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Description
Join us for Kubernetes Forums Seoul, Sydney, Bengaluru and Delhi - learn more at kubecon.io
Don't miss KubeCon + CloudNativeCon 2020 events in Amsterdam March 30 - April 2, Shanghai July 28-30 and Boston November 17-20! Learn more at kubecon.io. The conference features presentations from developers and end users of Kubernetes, Prometheus, Envoy, and all of the other CNCF-hosted projects
How to Create Kubernetes Experts - Clarke Vennerbeck & Aaron Teague, Supergiant
Effective knowledge transfer is critical for the continued survival of Kubernetes end-users (and projects). Rapid growth and adoption of Kubernetes has left a growing demand for operators and developers unmet. In addition, an ever-growing catalog of OSS has sprung up along with Kubernetes, expanding the qualifications needed to operate in an enterprise-worthy fashion. Our company has dealt with this challenge by changing the way we acquire Kubernetes talent--by building experts in house, sometimes from little to no experience. With good training and committed participants, this is achievable for anyone! Learn tactics, approaches, and practical tips to training teams with any skill level, creating new generations of Kubernetes experts!
https://sched.co/MPZn
A
Hello:
everyone,
my
name,
is
Aaron
Teague
and
welcome
to
how
to
create
keys
experts
hi
first
off
by
show
of
hands.
How
many
of
you
already
can
see
yourselves
kubernetes
experts,
all
right,
cool,
all
I
guess
where
the
right
place
a
second,
how
many
of
you
are
on
your
way
to
becoming
today's
experts?
All
right.
Quite
a
few
more
all
right,
I
see
why
you
are
here:
okay
and
last
one,
how
many
of
you
are
looking
for:
ku
brains,
expertise
in
your
company,
but
are
having
a
hard
time
doing
so?
A
Okay,
and
that's
why
I
figured
all
right
first
off
a
little
bit
about
us.
My
name
is
Aaron
Skeen
I
am
a
software
engineer
at
supergiant,
I
started
off
little
over
a
year
ago,
doing
technical
support
and
then
moving
on
to
actually
being
a
software
engineer
and
bl
dude
cool
talks
like
this
and
before
that
I
was
doing
a
technical
support,
a
company
they
have
no
longer
open
and
before
that
I
was
doing
Taco
Bell,
which,
by
the
way,
not
authentic
Mexican
by
any
means.
This
here
is
the
Clark
everybody.
B
My
name
is
Clark:
I
am
the
primary
training
author
at
supergiant
University
and
just
like
Erin
I
started
out
not
anywhere
close
to
containers
or
kubernetes,
but
over
time
it's
been
a
year
or
two
now
and
we
both
are
certified.
I've
got
my
certified
application
developer
certificate,
my
administrator
certificate.
Our
company
is
a
kubernetes
training
partner
now
and
that's
what
I
do
every
day.
So
we've
both
felt
the
pain
of
being
new
to
kubernetes,
and
we
certainly
felt
the
pain
of
not
being
able
to
find
people
to
help
us
with
our
vision
for
kubernetes
too.
A
And
we
are
both
available
and
working
on
some
big
projects
like
a
change
towards
back-end
and
upgrade
could
raise
from
1.5
to
1.13
on
some
of
our
own
clusters,
which,
by
the
way,
is
about
to
your
difference
in
commits
all
without
Kasper
downtime,
and
this
here
he's
able
to
make
customer
or
Cabrini's
training,
so
yeah,
pretty
cool
stuff,
so
who's
super
Jon.
We
do
Supersport
consultation,
training
for
Q
Mays
and
its
users.
A
We
have
an
office
in
Europe
and
one
of
the
United
States
and
we
are
a
Casey
SP,
a
Cooper
gonna,
activate
pod
service
provider,
today's
training
partner
and
between
our
two
offices,
63%
of
our
total
staff,
is
certified
to
Cooper
days
either
using
a
CK,
a
or
ck
ad
as
the
metric,
and
we
hope
to
extend
that
percentage
even
further
this
year.
