Aloha and welcome back to Talk Story with John Wahee. And my very special guest, the Senator, State Senator from the Windward side, Jared Kail Kahole. I got it. It's a great name, by the way. And it's good to have you here. And Senator, it's my pleasure. You represent the Windward side of Oahu.  Yeah, it's Kail Kahole. And it took me a while to learn myself, but it's really a privilege to be on with you, Governor. I think part of what, part of the reason why I'm here is because of you, because I grew up watching a Hawaiian on TV as the governor. I grew up in Kaneohe. Actually, I started in Kailua. And when I was little, people in Kailua will remember the flood that took place on New Year's Eve, I think it was 1987. And so we ended up getting washed out over there. And our families from Kaneohe and not too much, not too long after that, we moved back. And I grew up on our Ohana land and our genealogy places us in Kaneohe where I grew up. 600 years. I remember that flood. That was my disaster as governor. Oh, really? That occurred when I was governor. Right. And I remember going on visiting the sites and, you know, going out there and trying to, I don't know what, trying to look like I was, you know, really doing something about it. But anyway, it was, it was fun. And one of the more interesting things about that whole disaster, which was tragic and people did get hurt, was the way I ran into Frank Fawcett. And then we started to try and I would do each other to show who was helping the people more. But anyway, you got to be senator. You grew up in the district. And my understanding is your district runs from Kailua High School to, why don't you tell us? Yeah, so if you follow the ko'olau, the Kailua side boundary is right around Kyoglu Drive, Kailua High School area, Olamana. And then I run right along the ko'olau to Valley of the Temples. And then it's sort of like a triangle. Then it cuts across the bay to the marine base and Aikahi. So I have all of Kaneohe and most of the Maoka neighborhoods of Kailua and Kauainui. So it's an area I know Yeah, you grew up in it and you know it well. We were going to, actually my intention and originally for this program was to talk to you about Aia and the fish pond there and the good work that I know you have put a lot of time and effort in the restoration. And I was very interested in just briefly in what you were doing and whether or not someday we can see a melting of traditional Hawaiian culture and modern technology and the production and the making these fish ponds productivity. Yeah, so actually the thank you for that, the credit for the work that has been done at Aia, especially at the fish pond, really needs to go to the practitioners that are over there in the community, way more so than anything I've done. The folks at Paipae Ohe Aia, especially Hile Kovelo and the original founding members of that Hui over there, have been at this for decades. And it's been a real guerrilla struggle for a long time. And more recently, they really have been able to make significant progress at the pond. If you drive along Cam Highway through Kaneohe and you pass Windward Mall and you drive down to the past the pond, you will actually see the pond. Whereas five years ago, it was just mangrove forest, 60 feet tall on both sides. They've done really, really significant work. And so part of the way forward is coordinating with the folks at the pond in Aia.  And so the future is trying to figure out ways to maintain those areas, keep them in food production, maximize their food production and then deal with all of these modern day challenges like sediment and chemical runoff and climate change. What rising sea levels are going to do to the ponds? How they're going to have to adapt? And how they can be leveraged and mobilized to create abundance again are some of the real significant issues. And they've gotten national and international notoriety. Senator Schatz worked with us, it was primarily his leadership to get a federal NOAA designation for that whole Ahupua'a as an estuary research reserve. And so they've unlocked a lot of resources and funding from the federal government to do things like climate adaptation and resiliency work. So it's exciting stuff over there. It's exciting to me because I told people this for a long time. People sort of dismiss the traditional ways of doing things as something from the past. But when you do something for a thousand years, you get better and better at. So the Hawaiians were actually very scientific in a sense. But what's exciting is taking that science and dealing with the science of today in solving things like climate change and the rest. And so I know you've got a really exciting project there. And I would love to see it become a model for other fishponds in the state of Hawaii as to what can be done. I'm going to jump subjects, Senator, because I know that you're the vice chairman of the Senate Judiciary Committee. And yesterday, I was reading my newspaper and I saw this, I guess it was a guest editorial. And it read that the judiciary should reflect our diversity. And it was written by, I think, three or four people who are thoughtful people, people who write books and think about things like this. And I guess this is already, I know that this is all related to the fact that, again, tomorrow you will be dealing with the nomination that Governor Igay set down for a new judge for the Intermediate Court of Appeals. Why don't you tell us what's going on and with regard to the actual hearing itself? And then I want to follow up with some questions I had based on this article and a whole bunch of actually emails that I got overnight and text. Yeah, thank you for that. So the Senate's role constitutionally, as you know, is to confirm judges that are appointed by either the governor or the court to serve. There's a whole process that's intended to ensure transparency in the selection and to ensure that the selection of judges is merit-based, especially these appeals court judge positions because they are unelected positions of pretty significant power and influence, especially as it relates to the shaping of the law when a case is decided and the parties don't agree with the outcome they appeal to the Intermediate Court of Appeals, which is where this judicial nominee will serve for 10 years if confirmed by the Senate and be in a position to make a lot of decisions on things like water rights, on ceded lands, on Mauna Kea, on criminal justice. You know, just about anything that's litigated if it goes on appeal will go before this court and the opinions that they write and the rulings that they make have really significant impact. And so yeah, I think it is important that in the justice system, as we've seen from last year's, you know, movement and everything that happened around, you know, after the George Floyd killing, we are having this national moment of reflection on diversity and on how the system, you know, needs to be representative of the people that participate in it. Well, I tell you, what is an interesting, there's an interesting paragraph here in this, in this letter or guest editorial, and they say they're not questioning the nominee's integrity or whether he's a good attorney, but they want to need to focus on the need for diversity. And apparently, I didn't realize this, but the Supreme Court, both the Supreme Court and the Intermediate Court of Appeals, doesn't have a member of that's Native Hawaiian or Filipino or African American or anything other than Caucasian or I guess maybe Japanese. And what the point of this article was, assuming that they were people, well, what they're saying is that diversity is important, that that shouldn't be the case. And what would be the justification for that? I mean, you know, most people like to think that judges are colorblind, or at least, you know, just prone to follow the law, but does diversity play a part in how people view the court and how decisions are made? Is that an important criteria? Yeah, absolutely. As this ambulance goes by my house. And here's why, you know, we have a very unique culture and experience in Hawaii. And as a result, as a direct result, we have a very unique legal history. And you know this very well, you know, the public trust doctrine, which is a seminal part of our local society over here, the embedded right for people to have free access to the beach, free access to the mountains for hiking and recreation and gathering.  These were rights that existed, you know, all the way to the ancient time. And it's a recognition of those practices that led to these rights being encapsulated in the law. And so as much as you want to say the law is colorblind, I think it does take folks who have a especially pertinent understanding and appreciation for Hawaii and Hawaii's history and Hawaii's culture to understand why we're a little different and the way our system works. This is an island as opposed to a continent. You know, I, that's right. As you, as you were talking about that, my mind's eye, I couldn't help but remember Chief Justice Richardson, you know, and, and those, those of us, you and myself and others who had the privilege of attending the Richardson School of Law know what the trailblazer he was. I mean, prior to the Chief Justice taking a stand on issues like water rights, like beaches, and the rest, which he used Hawaiian law precedent. We, you know, there's so much of what we treasure about Hawaii today that came from Chief Justice Richardson and his sensitivity to island culture in, in just the environmental culture of the night. I think, I think, and Governor, it's not only it's it's certainly it was him, but it wasn't only him, you know, Hawaii, Hawaii revised statutes, Chapter one, Section one says, among other things, that we're applicable, we will apply Hawaiian judicial precedent, right? We will apply the precedent and the legal history that existed before we became a state. And that's again, that's why you have free access to the beach. You know, on the East Coast, in a lot of places, I know a lot of local people don't understand this, but I lived in New York for a couple of years. Some places you got to pay. Yeah, you got to go to the beach. And, and some places you can't even if you wanted to pay, you couldn't get on the beach. And so, you know, I guess what what it is, is that to me, the Chief Justice represented a sensitivity to those kinds of rulings that may may not have been appreciated when judges were mainly from the mainland, during the territorial days, and, well, mainly appointed from the authorities on the main, we are going to take a short one minute break and come back. And the question though is, okay, diversity is important. But what about merit? I mean, what about somebody does that where does that play in all of this? So be with us, folks, we're coming right back. We got a short break. Welcome back to Talk Story with John Whitehead and our very interesting guests from the Windward side, the Senator Keohokalole. Keohokalole. You got it. Yeah. Yeah. I should get it. I'm Hawaiian. And then I got a tongue twisted. It reminds me of when people were calling me Wahee, Wahee. And then I said, if you're Chinese, that's a good name. And I'm, you know, I'll take it. But anyway, okay, we're talking about the judiciary. Now, when I was in office, I left office, we were doing a lot to try to create some, I mean, that was the public policy really of the state. And so we had, for example, on the Supreme Court, we went under burns and Ariyoshi, there was Richardson, Chief Justice Richardson, there was Justice Menor, there was, you know, Justice Kobayashi, it was a mix group. And with doing my time, I had Justice Klein, Levinson, we even had a nice New York Jewish boy or whatever he was from, but he was a great justice and a number. So there was an attempt to do that. And in fact, one of the areas which was very difficult to deal with about diversity was finding women judges, making the bar reflect the population more. And the reason for that was the fact that there weren't that many women lawyers to start with. So they could never quite have the experience on their resumes that somebody, you know, who had been to law school 10 years earlier could do. The point of that little tirade is not only, I'm asking, is not only does ethnic diversity matter, but what about male, female, what about that kind of diversity, you know, reflecting the population? Is that important? You know, I'm trying to figure out a way to ace this question because my wife will watch the show after. She'll have expectations about my response, but I think it does. You know, we just think about things, people have different perspectives. And I think it's very important to appreciate that.  