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From YouTube: In the Clouds (E28) | Public Sector Hybrid cloud
Description
Hybrid cloud is a reality for many government agencies, but when it comes to bridging private and public cloud public sector organizations must consider a number of factors, including regulatory requirements, security and risk. So how can public sector organizations confidently modernize IT? In this episode, David Linthicum, Chief Cloud Strategy Officer at Deloitte Consulting, joins host Stu Miniman to discuss how Red Hat and Deloitte have collaborated to help public sector organizations such as the Washington Health Benefit Exchange, the UK Department for Work and Pensions, and New Zealand's Education Payroll Limited modernize their hybrid cloud approach and improve the services and support they provide to citizens worldwide.
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#RedHat #OpenShift #HybridCloud
A
A
Welcome
to
indie
clouds,
I'm
your
host
stu
miniman
and
I'm
coming
to
you
from
our
boston
office,
red
hat's,
global
briefing
center
in
the
boston
seaport
district
and
I'm
I'm
wearing
what
I
call
my
my
cloud,
blue
and
the
reason
I'm
doing
that
is
I'm
really
happy
to
welcome
the
program
someone
I've
known
for
many
years.
I
got
the
chance
to
interview
once
in
my
previous
life,
and
that
is
david
linthicum,
who
is
the
chief
cloud
strategy
officer
with
deloitte
david?
A
It
is
great
to
see
you
you're
in
your
home
studio
there
in
the
dc
area.
You
and
I
know
each
other
back
from
you-
know
the
the
early
days
of
cloud,
the
whole
clouderati
and
things
like
that,
and
you
know
we've.
We
both
changed
jobs
a
couple
of
times
in
those
years
and
great
to
see
you.
How
are
you
it's.
A
B
I've
been
actually
with
cloud
as
a
concept
for
a
long
time.
Actually,
since
the
late
90s,
I
always
saw
the
the
opportunity
for
us
to
consume
things
that
we
normally
would
consume
from
data
centers.
You
know
over
in
the
open
internet
in
a
shareable
way
so
got
into
integration
as
a
service
early
on,
and
you
know,
kicked
off
a
company
that
did
that
and
then
got
into
software
as
a
service
integration,
and
you
know
those
sorts
of
things
and
really
kind
of
held
on
for
dear
life.
Why?
B
No
one
cared,
I
think
I
got,
walked
to
the
end
of
properties
and
many
times
and
you
know,
hung
up
on
and
you
know.
Ultimately,
I
think
people
didn't
really
kind
of
understand
the
value
of
doing
this,
but
you
think
about
it:
we're
sharing
resources
and
sharing
infrastructure
and
do
so
in
more
optimized
ways.
It's
kind
of
the
way
to
go
and
enterprises
who
really
kind
of
participated
in
that
in
the
early
days.
I
think
were
above
some
of
the
other
ones
that
exist
today.
B
So
did
a
lot
of
thought
leadership
in
what
cloud
computing
means.
You
know
morphing
service,
oriented
architecture
in
the
cloud
computing.
You
know
how
this
kind
of
trickles
down
into
particular
enterprises.
You
know
focusing
on
architectural
patterns
and
you
know
really
kind
of
getting
into
the
deep
aspects
of
what
cloud
computing
is,
and
you
know
that's
what
I
do
at
my
royal
roy
role
at
deloitte.
I
look
for
where
the
ball
is
going
to
be
kicked
and
where
the
technology
is
moving
and
make
sure
we're
aligned
to
make
that
happen.
A
Awesome
yeah
and
let's,
let's
connect
to
the
discussion
of
deloitte,
so
you
know
we've
come
a
long
way
on
clouds.
I
mean
the
early
days.
It
was
oh
well,
hey
it's
it's
going
to
be
cheap
and
easy
to
use
this
stuff.
When
I
talk
to
customers
today,
there
is
nothing
simple
about
the
deployment
there's
a
lot
of
complexity
and
it's
companies
like
deloitte
that
are
helping
customers
through
you
know
hey
where
I've
been
and
where
I
need
to
go
this
journey.