So
this
talk
is
mostly
targeted
to
those
that
are
looking
to
get
queries,
expertise
in
your
company.
But
why
is
that
even
a
good
option?
In
the
first
place.
B
Alright,
so
kubernetes
really
is
kind
of
like
a
Kraken
right,
there's
all
of
these
different
aspects
of
computing
that
it
touches
infrastructure
and
storage
and
networking
and
services
things
like
that.
It
has
its
own
way
of
abstracting
things.
So
the
way
that
you
tackle
this
Kraken
and
your
company
is
different
everywhere
across
the
board.
People
have
different
platforms
that
use
there's
a
massive
ecosystem
of
open-source
tools
that
people
use
with
kubernetes
people
use
it
with
other
things
like
mesosphere.
They
use
it
with
VMs.
B
It's
going
to
look
so
different
at
every
company,
and
so
part
of
our
argument
today
is
that
when
we
have
pulled
people
into
our
company
who
are
pre
qualified
experts,
it
takes
just
as
much
time
to
pull
out
the
old
roots
plant
new
ones
and
get
people
up
to
speed
with
your
Kraken
fighting
style.
And
so
we
thought
why
not
just
hire
people
who
are
entry
level
who
are
newbies.
You
know
off
the
street
essentially
and
then
raise
them
up
with
our
style,
Kraken
fighting.
B
B
That
is
also
important.
Is
there
also
benefits
right
so,
when
you're
investing
in
people,
employees
feel
like
they're
getting
invested
into
and
they
get
to
see
themselves
grow
and
as
they
grow,
they
get
to
take
on
more
and
more
challenges
and
they
see
the
skills
that
they're
getting
because
of
you
at
your
company
and
because
of
their
determination
and
passion.
They're.
B
In
addition
to
that,
just
one
more
thing:
it's
also
just
a
really
awesome
thing
to
do
for
the
community.
So
when
your
door,
when
the
bar
you're
looking
for
it
for
hiring
people,
is
this
high
there's
not
a
lot
of
people
who
can
reach
that?
But
when
you
open
up
the
door
for
entry-level
people
you're
providing
opportunities
for
people
that
would
have
never
been
able
to
get
into
this
tech
industry?
B
So
me,
for
example:
I
applied
for
jobs
literally
all
around
the
world
when
I
got
out
of
college
I
studied
so
hard
I
couldn't
find
a
job
anywhere.
I
was
doing
housekeeping
just
to
have
a
place
to
stay.
They
would
let
me
stay
there
when
I
would
clean
and
I
got
one
interview
everywhere
in
the
entire
world.
I
got
one
interview:
can
you
guess
what
company
that
was
at
so
this
provides
passion
in
people.
A
A
So,
what's
a
quite
correct,
hiring
and
filtering,
and
the
mentoring
and
community-driven
aspects
in
your
company,
you
can
actually
get
someone
off
the
streets
and
hire
them
in
and
make
them
do.
Bernie's
experts-
and
we
know
this
because
we've
been
there-
both
Clark
myself,
I've
gotten
our
CK's
at
about
about
half
a
year's
mark
right,
I
think
mine
was
seven
years.
It
was
for
something.
A
So
why
do
it
in-house?
Why
not
just
go
get
that
expert
just
outright?
Well,
let's
go
through
the
big
picture,
so
a
lot
of
companies
have
a
lot
of
roles
involved
or
a
lot
of
plot
positions.
Lot
roles
that
fill
up
those
teens
of
the
home,
for
instance
ours,
you
hosted
last
surge
support,
hosted
last
search.
Development
kübra
is
training
toward
a
support
marketing.
It
sells
and
many
others.
A
Each
role
has
its
own
its
own
functions
to
fulfill
out
the
needs
as
a
whole,
but
one
thing
that
a
lot
of
companies
do
is
they
hire
someone
in
as
a
strict
role
saying
you
are
marketing
and
that's
what
you're
going
to
do
marketing,
and
that
is
it.
