding in your company so you can go make greater impact in community, that's where the compelling piece was for me. And I thought, yes, let's go. Dear reader, he did take a new job. So this became very important over time. And I love that line about you being hooked because it really highlights that Tali and I have very different reactions to chaos. I am a self-acknowledged and admitted bouncing ball of chaotic elemental energy. I know that I function best when I'm partnered with a strong process person. And so when I see the kind of chaos and I know some of it is in the room, I'm not looking at all of you directly. I sometimes get hooked on it myself but also sometimes run away and chaos is just like brings you to the table. It's delightful. Let me wade through it deeply and put the pieces in the boat, put the oars on the boat and let's row together. This is, I see chaos as something to be made beautiful. Now in Duane's defense, not that the devil needs an advocate, but a lot of us who have taken roles or grown into roles as leaders of open source program offices have either been hired for those roles or recognized in those roles because we are out here plugged into the space. But I want to call back to a definition or at least a paragraph that was offered by the to-do group guide on establishing an open source program office where they're talking about who you should hire for this role. It says regardless of how your planning starts, it's important to find the right leader to help develop and then run the fledgling program office inside a company. The top candidate will have a detailed understanding about how open source works along with some technical chops from working as a developer, contributor, or a committer on existing open source projects. They should have a broad understanding of your company's business along with the business acumen and management skills to help inform strategy and plan across business units and they need to be sociable so they can convey enthusiasm, knowledge, and information to others and help them understand how the open source initiative is going to transform, change, and improve things for the company. The head of the program office needs to be able to talk with people about the deep technology but they don't have to know the ins and outs of every technology in play just because there are too many to master. So in the kindest way possible what I think we're looking for is this. Hi, I'm the OspoCourt. I have a magical ability to tick all of your boxes. Business goals spring from my horn fully formed. Everyone in the community knows and loves me. All of your stakeholders intuitively understand and love what I do. I also sneeze glitter and stickers. Now as an aside before we jump into the thing you want to say here, that list of the top candidate will, we know from research that when you see a long list of qualifications, people like me will say I meet most of those and I will go ahead and apply. And people from other dynamics, typically women, will not apply if they don't meet all of those qualifications. So that extensive list of qualifications has some bias coded into it. Those eight pieces there if I look at, you know, there are a ton of capable people in this room. I'm an incredibly capable person. There are more capable people outside these walls that will probably be great heads of open source at whatever level your company decides to build, grow, or establish one. And simply by looking at those eight big highlights we pulled out I'd look at that and be like, whoo, am I really ready? Could someone ever be that fully formed and ready? And that's something I think to pay attention to as we look at becoming the OspoCorns we need to be. Apologies to Anna who has always already developed a wonderful mascot through the Ospo space. But anyhow. So looking across these, you know, eight big areas when you go to find a leader like Duane, you're strong in some areas, you're weak in others. That's the affliction of being human and finite. Knowing that we're not infinite, you'll see the ones that we've crossed out here, understanding your company, showing business document, planning across business units, core competencies that at PMO or program management office should be set up to help you. Understanding your company, if they're out having conversations with senior leaders about their priorities, organizing that work, partnering across business units to plan, to understand the trajectory of that work, bring it together at the late risks around it. That really should lend a hand to your open source office. And then that business acumen we have tools, techniques, methodologies, and approaches that can streamline processes that can make your goal setting easier that you can adopt and then integrate from in a way that serves your open source program office and the impact you would have internally at your company but more broadly in the community. So your PMO really can be there to take you and those big ideas from strategy to execution. We are great at navigating cross-company landscapes and unifying plans and driving progress toward those plans. Every day I unsufferably live this craft. It's wonderful and terrible. I'll be freed from it maybe never. I don't know if you would know how to stop even if you quit. So really once we had that screeching halt hook conversation, I figured there were three most important energy opportunities to partner with Duane and indeed Osville from a PMO perspective. The first really is around goals and measurement. You'll dive into some of these more as we get into our examples but we now have a way to clearly articulate our value as an off-vote, progress toward goals and we can do it on a quarterly basis and it's repeatable and now it's built into just the way the team works. The second one, prioritization. Here I am waiting into chaos. We turned that mix and mash up of things. I know what conferences we're supposed to be at. I know kind of what long-term plan we want to do too. Okay, here's some big targeted opportunities to go after earlier. Here's how we want to mature as an open source program office. We can prioritize a quarter of a quarter around what's the most valuable work to do now based on what's going on in the community and the conditions inside our company and we can set that team up to work on things. We are lucky to have a sizable open source program team. Probably unique for a company of our size but that means that people need to know what they're up to and then scale you may have felt this. I know Duane felt this that you can be a single point of failure as the sole head of open source and now we're in a place where I can go look at goals as a team member. I is not a team member of our OSPO. Can go figure out what they're working on chat with anyone on the team about it and understand what that's built is folks know what to look forward to go do next. They also know what they're contributing to indeed the OSPO and then Duane's out there, you know, OSPO Corning finding the next big thing to go after. So let's jump into some examples. We've got four people on the cover that are a little more tangible on ways the PMO helped us get better. I think I said on Twitter my proposed alternate title was how Talia and the PMO helped me suck less at my job and that's a bit of what we'll see over the course of this. So the first one is about the FOSS contributor fund and how we execute it. Very quickly, who's already familiar with the FOSS contributor fund? Okay, less than half of the room. So very briefly, the FOSS contributor fund is indeed a blueprint for how we provide financial support to our open source dependencies. On a regular cadence it was monthly, now it is quarterly. Open source contributors at indeed get a chance to nominate and vote on open source dependencies that we rely on. The dependencies that carry the most votes receive a $10,000 no strings attached, cash injection for their project they can use for anything to pay maintainers, for warning new contributors, security audits and so on. You can talk to me afterwards if you want to know more. We've released all the details about how to run one. There are FOSS funds running in other organizations. It's something that we developed and we've been running now for about four years. Four about four years is where we hit our first friction point. I proposed the FOSS contributor fund early in the budget planning cycle. I found out I had funding for the FOSS contributor fund around the middle of December and the launch date was January 1st. We operate on a calendar year planning cycle, friend. At that point we did. The decision to launch on January 1, all mine, it felt like a non-arbitrary date. There was nothing forcing us to try to pull this together in two weeks actually over the holiday season to do it. But that was the choice that I made at the time and along the way I asked for all kinds of things. We need a blog post to announce it. We're going to need some promotional slides to get up on this network of monitors that we use internally to tell people about