A
This
transformation
we
often
talk
about
is
a
complex
thing
and
it's
what
you
and
I
are
going
to
spend
some
time
talking
about
today-
is
some
real
world
examples.
These
weren't
things
that
just
take
a
couple
of
weeks.
Sometimes
you
get
some
initial
results
there,
but
you
know
the
real
blocking
and
tackling
works
so
at
deloitte,
the
the
the
role
that
you're
involved
in
you
know
give
us
that
next
layer
down
how
you're
involved
in
yeah
connect
to
you
know
where
red
hat
ties
into
that.
B
Yeah,
we're
looking
at
you
know,
say
three
to
five
years
ahead
of
where
the
technology
is
going,
so
we're
doing
the
normal
consulting
things
today,
doing
migration
and
ops,
planning
and
security
planning
and
all
the
things
that
have
to
go
with
blocking
and
tackling
and
making
cloud
computing
work.
But
it's
also
good
to
have
an
eye
on
the
the
next
destination
for
the
what
problems
we're
looking
to
solve,
and,
obviously
cloud
complexity.
B
You
know
came
on
our
radar
screen.
You
know
probably
five
years
seven
years
ago,
as
we
kind
of
saw
the
adoption
of
multi-cloud
being
an
inevitable
reality
getting
into
these
very
complex
cloud,
computing,
architectures
and,
ultimately,
the
ability
to
kind
of
put
together
what
that
means.
Different
technological
stacks,
you
know
really
kind
of
moving
things
into
their
proper
place
and
understanding
that
cloud
ultimately
in
multi-cloud
is,
is
not
going
to
be
necessarily
about
cloud.
B
Managing
security,
manage
governance,
manage
data
management
database
operations,
all
these
sorts
of
things
that
we
have
a
tendency
to
kind
of
do
in
our
little
silos,
abstracting
those
up
into
some
sort
of
a
common
services,
and
then
it's
defining
what
those
are-
and
you
know
people
are
calling
the
super
cloud-
the
meta
cloud
things
like
that,
but
is
at
the
end
of
the
day
they
want
to
know.
What's
in
that
stack,
how
do
they
solve
the
problems?
How
do
they
plan
for
these
moving
forward?
And
that's
what
we're
focused
on
today.
A
A
If
I
remember
right,
the
title
of
the
session
was
metasupercalifragilisticexpialidocious
and
I'm
proud
of
myself
for
being
able
to
say
that
right,
the
first
time
but
an
interesting
term,
something
that
I
found
interesting
being
at
red
hat
is
some
of
those
pieces.
Are
things
that
we
have
tried
to
do
for
many
years?
So
you
know
our
our
environment
with
just
what
we've
done
with
linux
is
the
discussion
we
had
with
customers
for
many
years
is
having
a
standard
operating
environment.
So
linux
is
going
to
live
everywhere.
It
does
live
everywhere.
A
It's
in
your
data
center,
it's
in
the
public
cloud,
it's
going
out
to
the
edge.
So
if
you
standardize
on
on
on
red
hat
linux,
for
that
there's
certain
things
that
you
do
and
openshift
has
helped
us
raise
that
even
further.
So,
let's
let's
talk
about
some
of
those
customers.
What
what
I
love
at
red
hat?
We
have
lots
of
customers
that
use
openshift.
Many
of
them
talk
publicly.
A
We
have
a
program
called
the
innovation
award
winners
and
a
couple
of
the
ones
I
think
we're
talking
about,
have
even
been
innovation
award
winners,
and
it's
been
you
know,
deloitte
the
customer
in
red
hat
working
together
to
do
some,
some
pretty
phenomenal
things
so
david,
the
first
one,
I
believe,
is
out
of
washington
state
the
the
health
benefit
exchange.
If
we
can
start
there
help
us
help
us
understand,
you
know
their
cloud
story
and
what
they
did.
