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From YouTube: Lessons Learned as a New Manager During a Pandemic - Sean Corkum, Northwestern Mutual Life Insurance
Description
Lessons Learned as a New Manager During a Pandemic - Sean Corkum, Northwestern Mutual Life Insurance
Speakers: Sean Corkum
Being promoted to a leadership position and then almost immediately transitioning from working in the office to fully remote has lead to some unique challenges. In this talk, Sean will go over some of the challenges faced by all new managers, compounded by the pandemic, and the role that CI/CD played in helping with the transition to remote work.
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
A
Hi
everyone,
I'm
sean
corcom
and
I'm
the
assistant
director
of
engineering
responsible
for
the
cicd
platform
team
here
at
northwestern
mutual
well.
I
start
off
by
thanking
you
for
joining
me
today
for
this
candid
talk
about
my
experiences
of
becoming
a
people
leader
last
year
during
the
pandemic.
So
naturally
we
got
to
start
back.
In
the
beginning
january
2020,
I
moved
from
being
an
individual
contributor,
I.e
senior
engineer
into
a
people.
Leadership
position.
A
The
one
little
thing
that
may
be
different
is
that
I
moved
into
that
leadership
position
on
the
same
team.
Now
those
of
you
that
have
done
that
same
kind
of
change
know
that
it
brings
a
little
extra
awkwardness.
It
changes
how
people
interact
with
you
seemingly
overnight,
and
you
may
not
get
that
same
kind
of
effect.
When
you
move
into
a
leadership
position,
you
know
within
another
group.
A
Obviously
the
major
difference
is
you
don't
have
the
same
kind
of
pre-existing
relationships
that
you
do
when
you
make
this
transition
within
the
same
team
now
through
the
whole
promotion
process
and
the
different
interviews
with
you
know,
senior
leadership
here
at
northwestern
mutual.
I
was
already
getting
prepped
about.
You
know,
expect
people
to
act
different
differently.
You
know
pretty
much
immediately
after
the
announcement
comes
out
and
while
you
know
all
of
my,
my
leadership
had
done
everything
they
could,
and
I
thought
I
understood
after
the
change.
A
I
was
still
surprised
at
how
noticeable
it
really
was
and
thinking
back
on
it
after
a
year
now
you
know
you
can
really
empathize
with
everybody.
You
know
everything
just
kind
of
changed
for
them
their
whole
routine,
and
you
know
the
whole
social
construct
of
the
group
was
just
got
jarred
to
the
side.
It
was
now
a
little
different.
You
know.
Yesterday
you
were
all
co-workers
and
engineers
together
and
now
today
they
all
report
to
you.
So
it's
that
awkward
feeling
of
okay.
A
You
know
their
well-being
and
you
know
their
careers
and
making
sure
that
you
can
do
everything
everything
possible
to
do
the
best
for
them
so
that
they
can
succeed,
and
you
have
to
take
a
lot
of
steps
to
reassure
them
and
prove
to
them
to
you
know,
earn
their
trust
and
in
this
new
role
that
that
really
is.
You
know
how
you
feel,
how
you
act
and
how
you're
going
to
conduct
yourself
I'll
get
a
little
more
into
that
later.
A
A
So
I
should
start
with
beginning
that
at
this
point
my
team
did
have
a
remote
engineer.
Who
was,
you
know,
obviously
never
in
the
office,
and
there
was
never
really
an
official
mandate
that
everybody
had
to
be
in
the
office
every
single
day.
You
know
we
would
occasionally
have
people
you
you'd
work
from
home
one
day,
for
you
know
whatever
reason,
and
it
was
totally
fine
as
long
as
everybody.
You
know,
you
made
all
your
meetings
and
you
got
all
your
work
done.
A
A
One
of
the
big
reasons
that
I
wanted
to
do
this
was,
with
the
slack
stand
up.
While
I
was
reading
everybody's,
you
know
messages
every
day.
Not
all
the
engineers
were
always
reading
everybody's.
You
know
posts
every
day
which
it's
understandable,
you're
busy
with
a
billion
other
things
so
having
this
chance
to
take.
You
know
just
15
minutes
out
of
the
day,
for
us
all
to
you
know,
be
together
and
actually
talk.
I
felt
was
really
important
and
it
proved
out
to
be.