it. We should run a civs poll to make sure that we're selecting the most optimum dependency to make sure that the right thing carries the votes. Also we need a form to collect those nominations and we probably actually need four blog posts a month. One to say who won, one to say the vote's coming. One to remind people to do nominations and one to remind them that we exist. That's all the requisitions. Nobody else should have to deal with that. I'll just do them all myself. Somebody has to reach out to the winners and tell them they want and ask them how they want to get paid. We should also explain all the nominees to the people who are voting because some people are going to be very familiar with those dependencies and some people who don't use it to those technologies won't understand why they're important to Indeed. Let's do all of this for January. We didn't get it perfect in that two week window. But this is a big place where you saw all that scatter shop, contact, things we should be doing, processes we got to handle, paying people, requisitions, that. What we boiled it down to, the program manager in place who was actually still with the team several years later now, is you got a lot of communications. We should have a communications plan. Maybe we should make a playbook now that we've done this a couple of times that first two weeks when you roll rough. But we learned some things. Then we got to create a public way to let people know about this, access it, and let's go after a repeatable nomination, selection, and voting process. We've got to offload some stuff. Dwayne or one member of the team cannot be the only person that helps make this process run effectively. We can also automate some pieces. And then let's look at how frequently we are launching the FOSC Contributor Fund and the value it's creating in the community. And we actually learned we should do it a little bit less. It turned out I don't have to do every step of the requisition process myself. There's maybe one or two that I need to do from an authority standpoint. But most of that can be done by other folks on the team. The second example is how we go about setting goals and how we go about handling OKRs. Who is familiar with the OKR framework? About half the room again. Talia, explain OKRs in three seconds. Objectives and key results, common goal setting method across the technology industry. You set an objective, which is a big ambitious thing. And you know you're done with that objective and you can say I've measured it by these couple often metric driven key results or outcome driven key results. That's the framework we use it indeed. Awesome. So what comes next will be very funny to some of you. And the rest of you will eventually understand why everyone is laughing. So as we were putting this deck together, I keep, I have one document that has our OKRs going back four years, five years now from the beginning of the program. So I can look at how we were setting goals from the very beginning. We used this framework starting in Q1 2018. So I went back as we were putting the slide together to see what did they look like in 2018. They were all written by me. There were four objectives to be completed in Q1 as measured by 19 individual key results. And all of this was just run by me and I had been on the job five weeks. And the 19 key results were things like create a three to five year strategy. Write, post, and vet with legal all of our policy documentation. That could take years in itself. I appreciate the audible laughter from the front of the room over here because it really is that funny. And this was actually Talia's reaction when I told her. Yeah, I was like, what are you going to do? Alone? Really? Really tell me about these 19 key results because that's more than one per week of a quarter. Just so we're clear. And then all we have to run reviews in this cycle too. During some of which I was traveling. Precisely. You're definitely going to get all that done. So I have been rightfully accused sometimes of having a radically optimistic about these superhero-like qualities of future DeWayne. And this is just a good example. If we look at Q3 2022 I didn't write most of the OKRs at all. They were largely written by the team. I might have given a language tweak here or there or picked between two. We still have four multi-quarter objectives. It's not something that we're whittling at, but clearly has an end state that will be done. As measured by seven key results, arguably still too many. But we have a team of eight who is executing against those key results. So slightly less than one per person as opposed to slightly more than one per week for one person. And considering that they're now multi-quarter, not one quarter with 19, this is something that you can break down and make achievable by a team over time rather than like, yeah, more than one per week for one person. Okay, fine. And this is a spot to really, like, how did we get to this point, right? Because I mentioned before we had someone from the PMO who was dedicated to the team. And this was clearly a multi-year journey to get us from where I was to where we are now. And a lot of that was having a dedicated person from the PMO embedded in the team. And they did several things for us. One of their roles is to have broader visibility across the goals and key results and initiatives that are in play across the entire organization, both because of their read on the organization but because of their own PMO network. And so not only did our goals get better as this person on the team helped us refine our process for setting them over time and helped us, they also helped us bring them in line with what else was going on in the rest of the organization. And having that person on the team, ultimately ultimately reporting to me has been a huge shift. I don't know if you want to say more there. That's something that, you know, early on in our relationship, this person reported directly to me. You know, organizations change, they shift, they evolve. You won't always have a centralized PMO or a distributed PMO. We were going through an evolution where I was clearly able to understand the value and articulate to that that through our centralized PMO. And as we broke up and became more decentralized as the PMO's organization shift, I clearly understood the need, the impact and the value. And it was very easy for me to make a case of absolutely we need at least one person with our OSPO. Why would we change that when we change an organization structure? The impact is there. And that's a, you know, if you think about objectives and key results, impact is one of the pieces of wording you often hear around that. And that was easy for me to broker in the forms and circles that I had access to that Dwayne wouldn't be in. And so when we ultimately shifted the organization yet again, I said this one goes with our OSPO. We will, as we decompose the organization, Dwayne, this is your program manager, steward their career. Hi, I'm still going to be here. I'm an arm with you. So the third example is how we went about building the organization. Talia mentioned we have sort of a large team for an OSPO our size. I mentioned earlier it was eight people and many times when I speak to other folks who lead open source program office, they say, wow, how did you manage to get eight people in your open source program office at your size? Some folks are lucky to get a couple, right? And we'll talk a little bit more about that. But first let's look at the friction and the evolution, that a la carte menu which is true by the way that I wrote and I put together for Jack. I had some, these are people we really should hire and these are people that you can choose to hire if we want to. That list of names? That list of names, yeah, yeah, yeah. Roles I proposed hiring in 2018, an inner source evangelist, a community gardener, a community organizer, and an open source program operations specialist, like lifted straight from the dock.  