That
was
pretty
interesting.
B
B
So
they
had
an
eligibility,
enrollment
application
that
they're
building
and
they
were
able
to
leverage
three
street
scale
to
create
a
system
that
scales
automatically
reduce
memory,
footprints
and,
in
essence,
they're
able
to
provide
washingtonians
washington,
washington,
state
residents,
not
people
who
live
around
me
ways
to
identify
and
locate
and
select
belts
elsewhere,
dental
care
plan
and
providers
to
meet
the
family's
needs
and
optimize.
You
know:
3
400,
34,
000
customers
are
able
to
find
the
coverage
that
they
need
through
this
very
seamless
and
flexible
system.
B
So,
ultimately
the
price
has
dropped
and
how
they
do
it.
The
premiums
have
dropped,
they're
able
to
provide
the
savings
right
back
to
to
the
to
the
customers
via
this
technology,
and
this
is
really
where
we're
getting
into
leveraging
technology
as
a
force
multiplier
to
make
things
better.
So
you
know
this
was
a
combination
of
the
red
hat
technology
and
folks
at
deloitte.
A
Yeah,
that's
awesome.
We
always
love
those
stories
of
kind
of
tech
for
good
in
helping
there's
been
a
lot
of
them
over
the
pandemic.
I
talked
to
a
lot
of
amazon
customers
that
did
fast
implementation.
A
couple
of
things
that
really
jumped
out
to
me
in
in
reviewing
this
one
is
number
one.
You
know
automation
was
a
key
to
what
they
were
doing.
A
It
is
one
of
those
things
that
often
gets
thought
of
after
in
so
much
of
my
career,
it
was
automation
after
the
fact
or
automating
certain
pieces
of
it,
and
we
need
to
as
an
industry.
Think
of
you
know
more
automation
everywhere.
It
needs
to
be
part
of
our
practices.
Kubernetes
by
design
can
really
leverage
a
lot
of
automation,
and
when
you
talk
about
more
adoption
of
health
care,
it
was
number
one
that
they
actually
got
to
reduce
their
costs
a
lot
and
have
the
adoption
of
the
platform
go
through
the
roof.
B
Yeah,
it
was
what
was
jumped
off
the
charts
to
me
when
I
was
you
know.
Looking
at
this
as
a
solution
is
the
fact
of
the
matter
is
that
we're
able
to
in
essence
bring
automation
closer
to
the
customer,
so
if
we're
getting
into
digital
enablement,
digital
transformation,
this
is
about
putting
this
the
customer
at
the
center
of
the
universe,
in
this
case
we're
able
to
take
technology
technology
that
red
hat
built
and
allow
us
to
create
an
environment
and
create
an
experience.
B
That's
going
to
be
a
great
deal
more
helpful
to
the
customer.
Ultimately,
and,
and
let's
face
it,
I
mean
trying
to
find
a
healthcare
plan
and
your
ability
to
kind
of
find
the
right
one.
That's
going
to
meet
your
particular
needs
unless
you
have
a
lots
of
help,
it's
not
necessarily
going
to
be
a
great
experience,
and
this
thing
what
jumped
out
is
that
we
turned
this
into
a
great
experience.
B
Leveraging
your
technology
and
really
kind
of
took
the
you
know,
took
the
way
the
system
should
operate
to
the
next
level,
so
again,
full
weaponization
of
technology,
providing
you
know,
automation,
providing
smaller
footprints
in
terms
of
how
we're
able
to
weaponize
technology
and
take
things
to
the
next
level.
So
this
is
a
shining
example
of
what
we
can
do
with
with
technology
in
general
if
the
right
architecture
is
applied
and
we're
able
to
solve
the
business
problem
directly,
which
is
this
is
an
instance
of
that.
A
All
right,
so
you
know
you
live
outside
of
dc
and
we're
talking
about
public
sector
customers
here.