But
if
you
have
a
project
that
involves
kubernetes
and
that
marketing
gentleman
is
interested
in
exploring
that
territory,
doumitt
ask
if
you
let
people
follow
their
interests
rather
than
just
a
strict
boundary
on
what
their
job
title
is.
A
You'd,
be
amazed
of
what
you
could
make
out
of
that.
So
we
need
to
figure
out
our
point
a
and
our
point
B
our
entry
point
and
our
destination,
and
the
idea
is
to
get
people
from
roll-to-roll
filling
out
each
individual
need
on
each
of
those
roles.
So
we
might
bring
someone
in
as
a
support
tech
and
have
them
answer
customer
tickets
and
after
a
while
after
they
get
good
at
it.
Given
some
projects,
work
on
and
move
them
up
up
the
Rings
and
eventually
get
them
to
an
expert
status
over
time.
B
All
right,
so
how
do
you
actually
go
through
this
process?
That's
kind
of
the
big
picture
of
what
we're
gonna
walk
you
through,
so
we're
just
gonna,
walk
you
through
this
quest
step
by
step
so
step
one
is
you
need
to
define
your
destination,
so
this
is
the
entry
point
at
which
you
would
say
like
when,
when
a
employee
enters
this
gate,
you
have
your
kubernetes
expertise,
you're,
fulfilling
the
need
that
you
have
in
your
company.
So
you
need
to
have
a
good
grasp
on
what
your
company's
goals
are.
B
B
B
You
can
also
your
needs
might
be
like
hey.
We
want
to
become
a
certified
kubernetes
service
provider,
so
your
destination
really
is
just
a
function
of
planting
a
flag.
This
is
where
we
need
kubernetes
expertise,
so
you
can
have
multiple
things
going
on.
Maybe
you
just
need
talented
people
on
a
specific
team,
and
maybe
they
don't
need
to
fulfill
a
specific
role.
So,
to
give
you
an
example
like
we
personally,
we
just
we
do
support.
We
do
extraneous
as
long
as
they're
actively
contributing
in
a
meaningful
way
to
achieving
our
goal.
B
There,
then
that's
kind
of
where
our
point
the
flag
is-
and
that's
like
here
here
it
is
here's
our
destination,
so
that
is
like
your
destination
and
then
another
important
thing
here
is
this
has
to
be
a
worthy
achievement
right.
You
may
be
it's
a
more
prestigious
position.
Maybe
people
get
to
go
on
trips
like
we
get
to
go
on
trips?
Maybe
people
get
a
higher
salary
in
that
position
and
they
feel
special,
it's
kind
of
like
if
you're
playing
an
RPG.
B
It's
like
that
ultimate
class
that
you're
grinding
Experion
towards
right
and,
in
addition,
this
might
kind
of
change
over
time.
So
the
approach
we're
going
to
show
you
is
taking
it
one
step
at
a
time.
One
roll
graduating
to
one
roll
graduating
to
another
graduated
responsibilities,
because
you're
gonna
find
your
needs,
may
change
and
how
they're
getting
that
may
change
over
time
too.
So
as
long
as
you're
fulfilling
your
needs
getting
a
return
on
your
investment,
not
losing
money,
you're
walking
closer
to
your
vision.
So
that's
that's
kind
of
a
good
thing.
A
Cool:
let's
move
on
to
step
two
here
you
know
the
destination.
You
want
that
curious
expert
either
be
developer
administrator
trainer,
something
similar,
but
we
need
to
figure
out
that
point.
A
and
I
could
vary
from
company
to
company.
It
might
be
some
support
related
something
jr.
dev
related,
but
needs
to
have
something
to
do
loosely
with
kubernetes
so
that
we
could
get
them
in
the
right
direction.
Early
on
and
our
example
is
jr.
A
A
So
there's
gonna
be
some
challenges
that
will
come
across
and
hardship
that
they
will
encounter.
And
if
you
don't
have
that
great
determination
to
move
past
those
obstacles,
then
they
will
not.
They
cannot
grow.
Then
last
is
to
find
someone
with
humility.
So
we
all
know
that
no
at
all
that
at
least
seems
to
know
everything.