And we were T-leaf, we're a T-leaf Ohana. We tie string, so not the old old style, but we are not a foil Laulau Ohana. And, and certain people in the family, if we bring foil Laulau to the Luau, we'll sneer and not touch that stuff. And sell it to my house. But, but if, if, you know, if that's not your family tradition, I don't know very much about pounding mochi. So I'm going to defer to the Japanese families in Kaneohe that I know that do that every year as a tradition, why they do it, you know, what it means to them.  And so all those perspectives matter, the perspectives of people who got here five years ago matter because they're here. Just the same as the perspectives of people whose families got here 110 years ago, whose grandparents and great-grandparents made it through the plantations. You know, I was just listening to a song from the 80s called Light Toodle on YouTube randomly. And it's a story about the plantation lunas on their horses kicking the sugar cane workers in the head for carrying the sugar cane too slow. And it's sung in Hawaiian. I just thought of all of the context around that song. Hawaiian's singing about Asian sugar cane workers being really horribly treated by probably Portuguese plantation lunas. And, and that's all in a song. It's such a complex, it's such a complex social commentary from 40 years ago that nobody listens to anymore because it's not on the radio. And that's the kind of stuff I'm talking about. Well, I guess, and what we're saying as far as diversity is concerned today, though, is that diversity, that cross-section of Hawaii's population is not reflected in the judiciary for whatever reason. And some people think it's not there. Ethnically, even I guess, whether there's enough females or the rest, I, you know, one of the things that Chief Justice Richardson pointed out, which I think is important, and as well as others, is the idea that because we are an island state, and because resources are finite on island, and that people like Native Hawaiians who lived here for a thousand years got to learn how to live with, with these finite resources, that whole experience is a little different than people on the continent. If you're not happy with your neighbor in New York, you can go West young there. You can go someplace else. There's a lot of space. And so therefore the laws that were applied on a continent are based on abundance. And the laws that are applied on an island are about conservation and simple things like that. So it's not only political experiences or climate experiences. It's an understanding of the environment of where we are. And I, you know, I can see where this is all going. But the bottom line, Senator, is if you, no matter what as important as diversity may be, don't we want judges who actually know what they're doing? I mean, absolutely. And so, you know, these are interesting. That's an interesting perspective you brought up, which I might ask about in the hearing tomorrow. But that is the balance is we need to make sure there are people on these courts that can do the job. The Intermediate Court of Appeals right now is in a massive backlog. I believe it's multiple year waits for your appeals to be considered and ruled on. And so we need people that can get in there and do the job right away. And we also need to make sure that there are people that are properly credentialed, but who command the respect of the legal community. Because like we just talked about, these are unelected positions. If people don't like how I perform as a Senator for Kaneohe, they can just run against me. And then everybody can decide. Judges get 10 year appointments. So by year two, we've changed our mind on the person. Well, good luck. You got another eight more years before you get a chance to reconsider. And people's lives are at stake with these cases. And a lot of these, especially on the appeals court, you're looking for errors that happened when the case went to trial. So it's a lot of procedure and it's a specialty area of the law, as far as I'm concerned. So I think you would agree with me then that the ability to actually perform is ultimately what you're looking for. I mean diversity is all things being equal. We want to make it as diverse as possible. But now we also need to look at the credentials. The reason why I bring this up is in this guest editorial, and I found this really compelling. And that is that the list that the governor was given to select a nominee from included people who seemed to be more qualified than the person that was nominated, not only in terms of diversification, but in terms of actual legal practices. And so the point I'm getting is he says they say that the nominee served five circuit court cases and eight appellate cases. So he he did five circuit courts and eight appellate. Whereas a Hawaiian female attorney, Karen Griffin, served in 192 circuit court and 176 appellate cases. The other the next female who happened to be native Hawaiian served in 135 cases and 65 appellate. And the last had 32 circuit and 311 appellate. I mean how do you balance this? I mean what made one person, I mean it seemed to me like at least the people that were writing this are making a case that the best person might not have been selected in spite of diversity. So you know I think just to start off, I think it's a little bit concerning if we start saying these are the solid benchmarks. These are the quotas of people of Filipino descent that should be on the court. These are the, this is exactly how much minimum years of active service you need because it is nuanced. I do probate work, I do trust in the state work as an attorney. I don't go to court. I just hardly ever go to court and when I do it's not related to trial. Does that mean in, so I'm very young in my legal career. I'm in no way qualified to serve on a court of appeals but in 30 years, like the partner that I work with, 35, 40 years of experience, she knows so many things just off the top of her head that she's gathered through those decades of practice that I think she would be really, really good at the job. And so years of experience versus quality of experience versus the type of actual work you're doing and whether you know how to apply the law in a fair and efficient way and get through that giant intermediate court backlog, I think all that plays into it. I just want to say though, up until this point and this conversation that started just recently, there wasn't any data being collected on what the composition of the court was and whether it was being facilitated, whether the appointments were being facilitated equitably. And so here's the reason why I think that that's concerning and I'd like to talk about it or get down to it in the hearing tomorrow is the last native Hawaiian woman appeals court judge was Kekauluhi in 1845. Wow, that was 176 years ago. So for someone to come to me and say, Senator, you know, I guess we just didn't have a qualified female Hawaiian to serve in that position for the last 176 years. I'm sorry, I don't know that I'm really going to buy that argument, right? There must be some broader issue at play here that's allowing that reality to persist. And so that's something that I think in the Senate we are uniquely and perhaps exclusively held with the responsibility to take into account. It doesn't appear to me that at any other step of the process, folks are allowed or really even interested in taking that reality into account. And that's something that we're going to have to weigh along with qualifications and experience and diversity. Well, I thought you Senator, I appreciate that because you just pointed out something that was really important. And that is that this is not only about about changing the demographics. It is about doing it in a way that not only reflects the population, but that builds a stronger court. And if it seemed to me that if the Senate if the Senate has a role at all, it ought to be about the social policy of the judicial. And so I wish you and your colleagues the very best. And I know that you will do what is right for the people of Hawaii. So thank you so much for thank you so much for agreeing to join us and good wishes and good luck. Thank you Governor. It's an honor to be with you. This is my best attempt at an impersonation of you. So I appreciate the time and thank you for having me on. Aloha. Aloha everybody. We'll see you in two weeks.


and welcome to this video explaining how to get started with the high power stepper motor driver STM32 Nucleo Expansion Board. This board is part of the STM32 Open Development Environment, a fast and affordable way to develop innovative devices and applications with ST components. Information on how to obtain the board can be found on www.st.com.xnucleo under the reference XNucleo IHM03A1. The board is built around the PowerStep 01 system and package, integrating microstepping controller and 10 Ampere's power MOSFETs, a power supply and motor bridges connector, a PowerOK and Fault LED to check the alarms reported by the PowerStep 01, an SPI connector and resistors set to configure each board for daisy chaining. The board is equipped with an Arduino Uno R3 connector, allowing it to be plugged into an STM32 Nucleo Development Board. First, connect a bipolar stepper motor to the expansion board, taking care to match each phase to the respective power bridge. Then, connect the voltage power supply. The default resistor setup, as shown here, is for a single motor configuration. Next, connect the STM32 Nucleo Development Board to a PC using a mini USB cable. The board is automatically detected and seen as a disk drive. Visit ST.com and search for the keyword XNucleo IHM03A1. Click on the main part number link. Then, go to the tools and software section and click on the XCube link. Finally, go to the end of the page and click on the download button in the get software section. In the software package, you will find directories with all the required material. Now, let's try a sample application that allows you to drive a stepper motor connected to a motor driver expansion board. The firmware to be installed is called IHM03A1, example for one motor, and can be found in the examples folder of the projects directory, as shown here. Select the STM32 Nucleo Development Board you are using and drag and drop the binary file onto the Nucleo disk drive. You can adjust parameters to match your motor's characteristics in the PowerStep01TargetConfig.h file. Then, recompile your project and upload the binary file, as shown before. Once the firmware is downloaded, just press the reset button of the Nucleo board and the stepper motor will automatically start to move. It will execute the demo sequence which is coded in the main .c file of the project. This sequence includes commands such as moves of a given number of steps in forward or backward direction, go to specific position, and many others. The package also includes a sample application which provides an example of daisy chaining. It is called IHM03A1, example for three motors and can be downloaded in the same way as previously described. It should be used in a configuration where 3x Nucleo IHM03A1 expansion boards are stacked. Please refer to the user manual to correctly configure the resistor set of each board. A comprehensive set of documentation for the high power stepper motor driver board, including a user manual, application notes, quick start guide, and datasheet is also available. Visit www.st.com.stm32ode.