A
You
know
even
more
important
with
you
know
the
pandemic
and
moving
to
remote
work,
but
the
real
reason
I
was
trying
to
do
this
was
I
wanted
the
engineers
to
have
a
time
that
was
dedicated
every
day
for
them
to
talk
to
each
other.
The
stand-ups
have
nothing
to
do
with
me.
I
I'm
just
kind
of
there
and
you
know
I
give
them
my
updates
and
what
I'm
working
on
as
well,
but
the
real
point
of
the
stand
up
is
for
them
to
be
able
to.
A
You
know,
talk
about
what
they're
working
on
what
they
might
be,
having
trouble
with
and
sharing
experiences
with
each
other.
The
team
had
people
that
were
fresh
out
of
school
to
people
that
had
you
know
a
decade
plus
experience
and
everything
in
between
so
obviously,
everybody's
got
their
their
different
backgrounds
and
they've
had
different
experiences.
A
Well,
I'm
not
entirely
sure
what
the
root
of
the
problem
is,
but
here's
a
couple
of
places
that
you
can
check
that
should
get
you
to
the
root
of
the
problem,
and
these
are
things
that
you
obviously
either
happen
right
during
the
stand
up
or
you
know
they
are
able
to
connect.
You
know
immediately
after
and
being
able
to
share
that
knowledge
really
helps
everybody.
A
So
when
all
of
a
sudden,
you
know
the
entire
routine
of
being
able
to
go
into
the
office
and
now
we're
all
we're
all
at
home,
and
it
starts
becoming
more
and
more
evident
that
this
isn't
going
to
be
a
short
time
thing
that
we're
working
from
home.
You
know
it
helps
to
have
little
things
to
hold
on
to
that
are
the
same
when
it
feels
like
everything's
kind
of
spinning
out
of
control
around
you
having
that
feeling
of
control
over
certain
parts
is
a
very
powerful
thing
for
your
mental
well-being.
A
A
The
other
thing
that
contributed
to
that-
and
I
can't
say
it's
something
new-
that
meal
I
I
had
implemented
it's
just
the
way
our
team
had
always
functioned
was
we
always
went
with
the
everything
is
code
mindset,
so
we
were
forced
to
use.
You
know
our
tooling
that
we
were
providing
to
the
rest
of
the
enterprise
and
experiencing
things
the
same
way
as
our
customers.
A
I
mean
we're
the
cicd
platform
team
if
we
weren't
using
any
kind
of
ci
cd
processes
at
all,
be
pretty
hypocritical,
but
this
whole,
you
know
using
everything
as
code
and
leveraging
terraform
to
deploy
our
resources
into
aws,
and
you
know
ansible
tower
for
the
last
mile
configuration
for
other
products
and
stuff
like
that,
you
know
we
we
were
already
used
to
this
whole.
You
know
working
this
way
and
again
that
helped
contribute
to
that
kind
of
continuity
of
work
where
work
still
kind
of
felt.
A
The
work
still
felt
the
same,
even
though
we
were
all
apart
and
again
going
back
to
the
fact
that
you
know
everything
else,
you
know
kind
of
felt
a
little.
You
know
out
of
control
or
a
little.
You
know
nervous
because
we
didn't
know
what
was
happening.
You
know
and
we
kept
getting
near
the
news
reports
about
you
know
more
and
more
cases,
and
you
know
people
passing
away
like
having
something
that
still
felt
normal
was
was
very
powerful.
I
think
for
for
a
lot
of
us
now
beyond
that.
You
know.
A
Just
you
know
for
myself
within
the
first
couple
of
months
and
kind
of
coming
into
the
pandemic,
there
were
things
that
I
realized
I
needed
to
change.
You
know,
particularly
in
myself,
one
of
the
big
ones
that
came
about
right
off
the
bat
was
needing
to
kind
of
literally
flip.
My
mindset,
you
know
change
the
way
I
thought
about
work
as
an
individual
contributor,
you're
very
used
to
you
know.
I
have
x
tasks
on
my
backlog.
I
need
to
complete
x
goals.
A
A
I
had
to
change
my
mindset
and
look
at
everything
as
how
can
I
best
support
the
team.
How
can
I
best
put
them
in
the
right
position
to
be
as
successful
as
they
possibly
can?
As
a
leader,
you
know,
all
of
your
success
comes
from
your
team's
success,
so
everything
I
try
to
do
is
to
ensure
that
I'm
helping
them,
I'm
making
sure
they
have
what
they
need.
