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Buenos Aires OSCG 2022 | Escalabilidad a la velocidad del negocio
A
A
A
I
thought
it
was
important
to
start
with
what
was
the
turning
point
where
our
case
started
with
the
shouting,
and
it
was
the
blanket
when,
when
the
confinement
arrives,
when
we
all
have
to
keep
ourselves
real
first,
we
were
a
little
scared
about
how
the
business
is
going
to
continue.
If
there
is
going
to
be
business,
how
we
were
going
to
lower
our
costs,
but
a
little
more.
We
realized
that
it
was
time
for
another
business
Luckily.
A
A
So
when
it
goes
over
35
percent,
more
or
less,
we
have
to
think
of
three
million
and
a
half
shipments.
In
a
matter
of
weeks.
The
growth
is
a
bit.
There
are
more
numbers,
but
I
want
to
focus
on
these
numbers
that
talk
about
collaborators
and
mainly
carriers,
because
it
did
not
grow
only
the
number
of
shipments.
Obviously
to
be
able
to
move
your
shipments,
we
need
more
people,
and
that
was
another
of
the
problems.
More
people
made
the
challenge
great
in
the
history
of
why
we
need
to
process
faster.
A
Why
we
have
better
tools
is
because
we
are
able
to
with
different
tools.
Algorithms
and
artificial
intelligence
also
improve
the
allocation
scheme,
the
routing
scheme
for
our
shipments,
because
we
did
not
arrive.
We
took
the
first
weeks
on
time.
You
were
very
kind
to
us
and
you
had
understanding
and
the
pandemic
and
people
after
2
months
began
to
demand
a
quality
service
like
the
one
they
are
used
to.
It
is,
but
it
has
received
from
us.
Well,
a
little
number.
A
A
A
Now,
yes,
now
you
listen
to
me
very
good
the
same.
It
was
not
important.
What
I
was
saying
that
we
are
about
400
and,
at
this
moment,
close
to
400
I,
think
that
this
defines
a
bit
what
the
company's
DNA
is
and
what
is
the
technological
vision
that
we
have,
I
know
that
they
have
been
seeing
the
story
that
the
event
started.
A
We
did
not
agree,
but
I
It
seems
important
to
outline
our
path
from
the
beginning
and
in
reality,
what
ends
up
being
a
beautiful
success
story,
told
and,
above
all,
an
improvement
for
the
business
around
2020
in
June
started
in
2017
in
2017,
some
of
the
architecture,
team
and
others
got
together,
and
we
started
It's
good
to
talk
about
this,.
They
say
we
have
to
go
to
microservices,,
they
say
microservices
are
the
future,.
We.
A
All
agreed
that
this
was
the
path
for
us,,
that
this
was
the
place
where
andreani
had
to
evolve,,
and
then
we
started
contacting
the
network
team.
Haqqani
We
have
already
been
working,,
we
evaluated
all
the
platforms,,
we
initially
landed
in
2018,.
It
was
a
year
of
transition,.
We
implemented
and
began
to
assemble
prototypes..
A
This
is
the
interesting
part.
We
managed
to
do
that
in
a
matter
of
weeks
a
month
month
and
medium
at
most,
and
they
thought
that
we
could
solve
business
problems
in
that
time.
If
we
wanted
to
buy
hardware
and
receive
it,,
install
it,,
deploy
the
entire
solution
and
only
then
be
able
to
put
new
loads,
and
we
had
a
thousand
new
people
who
needed-
and
we
told
them
how
it
would
turn
out
to
distribute
They
did
not
know
the
zones,.
They
did
not
know
how
to
set
up
their
routes,
and
all
that
was
time,.
A
It
was
hours,
not
less
than
two
hours
in
the
branch
with
a
growing
volume
and
the
packages
that
continued
to
accumulate,
because
we
could
not
deliver
them,
later.
We
can
count
that
in
the
strategy
of
ending
to
consolidate
and
implement
the
ring,
and
it
ends
up
bringing
about
other
changes,
because
we
also
have
to
change
internally
and
also
internally.
We
have
to
get
not
only
those
who
put
the
money
to
buy
the
idea,
but
ourselves
later
on,
we
are
going
to
talk
about
some
of
the
challenges,
but
the
other
What
happens
from
June.
A
Is
that
the
use
of
us
accelerates.
At?
That
time?
We
should
have
been
around
500
posts
at
the
most.
Today?
We
are
in
the
order
of
3,000
and
all
of
this,
basically
because
it
was
our
own
success
story
and
it
did
not
work
and
the
rest
of
the
IT
teams
said
there
is
nothing
where
we
are
today
or
current
sensations.
We
are
fully
in
a
hybrid
cloud
model,
fully
operating
in
more
than
one
cloud
besides
man
and
we
believe
that
what
is
coming
is
more
agility.
A
A
A
Obviously,
logistics
is
a
single-
digit
profitability,
business
of
less
than
10%,,
with
which
the
costs
in
our
industry
They
are
extremely
critical,
and
we
have
to
look
at
them
very
closely
and
this
mix
of
men
and
the
cloud
and
this
possibility
of
elastic
scaling
and
I
have
more
load
increased.
My
processing
capacity
I
have
less
load,
it
reduced
me
and
did
not
generate
expenses
that
I
do
not
need.