So
if
they
are
believed
that
they
know
everything
there
is
to
know,
then
they
are
not
going
to
grow
because
they
believe
that
they
already
have.
A
There's
this
movie
that
my
CEO
watched
called
Moneyball,
where
it's
talking
about
a
story,
though
someone
playing
the
odds,
because
I
couldn't
really
get
the
rock
star
team
that
they
wanted,
but
they
played
some
odds
and
hired
some
diamonds
in
the
rough
and
we're
able
to
get
a
fantastic
team
going
on
by
the
end
of
the
movie
and
this
time
whether
we
opted
to
try
and
stand
and
actually
turned
up
really
well
for
us.
Yeah.
B
So
if
it's
gonna
cost
you,
you
know
this
much
money
to
get
a
shiny
star,
and
for
that
much
you
can
get
three
diamonds
in
the
rough
that
can
perform
just
as
well.
Why
not
gamble
you
know?
You're
gonna
get
people
in
your
area
first
of
all,
instead
of
having
to
do
remote
work,
which
can
sometimes
be
a
little
bit
more
difficult
to
do
and
then
also
it's
it's
just
a
really
awesome
experience.
So.
A
A
Because
it
turns
out
like
a
we're,
gonna
reference
video
games,
a
lot
as
we
like
video
games,
I've,
had
it
oftentimes
a
good
buff
or
a
skill
multiplier,
it's
better
than
a
initial
stat
sheet
in
the
long
run,
and
that's
what
you
should
be
hired
for
is
the
long
run.
So
how
do
you
look
for
the
passion?
How
do
you
find
people
that
would
fill
out
your
role
well
like,
if
were
the
normal
colleagues
LinkedIn
github
check,
word-of-mouth
or
it
could
check
the
individuals
portfolio,
see
if
it's
updated
and
if
they're
proud
of
it?
A
Let
them
know
from
the
get-go
whenever
you're
hiring
in
that
you
are
looking
for
someone
go
from
point
A
to
point
B
you're
hiring
in
for
an
entry-level
position,
but
you
are
trying
to
promote
for
a
bearnaise
experts
because
you
don't
want
them
to
come
in.
On
the
first
day
and
someone
breathing
down
their
neck,
saying
hey:
when
are
you
gonna
get
the
CK
again
whenever
you
didn't
actually
mention
that?
That's
there
we're
gonna
try
to
go
for
and
also
if
you
try
to
go
fast
and
get
Cabernets
expertise
quickly.
B
So
those
are
the
things
you
might
look
for
when
you're
hiring
somebody
and
you
can
seem
like
a
good
example.
Some
hobbies
require
a
lot
of
dedication,
a
lot
of
learning
a
lot
of
change
and
those
can
be
helpful
so,
for
example,
I
studied
full-time
in
my
free
time,
I
loved
learning
and
studying
and
I
was
like
a
flag
to
my
boss.
This
guy,
maybe
will
be
passionate,
Aaron's
really
passionate
about
Arduino
and
Raspberry.
Pi
is
he's
a
tinkerer
he's
an
acre
that
takes
dedication
and
time
it
takes
investment.
B
It
takes
passion,
so
those
are
things
that
say
to
us.
This
person
is
actually
gonna
enjoy
what
they
do.
They're
gonna
take
off
and
they're
gonna
do
well.
So
when
you
finally
have
somebody,
the
next
step
is
just
start.
Your
request
embark
on
this
journey
to
raise
this
person
up
to
an
expert,
and
the
first
thing
that
you
need
to
do
is
just
get
them
started
in
that
initial
role.
B
Whatever
that
initial
role
was
that's
where
they
start
get
them
on,
boarded
there,
and
this
is
the
perfect
period
for
you-
you're,
not
investing
a
ton
of
money,
you're
not
losing
a
lot
of
money.
If
things
don't
work
out,
that's
okay,
remember
you
can
hire
like
three
people
instead
of
one
super
extremely
expensive
person,
and
then
you
can
find
people
that
are
really
passionate,
so
I
kind
of
like
to
look
at
it
like
a
rainbow
like
a
skill
rainbow.