I'm
making
sure
they
get
the
support.
They
need,
whether
it's
something
for
work
or
something
outside
of
work.
A
A
I
possibly
can
to
make
them
as
successful
as
I
possibly
can
to
help
them
with
their
career
goals.
To
do
what
I
can
to
help
drive
that
for
them
and
it
kind
of
starts
with
some
very
simple
things.
You
know
right
off
the
bat
one
of
the.
I
think.
The
best
things
that
I
was
able
to
do
was
act
on
feedback.
A
Getting
feedback
from
your
team
is
just
literal
gold
dust
and
it's
them
reaching
out.
Saying
like
this
is,
this
is
what
I
need
and
giving
you
the
perfect
opportunity
to
build
that
trust
with
them
to
show
them
that
you
really
do
care.
You
are
listening.
You
want
to
make
things
better
right
off
the
bat
one
of
the
an
example
I
can
use.
A
Is
we
drastically
cut
back
the
number
of
meetings
for
the
engineers
so
previously
you
know
we
had
a
lot
of
meeting
fatigue
meetings
that
kind
of
felt
like
they
were
for
meeting
sake,
so
we
cut
it
back
to
it
was
basically
most
days
the
engineers.
The
only
thing
on
their
calendar
was
stand-up,
a
lot
of
the
the
kind
of
agile
scrum
meetings
that
we
had
before
kind
of
mixed
for
a
while.
A
You
know
we
kept
stand
up
and
we
kept
retro
because
retro's
another
super
important
part
and
I'll
dig
into
that
a
little
bit
more
in
a
bit,
but
getting
rid
of
all
these
extra
meetings
was
a
great
way
for
me
to
you
know:
instantly
act
on
some
feedback.
They
did
they'd
give
me
and
after
that
everybody
kind
of
felt
like
they
had
room
to
breathe.
They
had
time
to
actually
get
their
work
done.
A
A
A
They
actually
wanted
more
of
a
sprint
review,
so
they
could
see.
You
know
not
only
what
they
were
doing.
You
know
this
sprint
and
you
know
get
ideas
what
everybody
else
was
doing.
They
could
see
what
everybody
was
working
on
this
sprint.
They
could
see
what
everybody
was
working
on
next
sprint
and
kind
of
getting
ideas
about
what
the
flow
of
work
was.
Looking,
like
you
know,
in
the
short
term
as
compared
to
you,
know
the
long
term
of
what
the
road
map
kind
of
looks
like.
A
So
we
actually,
you
know
my
product
manager
and
I
who
my
product
manager
was,
you
know,
ecstatic
to
get
this
feedback.
You
know
she
was
kind
of
like
poking
me
a
little
bit
on
this
hey.
If
we
thought
about
doing
sprint,
reviews-
and
I
was
still
very
much
in
you-
know-
protection
mode
of
the
team
of
keeping.
A
You
know
this
meeting
load
very
light,
but
once
they
started
asking
for
something
we
we
started
working
this
back
in
and
what
we
ended
up
doing
was
you
know
we
have
a
roadmap
review,
that's
kind
of
a
once
a
quarter,
and
then
we
do
a
very
short
sprint
review,
but
we
do
it
once
a
week.
It's
30
minutes
and
we
kind
of
do
a
hard
stop
at
that
30
minutes.
But
the
way
it
falls
with
how
our
our
sprints
go.
A
We
do
two
week
sprints
one
sprint
review
falls
right
in
the
middle
of
the
sprint
and
the
other
one
falls
right
at
the
end
of
the
sprint.
Basically,
the
day
before
the
next
sprint
starts,
so
that
one
that's
in
the
middle,
we're
able
to
kind
of
more
lightly
go
through
it.
It's
it's
not
super
picky
about.
You
know,
what's
going
in
the
next
sprint,
but
we're
kind
of
getting
an
idea
we're
able
to
to
have
that
kind
of
mid-sprint
review
of
the
work
that
we
have
in
this
sprint
and
start
acknowledging.
A
You
know
stories
that
may
need
to
get
pushed
into
the
next
sprint,
because
you
know
something
came
up
in
support
or
a
different
story.