Richard may, Alyssa, but like because we had conversations about it I think. And so these didn't align to anything that indeed understood. No one knows how to pay them, no one knows how to review them, no one knows how to set expectations for them, no one knows how to hire them, no one knows how to source candidates for them. Because these roles don't exist. Inner source evangelist getting closer now. When I look at roles that I've proposed in a little more recently, technical program manager with inner source expertise. Okay, we can work with that. Software engineer at various levels, product manager, systems administrator. These are well defined roles with rubrics, pay bands, hiring funnels, processes, TA specialists, like a whole language that indeed understands. And that was the role that PMO helped me understand. And that was more of a role that I specifically played with getting to this point. But the thing I want to add is, you know, Ospo's are small, they will be small, especially at large companies. Indeed, just over 13,000 people now. If you think about an Ospo of eight and that proportion into your company, well maybe someone doesn't work in an Ospo forever. Technical program manager, they have opportunities to move around your company. Say their passion changes, their next interest area pops up and it's not with your Ospo. The company knows what to do with that role. They're not getting a shovel out and digging holes for seas and being like, yeah, I did that with a community. People are like, what are you doing? That a company knows what to do with. Software engineer, a company knows what to do with. Systems administrator, very, very relevant. And so that shared understanding within your company and your Ospo that leverage that common language really make it impactful. And then when we go do annual planning, budgeting, headcount requests, that's a simple justification because you've got a lot of that common language. The company's like, oh, yeah, looks normal. Great. Of course you need these roles. I think the other thing I would bolt onto the end of this is that one of the ways we were able to build and grow the organization that we did rolls directly back to that previous slide around how we set goals because as those goals and objectives and key results aligned with what else was going on in the rest of the business, it became easier to explain to people how this particular person, not role, how this particular role was going to roll up and support objectives that were beyond the open source team. And notice how it shifted from Dwayne's list of favorite friends to roles and skill based to deliver the goals. And there are probably some favorite friends that are still going to make it in that door because they are the right skill set, they are the right thing. But then the company doesn't look at it as like, Dwayne, why'd you just hire Jack? There was a thing that would happen occasionally where I would come to Talia and say, I need to hire this person to do this thing and I need your help to sell this internally and she would say, I'm not and you don't. And we would have to have the blunt and hard conversation about the many ways in which I was wrong and usually I was wrong, not always usually. The no wasn't a hard no, it was go back and tell me the why and what they're going to be doing and the value that they give and show me where they map to your goals or you have a new goal you need to tackle. And I'm like, homework is time, no until your homework is done. So the last one we'll talk about is how we handle prioritization and if we look back again to this 2018 OKRs with four objectives and 19 key results, that is still funny every time I look at it. When I first came in to indeed, there was someone at a PMO role that was flown out and to spend a couple days with me in San Francisco and they said OK, sit down and spread it out, what do you want to do? And so I got the post-its and the white board and I put it all up there and all of it was important and we had to do all of it. This is the distilled version. And Beth was wonderful, she looked at it like the whole time, OK, and at the end of it she just said, so that's a lot and just let it hang there. And that was the beginning of me coming to a more well-rounded understanding of what it means to really prioritize and in particular prioritize in the context of what else is going on elsewhere in the organization. Now Jacob Green from Moss Labs and deeply involved in the Ospo plus plus network has gifted us all this concept, this phrase that the open source program office is the API from organization to organization. And so what that means is if I'm dealing with some kind of open source issue and I need to talk to somebody over in Google, what I'm likely to do is reach to my friends in the open source program office and they are going to facilitate and enable that connection. And so I think it's a very valuable metaphor and I'd like to extend it here because if your Ospo is the API that enables effective collaboration, effective external collaboration, then your PMO is the API that enables effective internal collaboration. If you're leading an Ospo or working in an Ospo you cannot hope to have a total view on your own of everything that is going on in your organization above a certain size. That's what the PMO does. We are a wide network that reaches very deeply and widely across an organization and we can bring and share that perspective. And we are that phone of friends internally. So this isn't without risk, right? Your PMOs that you interface with or connect with or have access to are not all created equal. Yours may not look at all like today's example. If you have an awesome PMO that looks like a lot of what we've shared, go engage with them. Make that first connection with the API. Share those keys and secrets. Get in there and build that relationship because they can bring you a lot of value and really bring order to that chaos because that's one of our biggest strengths is waiting into the pool of chaos and saying look, there's some really cool tools in here and we're going to shape it for you and with you. But if you have a PMO that doesn't work like this, you're not stuck. And my guidance would be to go seek out the same characteristics but in different roles. You may have business operations. You may have strategy in operations. You may have a strategy office. You may have a business management office. You might have a random director of communications that's excellent at all this. We'll seek out these people with these characteristics and relationships and connect with that. There might be a senior manager of marketing that has a PMO background and they can go really, really start you up. So that's the thing that I would say is just because your PMO doesn't look like the massive questioning that you experienced today with Dwayne and I, you can still do this. It's not impossible. Anyone, I guess the thing I would say and the thought that I want to leave you with, anyone who's worked with me or around me for any length of time that's heard me talk about PMOs may have heard me say in the past that the PMO's job is to take weird things with weird edges and sand them down until they all look the same.  Open source is a little weird, especially compared to other business programs. I still believe this and I'll still say it in front of Talia. Generally, like program offices exist to bring order to the chaos and sand the edges off of things that look weird, but I think there may be another perspective here that we can offer, which is that a PMO can instead help you fill in the gaps around those weird edges and put a polish on the work that you're doing and taking that weird thing and help the business understand that it is valuable like a pearl. And with that last metaphor, we have a couple of time for question. Thank you all for coming. Thank you. We have a couple of time for question. I see a question over there. I'll repeat the question and then I'll give you a first shot. The question is, I have the sense that we had an advantage because Talia was in the PMO with some authority and interested in what we were doing and wanting to help us solve it. What do you do if you don't have a Talia in your own PMO? So that's only partially true. I inherited a situation where there was a senior manager that preceded me that had just been kind of staffing people out and I walked into the situation. Before I met Dwayne I knew nothing about open source except for the bottom stack of our company. I was like, great, we got people dealing with that. And then the other person that Dwayne mentioned that had been like, you have got a lot and distilled you down to 19. Engaging with your PMO on a consult is always possible. They may not be able to embed deeply, but go after that consult. Hey, look at my world with me. Can I get a couple of hours of your time? That's usually a service when you're fully centralized as a PMO that folks are willing to offer. So if you package it right or make your ask sizable enough, you can usually find that door that opens just a little bit and wedge yourself in. Also, if you don't get what you need out of the first person, try someone new. You've had four or five folks rotate through now, right? Three, I think. Okay, four or five folks. The thing that I would say is that your PMO doesn't feel anyway. People within your PMO do. And so to bolt on to what Talia says, if you aren't getting a good response from the first person, keep trying around. And in particular, pay attention for people who are at inflection points or transition points in their career, who are looking to make a case for promotion. They have a little more intrinsic motivation to show that they're having an impact somewhere and might be a little more willing to dive into the problem. I've been told to stop. It was a big red sign that said stop. We will continue to take questions, just not with microphones in our hands. Thank you so much for coming to the talk. We're blessed and grateful. Thank you. An extra applause for Talia. This was her first conference talk ever. Thank you all.