Thank you very much Mr. Speaker. Mr. Speaker, I rise in support of the resolution to offer rise the Minister of Finance to guarantee an amount of AC 80 million dollars from the First National Bank of St. Lucia Limited to the National Lottery's Authority to assist with the financing of a Euphan Sports Infrastructure Program. The terms and conditions of this loan Mr. Speaker to the NLA are as follows. The loan is repairable in 15 years in biannual payments of three million five hundred and seventy one thousand nine hundred and ninety three dollars and seventy eight cents. Inclusive of interest at a rate of four percent per annum for the term of the loan. It is to be noted Mr. Speaker that this is a loan to the St. Lucia National Lottery's Authority and not a loan to the central government as explained by the Minister for Finance. It is to be further noted Mr. Speaker that the process for applying for government guarantee is prescribed in the recently enacted Public Debt Management Act. Mr. Speaker section of the aforementioned act states the process for the application of a loan to be guaranteed by the government. For ease of reference Mr. Speaker I shall quote the section application for government guarantee thirty six one prior to the guarantee of a loan on the section sixty five of the Public Finance Management Act number fourteen of twenty twenty a borrower shall make an application for government guarantee to the minister to an application on the subsection one must specify that one the purpose of the loan is to achieve a public purpose and two the proposed guarantee is expected to serve a specific public policy objective. B be accompanied by one the financial statements of the statutory body to legal documentation that it is prepared by the Attorney General. B is executed by the borrower whose loan is to be guaranteed and C specifies that in the event of default by the borrower the government is indemnified of any liability and B be the borrower commits to repaying the government any money paid by the government to a creditor under the loan guarantee. Section 37 Mr. Speaker of the Public Debt Management Act states the process that is required in evaluating an application for government guarantee in particular the following factors are considered in the evaluation of the loan. A to determine whether one the loan guarantee is the most appropriate mechanism for achieving the public purpose or the specific public policy objective. Two the borrower has the ability to repay the loan obligations and fulfill all payments and other obligations under the loan and under the guarantee and related agreements. Three the terms and conditions of the loan to be guaranteed are consistent with the debt management objectives and the approved strategy. Four the borrower is in compliance with the prescribed corporate governance required requirements established by the minister and B by performing a credit risk analysis of the proposed government guarantee. Once the loan is evaluated in accordance with section 37 of the Public Debt Management Act a recommendation is made to the minister of finance for grant or refusal of the application for the government guarantee. Mr. Speaker clearly the above process shows that the process for obtaining a government guarantee is a very rigorous one and requires in to earlier a determination of the capacity of the borrower to repay the loan and an analysis of the financial statement of the borrower. Based on the foregoing Mr. Speaker I am confident that the risk of default by the St. Louisian National Authority must be very low because it went through the process it was subjected to systematic scrutiny maybe subjected to new levels of critical examination and of course was obedient to the provisions. The second part of the analysis I would like to focus on Mr. Speaker is that the borrowing must be for a public purpose or a specific public policy objective. In this regard Mr. Speaker it is well known that we have a major deficit in youth and sports infrastructure in this country. This is a fact which is not subject to debate or compromise. The major sporting infrastructure in St. Lucia include the Darren-Same cricket ground and the George Audlum national stadium. Currently the Darren-Same cricket ground is being renovated which is to be completed in time for the hosting of the T20 World Cricket matches which are to be played in St. Lucia and the George Audlum stadium is to be rehabilitated when the hospital moves out to the St. Joe's Hospital complex at Auger. These major pieces of infrastructure were all implemented by the St. Lucia Labor Party government Mr. Speaker. The reality is Mr. Speaker that financing for sports infrastructure takes a lower level of priority than other infrastructure expenditures. It is to be noted that multi-lateral organizations like the World Bank and the Caribbean Development Bank do not provide funding for youth and sports infrastructure. The several competing demands on the budget also make it difficult to provide adequate funding for youth and sports infrastructure. Mr. Speaker, sports plays an important role in national development. More recently we were extremely proud when Julian Julian Alfred won the 60 meters in the World Championship in Glasgow, Scotland. We often wonder how many other Julian Alfreds are in St. Lucia but who were not discovered. The development of sports infrastructure therefore allow us to nurture and develop more elite athletes, Mr. Speaker, who are capable of competing at the regional and international levels. Julian Alfred has joined illustrious company of global St. Lucia ambassadors who are elevating St. Lucia's image on the international stage. Mr. Speaker, we need to find more of her in St. Lucia who can compete at the global level in their respective sports. This requires, Mr. Speaker, the development of proper sports infrastructure based on international standards. Mr. Speaker, we must recognize that not everyone can reach the level of Miss Alfred and we need to be realistic yet ambitious in developing ultra elite sports persons. The plane of sports by the youth has a number of benefits, Mr. Speaker, which are well documented and you're free of them, Mr. Speaker. Among the most obvious positive outcomes are improvements in physical health, such as weight control, strength building, increased flexibility, enhanced coordination and motor skills, improved cardiovascular health and pain reduction. People who are physically active often tend to develop healthier lifestyles and better eating habits. Which means, Mr. Speaker, that if we take actions like this, it will restrain the growth of expenditure in the health sector by having healthier citizens, Mr. Speaker. Mr. Speaker, another beneficial aspect of sport is the impact that it has on psychological and emotional healing and well-being. Sport provides a positive outlet for stress and aggression. Like I said, Mr. Speaker, these are things that are well documented. Participation in sport can help alleviate depression or anxiety. Physically active people also often experience enhanced self-confidence and improve self-image. There is also evidence that participation in sport improves concentration and mental functioning. And I can go on and on, Mr. Speaker, very important functions of sport, but I will keep it short and prepare to land at this juncture in time. These social skills and experiences are readily transferable to other aspects of life and may improve a person's ability to succeed in the future careers. The final point I would like to make, Mr. Speaker, is that sport also provides an alternative to risky or antisocial behavior, creating sufficient structure, discipline and incentive to keep some people away from drugs, violence or criminal activity. So, Mr. Speaker, we are all aware of the fact that many of our youth get enticed to join gangs and engage in activities that we would prefer to keep under control. It is important to get our youth involved in sporting activities as just one of the aspects of intervention so they can be meaningfully engaged in productive activities. Given the numerous benefits of sports to the development of the holistic individual, it is very important for the government to invest in youth and sports infrastructure. Mr. Speaker, this initiative is complementary to the government's major policy of developing the youth economy. So, it's just another component of a wider architecture to deal systematically with the challenges of young people and to, of course, develop our country. Mr. Speaker, I wish to therefore lend my support to the resolution to authorize the Minister of Finance to guarantee an amount of $80 million from the first National Bank and Blue Shell Limited to the National Lottery's Authority to assist with the financing of a youth and sports infrastructure program. Mr. Speaker, thank you and I yield the floor.