We
weren't
able
to
get
the
pointing
quite
right,
and
you
know
it
turned
out
to
be
something
you
know
more
difficult
than
we
first
thought
and
then
the
second
one
right
at
the
end
of
the
sprint,
we're
able
to
you
know,
put
a
more
able
to
put
a
solid
stamp
on.
This
is
what
next
sprint's
going
to
look
like.
A
A
So
if
they
see
something
that
you
know,
why
are
we
doing
this
kind
of
work
in
this
order?
You
know
knowing
what
the
roadmap
kind
of
looks
like
and
they've
had
input
on
that
as
well
same
as
we
do
in
the
sprint
review
having
them
challenge
and
debate
about.
You
know
how
did?
How
did
we
get
to
where
we
are
and
what
do
we
think
the
the
next
important
steps
are?
You
know
I
don't
always
get
every
story
created
right.
Sometimes
we
find
ones
that
are
missing,
so
we're
able
to
get
those
created.
A
A
You
know
some
of
the
different
languages
because
of
how
things
are
being
used
right
now
and
being
able
to
give
them.
You
know
just
as
big
a
seat
at
the
table
and
have
that
kind
of
input
as
into
how
that's
going
to
flow
again
keeps
coming
back
to
this
building
this
culture
of
trust.
I
trust
my
team
and
I
with
this
and
leaving
my
ego
at
the
door
and
everybody
else
we're
able
to
work
together
and
get
it
right
rather
than
any
single
one
of
us
being
right
and
that's
really
the
important
part.
A
And,
at
the
end
of
the
day,
that's
really
what's
important,
delivering
an
outstanding
product
for
our
development
engineers
so
that
they
can
deliver
outstanding
products
for
northwestern
mutual's
customers,
all
right
so
beyond
sprint
planning.
Obviously
I
mentioned
before
that
we
kept
retro
around
retro,
as
everybody
knows,
is
a
very,
very
important
part
of
team
health.
You
know
it's
an
opportunity
for
everybody
to
get
together
and
you
know
celebrate
the
the
achievements,
but
also
air
any
grievances,
and
these
grievances
again
time
back
feedback.
A
These
are
the
the
bigger
things
that
I
look
on.
Well,
I
try
to
do
my
best
to
celebrate.
You
know
all
the
wins
and
the
wins
are
super
important
hearing
the
negative
feedback
about
things
that
are
bothering
my
team
are
just
as
important
as
anything
else
to
me,
because
that's
them
telling
me
there's
an
opportunity
for
me
to
do
more
for
them.
For
me
to
help
make
a
situation
better
again.
Remember
everything
I
do
and
I
had
to
flip
my
mindset
was:
I
am
supporting
them
doing.
A
What
I
can
to
you
know
make
sure
that
they're
able
to
do
the
best
one
of
the
things.
I
also
do
with
retros.
Is
I
keep
it
as
anonymous
to
me
as
possible
so
way
we
go
about
it.
We
have
a
confluence
page
and
it
has
the
usual.
You
know
what
was
good.
What
was
bad
stuff
like
that?
You
know
the
normal
things
you
would
go
through
in
a
retro.
A
I
bring
it
up
on
my
screen.
Do
my
screen
share,
so
they
can
see
exactly
what
I'm
looking
at
and
no
I'm
not.
You
know,
sneaking
a
peek
and
being
shady
they
all
click
edit
and
are
able
to
fill
out
everything
and
put
whatever
whatever
they
would
like,
and
then
we,
we
typically
kind
of
you,
know,
share.
You
know
who's
gonna
be
dj
for
it
for
that
retro.
So,
while
they're
filling
everything
out,
we
have
a
little
bit
of
music
playing,
it's
kind
of
nice
they
like
to
to
joke
about.
A
You,
know
my
music
and
remind
me
that
I'm
getting
old,
it's
it's
entertaining,
but
they're,
the
only
ones
that
can
see.
What's
going
on.
I
wait
for
them
to
tell
me.
Okay,
we're
done
we're,
ready,
nobody's
filling
anything
out
anymore.
Then
I'm
able
to
hit
edit
and
enter
that
part
of
confluence
and
see
all
the
changes
that
they
added
in
the
page
and
we're
able
to
go
through
them.
Celebrate
the
good
and
start
trying
to
figure
out.
You
know
how
to
address
the
less
than
good.
A
Now,
while
sometimes
you
can
tell
you
know
who
wrote
you
know
what,
because
it's
very
specific
to
a
certain
task,
I
I
even
then
I
still
try
not
to
call
anybody
out
as
I'm
reading.