B
So
the
idea
here
is
each
of
these
roles
in
your
company
that
you're
wanting
to
graduate
people
through
they
have
associated
skills
required
to
master
them.
Those
skills
when
they
have
the
full
spectrum
can
illuminate.
You
know
their
knowledge
and
they
can
tackle
unknown
frontiers
and
problems
and
provide
for
you
value
that
you
wouldn't
have
necessarily
expected
or
have
thought
that
people
could
do
for
you
earlier.
You
know,
and
once
you
get
somebody
mastered
up
in
that
role,
then
you
move
them
on
to
the
next
you're
gonna
repeat
this
process.
B
So
how
do
you
do
that?
How
do
you
get
somebody
from
you
know,
half
a
rainbow
to
a
full
rainbow
to
a
double
rainbow
to
a
triple
rainbow
so
on
and
so
forth.
We
like
to
think
of
it
kind
of
a
side
quest,
so
you
want
to
give
people
opportunities
to
grind
experience
to
grow
their
skills,
and
this
can
take
several
different
forms.
So
these
are
things
like
projects,
projects,
someone
that
can
take
on
that
push
their
skills
a
little
bit.
It
could
be
finishing.
B
A
training
course
like
hey,
go,
take
this
course
with
docker
and
then,
when
you
finish
that
you
know,
you've
got
more
experience
with
that
it
could
be
participating
in
certain
tasks
on
certain
teams
like
hey,
this
team
has
a
need.
Why
don't
you
go
over
there?
That
sounds
like
a
good
place
for
you
to
learn
something
and
then
do
some
stuff
there.
B
So
this
is
a
very
involved
kind
of
agile
process
where
you're
people
are
growing
actively
right
and
then
the
key
here
too,
for
a
good
cyclist
is
the
skills
where
someone's
at
find
something
that
kind
of
tailors
to
those
those
particular
needs.
So
maybe
a
training
can
code,
maybe
their
role
requires
them
to
learn.
Docker
have
them
containerize
an
app
something
like
this,
so
this
is
kind
of
like
a
culture
that
you
can
build
in
your
company
and
along
the
way,
you're
gonna
find
topics
that
people
don't
understand.
Trainees,
don't
understand
them
so
be
active.
B
Be
active.
I
can't
stress
that
enough,
you're,
not
gonna,
find
out
that
somebody
doesn't
know
how
to
do
something
until
it's
too
late
and
the
project
is
due
and
they're
like
I.
Don't
have
anything
right.
If
you
don't
measure
anything
people
aren't
gonna,
you
know
they're,
not
gonna.
Let
you
know
you're
not
gonna,
find
out
so
give
people
supplementary
materials
to
give
people
time
to
go,
learn
and
invest
in
those
skills.
So
there
needs
to
be
time
for
people
to
go.
Take
a
course.
B
That's
what
we
do
at
our
company
learn
something
come
back
and
then
kind
of
supercharge
the
project
that
they're
working
on
and
then
when
they
learn,
give
them
opportunities
to
apply
it
right.
Everybody
here
has
like,
in
their
company
a
thousand
different
things
in
the
backlog
that
they
just
can't
get
to
because
they
don't
have
enough
hands
and
they
don't
have
enough
time
so
take
one
of
those
that
might
be
a
good
fit
and
have
somebody
do
it.
B
It
may
be
small,
but
it
means
something
and
it's
important
and
it
gives
people
a
sense
of
meaning
and
then,
like
we
said
mentor,
people
be
active,
be
engaged,
you
know,
take
people
to
lunch
and
talk
to
them.
Ask
them
how
things
are
doing
and
then
another
important
thing
here.
This
is
what
we
do
our
company
is.
We
have
these
milestones.
You
give
people
this
thing
to
strive
for
and
then
when
they
get
there,
there's
a
reward
right.
So,
for
example,
a
milestone
could
be
finally
moving
on
to
the
next
role
graduating
from
taking
tickets.