Okay, let's get this out of the way right now. Most of you watching probably got a ukulele for Christmas or something. You're probably 13 to 17 years old, you've been listening to a lot of emo bands like My Chemical Romance, Fallout Boy, Panic of the Disco, 21 Pilots. You traced all the way back to their older shows on YouTube and you're saying to yourself man I could probably do something like that. Well, I can tell you with an almost mathematical level of certainty that you will not end up like any of those bands that I just mentioned. You will never play arenas. You will never sell out a concert house. You will probably never even get around to releasing your own music if reality catches up to you and you realize how expensive, time consuming, and miserable being in a band can actually be. And unless you're like me where you have a massive social media presence to bounce off and kickstart your career in music, you're probably not even going to get a response from a record label. Does that make you sad? Does that make you discouraged? If the answer is yes, I'm afraid you're just not cut out for music in the first place. But, but, but, but. If you're willing to bury down all your hopeless fantasies of fame and fortune and find enough drive in performing in front of nine people at a time in some sweaty basement, you might be able to pull something out of this video. And that is our first and most important tip. Understand that your band is not going to go anywhere. If you're cool with that, we can continue. Dance, do this dance, so you gotta dance so fast. Okay. You're still watching. Awesome. First thing you're going to want to do is learn your instrument. Bass, guitar, piano, drums, vocals, whatever it is. Make sure that you know a thing or two about how to play it. YouTube tutorials are totally free and they're super effective to work with. Lessons are even better if you can afford them. Spend about six months to a year practicing by yourself and really get a feel for what you're doing. While you're by yourself, how about you learn a couple popular cover songs? Every genre and instrument is different, but most guitar players should know Sweet Home Alabama. Bass players should know Seven Nation Army, drummers should know Come Together, pianists should know Don't Stop Believing, and also ukulele players do need to know every single 21 pilot song ever written. And singers should be familiar with most of the songs I recommended. Now, this isn't critical, it's just something good to have on your belt when you move forward. It's also pretty smart to learn a thing or two about music theory as well. You don't need to do in-depth analysis of Beethoven or anything, just know the names for the parts of songs and whatnot. Is the drummer's time signature a little bit off? Is the bass player playing in the key of C major while everyone else is an E minor? This stuff is really simple and you can learn it all in a day if you set aside some time. And it'll make a world of difference once you're playing and writing with actual people. But Nate, the Beatles didn't know music theory so I guess I don't need to either. Well guess what? You're watching a YouTube video on how to start a band, you are obviously not the Beatles. Sure, you don't need to learn this stuff, but at the end of the day, virtually all music written nowadays has a very basic foundation. It's your job to learn these foundations, so don't get cocky with me punk.  Another thing you're going to want to do is get all the stuff that you need. I'm talking instruments, I'm talking cables, amps, preamps, PA systems, backups, everything that you need. Nobody likes a leech and if you happen to show up at a gig down the road and you don't have what you need, your band may be going home humiliated. Listen, it doesn't need to be brand new. Just check Craigslist or the Facebook marketplace or something. You're going to find an instrument or whatever you need that works just fine. And finally, the most important thing that you need to do before you pull the trigger on starting a band is attending local shows. By doing so, you learn the basics of how to organize a musical event. You learn actual musicians who know what they're doing.  Treat these like social events, go to as many as you can. I recommend aiming for attending at least 15 local shows in your area before you take the plunge. I promise you won't regret it. So since you are watching this and you are taking what I'm saying seriously, do you remember those friends they made at the local shows? I want you to contact them.  Don't start a band with your dumb friends that you made in high school who also got ukuleles for Christmas and have no idea what they're doing. Getting members who don't know their instruments will turn practices into a daycare really fast and you don't want that. Make sure the other members know a thing or two about music theory as well and make sure that they have similar influences as you. If you grew up listening to AWOL Nation and Modest Mouse, you're probably not going to mesh with someone who swears by ACDC and Led Zeppelin. Ensure that you can get along with your members and make sure they're not secretly white supremacists or red hot chili peppers or any kind of other deplorable human being. Do you like teenage girls? When you say teenage, how are we talking? Make sure they're the kinds of people who can show up on time for stuff, by the way. I'm talking rehearsals, gigs, recording appointments, et cetera.  So over a Facebook Messenger group, you guys need to decide on where to practice. The drummer's house traditionally is the easiest bet because they more than likely already have a practice space where you don't need to worry about noise. Other alternatives to consider are garages, rentable studios, or any other properties where the cops won't get involved if you're making too much noise. Pick a few songs for everybody to play. Traditionally, everyone plays a few covers so you get a vibe of how you guys play together. Find out who's proficient with their instrument, who is out of their element, and who needs a little bit more one-on-one practice. By the way, when the day of the actual practice comes and everyone arrives, make sure that you guys actually get around to practicing. A lot of these first practices devolve into a hey, let's all hang out, talk, and watch TV event instead of everyone actually putting in effort. Sometimes you just need to break the ice, stand in the middle of the room, and say, OK, has everybody learned their parts? You got to pick up your instrument and start playing. Everyone will catch on. Once you guys start playing, you're going to come to a sudden realization. Your band sucks, horribly. Everyone's kind of doing their own thing. The sounds aren't exactly meshing. Nobody has any idea what they're doing.  Oh yeah, and don't forget to give the drummer a few breaks.  At the end of every practice, it's smart for you guys to just make a habit of going through every song that you went through. Treat it like you're on stage or something like that, where you guys don't stop for mistakes. You just got to keep on going, chug through. You're probably going to be impressed by how much better you sound after doing that. I don't know, it's magic or something. OK, well, that train wreck is behind you now, and I'm assuming that none of you guys have either committed suicide or quit the band. Congratulations, you've made it a lot farther than most kids in your boots. A good goal to shoot for is one practice every week, which you're going to find as near impossible in the Facebook group chat. Everybody's going to start spouting off the ridiculous employment shifts, and you guys just need to figure out how to make it work. In the preceding practices, hopefully you guys include an element of songwriting. Here's a quick note. If you're watching this plan on starting a cover or a tribute band, I just want you to click off right now. I understand that nobody likes you.  Tribute bands are a thing of the past. Cover bands take eyes away from groups to actually try, and they have this weird thing called dignity. Now that we have that out of the way, let's talk about how real bands write music. There's two ways that people normally go about this. Number one, the guitarist normally says, hey guys, listen to this. And they play some riff they made up over the week. Everybody starts playing along and improvising.  Everybody goes home, they revise it, and when they come back, boom, you have a song. Pros of this method are is that you can write a lot of songs really quickly and a lot easier. The cons are that the songs rarely have dynamics and they sound a lot less inspired.  Pros of this method are is that songs tend to have a lot more dynamics, more inspiration, and they feel a lot less scattered. The cons is teaching the band whatever's in your head in the first place and you end up babbling like a madman. There may also be creative differences with other members so, you know, it's also really important to practice at home as well. You wanna make sure that you're keeping up with the band and you don't get left behind. Okay, so once you have 30 minutes of material ready, it's time for you to start looking for your first gig. Generally, try to shoot for 25 minutes of original material and only one cover. Please, only one cover. If anybody wanted to listen to three Blink-182 songs in a row, they'd probably stay home and listen to Enema of the State or something like that. You gotta message smaller bars, restaurants, local venues, and see if they have any opening slots for your group. And by the way, don't even think about opening for a big signed band with 100,000 monthly listeners on Spotify your first go. You're more than likely going to be playing for an empty bar when you start off. With your band, it's generally smart to plan out some kind of wardrobe scheme. It doesn't have to be anything crazy, just ask everyone to stick to earth tones or something like that. This is a controversial statement, but I hear a lot of people saying that it's always smart to stay away from logos on stage too, although I'm not here to tell you how to live your life. You just do whatever you want. Oh, and here's something to remember.   Your band is gonna make fools of themselves on stage. This is gonna keep you up late at night for months and months, just thinking about how bad your first show was. It's okay, nobody is ready for their first gig. Take it with a grain of salt and treat it like learning experience.  Nobody likes a band that royally blows up and sucks on stage, and then they have the audacity to ask them for money for the privilege of wearing the logo on their boobs. The first few months, you're gonna wanna play as many gigs as you can. Your first gig sucked, but your next few aren't.  You will definitely improve with repeated shows. While you're opening for bigger bands than yourself, always watch on stage and see what they're doing that you aren't. Do the headlining bands have a tighter sound? Are they funny? Do they dress up? Take note to yourself and see what you can carry over to your sound to improve. Oh, and this also feeds into my next point. Think about your stage presence. Hearing live music is cool, but people came for a show, man. It's music as well as visuals.  All right, here's a fantastic example. Here's a clip from 21 Pilots. Oh, okay. Okay, calm down. Listen, you can say whatever you want about 21 Pilots, but this is bigger than that, okay? Deleuzia? Come back, please. Come on, just listen to me, okay? So this clip is from 2011 when 21 Pilots was still underground. So they're playing at a high school during a CD release show with a relatively small crowd. Tyler Joseph relays some instructions to the crowd and preps them before they start their song. There's gonna be a point where you split down the middle again, I always want you to be a part of what we're doing. Not yet, I'll tell you what. Then one side's gonna sing something, you're gonna sing with Josh. The other side's gonna sing with me and we're gonna sing at each other. You're gonna crash back together and we're gonna go nuts. The key word is jump. What's the key word? Jump! So a few neat psychological things are happening right now. So the band is creating an expectation, a norm for the crowd that everyone is kind of expected to fall into. Nobody wants to be the odd man out so they're more likely to participate at risk of making it awkward. Oh shoot, I see we're trapped by societal convention. It's in the back of everyone's mind too, which causes them to build anticipation and dial into the song much more effectively. The band plays their song normally and everyone is magnetically fixated on them even though they're not doing anything crazy. Once they're nearing the end of the song, they have the audience participate in singing back and forth in a harmony. Josh's sign, on the right side, you're gonna sing this, he goes like this. Whoa! Whoa! My God, whoa, my side, we're going like this. Whoa! Tyler Joseph marches right into the middle of the crowd with nothing but a ladder and a flashlight in hand. He stands up, elevates himself atop of everybody, completely changing the dynamic of the show itself. He instructs everybody to participate with him in that moment. Like this! My God!  