It
is
essential.
It
has
another
change.
A
Agility
is
another
change
that,
after
a
lot
of
travel-
and
it
is
a
lot
and
also
teaching
the
business-
how
to
ask
us
for
things
and
what
we
can
buy
things
in
small
pieces
and
that
these
small
pieces
are
a
service
that
we
develop,
that
is
atomic
and
it
communicates
with
the
rest
of
the
services,.
Today
we
can
deliver
values
in
much
less
time
than
in
the
days
of
the
monolith
where
using
an
application
meant
setting
up
a
conclave,.
A
We
waited
a
lot
to
avoid
breaking
it,,
but
we
couldn't,,
but
from
the
technical
perspective
that
your
tree
gave
us,
but
if,
in
the
implementation,
as
I
told
you,
in
a
matter
of
weeks,
we
had
our
platform
completely
installed,
simple,.
That
is
not
simple,,
but
it
is
true
that
it
is
managed-
and
that
makes
the
work,,
especially
in
the
infra
teams,
easier,
much
easier,,
well.
We
are
talking
about
scalability.
In,
our
case,.
It
provides
us
with
availability..
A
The
cloud
is
highly
available,,
but
it
also
gives
us
the
possibility
of
having
two
identical
environments
in
two
sites.
Today,
two
could
be
three,
and
we
can
move
our
loads
from
one
site
to
the
other,,
making
us
independent
of
the
problem.
that
there
may
be
in
man,,
not
in
any
particular
cloud,.
As
I
just
told
you,.
You
will
see
the
fundamental
costs
whenever
I
talk
about
this,
because
for
us.
A
We
meet
people-
probably
not
you
are
in
this
event
and
that
they
are
part
of
the
openshift
community,
but
we
met
a
lot
of
people
on
our
team
at
least
used
to
manage
traditionally
managed
to
develop
traditionally,
and
this
generates
fear
I
will
be
able
to,
as
I
have
to
learn.
I
will
continue
At
work.
This
happened
in
the
history
of
humanity
several
times
when
electricity
arrived
today,
they
counted
when
we
automate
a
plant
today,
a
lot,
and
today
the
older
people
who
have
more
experience
are
afraid
to
change
sometimes
well.
A
A
Another
big
big
challenge
for
us
where
our
structure,
the
hard
technical
areas,
were
very
sunny
very
in
the
box
very
well.
He
upload
a
ticket
and
I'm
going
to
see
how
I
handle
it.
We,
don't
think
that
data
has
changed,,
but
we
are
there,.
We
are
in
that
transition,
well,.
This
was
unfeasible,.
That
was
one
of
the
problems,
and
when
we
got
here,,
if
we
don't
all
adapt,,
we
can't,-
and
the
other
point
is
the
decentralization
here
is
a
brief
diagram
that
goes
from
the
architecture
team.
A
A
Always
obstacles.,
We
tell
the
happy
road,
as
I
am
a
bit
of
a
bad
vibe
I
like
to
talk
about
the
road
that
had
its
obstacles,
that
we
failed
low,
adoption
and
experience
in
the
region.
Little
knowledge,
I,
don't
remember,
but
I
think
that
when
we
started
they
told
us
that
we
were
the
first
client
from
the
region
in
the
sahara,
not
likely
because
we
ran
away
well.
We
had
a
series
of
serious
problems
once
we
are
productive,
because
we
were
also
lucky
that
the
implementation
path
was
easy
to
do.
A
A
That
works
very
well,
this
this
below
and
microsoft,
redhat
and
the
team
hope
and
were
able
to
work
well
and
I.
Tell
it
because
for
me
it
was
something
that
surprised
me
and
to
think
that
the
interaction
between
michael
soft
and
redhat
was
going
to
be
so
Satisfactory
that
they
were
going
to
call
each
other
and
that
both
were
going
to
become
specialists
in
a
colt
to
solve
a
problem.
A
The
presentation
of
the
product
in
the
ppt
was
good
for
me,,
but
you
had
to
experience
it.
Well,
the
reality
that
it
worked
worked
very
well,
and
it
deserves
to
be
said.,
because
redhat
defined
that
the
products
are
of
quality
and
I.
Think
that
everyone
in
the
community
knows
that
and
the
last
two
factors
are
key
for
us.
They
are
in
Argentina.
They
have
a
local
presence.
A
A
A
A
It's
late,
I'm
not
going
to
be
fast
anymore,,
so
I
think
that
one
of
the
beautiful
challenges
that
we
have
left
in
our
chairs
is
to
be
looking
at
what
is
coming,
as
we
are
lucky
enough
to
say
that
in
2017
we
were
able
to
convince
those
who
we
must
convince
to
accompany
the
Luckily.
In
our
case,
we
have
that
possibility
and
after
more
risks,
we
are
not
always
going
to
make
the
leap
to
insurance,.
A
We
are
not
always
going
to
see
that
the
option
we
take
is
the
correct
one
or
that
this
innovation
is
really
the
future.
We
believe
in,,
but
without
a
doubt,
If.
We
wait
to
be
sure,
and
if
we
are
in
an
agile
business
and
that
demands
us,,
as
is
ours,,
we
are
going
to
arrive
late
in
the
first
air,.
My
contact
was
back.
I
appreciate
the
invitation.