So
one
of
the
one
of
the
hurdles
often
for
technology
is
you've
got
certain
certifications
that
you
need
to
meet
if
you're
talking
about
the
cloud,
there's
the
government
cloud
type
of
environment.
So
the
the
last
thing
I
wanted
to
talk
about
for
this
customer
is
they're
using
azure,
it's
govcloud
and
they
needed
to
make
sure
that
there
was
fedramp
certifications.
B
Yeah,
the
main
thing
is
understanding
what
those
requirements
are
ahead
of
the
time
which,
which
I
find
that
you
know
sometimes
architecture
teams
can
be
collectible
and
doing
so.
In
other
words,
of
removing
in
this
direction
we're
going
to
have
certain
security
requirements,
but
also
architectural
requirements
and
different
things.
We
need
to
leverage
in
the
stack
and
different
certification
programs.
We
need
to
go
through,
it's
just
really
kind
of
figuring
out
what
those
are
ahead
of
time.
B
So
we
can
bake
them
into
the
plan
before
we
start
picking
technology
many
instances
a
lot
of
times
we'll
get
to
the
final
stages
and
that's
where
people
will
start
swapping
in
and
swapping
out
different
technologies
based
on
their
understanding
of
how
they're
compliant
with
a
certain
you
know,
industry
standard,
in
this
case
the
government
standard
and
that's
something
that
you
need
to
kind
of
focus
on.
So
you
need
experienced
teams,
that's
what
we
do
at
deloitte
and
you
need
technology,
that's
able
to
adapt
to
those
particular
compliance
teams,
another
it's
a
team
effort.
B
One
thing:
if
you
go,
if
you
go
in
there,
understanding
compliance
and
what
it's
able
to
do,
that's
one
problem.
You're
looking
to
solve,
you
have
to
have
the
actual
technology,
that's
able
to
adapt
around
those
policies
and
deal
with
compliance,
and
it's
a
one
plus
one
equals
three
kind
of
scenario
in
many
instances,
they'll
miss
that,
in
other
words,
they'll
use
technology
that
doesn't
understand
how
to
deal
with
compliance
and
therefore
they
have
to
make
a
lot
of
customization
or
reject
technology
moving
forward.
B
A
Awesome
well
stated
yeah
it
it's
it's
a
it's
a
great
example.
As
I
said,
we've
partnered
with
azure
for
a
whole
number
of
years.
The
azure
red
hat,
open
shift
or
arrow
solution
is
one
that
I've
really
enjoyed
working
with
customers
on
we're,
gonna
switch
to
a
different
cloud
and
we're
gonna
go
across
the
pond
for
another
interesting
one.
So
over
in
the
uk,
it's
the
department
of
work
and
pensions
or
dwp
my
understanding,
an
aws
customer.
So
I
I
guess
you
know
to
set
it
up.
A
First
david,
you
know
deloitte,
you
work
with
all
the
clouds,
all
the
clouds.
You
know
the
multi-cloud
and
super
cloud
I
mean
one
of
the
biggest
challenges
is,
while
some
of
the
at
a
high
level
and
a
marketing
standpoint,
many
of
the
clouds
are
the
same.
I
mean
it's
not
like.
We
have
a
universal
dial
tone
or
you
know
boy.
There
were
some
discussions
years
back
as
to
like.
Oh,
I
should
have
you
know
a
cloud
concierge.
A
B
Yeah,
it's
a
matter
of
understanding
what
fits
and
what
doesn't
and
using
these
technologies.
So,
if
you're,
looking
at
how
cloud
computing
is
able
to
be
applicable
in
these
spaces,
we
have
to
say
consider
a
couple
of
things
number
one:
the
security
profile,
the
business
profile,
the
problems
we're
able
to
solve
and
the
scalability
issues
and
the
ability
to
do
these
things
and
operate
these
systems.