He turns on a flashlight, shines it in people's faces for cinematic effect and once momentum has reached a peak, he launches himself on top of everybody. The crowd loses it. He may actually hypnotize a whole crowd with just a ladder, a flashlight and a little bit of charisma. Again, say what you want about the quality of their music but as performers, the stuff is brilliant. Once you start getting creative and playing with your live shows and their dynamics, you're more than likely gonna start getting a local following. Once people start asking for merch, go ahead and make some. Go to a local print shop with a large original design and order bulk. Listen, it may be a lot of money upfront but the turnaround profits are spectacular and don't forget to make at least half of the order large. I found this out the hard way. Oh, and something else, don't play in dash. Show up at the beginning of the show and leave at the end unless it's a family emergency or something like that. In which case, you can congratulate all the other performers, give hugs, apologize profusely and then leave with your tail between your legs. There is nothing lamer than an opening band who stays only for their own set and then they leave. That is a fantastic way to lose friends and get kicked out of venues in the future. And to reiterate, please keep covers to a minimum and never ever under any circumstances do you cover smells like Teen Spirit by Nirvana.  Tell them that you have too much self-respect to pay them money for the privilege to play at their show that they are directly profiting from. Sounds atrocious, you're darn right, but this malpractice is rampant in smaller scenes, especially in the hip hop realm. So stay alert. When writing up set lists, keep dynamics of the songs in mind. Start the show off with a banger, keep momentum going for a little bit, slow things down so it doesn't become exhausting, throw in something unexpected, pick it up again and then end on your highest note. That's traditionally how it goes, but you'll find your own vibe as you continue performing. While you're playing gigs, why not hire a local photographer to take pictures of your set as well? You'll look coolest frick on your Facebook page and that will come in handy when you start looking for larger gigs down the road, like music festivals and whatnot and they want pictures. Okay, kid watching from home in their pajamas with their out of tune ukulele within reach, I'm gonna level with you. There's a good to fair chance that you're not gonna reach this phase. Most bands I see get stuck around the practice in first gig area, but if you're really gosh darn serious about this band thing, this is where things get tricky and sometimes stressful. There are much better in-depth YouTube tutorials on this specifically, so I'm just gonna keep it brief. Once your band has about 10 to 14 songs ready to go, play them, put a cell phone in the middle of your room and record demos. They don't need to sound pretty, they don't need to sound professional. They just need to get the basic vibe and structure the song down. If you wanna get fancy, you can use Pro Tools, Logic or even Audacity for nicer sounding recordings. This is a great time to ensure that everybody knows their parts inside and out. Now, save up money as a band, book studio time at a local establishment. Once you're there, you're gonna record drums and bass first, rhythm guitar, piano, synths and horns or whatever for the meats of the song. Lead elements like vocals and guitar and then finally you're gonna add like the weird quirks and flourishes or whatever at the end. Yeah, this is really bare bones but if you've reached the stage, you probably know what to do or you're friends with someone who does. You know, I'm not worried about this. Do not skimp out on cover art. A cell phone picture of an awful colored pencil rough draft will not cut it. You wanna get someone who actually knows a thing or two about Photoshop to design it for you. Pay them a little bit of money. If they do a good job, you're gonna be making the cash back anyway. When making announcements, make it a habit to always have a link for folks to go to. If you're announcing a show, add a link for an RSVP page. If you're announcing an album, link a song. Don't make hollow announcements and not have anything to back them up with. They will be buried and forgotten. Have a few local photographers get photos of you and your band looking serious or something. I don't know. All these pictures look the same. Try to do something different or whatever just so you don't look like these endless boring metal bands. Look up some famous music videos and take notes for when you wanna start making your own.  Throw in some blood, throw in some costumes. Make it fun.  It's also important to get a consistent aesthetic for your band.    This is cancer for my eyes. Please make it stop. Finally, for bonus points, if you really wanna look professional, let the promo materials carry into your live shows.  Why not walk on stage with gas masks and peel them off before you start? How about a few props to liven up the stage? A video intro. Think outside the box and set yourself apart from all these other bands you're playing with. I can't reiterate this enough. YouTube has all the information in the world at your fingertips. Use it to improve your instruments, your stage presence, media creations, anything at all. Do not sleep with fans. This never turns out well.  Watch what you say on social media as well.  Lots of local venues and musicians check on what you're saying as well and you could end up on a blacklist if you or your bandmates are caught spouting off, I don't know, KKK propaganda or something like that and never be afraid to cut someone out of the band if they pose a PR nightmare.  Always push for all ages shows whenever possible. Bar shows are easy to get but they may alienate some of your most loyal fans. Support accessible venues and support your local music scene dog. If a record label happens to contact you, have a lawyer or legal friend look over everything and make sure that you're safe before you sign your life away. Make sure that you're in the clear and your material and rights aren't in danger. Oh, and speaking of which, pass up on major labels entirely. They're gross, they're bad. Stay independent and go with smaller labels with fewer groups that stick by their artists. Do tons of research with whoever you're considering signing with. They're more than likely gross and icky and have a banned Facebook account so that local booking agents can find you and contact you easily. And always have your links available. Spotify, Bandcamp, et cetera. They shouldn't be hard to find. There are way too many morons who don't take four seconds to add links to their stuff and they suffer in the long run because of it. And finally, have a dedicated banned email when you're messaging industry folks Throbbs and Caruso69420 at gmail.com is not gonna look nearly as professional as taking back Sunday at gmail.org. It's super simple, just do it. Okay, did you listen closely? Did you learn a thing or two? Just follow these instructions and you'll be playing in greasy dive bars full of stone teenagers in no time. And truth is, playing in a band is a lot lamer than it appears in movies and TV shows. Actually, performing gigs is a bit of a reality check for most people.  You're gonna make lots of friends, learn awesome social and management skills and you're gonna have a lot of cool stories until your nieces and nephews down the road. Approach this with the mindset of having fun and going on adventures and that's the best thing you can do. Keep your expectations in check and you just might go somewhere.  Tune it for once, there's tons of free phone apps. Watch some tutorials, get going. You fail 100% of the things that you don't do. Kick butt, take names, make awesome music and stay spicy. I'll see you later. Also, lots of love to Ethanland. Gabby Taylor, Isis Happy Hour, Max Moore and my friend Sarah Jo Simper and Spencer Purcell for supporting me on my Patreon. Shout out to Otto Zagala, he's like 90% of my fan base and just some 13 year old kid from Australia and Harry Phillips who is paying me $15 a month so I can plug his channel. His Valentine's Day song is pretty, pretty cute. I buried it in the description somewhere. Go find it, plebs. Enjoy the end card, I worked so hard on it.


Matsyendra Nath, he's looked upon by people as Shiva himself, he's no less than him. Gauraknath lost his temper, he pushed that yogi aside and went into the cave. He used his occult and whatever was on the yogi's mind he got it out of him. Gauraknath was a very very accomplished yogi. In the whole history of Indian yogic culture, he's a star who stands out in many ways. His guru was Matsyendra Nath. Matsyendra Nath, he's looked upon by people as Shiva himself, he's no less than him. Just that he came little later, but he is as much as Shiva, that's how he's seen. So Gauraknath was his disciple. Gauraknath was fiercely devoted to his guru. Matsyendra Nath saw the young man is getting too soldier-like, you know. He's becoming very fierce. His love for the guru is so intense that he's becoming like a soldier, not like a yogi. So he told him to go away into the Himalayas and do fourteen years of sadhana. So he went away, but he's made like this. For him all this sadhana, everything he does only because the guru says so. For him the only thing is his guru, fiercely dedicated to his guru. So when he sat in the Himalayas, fourteen years, every day, every moment, he was only counting the moments. When fourteen years will be over, I'll go back to my guru. At the same time he did the sadhana. Because of these fourteen years of sadhana, he acquired many possibilities. He didn't use it. He knew the possibilities. Then he came back to the mountain, which is the beginning of the Deccan plateau, which is the beginning of the western gods, just one hundred and sixty to two hundred kilometers south of Bombay. Now that mountain is called as Gorakhnath Mountain. It is named after him. Even today there are people, I had the thing of being with them for some time. So he came down all the way back. See, you must understand the whole setup. Walking all the way up to Himalayas, staying there for fourteen years and walking all the way down with just one fierce thought and emotion that he wants to be in the presence of his guru, that's not a small thing. It's not a small exercise to go up Himalayas, wait there for fourteen years and come back all the way walking down. When he came, the cave in which Matsyendra Nath was staying, just outside, there was a monk. There was another yogi who was manning that. So he came back and this yogi stopped him and said, you cannot enter the cave. Gorakhnath said, what? I cannot enter the cave. I can't see my guru. I've been waiting for fourteen years. He said, no, you cannot enter. Gorakhnath lost his temper. He pushed that yogi aside and went into the cave. When he went into the cave, Matsyendra Nath was not there, the guru was not there. So he became distraught. Where is he? So he came out and asked the yogi, where is the guru? He said, I won't tell you. I told you not to enter the cave. You pushed me aside and went. I will not tell you. So what Gorakhnath did was, he used his occult and whatever was on the yogi's mind, he got it out of him and went straight to where the guru was. He devined the guru's hiding place. The moment he went there, there, the guru had left instructions with another yogi saying, he needs to go for another fourteen years to humanize because he misused the sadhana that I gave him. I gave him sadhana for his spiritual growth but he used it to divine into somebody else's mind which no yogi should ever do. Another fourteen years. So Gorakhnath asked, is there any way to shorten the period? If you sit in an impossibly difficult posture, we will cut it down to half the term, seven years. These impossibly difficult postures, he sat on his left toes like this, heel in the perineum in the muladhara and the right leg crossed over. This is even today called as Gorakhnath asana. So he was just on his toes up, his muladhara supported by the left heel and his right leg here, he sat like this for seven years. Either fourteen years term or seven years rigorous. So then he came back. There's a whole lot of stories of how Matsyendranath tempered Gorakhnath's love for him. You know, there are many other incident, wonderful incident. How this man's fierceness of love just drove him beyond all discipline many times and how Matsyendranath constantly controlled it in so many different ways because he knows the potential of the man.  He's got that kind of capability but he's too much fire without being stabilized and channelized. Gorakhnath went about later on, after the passing of his guru, went about establishing one of the most widespread spiritual movements in India.  Usually even today the Gorakhnathis always carry a stick and a dog with them. They love dogs. They carry their dogs in their shoulders. They won't let them walk. They've got all the time they have dogs which are pitch black in color.  And they love their dogs so much. They are well fed.  They carry them and walk hundreds of miles. So Gorakhnathis are generally known as these days as Natis or they're known as comforts because they have a hole in the ear. So they're called comforts. Very fierce band of people even today. It's fallen on many bad times but still it's one of the groups which really has true Sadhakas still going after thousands of years. There is a ashram of the Natis. There's a large number of Samadis of Natis who attained. Only those who attained got proper stone Samadis. Others were buried under the trees. So you will see a large number of that showing the richness of that system that so many people attained. Sometimes people found her floating upon the waves. Samadis is a fantastic place and there is one particular devotee. His face has become exactly like hers.