Her comics and essays have been featured on The Rumpest, The Weeklings, L.A. Review of Books, Truthout, S.F. Bay.ca, The Comics Journal, The Bay Citizen, Exo Jane and more. Please welcome Mary Naomi. Thank you. I've been thinking about my ex-boyfriend, Jason, wondering what became of him. Maybe it's true that he died in an awful car accident or maybe it's just a rumor, but I find it hard to believe that he just isn't anywhere at all. Sometimes when he appears in my dreams, I can't help but feel like he's haunting me, but I know it's naive of me to assume he'd even remember my name. I was 16 and in love for the first time. He was 21 with lots of experience in life and love. There was a lot going on at the time too. He was trying to launch a new career. I'm going to be an international model, he said. Four out of the six months of our relationship were spent with him in jail. The other two months weren't so great if you look at it from a distance. He cheated on me. I've never admitted to cheating on someone before and I've cheated on everybody, he told me. He was grumpy and he was always kind of hustling, vying for his next quick buck, but he was also beautiful. He scrutinized the world through passionate lenses. He always pulled himself up. He examined his faults and he desperately wanted to be a better person. I've never seen such a genuine attempt at self-improvement. He felt awful for the hurt he'd inflicted on people he'd care about. He wanted to make amends, he was reforming and then he went to jail. All those self-help books he asked me to send him, all those hours spent in AA even though he wasn't a drinker. All those letters he wrote me from jail, I saved each and every one, telling me how hard it was to stay good while surrounded by the criminally-minded. I remember this one guy when he was living in a house in Fairfax with a dozen other guys, I'm sorry, one night. He lived in this house in Fairfax with a dozen other guys and a coke dealer who was on the lease. Jason and this guy, Chris, lived in tents in the basement. Sweet, soft-spoken Chris, who later freaked out at a supermarket on LSD, went to prison, then spent the rest of his short life as a homeless schizophrenic before throwing himself under a bar train. That night, Jason had just admitted something to me. I don't remember if it was about the cheating or if it was some other dark secret, and I was in shock. We'd run out of words for each other and we were gonna sleep on it, but when he opened the door, the whole world changed.  We stood there slack-jawed, and once the dust cleared, we saw two of his roommates in the next room. I never figured out if they planned it that way. If they knew someone was coming home at that moment and had synchronized the demolition of that wall to the opening of the door. How could they? Regardless, the timing was impeccable. The boys were having an eviction party because the coke dealer had stolen everyone's rent money and they were all getting kicked out. All those lost young men with no place to go, no family, no money. The walls were spray-painted, then hammered into pulp. All the coke dealer's worldly possessions were destroyed.  I remember following this one skin head around using my own can of spray paint to correct his spelling errors. Even as a 16-year-old high school dropout, I was meticulous about spelling. But come on, how can you miss spell fuck? It's embarrassing. Jason and I were already so drained when he walked through the door and it didn't take long before the same questions presented itself on everyone else's brow. I called dibs on sleeping in Pete's car, said the punk housemate. Didn't you throw his TV through the windshield? Asked the housemate who worked at Radio Shack. Yeah, that's how I'm getting into the back, said the punk. Damn, said Radio Shack. Jason gathered his things and loaded up his VW bus. We drove out to China Beach and parked by the side of the road, closed the makeshift curtains to keep out the glare of cops' flashlights and passed out, spooning under his stinky sheets. All the bad stuff was behind us, left in the burning rubble. The house burnt down that night. The next morning, we watched the sunrise with a Violent Femmes album in the tape deck. I screamed along to lyrics I didn't know yet. It's one of my happiest memories even though it happened a million years ago. I can't say I've regretted my decision not to be with Jason after he got out of jail despite so many years of missing him. I was young, but I was old enough to recognize that there'd been too much drama between us in too short a time. I couldn't let his felony conviction hold me back. I was only 16, I wanted to see the world. He ended up traveling the world long before I did. I didn't really start until I was in my late 20s which is a much different experience than it would've been as a teenager. For one thing, I'm safer as an adult. I have places to stay, money to pad me, should anything go horribly wrong. I'm also lonelier than I probably would've been back when I was fearless and could talk to anyone. I'm more reserved now. I'm less inclined to pry the life story out of a stranger, something I used to do all the time. It was one of the things that Jason used to love about me and now it's gone. But even though I'm a different person now, I know we could still appreciate each other no matter what we both become. It's this reason that I've searched for him through old phone numbers, mutual friends, and the internet. I even spent money on one of those internet searches. Got his last dozen known addresses hoping I was writing the right person. I hand wrote a dozen letters and sent them out into the world. Jason, is this you? Please write back. Be my friend again. I'm sorry I cut you loose. Most of the letters got returned to sender. Some of them didn't. One got written on and sent back in anonymous rage of a note warning me of Jason's wicked ways. A word of advice.  He uses people. He is a bad man. He'll take advantage of your good will. When I saw that angry scrawl, two pages of raw hurt, my heart sank. All that time he spent trying to make himself a better person. How can that all be gone? This next one's much shorter. Independence Day, 1988. I'd been a runaway for about a month and I was getting used to being on my own, becoming scrappy. I was less afraid of the present but more nervous about what the future might hold. I had new friends and I hitched a ride to the beach with them. It was so dark that when I lit my cigarette, the flame lived on in my eyes long after it had gone out. When I stepped into the sand, something magical happened. The sand lit up from below. Whoa. Oh, I've heard this, of this happening, said one of my new friends. Phosphorescent particles, blah, blah, blah. Men'splaining. Step. Step. Thank you.