B
B
They
had
some
pressures
that
they
ran
into
in
the
beginning
of
the
cobin
19
pandemic,
where
scalability
was
going
to
be
the
ultimate
success
and
the
alternative
is
the
is
you
you
don't
you're
not
able
to
serve
your
customers
not
able
to
serve
your
patients
you're,
not
able
to
take
things
to
the
next
level,
and
that
was
obviously
an
option
that
was
off
the
table
so
going
in
there
and
understanding
that
and
understanding
we're.
Gonna
have
to
build
for
cloud
scale.
A
Yeah,
it
is
one
of
those
things
you
think
about
having
infinite
capacity
in
the
cloud,
but
the
reality
is
sometimes
we
run
into
some
issues:
amazon
to
their
credit's,
done
a
really
good
job
azure.
During
the
pandemic,
they
prioritized
certain
customers
and
had
said
certain
things:
hey,
you
might
not
have
the
on-demand
capacity
at
the
time.
You
need
it,
because
there
was
just
such
an
increased
demand
for
for
growth
there.
You
know-
and
you
know
you
look
at
google
out
there
of
course
knows
how
to
scale
they've
been
doing
this.
A
B
Yeah
check
it
out,
check
it
out
and
we're
going
to
have
a
link
to
the
chat
to
all
these
case
studies
and-
and
there
really
are
they're
they're
good,
because
they're
not
just
looking
at
the
technology
solution,
which
I
think
is
important
but
really
kind
of
the
business.
You
know
problems
that
they
overcome
with
technology,
which
I
think
is
a
more
important
story,
so
they
received
almost
2
million
new
claims
to
universal
credit
over
and
over
again
200
000,
jobseek
allowances
and
backgrounds.
B
You
know
were
implemented
in
automated
integration,
and
so
they
had
a
scalability
issue
and
so
needed
to
support
these
additional
claims.
The
claims
that
came
in
and
do
so
in
a
pandemic
and
do
so
in
a
remote
environment
where
people
weren't
able
to
come
into
a
particular
office
or
into
a
particular
kiosk
to
make
things
happen.
They
had
to
do
this
100
at
home,
and
so
they
were
able
to
go
through
a
couple
of
transformations
number
one.
They
transformed
their
technology
to
handle
the
scalability.
B
You
know
in
this
case
two
million
new
claims,
that's
huge
and
over
two
hundred
thousand
dollars
of,
but
you
know
jobseek
allowances
that
they
needed
to
process,
but
they
changed
their
culture.
And
so
this
is
one
of
those
instances
where
we're
not
just
talking
about
changing
the
technology
and
becoming
more
scalable
and
more
clever
with
the
technology
moving
forward,
but
getting
to
the
core
cultural
changes
that
I
believe
are
probably
more
important
than
any
technological
changes.
B
That's
going
to
be
flat
enough,
so
they're
able
to
it
externalize
a
lot
of
these
different
issues
and
solve
them
with
technology.
In
many
instances
we
find
people
had
cultures
of
more.
I
would
say
fear
where
they
weren't
bringing
up
these
issues.
In
other
words,
there
were
core
architectural
teams
that
were
working
on
the
problem
and
sometimes
they
work
and
sometimes
they
didn't,
and
the
people
who
are
operating
these
systems
didn't
externalize
any
of
the
troubles.
B
B
Everybody
took
ownership
in
this
case,
so
it
was
the
ability
to
weaponize
technology
again,
yeah
the
ability
to
work
with
deloitte
work
with
red
hat,
different
technological
solutions
to
make
this
happen,
but
the
most
important
thing
here-
and
I
this
is
why
I'm
proud
of
you
know
them
as
a
client
is
they
shifted
their
culture,
which
is
almost
an
impossibility
and
in
many
of
the
larger
companies
out
there?
What
are
your
thoughts
on
this.
A
Yeah
david,
I
I
I
love
this
one
too,
and
one
of
the
reasons
we
wanted
to
highlight
it
because
I
you
know
I've
met
with
many
customers
that
were
like
hey.
We
built
some
awesome
cool
system
and
we
gave
it
a
great
name,
and
you
know
here's
architecturally
what
we
built.