Hello, everyone. Good afternoon. Thanks for coming to our session. I'm Praveen Yalagandula. And with me, I have Gaurav Rastogi, my colleague from Avi Networks. Today, we are going to talk about continuous delivery of cloud applications, blue-green and canary deployments. So here are a couple of quotes from well-regarded folks in the CI-CD communities. Martin Fuller says that continuous delivery is a software development discipline where you build your software so that it can be released to production at any time. And Jess Humble says that the goal for continuous delivery or the goal for making deployments of whatever kind of system that you have is to make it predictable and routine affair so that you can perform it at demand at any time. So continuous delivery involves automation and integration of all stages of your software development, all the way from developing your code, testing to the final release. So you want to have a predictable, reliable, fast, and better quality continuous delivery process. And it has lots of benefits. So it results in better organizations because software developers can, it empowers them to be able to develop the software and have this rigorous process where they can develop the software and release and be ready to get the feedback on how well their software is right away without needing to wait for really long times where they develop something today and after six months starts to get bug reports about what you have developed. And for the business perspective, business organizations like the PMs and sales, they love it because they can do lots of features. They release the features to customers at a very short time. And operations definitely feel better because now you have better quality software and you have less downtime and less risk. And overall, this process also increases your security because you have a faster way to patch your applications, cloud applications and hence reduce threats. In the old school way of doing your process, your deployment of applications, the process is pretty siloed. Like you have the developers doing the software development, doing the testing, building, and doing that cycle in each component or the service that they own. And then you have the release managers putting these together, doing an integration testing and generating a release candidate. And finally, you have the operators that are deploying and upgrading and the monitoring and rolling back. Each of these individual silos themselves have several month cycles. So the overall feedback in the system is pretty elongated. In contrast, continuous delivery has a process about having all this in one single cycle. So you have develop, fix, build, test, release, deploy, everything automated and going through in a cycle and have fallback at any point and have this quick feedback that makes it a lot of difference. And the key to be able to get this is to have automation for every piece in this cycle. And another big challenge is you do want to have zero downtime for any of these deployment cycles, like in the deploy process. Otherwise, you will not be able to. That's one of the big things that people don't do. Upgrades is that you have to always schedule for a downtime. But if you have a process where you don't have any downtime for bringing up your next deployment, then overall you can do more of those deployments. And that's where Blue Green and Canary deployment strategists come into picture. So Blue Green is one strategy where you use two deployments of your application each with different versions. So typically, Blue refers to the current and Green refers to the new version that you're installing. And as part of deployment, you switch your sessions to your new version, Green version, and make sure that the validations are going through. And if everything is good, you basically move to Green, and you look at your Blue, keep it for some time, or destroy it, or analyze it. And if validation fails, then you always roll back and then use your Green deployment for debugging what happened. Now, this is one deployment strategy. And the other deployment strategy that's even more powerful is Canary. In Canary, you divert a percentage, a small fraction of traffic or a certain percentage of your traffic to your second version, new version. And you keep testing that. And if the validation fails, you basically simply start scaling back the traffic back to your old deployment. And as you're getting more comfortable, you keep moving the traffic. And eventually, you move all your traffic to your new version and just discard the old version. One of the interesting things about these Canary deployment is that in contrast to Blue-Green, where you are essentially creating two identical setups, that means you need to have 2x times resources at the time of deployment. In case of Canary, you can kind of do it more elastically. So your resources are not like 2x, maybe like some 1.1x or 1.2x. And by having a auto-scaling system setup, you can naturally grow and ramp down on each of those versions. But this requires that your applications be able to handle this kind of elastic scale and elastic moving of one version to another version. To quickly talk about the validation step, like once you move the traffic, then you need to talk about how do you validate once you have these two versions in place. You need to decide on what's your methodology going to be for validation. So that includes figuring out what kind of traffic that you want to send, how do you increase the traffic, how long you keep the traffic going at a certain fraction, and what kind of traffic will you use, and so on. So this one depends entirely on the application, and you have to pick the right kind of model for validating your application. And metrics is very important there to figure out whether the new version is doing well and as expected. And so you have a bunch of different kinds of metrics, depending on the type of the application, all the way from response time, number of open connections, quality of requests, and so on and so on. One of the things about metrics is that you want to pick metrics such that they kind of are scalable. Like if you're doing a Canary deployment and you have 90% and 10%, 10% of your traffic going to the new version, you don't want to exactly compare it to how your old version is, but kind of scale it down. So you need to have your metrics scaled to the right factors. And the other thing is you want to have full auditing on the system as you do this deployment so that you get to see how the deployment, how this migration is going on, so that you can use it for both when you roll back, figuring out what happened, and so on. Now, we said that you want to have these two different versions. One of the big challenges there is, how do you have these versions in place and at the same time be manage this traffic across to these two different versions? So the problem is, how do you orchestrate this traffic switching, either in blue, green, or canary between these two different versions? And you can do it in a variety of ways, all the way starting from your end client that is using the application to all the way on the other side, having in your L3, L2 network, your load balancer taking care of it. So let me quickly go through these different options. So in client application based, say you have version one and you come up with version two, and maybe you push a patch to your applications to start using version two. Or maybe you have a catalog where you post which specific set of your clients to access version two and so on. That's one approach, but it's not a very generic solution. It's not very flexible. And it depends heavily on your application. The other common approach, the other kind of thing that most people do is DNS based routing, where you have your version one and you basically do your version two and replace your DNS with your new IP address. And that way these clients get routed to the new version. Again, this has certain limitations, like many times you have DNS caching going on at different levels of your DNS resolution. And also for kind of canary deployments, the granularity at which you can do this kind of switching becomes very coarse, because you can probably put new servers. But at the server level is the granularity at which you can switch the traffic. BGP based routing is another thing. So as you go closer and closer to the deployment of your application, so you have upstream router. And some way your applications talk to your BGP router and start advertising the new version advertised new route so that the traffic goes to that, while the older version withdraws the route. Now again, this one has the issue that one existing sessions will get disrupted because now you're switching all your sessions to the new version. And also, similar to DNS, you have coarse granularity on your canary deployments. In contrast to all those doing load balancer-based deployments gives quite a bit of benefits because typically load balancers have very flexible APIs on how well you can control how you do your traffic dispersing across different versions. And this fine-grained control on traffic engineering is a key advantage to the load balancer. And we will go into the details of this load balancer-based deployments. So to quickly tell about the load balancer, so AVI networks, we build a software-based load balancer. And it has web application, firewall, service mesh, and built-in analytics. And we have been in use at being vetted by several big companies and been in use for six-plus years and has a very diverse set of full-featured load balancer. Now to go on to the architecture on how it works. So it's built like a SDN-like architecture. So we have separated out the control plane and data plane. And the control plane spins up the data plane instances, the service engine virtual machines, as many as needed on demand. So there is the autoscale at the level of load balancer, too, so that it can do the traffic as needed. And these service engines are virtual machines, or containers, or bare metals. They can be deployed in different form factors across your OpenStack, Neesenter, AWS, Azure, different clouds, all multi-cloud solution, from a single point control. So it's like a true SDN kind of solution applied to your L7 services. And we have a lot of intelligence built into it. One of the topics we are covering today is about analytics-driven continuous delivery. All that intelligence is built into the control plane so that it continuously monitors the entire system and makes certain decisions based on what it is measuring. And we have full-fledged automation. So we have 100% restful API driven. So you can do Ansible-based or Terraform-based automations against the control plane. And you can deploy, do your continuous delivery. Now, the way the resource model works is that you have a virtual service that's on the left-hand side. And then you have pool groups. A pool group is associated with a virtual service that defines what's your sets of servers that you have that are hosting your application. So on the right-hand side, you have two pools. One is like green pool, and the other is a blue pool. And we have these ratios that you can assign to each of the pools to determine whether you're doing a blue-green or you can do a can-ray deployment to slowly change the traffic from one pool to another pool by basically changing the ratios. And we are going to take on from here to show on more demo of how we are doing this analytics-driven can-ray deployment. Why don't you take from here? Sure. Thanks, Praveen. So one of the tough problems we have always faced is live production, right? Like no one wants