Live from San Francisco, it's theCUBE. Covering Flink Forward, brought to you by Data Artisans. Hi, this is George Gilbert. We are at Flink Forward, the conference for the Apache Flink community sponsored by Data Artisans, which is the company commercializing Flink. And we have with us now Enrico Canziere. Wait a minute, I didn't get that right. Canzoniere. Yeah, that's good. Sorry, Enrico, from Yelp. And he's going to tell us how sort of Flink has taken Yelp by storm over the past year. Why don't we start off with where you were last year and in terms of your data pipeline and sort of what challenges you were facing? Yeah, sure. So we had a Python company in the sense we've developed most of our software in Python. So until last year, we had most of our stream processing was happening in Python. We had developed any announced framework that was doing Python processing. And that was really what we had. There was no Flink running. Most of the applications were built around a very simple interface that was process message function. And that was what we expected developers to use. So no real abstraction there. Okay, so in other words, it sounds like you had a discrete task, request, response, or a batch and then hand it off to the next function. And that's, is that what the pipeline looked like? The pipeline was more of a streaming pipeline where we had a Kafka topic and input and we had these developers will write this process message function where each message would be individually processed. There was a kind of the semantic of the pipeline there. And then we will get the result of that processing task into another Kafka topic and then get another processing function on top of that. So we could have very easily two or three processing tasks all connected by Kafka topics. Obviously, there were like big limitations of the kind of architecture, especially when you want to do something more advanced that can include a windowing aggregation or especially state management. Because Kafka has several layers of abstraction and I guess you'd have to go pretty low level to get the windowing, all the windowing and state management capabilities. Yeah, it becomes really hard. You basically have to implement by yourself unless you're using, you are on the, maybe conference platform or you're using what they call Kafka streams but we are not using that. Oh, no, okay. So obviously we had to, we were trying to implement that on top of our Python simple framework from zero. So tell us how the choice of Flink, you know, where sort of, where did it hit your awareness and where did you start mapping in into this, you know, this need for this pipeline that was Python based? Yeah, so we had a really, I think two main use cases. This was last year that we were struggling to get right and to really get working. The first one was a connector and the challenge there was to aggregate data locally, scale it to hundreds of streams and then once we aggregated the data locally, upload the data on S3. So there was one application. We were really struggling to get that work because of like we, in the framework where we had, we had no real abstraction for windowing. So we were, we had this method, process method function where it was trying to implement all of that and also because we were using a very low level Kafka consumer primitives, getting scalability was not that straightforward. So there was one application that was pretty challenging. The other one was really a full, pure stateful application where we, we needed to retain the state forever. It was doing a windowed join across streams. So obviously the challenges in that case are even more because we will have to implement state management from the ground up. And all the time, time semantics. Yeah, we basically know even time semantics. We were not supporting that. There was a, so we looked at fling because of even time support. So now we could actually do even time processing. State management support already implementing. Like it's way different than implementing it from the ground up. And then obviously the abstraction, so the streaming primitives. You have windows that are, you have a nice interface that you can use that makes developers who are writing code, it becomes easier for them. So let's start with the state management. Help us walk through like what capabilities in state management does Flink have relative to sort of the lowest level abstraction using in Kafka? Or perhaps what Spark structured streaming might provide? Yeah, so I think the nice features in streams are really around the fact that the state management is implemented and fully supports the clusterized approach of Flink. So for example, if you're using Kafka, Flink already, in the Kafka connector, Flink already provides a way to represent the state of a Kafka consumer. It also, for operators, if you have a flat map or you have a window, state for windows is already fully supported. So if you are accumulating events in your window, you don't really need to do them, nothing special. The state will be automatically maintained by the Flink framework. That means that if Flink is taking a snapshot, so a checkpoint or a save point, all the state that was there will get stored in the checkpoint that you will be able to recover. For the full window? Yeah. It's like, because it understands the concept of the window when it does a checkpoint. Yeah, because it's a native support in Flink for that. And what's the advantage of having state be integrated with the compute as opposed to compute and then some sort of API to a separate state manager? Yeah, it's definitely like code to clarity.  Because in the end, if for every stream processing application you need to go ahead and implement or define, implement basically the way your state gets stored, that really makes a very complex application, especially on the maintenance. So in Flink, you kind of focus on the business logic. So we actually did some tuning on the state manager and that was necessary. But the tuning that we did applies in the same way across all the application that we built. Then users who want to build an application, they focus on the business logic that they want and they have, I would say, this state is more kind of declarative. You say, you want this map, you need this list in the state as part of the state and Flink will take care of actually making sure that it gets into the checkbox. So the sort of semantics of state management are built in at the compute layer as opposed to going down to an API for a separate service and other implementations. Okay, so all right, we have just a minute left. Tell us about some of the things you're looking forward to doing with Flink and are they similar to what the DA platform that's coming out from data artisans or are there, do you have like still a whole bunch of things on the data pipeline that you want to accomplish with just the core functionality? Yeah, we definitely, I will say one of the features that we are really excited about is the stream SQL. So I see a lot of potential there for new applications. We actually use the stream SQL at Yelp. We deploy that as a service so it makes it easier for users to deploy and to develop a stream processing applications. We definitely are planning to expand our Flink deployment, introduce new apps and especially one of the things we try to do is especially building reusable components and trying to deploy the reusable components are very coupled with the way we think about our data pipeline. Okay, so would it be fair to say that can you look at the DA platform and say for companies that are not quite as sophisticated as you, that this is going to make it easier for mainstream companies to build and deploy, operate? Yeah, I see good potential there. I was looking at the presentation in the morning. I like the integration with Kubernetes for sure, since that's where the current trend for application deployment is going. So yeah, I definitely see potential. I think for Yelp, we clearly have a complex enough deployment and service integration that won't probably be a good fit for us, but probably companies that are approaching the road to Flink now and we'll probably have like a radio and existing Kubernetes deployment. They may probably give it a try. Okay. All right, Enrico, we got to end it there, but that was very helpful and thanks for stopping by. Thanks for having me here. Okay. And this is George Gilbert. We are at Flink Forward, the Data Artisans Conference for the Apache Flink community and we will be right back after this short break.