But
you
know
this
group
which
they
originally
called
the
emerging
platforms
team
and
eventually
they
end
up
just
calling
it
the
purple
team
and,
as
you
said,
that
cultural
shift
is
so
tough.
A
You
know
we've
seen
so
many
times
where
you
know
top
down
we're
going
to
implement
some
new
technology.
I
mean,
I
know
you
spent
many
years
fighting
the
okay
c-suite
said:
do
cloud
somebody
down
below
needs
to
go,
implement
cloud
and
hopefully
get
the
buy-in.
You
know.
Is
it
an
unfunded
mandate?
You
know:
do
I
figure
out
the
cause,
there's
so
many
issues
that
can
run
into
it
and
we
see
so
many
cases
that
if
you
look
at
two
companies
that
are
involved
that
look
to
have
the
same
commitment
and
they
have
similar
architecture.
A
But
how
do
you
get
that
buy-in?
Because
you
know
you
said
something
like
everybody
was
bought
in.
That's
really
tough,
it's
much
easier
to
be.
Like
hey,
let's
get
a
small
group
and
let's
do
you
know
a
cloud
center
of
excellence
and
then
you
know
hub
and
spoke,
and
you
know
roll
that
out
through
a
company,
but
you
know
it's
nice
when
people
get
excited
and
get
invested
in
it
because,
like
these
are
our
jobs
that
we're
working
on.
If
we
you
know
people
often
I
want
to,
I
want
to
make
that
change.
A
You
said
right.
It's
like
almost
it's
200
billion
pounds
a
year
that
they
deliver
to
the
the
people
of
the
united
kingdom.
That's
in
really
important
work.
You
don't
want
people
not
being
able
to
eat.
You
know,
and
things
like
that,
so
it's
great
to
see
them
embrace
this.
Allow
technology
to
be
the
driver
of
you
know
the
results
and
you
know
I'm
sure,
they're
excited
with
you
know
we're
part
of
driving
that
change.
A
So
you
know
it's
phenomenal
to
see
some
of
those
things,
and
you
know
how
does
deloitte
help
with
that,
because
you
know
when
I
looked
in
there,
it's
like.
Oh,
hey
they're,
doing
awesome
things
like
ci,
cd
and
git
ops
and
those
technology
pieces
on
their
own
are
nice,
but
it's
when
you
combine
them
with
the
cultural
change
and
not
just
like.
Oh
hey,
I'm
playing
with
some
good
ops
things.
A
B
Yeah,
I
think
at
deloitte.
What
we
try
to
do
is
be
a
holistic
trusted
advisor
and
so,
in
other
words,
understand
the
bigger
picture
in
terms
of
how
all
these
piece
parts
fit
in
and
then
once
you
figure
out
the
bigger
picture
and
also
understanding
the
cultural
transformations
need
to
occur.
Able
to
put
together
kind
of
a
task
was
going
to
plan
to
make
that
happen.
B
They
have
huge
aspirations
and
how
they
want
to
take
technology
to
the
next
level
and
by
the
way,
in
many
instances
that
comes
down
from
the
c-suite
comes
down
from
the
board
of
directors
comes
down
from
the
investors
that
I
want.
We
want
to
get
on
this
technological
train.
You
know
whether
it's
devops
cloud-based
computing
edge
computing,
not
multi-cloud.
All
these
sorts
of
things,
but
without
that
cultural
buy-in,
it's
going
to
be
very
difficult
to
make
that
happen
in
many
instances.
B
But
the
reality
is
if
we
don't
do
that
at
the
end
of
the
day,
deloitte
red
hat
people
who
are
building
technological
solutions,
they're
going
to
throw
the
keys
to
their
customers
and
their
clients
and
they're
the
ones
who
are
getting
able
to
going
to
need
to
drive
the
solution
ongoing
and
if
they
don't
have
that
cultural
transformation
to
make
it
happen.