B
Next,
to
a
more
senior
engineer
to
being
on
call
and
getting
calls
in
the
middle
of
the
night,
it
could
be
getting
there
CK
a
certification
or
CQ
ad
certification.
It
could
be
like
something
that
means
something.
So
when
you
get
there,
you
know
like.
So
what
we
do
is
when
someone
gets
there
CK
a
certification,
you
get
a
small
monthly
bonus
and
that
gives
them
an
incentive
to
strive
for
that.
You
know
you
move
to
the
next
role.
You
get
a
small
change
in
title
now:
I'm,
no
longer
June,
I'm,
just
support
tech.
B
You
know
night.
That
means
something
special
and
then
a
really
important
key
here
too
is
they
should
be
relatively
frequent.
So
we're
not
talking
about
the
ever-elusive
promotion
that
people
are
striving
for
at
giant
companies
that
they
never
see
milestones
should
be
maybe
about
three
months
in
distance
from
each
other
and
maybe
no
more
than
six
months.
They
should
be
achievable
within
six
months,
so
they
should
be
challenging,
not
easy,
but
they
should
be
achievable
within
that
time.
B
What
getting
our
cq8,
for
example,
we
take
people
who
just
have
basic
programming
experience,
we're
involved
in
a
mentoring
process
and
then
within,
like
six
months,
they're
certified,
kubernetes
administrator
and
then
eventually,
as
you
go
through
this
process,
your
new
hire
is
not
going
to
be
new
anymore
right.
They're
gonna
be
kubernetes
expert
and
they're
gonna
master
their
current
role,
they're
gonna
move
on
to
the
next
one.
B
Maybe
they
move
from
supporting
your
application
and
development
to
supporting
an
in
production
or
developing
that
actual
application,
and
how
do
you
know
when
somebody's
ready
so
like
we
said
the
key
here
is
involvement.
Ask
people
questions,
have
conversations,
do
they
understand
it?
Didn't
any
problems
happen
during
their
last
milestone?
What
can
we
do
to
help
them
understand
those
issues
and
if
things
just
aren't
panning
out,
then
maybe
it's
they'll
just
stay
in
that
position
as
long
as
they're
achieving
a
return
on
investment.
B
Let's
try
to
continue
to
grow
people,
so
this
is
kind
of
what
you're
gonna
be
looking
for.
This
is
kind
of
the
ultimate
achievement
throughout
this
process.
So
when
we
say
kubernetes
expert
we're
not
talking
about
like
a
cool
flattering
title
like
yeah
I
do
stuff
with
kubernetes
and
I'm
really
good
at
it.
Expertise
to
us
is
especially
it's
a
specific
type
of
skill.
So
to
illustrate
this,
let
me
give
you
an
example.
So,
let's
take
a
load
balancer.
B
If
you
have
a
lot
of
experience
with
load
balancers,
you
can
fix
a
load
balancer
because
you've
done
it
30
times,
you
have
documentation
on
it
in
your
company,
but
then
the
idea
behind
expertise
is
maybe
it's
the
first
time
you've
seen
it,
but
you
understand
networking.
You
understand
the
infrastructure.
B
You
understand
the
pieces
of
that
are
connected
to
make
this
work
and
you
can
fix
it
like
it's
that
full
rainbow
that
illuminates
these
unknown
frontiers
right
and
that's
the
difference
between
like
level
1
and
level
2
support
at
our
company,
so
level
2
doesn't
have
special
access
to
forbidden
documentation
and
some
underground
vault,
or
something
like
that.
They
thoroughly
understand
the
technology
enough
to
push
the
frontier.
B
Ok,
so
how
do
you
know
when
it's
time
to
move
someone
up
to
a
role?
We
recommend
that
you
have
a
good
handle
on
your
return
on
investment
right,
so,
if
you're
a
smaller
company,
this
is
something
we
want
you
to
think
about.
What
are
the
financials
for
this
role,
and
this
is
kind
of
for
financially
minded
people?
Is
it
a
certain
number
of
support
tickets,
where,
if
we
sustain
these
support
tickets,
then
these
customers
aren't
going
to
leave
us.