Your Coca-Cola bottler presents, Claudia, Claudia, based on the famous play and novels by Rose Franken. Brought to you transcribed Monday through Friday by your friendly neighbor who bottles Coca-Cola. Relax, and while you're listening refresh yourself. Have a Coke. And now, Claudia. Hello, Lottie. Good morning. Oh, well, Mrs. Brown. Gee, I'm glad to see you. I'm always glad to see you too. Gee, you look good, Mrs. Brown. You're looking pretty good yourself, Lottie. Well, I am kind of fixed up today. Got an important date after work. I see. I'll call Mr. Norton right away. No, I'll go right in. He expects me. Go ahead. He's speaking on the telephone just now. Oh, well, then I'll wait here. Well, I'll let him know you're here, at least. That way, you'll get through faster. Mr. Norton is always glad to see you, Mrs. Brown. Not as if you were his mother-in-law at all. Is that so unusual? Well, you've heard mother-in-law gags too, haven't you? You know something, Lottie. I think there are fewer mother-in-laws in this world than people think. I wish there was one more. I wish I had one. Oh, well, maybe someday. Is your daughter coming in today too? I know nothing, Lottie, except that I received a message to be here at the office at 12.30. Oh, Mr. Norton must have called your director. I didn't put no call in for him. I guess your daughter will be in. You two are just like sisters the way you get along. Habit, I suppose? Habit? Love and no kidding. Like Mr. Norton and her. That's love too. Oh, there's Mr. Norton's light on the switchboard. He's through talking now. Hey, Lottie! I'll go right in. Don't disturb yourself. Hello, David. I'm here right on time. 12.30 sharp. Well, well, well. This is a surprise, mother. I'm not your wife. I'm always on time. It's not often here. I wish you'd make more of a habit out of this sort of thing. What sort of thing? Well, you've caught it from Claudia. I'm not making any sense. Now, there's nobody in the world that I'd rather have drop into my office unexpectedly than you. Now, sit down. Rest your weary bones. Sit down. Well, what did you say? Unexpectedly? Don't apologize. That's what I said. No, now, David, listen to me. Don't pretend you didn't leave a message for me to be here at 12.30. A message? Well, it wasn't easy for me to drop everything and come. What'd you drop? Well, now, stop fooling. What is it? Is something wrong? Is it Claudia? Is what Claudia? Is that why you called me down here? Just look, mother. I didn't call you down here. Well, Lottie said she didn't call. I must have been you. Now, say, I may seem thick in the head, but then me what?  Well, my cleaning woman, Minerva. Minerva? Well, she didn't say whether you were a man or a woman. She just said, be here at 12.30. Oh, it was you, wasn't it? No, no, it wasn't this man or woman. David, it wasn't you? No, no, honestly, it wasn't. I wish it had been, but it wasn't. Now, I'll assign you who that message was from. What's the difference? Now, you're here, and that's fine with me. Now, David, it's funny. I don't like it. Now, mama, just what are you beginning to imagine? I was so sure it was from you. And if you were worrying because it wasn't, it's a lot of nonsense. Why not worrying? Believe me, now, don't tell me. I'm thinking. You're worrying. I know a good worry when I see one. Oh, you know too much. You look exactly like Claudia when she's worrying, and now I know where she gets it from. David, is she all right? Claudia? Well, mother, she's fine. Look, if you have something to tell me, don't be around the bush. Just tell me. Now, whatever you're thinking, the answer is no, she is fine. She didn't come to town with you. No, no, she kissed me at the station like a dutiful wife, and then she went home to tend the baby, like a dutiful mother. Then the message couldn't have been from her. Of course not. Whoever it was from, your manoeuvre got it all gargled up with the mops, and it's no reason for you to start imagining things. Believe me. Oh, I suppose you're right. Of course I'm right. Manoeuvre's a first-class gargling. Well, I'm on my way. Well, wait a minute, you're on nothing of the sort. We're going to have lunch together, you and I. David, a man's office in no place for his mother-in-law. I don't argue with me. Especially an uninvited mother-in-law. I don't care. I am leaving. So am I leaving. We're leaving, and we're having lunch, and no back talk. Hmm, bossy. Yes, bossy.  To treat Claudia, maybe. I still think it's funny about that message, David. Say, you know, Mama, maybe it was Claudia. Oh, she'd have left her name. No, Claudia thinks everybody knows her voice, even Minerva. She doesn't even know mine. Say, Mama, what do you say we call up Claudia in Eastbrook? What for? Just to get to the bottom of this. It'll put your mind at ease. My mind's at ease. It's a waste of money. What? If she's there, she's there. If she isn't, she isn't. No, I know where Claudia gets it. Your daughter, Mrs. Brown, is the frugal kind of woman who reads the headlines of a newspaper on the newsstand and then doesn't buy it. And what's the matter with that?  Hello, operator. Operator, give me Eastbrook 276, Ring 3, please. Yeah, yeah, person to person called Mrs. David Norton. My number is Plaza 57099. Thank you. The girl talks through her nose. Now, in a moment, Mother, all of your fears and worries will be dispelled, abolished, and dispensed with. And if it wasn't Claudia, I still won't know who that message was from. Oh, curiosity, thy name is like mother, like daughter. You, too. Oh, yes, operator. Mrs. David Norton from Mr. David Norton, person to person. I bet you spoke to her already this morning. I wouldn't put it past you. No, for once I didn't. I was tied up, so I didn't have a chance. Oh, what, operator? Oh, I see. All right, thank you. Now, wouldn't you know it? Circuit's busy. Always, at a time like this. Now, I'd still nothing to worry about. David, did she mention anything? Come on now, think. Now, Mother, I am not going to worry about Claudia. Claudia's old enough to take care of herself. But is she bright enough? She's bright enough to take care of you and the bargain, Mrs. Brown. Don't you forget it. Say, I know, I know. Maybe you were the wrong number. David, I wasn't the wrong number. Well, you could have been. Well, if you'd lived with Claudia as long as I have, you'd know there was something to worry about. Well, I'm... Hello, hello, hello, Mama, you here already? Hello, David. Well, kiss, don't stand there looking at me. I'm sorry I'm late. Claudia, what are you doing here? Saying hello. Hello, Mama. Hello, David. Hello, Mama. Hello, David. But what are you looking so surprised about? Claudia, did you leave a message for me to meet you here? Well, who do you think called you? Would anybody else? Fresh. And why didn't you leave your name? Why should I know? I asked you, Mama. How many people would ask you to meet you here at David's office? Hmm, I give up.  Now, Claudia, don't change the subject. Now, tell us, in words of one syllable, what are you doing here? Aren't you glad to see me? Yeah, I'm glad to see you.  For lunch. You came for lunch. For lunch. Now, I think I'd just settle for a kind word. You get words. Wasn't lunch in Eastbrook good enough for you? Now, hush up, Mama, and stop looking so surprised in the face. Where are we eating? Claudia, please, now, when did you decide to come into town? I didn't decide. I just did. Then when did you just did? Well, after I put you on the train, I went home, and that's when I just did. I told you she wasn't very bright, David. Claudia, is everything all right? Everything what, all right? At home. Now, you come to the point, Claudia. Why are you here? So that you two would ask a million questions. Come on, I'm hungry. Let's go. Did you have to go to the dentist or something? Why? Do you have a toothache, David? Claudia, look, I'm trying to figure out, without any help from you whatsoever, why on earth you came into New York. I told you to have lunch and to see my poor old mother.  And I don't have to see the dentist. Well, just who do you have to see? Oh, do I have to see somebody? Honestly, I come into New York on the spur of the moment, and it becomes a diplomatic situation. Claudia, I never trust you with a spur of the moment. Claudia. Yes, Mama?  