It's
just
it's
just
going
to
fail,
and
the
last
thing
I
want
to
do
is
a
lot
of
work
for
a
lot
of
folks
to
you
know,
build
a
very
significant
system.
B
If
they're
going
to
be
unable
to
in
essence,
drive
it
and
basically
operate
it,
you
know
as
they
as
they
do
moving
forward.
So
it's
the
ability
to
have
those
tough
assessments
where
we
are
looking
at
all
angles
of
culture
and
technology
and
the
ability
to
adopt
change
the
ability.
The
ability
to
you
know
operate
at
the
speed
of
need
for
the
customers.
B
Maybe
some
latency
that's
going
on
security
requirements.
You
need
to
mentioned
those
and
the
ability
to
kind
of
you
know,
take
this
technology
and
apply
it
where
it
needs
to
be
applied,
and
those
are
really
probably
more
important
than
the
technology
conversation.
Sometimes
I
think
I
should
have
gotten
a
psychology
degree
rather
than
a
computer
science
degree.
I'd
probably
be
doing
better.
A
Yeah
david,
I
agree
with
you
a
thousand
percent.
I
always
say
you
know.
If
I
hadn't
been
an
engineering
major,
I
would
have
liked
to
do
psychology.
I've
got
a
daughter,
who's,
a
psych
major
now
so
I'll
just
have
to
pick
her
brain
and
get
some
more
pieces
on
that
here
before
we
get
into
into
the
last
case
study,
I
got
another
question
for
you
because
you
know
I
think
back
you
know
you
remember
outsourcing.
You
know
the
the
one
of
the
big
lessons
we
learned
from
outsourcing
was
we're
like.
A
A
A
When
I
look
at
the
cloud
there's
hundreds
of
services
out
there,
there
are
certain
things
that
you
want,
your
team
to
know
and
other
things
where
hey.
Why
are
you
spending
the
time
and
effort
and
toil
on
that?
There
are
other
offerings
that
we
can.
You
know
from
an
openshift
standpoint.
It's
like
hey,
you
know,
kubernetes
is
awesome
and
we
need
lots
of
people
to
know
it,
but
your
developers
shouldn't
have
to
think
about
the
container
in
kubernetes
world.
You
want
them
focused
on
their
application.
A
B
Yeah
on
our
teams,
we
reward
people
for
looking
for
opw,
other
people's
work
and
and
really
in
the
cloud.
We
can
outsource
a
lot,
a
great
deal
of
things
that
we
used
to
do
and
building
our
own
data
centers,
and
we
still
have.
We
still
have
clients
that
want
to
build
their
own
kubernetes
stack
and
that
want
to
you
know,
assemble
the
thing
out
of
you
know.
B
So
we
still
see
this
today
and
I
always
wonder
why
I
see
it.
What's
the
motivation
of
someone
wanting
to
do
that
and
the
reality
is
that
we
have
a
tendency
to
want
to
craft
our
own
solutions
down
to
the
detail.
I
even
do
that
when
I,
you
know,
work
around
the
house-
and
you
know
fixing
bicycles
and
things
like
that.
I
want
to
you,
know
things:
instead
of
buying
new
systems,
so
I'll
spend
20
hours
and
doing
something
and
building
something
where
it's
a
10
part
that
I
could
put
in
there.
B
So
we
need
to
get
out
of
this
mentality.
The
rally
is
at
90
of
the
systems
and
the
technologies
that
we
deploy
are
going
to
be
built
on
other
people's
technology
and
other
people's
work.
Our
ability,
as
architects
is
not
necessarily
to
define
how
we're
going
to
build
and
rebuild
these
systems
with
the
ability
to
assemble
and
configure
technology
in
such
a
way.
B
What's
going
to
be
able
to
solve
the
problems
ultimately,
and
that's
where
the
focus
needs
to
be,
because
I
see
technologies
being
in
inefficient
ways
and
the
reality
is
we
do
that,
we're
going
to
build
a
certain
amount
of
inefficiency
in
the
system.