to touch it. And everyone is scared off and runs into hiccups when they change things. So with this solution or any load-balancing base solution, the whips kind of don't change here, as you see on the left-hand side. But then as we change the ratios of traffic going to different versions of your applications, and this is really pool of applications, application instances, you also want to essentially control how the switch happens, right? So some application, you would want to just test with five minutes off the window. Everything looks fine. You want to switch over and move on. But for certain applications, you may want to run for days and give small loads, 5%, 10%, 20%, and then keep going on. So that's kind of very important. How do you ramp up your traffic to the new version of the software? The other thing Praveen talked about past fail rules, that's kind of integral to the load balancing. The reason we have a lot of analytics in the load balancing layer is one to show nice graphs. I'll be honest. But the other is to actually take that information and then circle back into the decisions of deployment. So we can take the metrics and load balancer can check that, yeah, applications is not exhibiting any errors or it is meeting its SLAs, the latencies are all good, and then it will keep on moving the deployment forward to the new version. And based on the policies, it can automatically roll back or it could completely terminate connections to the previous one, or just bring in the new version to a certain load and keep it there. There's also web integrations to integrate with external validations if required. So let me get into the demo of Aave. So first demo I'm going to show is a live search from a blue to green. And again, the emphasis is on the automation as well as an admin. You want to know exactly what is going on because you don't want too much magic. You want to see predictability, and you can observe the results going on. So let me go to... So this is actually what I'm going to demo is this is Aave Controller. And here you can see when you log in, you have one place to look at all the virtual services. Yeah, so this is all the list of virtual services. And it's a multi-tenant system. Let me just turn around a little bit so I can see both sides. Yeah, so it's a multi-tenant system where you can just pick a tenant. And right now I'm going to show a demo of a container environment with Kubernetes. What you're seeing is actually a VMware and another is an OpenStack. So I go to my tenant, OpenShift tenant, and I can see all my applications there. Now, how is this working, right? So this is my OpenShift, a simple deployment for the demo I have with the one-node setup. And I have a default namespace here. And inside the default namespace, I have a couple of applications configured. So these applications in the services, I have a green service and a blue service. So if I click on the green service, it's a very simple application with service port on TCP HTTP and port 80. And it has a selector published as a VECD service green. And similarly, I have the one which is in running right now is the blue one. And this blue one is tied to the router in Kubernetes if you're familiar with it. So if I go here in the routes of ECICD, this is kind of a router configured for ingress, not self-connection. And very simple application with HTTP and 80 for the demo. And here you can see that the default is set up as blue and it is getting 100% of the traffic. And my green, which has already gone through the full CI pipeline, build, integration test, unit test, everything is ready. Now you're at the last but very critical stage of bringing it into the production. And it is ready for that. Now, once application is configured here, what happens is on OV side it is configured with a cloud. So there is an OpenShift cloud configured here. And if I go to the edit of it, let me go to the admin account. Yeah, so the way it works is the OpenShift, the micro load balancers are set up as a pod. And those pods are visible to OV controller because they are set up with a service account. And that service account is registered onto OV controller. And using that service account, OV essentially becomes the default proxy for all the container apps. And the service engines are actually deployed as a pod themselves. And as the traffic comes in or the service whips are created, the route in OpenShift is created. Service Engine essentially owns that web and configures the underlying container networking so that it can receive all the traffic and then forward all the requests. Now, the question is, why would you do that? And the real reason is with service engines OV solution, you are getting the VAP functionality, security, advanced load balancing, ACLs, all these functionalities that is available in the container environment. So I'll go back to my tenant, go to my application. Here, you would see that this OV-CICD is actually automatically learned from the OpenShift environment. The picture is pretty much what we had shown before, which is the virtual services OV-CICD. And it takes in the route name. And there are two pools configured in it. One is the default blue, which is here. And then the green, which is this one. And each of these have two containers. So the arrows are not showing up here in the projector, but it shows which containers belong to which one. So as an admin, you could go in into the application and see, oh yeah, with their application, everything is fine or not. So right now, you can see the transactions going through. There's about 10 megabits of traffic, open connections. So this is what is incoming. All the clients' live traffic is incoming. And if I go to my pool, here I can see pretty much everything is going to one pool right now. And I go to my green pool, there's nothing. There's absolutely no data, because there's nothing going on. So let me go ahead and now go and change the routing and trigger a blue-green. Now, this is a manual way of doing it, where in Kubernetes, you can actually post an API call and change the weights. And it's going to trigger blue-green. What I'm doing is manual, but it can be done via Terraform, Ansible, any tooling of your choice. And then I'm going to show the next case of doing it fully automated. So I'm going to move green from 0 to 100. And blue becomes 0. And it's going to trigger and update. And Avi is going to pick it up. And let's see, green side, let's give it. So first, I think this event happened, where it picked up the ratio change. And once the ratio change is done, we should see the traffic actually getting switched over. If we go to the virtual server side, while this whole thing is going on, you are not going to see any change in the traffic. All the clients are still coming in. All the transactions are still kind of going through. As is, no issues. You see no errors happening. So in real time, you are switching the traffic. Let me go back to the green pool. And you can see that it has started receiving traffic now. And it is kind of ramping up here. And we go back to the blue pool. And sorry, it's kind of, yeah. You can see that there's no more traffic here. So right here, you can do all your validations on top of it. And as an admin, you can actually see that there are no issues going on. And really go ahead and confirm the change. One more thing that happens here is even though it's a container environment, a lot of these containers are ephemeral, you have full visibility into what is going on. So if I can go into one of the containers and get stats and analytics on each of them, this is what each container's metrics are. So if there are any scheduling issues or if there are any issues in the host, they would pop up here. So given open connections, all this information is right here. Let me go to, yeah, actually, it should have shown the memory. I'm surprised it's not pulling up here. OK, so let me go and show the next one, which is the canary deployment. So here was an example where we set up everything with the load balancer was set up with two pools, two versions of the application. And then the admin via API or through the UI in the OpenShift was able to trigger a blue-green deployment. But this whole thing can actually be set up inside RV using the pool group deployment policy. So let me first show the other app inside the OpenShift. So we go to the application services. And here I have two versions of the app, two services, actually. And they are kind of registered to this RV canary routing. This becomes a virtual service in RV platform. So if we go to the controller, this is the virtual service. And the way to trigger the canary would be those two pools become a pool group in RV. And in this pool group, I have an OpenShift canary deployment policy configured. If we go inside this policy, you can see that all the things we talked about, that you want to have validation metrics. So there are two validation metrics set up here which says that the percentage response errors should be less than the previous version. And at the same time, it should be less than 10%. For example, I could have put 1% as well. In addition, it is looking at AbdexR. So AbdexR is a meta metric which looks at the quality of transactions. So it ranks all the transactions between the ones which are meeting SLAs and one which are not. And it looks at the ratio. So if all transactions are meeting SLAs, the number should be 100. So right now, it is set up as it should be as good as the previous version. And at the same time, it should be more than 90 as a score. In addition, you can see these two settings which is saying, what is the evaluation duration for this whole deployment? So at every round, it is sending a fraction of the traffic. And that fraction is determined by this number here. And it would run it for an evaluation duration. Once that evaluation duration is done, it is going to check all the metrics to see everything is fine. And if it is fine, it will promote it to the next level. And it will keep going that way. And target ratio essentially determines that from the previous ratio the version one had. And when you bring in the new version, which is version two, what is the target ratio of traffic? The version two should go. And our reload balancer will shift that much. So it kind of caters to a lot of deployments. Like for certain apps, admins have just put ratio to be 100. For very critical apps, sometimes they have said, oh, I want to stop and see everything at 10. And then let the automation go from 10 to 100, for example. So once this is set, and the Canary deployment essentially gets triggered, if the deployment state for any pool is set to evaluation in progress. So it takes kind of the whole run. This configuration is set up to incrementally go by 10%. And it runs each evaluation window is 5 minutes. So it kind of takes the whole thing as one hour. So I had it already go through earlier in the day. And I'll just show you how this looks like. So this is the Canary upgrade. Yes. Let me move Zoom out to six hours. And here you can see that the open connections stayed pretty flat. My script had dropped in between. And it is actually showing the UTC time. It's the normal time. So my script had gone down, so you don't see anything here. This is where all the deployments were going on. So if I click here, you would see that deployment updates happened. So first deployment update happened at time 10.38. And then for every five minutes, it would keep updating the ratios. So if you see here, the ratio was updated to 11. And then the ratio was kind of updated to us. So I have it all listed out here. Let me show. So you can see how at every stage, it kind