Come right out with it. Be blunt.  You would be the first to know. Go on, you heard it.  Go ahead, ask her anything. Well, ask her. Ask her. See what you get. I didn't get anything. Claudia, are you on your way to see the doctor? Me? The doctor? Do I look as if I need a doctor? Gee, I thought I looked pretty well in the mirror this morning. Well, you still look pretty well, but, but... Look, now this is getting interesting. Go on, Mother. The, the floor is yours. Claudia, are you having another baby? Is that why you came to town? Am I what? You hurt me. Are you having another baby? Did you come in to see the doctor? Now, why should I see the doctor, Mama? Because that's the first thing you do when you have another baby. Now, what would a girl do without a mother to tell her things? Then you are.  Behave. Just wait a minute. Let me catch up with you two. There's nothing to catch up, now calm down. I told you I came in for lunch, not for a baby. You'll believe her, David. Now, when she's in this mood, Mother, I don't even know whether I'm coming or going. Now, look, let's just go out for lunch. Mama, now come on, let's go. David hasn't got all day to sit and talk. David, I give up. All I can say is that this is why she behaves at home. You're a man of great endurance, great patience, and I'm well rid of. You are well rid of... Oh, hello, hello, everybody. Hello, Claudia. Oh, Mr. Killian. What a relief to see someone with a grain of sense. Come on in, Roger. There's room for you, I think. You work here sometimes, don't you? Good morning, Mrs. Brown. Claudia, what a delightful surprise. How nice to see you. Is it? It is.  I knew this morning was going to be a beautiful day, and now I know why I knew. David, you have such a nice partner. You know, it's strange how the nicest men turn out to be architects. Well, I chose him with you and mine. Very thoughtful. Claudia, you're looking lovely. I have an idea. What? I'm going to take you all out to lunch. Not an everyday lunch, but someplace elegant. Roger, aren't you going to ask me what I'm doing in New York? And why should I? Do you mean to say you're not even surprised that I'm here? I'm delighted. Doesn't make you worry. You don't want to know why? Not to least bit interested. I'm only interested in the fact that you are here.  Well, David, well, Mrs. Brown, here is your example. Follow it. Here is our what? You follow it yourself. I have finally found one person who takes me at face value. There she goes again, David. I finally found someone who looks at me and says it's nice to see you. Doesn't want to know a million whys and wherefores. Who isn't suspicious, who isn't worried, who isn't mistrustful. Roger, you're wonderful and I love you. Well, thank you. Mrs. Brown, do you know what this is all about? Well, it would appear, Mr. Killian, I have a very unpredictable daughter. Yes, and Mr. Killian, I married her. And believe me, it is exactly like having a romance with the weather. This broadcast of Claudia was supervised and directed by William Brown Maloney. Have you had a busy morning? Are there still numerous chores ahead of you? This may sound paradoxical, but you'll probably get through faster if you slow down, reach for an ice-cold Coca-Cola, and relax a few minutes. For Coke brings the pause that refreshes. And when you work refreshed, you get more done in less time. Every day, Monday through Friday, Claudia comes to you transcribed with the best wishes of your friendly neighbor who bottles Coca-Cola. So listen again tomorrow at the same time. And now this is Joe King saying, or if why?  When you think of refreshment, think of Coca-Cola. Or Coca-Cola makes any pause the pause that refreshes. And ice-cold Coca-Cola is everywhere.


Welcome to the elite group. What's going on for ya? We're getting crazy. We're getting crazy, we have a special guest, new business partner. We're getting after it, we're going live. We got the whole crew here today. We're gonna be streaming this thing while they come here. What's going on? Hey, make sure it's working good. But you put in the work, my brothers and sisters, every single day.   Gentlemen, how we looking? We ready to fly? Have you calculated the wind variation at 55 feet? Okay, make sure. Go and make sure I was thinking about you today with the wind, you know? Throw the piece of grass in the air. Yeah, I think we're more north to south or north-south. Is there a variance of about 16 degrees in the temperature from yesterday? Yeah, you're dialed. Brandon, how are ya? Awesome, man. How far out are we? We're ready to go, ready to show the team. Everything feeling good? I'm ready, yeah. I'm on, I'm on, hi guys. Hello, we're live streaming to eight platforms right now. We're getting after it. We're welcoming you into a new guest into the lion's den and business partner, Brandon. How exciting. This is my beautiful wife. She's ready to go. She's always excited. She's moving, shaking, pushing, pushing the boundaries of being a woman and all that crazy stuff and doing wild stuff, hanging out with my best friend, Jacqueline Elliott and Andy Elliott. Calling shots, here's the team.  It's the team, we're here, baby. We got a special look for ya. We got the twins, you guys know the twins. The twins are something else, you got Big Rae. You don't know, now you know. Come on. All right, hey, give us something special, now. Did you give us something special, a little word of encouragement, maybe a little pearl to make a necklace out of? Yeah, hey, Sean, when I was your age, oh wait, I already did that one this morning.  Wake the hell up, it's 2023. We got the team. What's your team look like? Woo! They run it all through, is they firing? Yeah, let's go, let's go. We got Evan, Macklin, and Ian, the twins out of Colorado. What's up boys, you ready for this? This is live streamed at Eight of Andy's platform. Woo! Due to Facebook, LinkedIn, you got it all right here. Guys, we're just out here attacking, we're just out here growing, we're just out here living, we're just out here having fun. How many people do you know right now that are attacking relentlessly 24, 7, 3, 6, 5? Guys, that's how we're built. We're humans, we're built to attack, we're built to go grind, we're built to accomplish our dreams, we're built to freaking go out and give what we want, man. We're built to attack, man, get out there and attack today, that's what we're gonna stay doing. We got a special guest coming down here, his name is freaking Rob Bailey, if you don't know, one of the best things I like about Rob, freaking progress over everything. Progress over everything. I have a question for you guys. That's what's built our company. Question is, so you two twins going at it, automotive, dominated, you're in the entrepreneur space, pushing businesses to another level, scaling millions, if they wanna get a hold of you, what's your 480 number they can text you at?<PHONE_NUMBER>, she haven't said, Evan's not the smarter one, Evan's the better one.<PHONE_NUMBER>. Okay, that's to the maximum, that you want some advice on scaling your company or building a team. You gotta hear this, you gotta hear this, have some progress over everything. Progress over everything guys, you gotta get the progress in your life.  That's what we're about to do today with Rob, it's gonna be freaking insane, it's gonna be awesome.   Oh, we got the team fired up.  