B
That
constitutes
a
certain
amount
of
revenue
where
we
can
sustain
a
salary,
and
you
can
kind
of
figure
out
a
good
method
for
you.
So
for
smaller
companies.
That's
really
important
that
you
figure
about
what
that
is,
so
that
you
can
get
from
being
a
small
company
to
grow
your
own
girl
and
when
you
promote,
is
also
another
important
question.
That's
kind
of
I'll
leave
that
up
to
you
to
think
about.
B
I
just
want
you
to
think
about
the
long-term
ramifications
of
when
you
choose
to
promote,
because
when
you
choose
to
promote
people
before
they
like
achieve
the
role
that
you
want
them
to
go
to,
then
the
burden
is
on
the
company
to
raise
up
the
trainee
and
then,
if
you
promote
before
they
achieve
that
role,
that
you're
aging
you're
aiming
for
then
or
after,
like
like
merit
like
a
meritocratic
sort
of
like
they
they're
able
to
do
this,
so
we
just
award
them
the
title.
They
already
have
sort
of
thing.
B
You
know
the
burden
falls
on
the
trainee
to
put
out
extra
effort
to
get
there.
So
there
are
different
effects
here
and
it's
gonna
change
based
on
the
structure
of
your
company.
It's
gonna
change,
based
on
how
you
do
things
so
think
about
that,
because
that
that
is
important
and
then
reward
people.
You
can
do
this
first
of
all,
because
your
investment
is
lower.
The
bar
is
lower
you're,
losing
less
money.
B
It
creates
hunger
for
people
to
just
continue
to
grow
and
develop,
and
if
you
never
invest
in
people
and
you
never
reward
people
and
fulfill
the
promises
that
you
had
for
them,
then
they're
just
gonna
become
like
a
band
of
mercenaries
who
just
moved
from
company
to
company
filling
out
these
roles
and
finding
out
that
ten
years
later,
they
never
get
to
achieve
that
dream
that
they
wanted
to
that's
important.
So,
just
to
summarize
this
this
process,
you
start
with
your
initial
role.
B
You
get
people
up
to
speed
on
those
skills
and
you're,
providing
these
side
quests
that
continually
push
people's
limits,
and
you
provide
these
milestones
every
three
or
six
months.
People
are
striving
for
a
new
challenge
that
gives
them
a
reward,
and
maybe
it's
a
monthly
bonus.
Maybe
it's
a
change
of
promotion.
Maybe
someone
finishes
a
project
and
a
top
brass
executive
comes
and
says:
hey
I
noticed
you
did
that
and
that's
really
cool.
You
know
that
really
means
something
to
people,
just
knowing
that
they're
noticed
too
and
then
promote
them.
A
So,
congratulations.
You
went
from
new
hire
to
expert
point
A
to
point
B.
Well,
theoretically
speaking,
but
what
do
you
do
after
that?
Do
it
all
over
again
so
take
notes
for
each
time
you
do
this
so
for
each
and
every
time
you've
done
some
things
wrong.
You've
done
some
things
right.
Take
note
on
how
to
happen.
A
A
B
All
right
so
just
to
give
you
just
step
back
and
get
some
perspective
so
like
in
the
description
of
our
talk.
You
know.
There's
this
huge
ecosystem.
Kubernetes
is
moving
so
fast
right.
Every
three
monsters
are
released,
things
are
changing
and
they're
growing,
so
we're
racing
against
the
clock
to
stay
relevant
all
the
time
and
all
of
our
different
companies,
so
just
so
that
you
can
kind
of
see
what
this
means.
B
We've
gotten
this
down
to
a
scientific
process
where,
in
a
year
we
can
get
somebody
from
an
entry
level
higher
to
actively
investing
as
a
certified
kubernetes
engineer
on
projects
that
actually
provide
value
where
people
have
come
from
doing
IT
at
their
school.
Just
cutting
30,000
off
of
our
bill
every
single
month,
two
coming
straight
out
of
college,
two
counting
20,000
off
our
bill
every
single
month
with
storage
projects.