Through
all
the
other
comments
that
are
on
there
that
are
maybe
more
ambiguous.
I
never
ever
tried
to
guess
who
wrote
it.
I
take
it
as
it
is.
If
it's,
if
it's
something
that's
bothering
the
team
like
I
I
just
it's
obvious,
you
know
what
it
is.
A
They
wrote
down
literally,
what's
bothering
them
there's
no
reason
to
try
to
go
through
and
guess
who
wrote
that
I
know
what
the
problem
is
and
now
I
can
start
talking
about
the
problem
and
I
can
start
trying
to
take
action
on
the
problem.
We
do
go
over
them.
You
know
within
the
team
and
I'll
I'll
ask
them.
You
know
questions
about.
A
You
know
what
do
they
feel
could
be
could
be
done
to
make
that
better,
and
I
get
it
from
all
all
across
my
my
team
and
it's
it's
something
where
you
know
we
do
have
some
people
that
are
a
little
quieter
than
others,
and
I
I
try
to
reinforce
as
best
I
can
that
you
know
this
is
a
safe
space.
We're
all
here
to
just
try
to
be
better
as
a
team
and
we
go
from
there.
It
does
help
so
beyond
retros.
A
Where
you,
you
know,
as
an
engineer
you're
used
to
when
you're
being
the
one
to
walk
in
and
just
kind
of
you
know
ramble
on
sometimes
and
whatnot,
but
once
you
hop
on
the
other
side
of
the
table,
I've
realized
actually
how
important
the
these
meetings
are.
This
is,
you
know
their
chance
to
say
whatever
they
want
to
me
and
at
first
I
tried
to
be
you
know,
more
chatty
and
keep
the
conversation
going
and
and
for
me,
that's
a
little
tough,
I'm
not
an
incredibly
extroverted
kind
of
person,
so
being
ultra
chatty.
A
All
the
time
is
not
really
my
thing,
however,
as
I've
kind
of
gone
and
grown
and
learned
more
about
this
process,
and
you
know
ask
for
advice
from
other
people
in
leadership
positions.
You
know
how
do
you
run
your
one-on-ones
and
honestly,
I've
paid
a
lot
of
attention
to
my
my
managers
and
my
vp
as
I
have
one-on-ones,
with
them
kind
of
seeing
how
they
run
it
with
me
and
and
trying
to
take
some
of
that
feedback.
A
A
It's
it's
one
thing
to
kind
of
get
the
conversation
you
know
going,
so
you
don't
just
both
stare
at
a
screen
for
a
while.
You
know,
like
michael
scott,
you
know
negotiating
with
daryl
where
he
was.
You
know
refusing
to
be
the
first
to
to
to
speak.
It's
really
their
time
to
to
tell
you,
you
know
anything,
that's
bothering
them
or
ask
for
advice,
or
you
know
times
you
know
to
express
like
hey.
A
A
A
You
can't
sit
in
their
shoes
and
understand
from
their
background
how
how
they
feel,
let
them
tell
you
how
they
feel,
and
sometimes
you
know
whatever
is
coming
up.
They
don't
need
you
to
solve
a
problem.
They
just
need
somebody
to
talk
to
and
support
them
other
times
yeah.
There
are
specific
things
that
come
up
that
you
know
you
can
take
action
on
and
you
need
to.
A
So
with
that,
beyond
all
the
the
other
one-on-ones
now
soliciting
feedback
again
it's
something
I
I
probably
almost
annoy
the
team
with,
because
when
we
do
have
you
know
these
larger
meetings
and
we're
doing
something
along
these
lines,
I'm
always
asking
them
for
feedback,
I'm
always
asking
them
to
basically
tell
me,
you
know
what
they
feel
I'm
doing
wrong.
I
don't
take
it.
You
know.
Personally,
I
I
I
understand.
A
You
know
I'm
not
perfect,
I'm
never
going
to
be
perfect,
but
I
want
to
make
sure
that
I'm
doing
the
best
I
can
for
them
because,
like
I
said
before,
everything
about
my
role
now
is
making
sure
that
they
are
able
to
do
the
absolute
best
they
can
and
with
that
I
want
to
thank
you
again
for
joining
me.