Hey babe, you look amazing today, you feeling good, let's go, where's Jaclyn? We got a special guest, Justin Cross, we earn it all. I had some good news about you and Sean Whalen, what happened there, buddy? Sean Whalen is the man. Yeah, I'm going to be helping him in the lion's den coaching. Congratulations, brother. I saw that in Zoom, they're amazing, awesome though. An executive coach with Sean Whalen, that's powerful. We're touching Justin Cross. Actually helicopter here today, where's that? There we are, there's Zoom. They were getting a little pissed off because they didn't like Blackhawks landing. That's what Andy wanted to fly in today, but they were being a little bit, they're playing small. The city's playing small. Come on, city. I love it. We got Brandon behind you, that's Andy's brother, digital gangster, production specialist, but we're just in here. We're going to wait until Andy and Rob pull up. This is going to be a little fun. We're going to introduce him to our dad, how we roll, how we grow and scale minimum, team, culture, core values. It's why it's come first, man, we're a result-driven company. Our people before us is our motto. That's a core value of ours. Rounded by crazy. Hi, Atticus. What's up, buddy? See him and I'm down? Little dog walking. You know, when you run like this, men and women are like, oh, that's a hype show. A hype show doesn't scale a company. Being a hype show doesn't put money on the board and doesn't get results for your clients. We bring the energy and passion, and we got sick skill in closing negotiations and systems and processes. Building systems and processes for the 21st century. The Cell Stream, CRM, Right Labeling, VT. I'm on the stream, babe. I'm live streaming. I'm live streaming the call or the video. So we're getting ready to roll. Here comes Brad and Rob. He'd be absolutely crazy, man. We love Rob. Three years, we've, four years we'll have studied his music, listened to what he's done, how he scaled his company. Rob Bailey has a powerful story. Hi, mama. Welcome. Let's go. Yeah. Our system got Andy here and Rob are doing a partnership deal. So are you telling them what it looks like? Are we gonna wait? So yeah, we got a work to do. Rob can be with us all day. And tomorrow, while we build this infrastructure of this, it's gonna be special. Rob wants a team. He wants a team. He wants a group of men and women that he can trust and rely on to get this thing rolling. But this is what it's all about right here.  What's up, my brother? How are you, dude? Looking great, man. Nice to meet you. That lose you? Right there. Rob, big right. Picture, hold on. I'll show you the internal. We'll walk you guys through all this here in a second. Give me a second. Bend down just a little bit. Bend down just a little bit. Bend down just a little bit for me, lover. There you go, right there. That's what we were then. We'll make sure we get it on video. 35-7, you know, Andy comes out to that music every time people know that that's music he comes out to every time, right? And now here is this little kid and I remember it was just us and I was like, what are you listening to? And you would, you'd see him go through text messages for years, blasting out people.  There you go. He blasts out to everybody.   It's also like, you know, I think it pushed him when nobody else was pushing him. I'm not allowed to even push him. You're gonna have a, yeah, him and Jacqueline. And it's like, it's her pushing him towards the music pushing him. And so that music really, to us pushed our company to where it's at. You know, it made so, it just special, it's special for us. Yeah. That's a quick one up there. Can I just say a few words? Introduce me to the, what is that? One more step. I used to tell myself that because you put a bearing load on me, Jacqueline put a bearing load on me. One more step. And then I got to introduce that album up there. And we speak that together. We want to tell each other, we want to tell people about the company. So one more step and album up. What I'm gonna do is do crazy, crazy.  I will not film, I will not film, Jacqueline. I will not film my marriage and it's built and it's paid for and it's customary. It doesn't matter. It's code. Code, it's culture. For the core values, it doesn't matter. It doesn't matter. It's all about the foundation. Yeah. Okay. I'll tell you Andy was on that stage. By the way, you guys are out with just a frickin' light. So I'll talk to you this morning about you resonating with life. We made everybody in the seminar. We went to write it down and listen to it and we were just fucking... Everybody was watching. And everybody was like, and Andy's great at explaining where he was at in life when he actually decided to make those decisions. And he always plays your music.  This is how I changed my life. And it's crazy because he was right there. And that was one of the most powerful moments I've seen in one of our seminars where it's like everybody was talking to him. Everybody was like, fuck, this is what it's about. So it leads to our soul. I mean, Andy's kids know every frickin' lyric. And Bob Bailey actually pissed me off a little bit because I'm like, Andy, do we gotta do the Bob Bailey? Oh, yeah. Bob Bailey. He's progress over everything. So our goal in the Elliott group is to provide progress on one to each other to other people that need it. Progress is everything in our company. Progress is everything mentally, physically, spiritually.  I was like, fuck!   Yes! Yes. Missed after this round, we played here. We played in the Stoney One. And it invited him to create new ideas for all of these people because it's a lot of parking. It's not just the work. It's not just recreation. It's a lot of parking. And I think that's what resonated with all of us that we have that awareness but we also have a lot of work and we have to work hard so that you can't lose your art. We all feel that. So there's so many things that we've seen through Andy and he started with you and he's strengthened and got bigger and bigger and everything, every coaching call, your name comes out. I think he's insane. He talked about what we're about to talk about. This is the style. He turned Brad Dean on to Rod Bailey.  This is just, so just the impact has been amazing. So thank you for everything just because, I mean, I know you've touched every person here and I don't know if everybody's on the street but I know how you've impacted this thing. And this man needs all of us and there's something that's... Hell yeah!  I'm trying to be funny, you're pretty.  So I'm giving you something that needs to be used. And literally, I'm giving you that money and you're gonna have to make a living out of it. I don't have any support for any of you guys. So I'm like, I don't have anything to do with you. I don't have anything to do with you. Hell yeah! Yeah! I'm sniffing out your stuff. Why? I don't know. Hey, whoa, whoa, now it's a trick. We're both helping from any doubt that there's gonna be no traders next to him and we've got to be sure of all of this. So y'all stay on the mission. So, Brad and we'll be asking one night if you know what they're gonna do with us. And I'll tell Brad, so I'll honestly talk to y'all. He's like, yeah, sometimes y'all don't turn to me. I don't think you can turn to me. You're probably not too bad, you know. Yeah, I understand that. Yeah, but that makes sense.  Yeah. And everybody's losing their edge right now in life. And we see it every day. We watch it. It's very rare, we're all really, we see people who are great, who are behind closed doors, go say, hey, I'm great, and we turn the camera on, and they're behind it, they have no purpose anymore. We lose our edge. We will never lose our edge because, and this is what we need to know, which sounds weird, I told a lot of people we're talking about you because I say, we got the car, I say, can we listen to music? Right, like that's kind of funny, right? I'm trying to figure out what's the rule. But people always say, hey, like, why is there like, dude, my husband goes to bed every night in our bedroom every night.  He's like, no, dude, I got to stay in my zone. I got to keep my edge, right? And it's just like, that's been our edge. You know, we'll continue to do it.   No, no, no, but I'm ready. But my dad, if I say no, then you're ready. Yeah, he remembers every day. He remembers every day. But anyway, let's go work. Let's do work. Hey, baby. Baby, general. All right, guys, go! Hey, you guys be good. That's the team. We're heading upstairs. You guys go crush it. You stay dominant.  We're ready to roll. Have a great day. Smash it, rewire your minds. My brothers and sisters, and let's go get paid what we're worth.


The first round was 28 seconds to engage, 28 to suppress. On the second one, it was 27 seconds to engage and 33 seconds to suppress.