So
this
is
possible
and
if
you
think
about
it,
it's
really
incredible
that
you
can
do
this
in
about
a
year's
time.
B
You
can
iron
out
this
process
and
get
to
a
point
where
you
can
stay
relevant
and
not
just
stay
relevant.
Your
company
can
thrive
and
grow
with
the
team,
so
we've
compiled
kind
of
a
list
of
these
are
some
like
free
resources
that
we
kind
of
use
for
our
own
people
and
we're
actually
going
to
show
you
how
to
get
to
the
slides,
because
it's
kind
of
hard
to
we're
just
gonna
go
so
fast.
So
please
definitely
check
out
the
slides.
I'll
show
you
how
you
can
access
them.
B
We've
got
all
these
courses-
they're
just
free
ones,
that
people
have
put
on
the
web.
That
are
super
awesome
that
treasure
trove.
If
you
do
anything,
please
just
go
click
on
that,
because
a
company
compiled
that
and
there's
literally
hundreds
of
links
for
like
all
kinds
of
really
useful
stuff,
we've
got
there's
guides.
B
Everybody
knows
Kelsey,
Hightower
stuff,
creating
a
cluster
the
hard
way
and
miscellaneous
articles,
lots
of
miscellaneous
articles
and
then
last,
but
not
least,
this
can
be
a
difficult
process
is
if
this
is
something
you're
struggling
with
we're
at
booth
g1
on
the
main
aisle
just
follow
the
sparkles
and
check
out
supergiant
o
training,
it's
literally
my
job,
my
job,
my
full-time
job
is
take
people
from
entry
level.
Graduate
them
to
kubernetes
experts,
we've
just
kind
of
I-
guess
started
doing
that
too.
B
But
those
are
some
free
resources
you
can
use
and
then,
if
you
scan
this
QR
code,
it'll
just
take
you
directly
to
download
the
PowerPoint
slides,
which
actually
have
our
speaker
notes
in
them.
So
you
can
see
because
some
of
these
we
had
pictures,
you
can
see
what
we
actually
were
like
saying
in
our
bullet
points
that
link
up
there.
Supergiant
Live
will
take
you
there.
This
is
our
contact
info
and
we
have
it
maybe
a
little
bit
of
time.
Is
there
anything
else
before
we
take
questions?
We.
A
C
B
A
D
B
So
what
we
do
is
we
literally
like
when
we
plan
a
sprint
for
somebody.
We
leave
30
percent
of
that
sprint
open
for
things
like
self
self
improvement
in
research
and
then
to
mentor
people.
So
we
we
have
to
we've
run
into
problems
where
we
try
to
pack
our
sprint
goal,
and
then
we
just
don't
have
time
to
mentor
people,
and
then
we
run
into
an
issue
later
because
we're
out
of
talent,
you
know.
So
it
is
an
investment
where
we
have
to
invest
time
and
it's
a
kind
of
a
lengthy
process.
B
A
A
B
C
A
D
B
Kind
of
like
a
shared
experience
so
we'll
have
like
we
did
a
cluster
upgrade.
We
have
a
little
party
like
you
know.
We
did
it
and
it's
it's
kind
of
a
function
of
like
the
senior
engineers
have
been
there
done
that
gone
through
that
process
and
it
kind
of
received
those
rewards.
And
then
the
success
of
the
juniors
is
like
really
a
huge
part
because
of
them,
and
so
wherever
we
can.
We
just
continue
to
try
to
keep
the
milestones
for
our
senior
engineers.
B
You
know
at
the
progression
they're
add
to
just
keep
them
going
up
so
that
they'll
continue
to
grow
too.
So
it's
kind
of
like
everybody's
always
like
continuing
to
do
something,
because
at
some
point
there
is
a
point
where,
like
you're
at
the
cutting
edge
of
kubernetes
and
the
milestones
are
less
a
function
of
being
able
to
take
on
a
new
task
as
they
are
being
able
to
take
on
a
project
that
saves
money.
And
then
that's
like
a
big
milestone
where,
like
a
senior
engineer,
can
also
get
like
a
smaller
wooden
stuff.