of kept bumping up the ratios. And you have a full audit trail of what happened as the traffic was being switched. Now you would want to know what happened at each stage. So at each stage, it also captures what was the criteria, the pass-fail criteria, and what were the results and those. So for every metric, it will record what was the value of that metric, and also what was the result. And finally, at the end, it will be successful. And the event kind of captures what was the previous pool in service, and what is the new pool in service, what were the final results. All that is captured as an event. Now this event can be used to trigger other notifications. You can set it up with Slack. You can set it up for email. All that can be done on a personal basis. And I go to the pool group. The final state for this pool kind of shows one version, which is version two, is in service, and the other one is out of service. And then I'd also like to show, yeah. This is kind of on the VNC. You can see how this pool is the default pool, the version one pool. And this was kind of holding the traffic all the way, and then it finally kind of died down around 1040 or so. And this is the other pool, which you can see. It started ramping up traffic from 9.30 all the way, and it kind of goes till 11 o'clock. And then the whole deployment was switched over from the one version of the application to the other version of the application. So, yeah, let me go back to my slides. So with that, I want to also present the case study, which one of our customers actually used RV to do the blue-green deployments and canary deployments in their production, and what were the lessons learned from them in general around the continuous delivery. So the case study is from a leading provider of research, databases, and information. And we have presented this case studies previously, too. So if you want to look up more details. The goal of, like, when they were looking at the continuous delivery as a problem or as a goal, these were really their main issues. Their deployments were very costly. It was very high-risk environment. Large set of changes would be pushed in together, and they would always have these like-built breaks or issues. Even their environments were very inconsistent. They had very unstable development environments. And the production usually would get a lot of care, and there would be no issues in production. And the development would be all mess, because everyone is using different patches and different things. And what issues would show up in development wouldn't show up in production. And a lot of times, what would not show up in development will actually show up in production. So it essentially resulted in basically two to three releases per year for them. And this would result in a lot of changes getting patched together and cause instability in the release. I'm sure this is a very common story, and we have seen it in several customers' environments and in our own development as well. And we could really empathize with that. And this problem conflagrates when the scale is very high, like in this particular case, more than 300 services across 8,000 systems. So the way they were able to get to continuous delivery was they started with what they call automation factory. And the goal of the automation factory was to have everything automated inside it. So obviously, they had a lot of systems, and they couldn't just transition everything in one go. They started with a small set of application as a wall garden where everything was 100%. And there's a lot of emphasis from them around 100% because even if there's one step, which is manual, for example, or you need to go change a config file or touch a file, that breaks the whole thing. So you really have to be able to go from a start to finish, like from a code check into the delivery in 100% automated way. And that's when everything works. And finally, they were able to do releases in two weeks' time and a pretty impressive pipeline. One of the things they also emphasize is you've got to have a stable environment. And in order to get to this stable environment, we'll see that it also needs to become like an infrastructure as a code and very much on the goals of OpenStack. So they started writing down the requirements and some of the things which I believe applies across the board is all deployments must be based off purpose-built automated image template. It's very important. The seed of the image from where the automation kicks off needs to be very predictable and built automatically. Testing must be very automated. Validation has to be automated. You don't want to be like, oh, somebody gets a report and then doesn't approval. And that doesn't scale very well. And one very crucial thing is that there will be multiple systems. And when you are trying and troubleshooting those systems, you want the information to flow into commonplace, like Log Classify, the session before it, or those kind of systems. Because you don't want administrators to go in and log in into the system and actually make the system dirty or they could inadvertently make issues there. And anytime system is touched, it needs to get redeployed and the whole pipeline. So for the infrastructure buildup, what they used was everything was checked into the get. From the get, the manifest information was pushed into console, which is key value data store. And from the console, different parts of the deployment would pick up the information. So for example, Jenkins would pick up what is the manifest file and how to build the application image, whether it's Linux or Windows. And then from there, it would actually push the packages on top of it and then run the services. So all this kind of information is in one single place. And information, that single place is triggered off GitHub. So now that the image is kind of built and it is always the environment is set up properly and predictably, the next thing is whenever changes need to be done, it always goes through the pipeline. And the pipeline starts at get and kind of follows through the different stages orchestrated by Jenkins. So everything from system patches, operating system upgrades, agent or configuration updates, everything goes through this pipeline. And having a blue-green makes it really, really easy for them to do complex upgrades like an operating system upgrade, where everything being the same, the client traffic is coming in to the load balancer, AV load balancer. And then they are able to bring in completely new version and be able to test it without losing their existing environment or tainting it. This is an example pipeline of the top one shows how the success looks like, where it will keep hitting every stage. Promotion happens to the next stage. Validation, deploy, promotion, it kind of keeps repeating. And when there is a failure, they are able to detect failure most of the time, even before the code makes it into the production. So this is like a quick run through their pipeline. So as I talked about the building of the image itself, that was actually done with the Ansible tooling. So it would check out the right packages, build it. And once it is built, it would kick off to Jenkins. Jenkins was set up with the blue ocean pipeline. And all the artifacts are stored in the JFrog Artifactory. And then Jenkins would kick the application deployment. The application itself, once it is kind of built, unit tests are done, a heat stack is created in OpenStack. So the heat stack translates to a pool in AVI. And then the pool becomes part of the pool group in AVI environment. And then like we saw the demo, the automatic blue-green is triggered using the ratio changes. But before the ratios are updated, once it is part of the pool, AVI does the health checking and all the validations on that version of the applications is done, even before that live traffic is switched to it. And with the content rules and with the policies available in load balancer, these kind of operations are very easy to do. So once kind of the new pool comes in in the bottom, you see the priority two. This is actually the pool which is in service. And the first one gets the test traffic, everything goes fine, it is taken out. But if there are any failures, the beauty of the deployment is the previous system is all intact and ready to go and take over the rollback. So recovery becomes very, very nice in this kind of environment. And in the Canary, again, from 1910, they start and they go to 50-50 and then to 100. And finally, the other pool is still there. It is still available. But it's just not receiving any live traffic. And if somebody wants to go do triaging, go look at the logs or harness assets from it, they can do it as well. So with that lessons learned, one testing is extremely important, which is kind of obvious. Do not underestimate the cultural change required. A lot of times, the technology and the tooling is there. In fact, we believe with this kind of a simple API change, you are able to do traffic, live traffic, distribution. Anyone can do blue-green now with this. I mean, we have been able to show the blue-green with so many different kinds of apps. But for many cultures, it may be too much of an automation or too much of a cultural shift to not having to babysit the whole deployment. Again, do not start out trying to automate manual process. I think it is better to start from a wall garden approach where everything is automated and then bring in your applications into it. And buying from all levels of our organization is very critical. This problem cannot be solved in silo. There is always going to be multiple parts in any enterprise. And also, even though we talk in terms of blue-green, but in reality or in practice, blue-green means nothing. Version one, version two are the things most people use. And you can come up with your own nomenclature. With that, thanks, everyone. And if there are questions, we'll be happy to take it.


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So I was extremely impressed the other day when Versailles and I had an opportunity to go tour the TAVB. Essentially, it's a large ship expressly for our use to embark a mouse upon it. Right now, mouse 16, along with personnel from mouse 24 and mouse 36, are embarked on there and they have set up on the decks essentially a scaled-down full mouse capability. What that gives the squadron out here is an intermediate level maintenance facility at their disposal and we've used it. We did a parts run the other day to pull parts and get it for the B-22s. They're available not only to the Marine Corps, but they would be able to help our joint partners should they have any depot or intermediate level maintenance that they would need done as well.


autistic alexifamia can be a massive roadblock in the success of psychotherapy. Alexifamia is a difficulty identifying and categorizing your own emotions and a good portion of autistic people have this. In psychotherapy I can talk very very plainly openly and calm about events that would usually make other people feel very uncomfortable. It kind of sounds like a good thing but it leaves me very detached from my experiences and those emotions. You can't confront a negative experience when the emotions are lost in the alexifamic haze. The way I remember how I felt is by visualizing myself in the same scenario I look for common physical and psychological reactions to emotions I can't locate easily. The problem is I need to do this when I'm speaking to a therapist. It can make it fairly difficult. What other situations do you think may be impacted by alexifamia? Let me know down in the comments and I'll see you in the next one.