I'm
looking
forward
to
seeing
all
of
you
in
the
q
a
section
and
I'll
talk
to
you
later
bye.
A
Hi
everyone,
so
thank
you
all
for
for
hanging
out
and
and
listening
to
my
talk.
I
know
I
rambled
very
very
long,
so
there
really
isn't
a
lot
for
for
q
a
here,
but
I
did
just
want
to
say
you
know
some
of
the
things
that
were
you
know
the
biggest
learns
for
me
last
year
going
through
it
all.
Obviously,
listening
to
the
team
paying
attention
to
them.
A
A
I
I
definitely
went
into
kind
of
that
ruinous
empathy
I
was,
I
was
wary
of
giving
some
people,
you
know
constructive
criticism
and
and
having
that
tough
talk,
and
if
I
could
go
back
again,
that
is
definitely
something
that
that
I
would
redo
and
sit
down
with
those
individuals
and
tell
them
like
okay.
I
know
it's
weird.
A
This
is
this
is
awkward
for
for
everybody,
but
this
is
how
it's
how
it
is
now.
This
is
what
I'm
gonna
need
from
you
and
and
try
to
explain
you,
I'm
I'm
here,
for
you
I'm
going
to
do
everything
I
can
to
to
help
you
I
I
know
what
some
of
your
career
goals
are
all
are
already,
and
you
know
checking
in
making
sure
that
you
know
I
not
going
off
the
rails
and
you
know
and
forgot
something
or
or
misunderstood,
but
then
trying
to
take
action
to
show
like
okay.
A
I
know
here's
what
I
can
do
to
help.
Rather
than
than
waiting
I
mean
eventually
I
I
did
start
having
those
conversations,
but
I
I
wish
I
would
have
done
them
sooner.
That's
definitely
one
of
the
the
bigger
takeaways
I've
had.
The
other
part
is
always
making
sure
like
when
it
comes
to
feedback.
Like
don't
wait,
don't
wait
for
one-on-one
if
it's
something
that
pops
up
like
talk
about
it
right
away,
especially
if
it's
something
where
somebody
did
something
that
you
know
they
probably
shouldn't
have
don't
let
it
sit.
A
You
know
by
the
time
you
come
around
to
one-on-one,
like
you
know,
if
it's
a
week
later
or
something
like
that,
they
might
not
be
front
of
mine
anymore.
You
know
everything
goes.
It
goes
by
so
fast
and
with
all
working
from
home.
You
know
the
days
all
blur
together
at
this
point,
so
just
you
know,
addressing
things
right
away
is
another
big
takeaway
that
I've
had
what
strategies
do
I
use
to
promote
culture
of
realistic
expectations?
A
A
And
you're-
probably
not
referring
to
like
where
things
are
on
that,
if
you're
talking
more
about
like
how,
like
you,
expect
people
to
conduct
themselves,
you
know
kind
of
code
of
conduct
wise,
that's
kind
of
something
that's
more
set
across
nm
like
it's.
It's
something
that
we
we
all
across
the
entire
organization.
Try
to
work
on,
like
people
expect
everybody
to
treat.
Somebody
like
a
like
a
human
being
like
if,
if
somebody's
being
that
wild
jerk
like
that's,
that's
something
that
you
know
leadership
needs
to
address
right
away
it.
A
It's
just
one
of
those
unspoken
bits
as
it
does
go
forward.
They
need
a
different
work
that
we
we
have
regular,
cadences
and
sinks
on
that.
It's
it's
not
to
say
it's
a
perfect
system,
but
we
are
trying
to
make
sure
that
you,
if
another
team
is
dependent
on
on
something
of
ours
for
theirs
that
we
are
giving
them
updates
about.
You
know
where
we
are
when
we
think
we'll
be
able
to
deliver
that
kind
of
a
product.
A
Welcome,
if
there's
any
other
questions,
I
don't
know
how
long
this
will
go.
Trisha
is
giving
me
the
the
thank
you
sean,
so
I'm
gonna
guess
we
are
just
about
out
of
time,
but
I
want
to
thank
you
again
all
for
for
coming
in
obligatory
we're
hiring
so
come
check
me
out
on
linkedin.
I
can
send
you
a
link
looking
for
cloud
engineers,
so
if
you,
if
you
like
automating
things,
you
like
working
in
aws,
not
opposed
to
some
on-prem
work,
come
talk
to
me.
Looking
for
you.