It's
going
to
cost
millions
of
dollars
a
month
to
operate
these
systems
versus
doing
it
the
right
way
and
leveraging
the
right
technology.
B
So
if
you
don't,
if,
if
you're
unsure
get
the
right
guidance,
you
know
research,
the
stuff,
you
know,
look
at,
you
know,
look
at
where
the
architectural
patterns
being
look
at
who's
successful
with
the
technology
system.
The
case
studies
are
going
over
here,
focus
on
what
they
did
and
you'll
see
each
and
every
time
they
didn't
build
the
thing
from
scratch.
They
built
the
thing
by
configuring,
other
people's
technology,
and
that's
how
you
take
things
to
the
next
level.
A
Yeah
david,
but
by
the
way,
so
we
take
that
that
that
response
that
you
just
gave
we're
going
to
write
a
blog
on
it
and
I'm
going
to
title
it,
it's
the
dark
side
of
the
ikea
effect.
So
harvard
business
review
talked
about
something
anybody
that's
ever
bought
furniture
from
ikea
part
of
it
is.
I
helped
build
that
and
so
therefore
you're
invested
in
it.
So
so
right
there's
certain
things.
You
know
you
talked
about
like
bicycles,
right
any
of
us
that
have
bikes.
A
You
know
I
add
on
I
tweak
and
I
adjust
that
and
part
of
it
is
like
I've
made
it
mine,
one
of
the
greatest
sins
we
had
in
the
data
center.
Is
everybody
loved
their
geek
knobs?
So
I
want
to
be
able
to
adjust
things
every
way
I
want.
When
I
go
to
the
cloud
there's
an
opportunity
for
me
to
do,
I
need
to
be
able
to
get
things
exactly
the
way
that
I
want,
or
can
I
spend
my
time
and
effort
somewhere
else
as
an
industry
as
a
whole?
We
know
for
a
long
time.
A
It's
like
okay.
How
much
time
do
you
spend
on?
You
know
care
feeding,
maintenance,
keeping
the
lights
on
activities.
That's
traditionally
been,
you
know,
70
or
more
of
my
time.
I
want
to
be
able
to
flip
that
script
and
say
I
want
to
focus
on
you
know
new
things.
I
need
security
initiatives.
I
need
to
you
know,
respond
to
the
needs
of
the
business,
so
flipping
that,
and
it's
great
that
you
want
to
understand
and
tweak
things,
but
is
that
the
best
use
of
your
time
there's
certain
things
I
should
be
able
to
adjust?
A
You
know
the
database
world
has
seen
you
know
a
flipping
of
that.
You
know,
rather
than
that,
one
database
that
everybody
worked
on.
I
have
smaller
databases
that
meet
the
needs
of
what
I
have
that
I
can
just
buy
off
the
shelf
and
use
in
in
those
sas
environments,
so
part
of
that's
an
education
problem,
and
that
brings
us
to
I.
I
love
the
global
diversity
we've
had
in
the
use
cases.
You
know
we
started
in
the
united
states.
A
B
Yeah,
this
company
managed
payroll
services
for
new
zealand,
and
you
know
2500
schools.
I
had
no
idea
there
were
that
many
schools
in
new
zealand,
but
there
are,
and
they
were
able
to
replace
something
that
was
an
inefficient.
It
was
time-consuming
manual
processing,
you
know
for
14
000,
bi-weekly
submissions
and
they
created
the
digital
payroll
application
called
edpay,
and
it's
able
to
work
with
local
systems.
B
Integrators
at
you
know,
delay
through
new
zealand,
help
them
build
this
system
and
deploy
this
system
and
operate
this
system
and
again
scalability
again
reliability
and
they're
able
to
basically
weaponize
the
red
hat
technologies
to
kind
of
take
things
to
the
next
level.
So
this
is
an
example
of
something
that
needed
to
be
done
extremely
important.
Obviously
you
want
to
you
want
to
make
the
make
the
payrolls
out
there
for
those
various
systems,
and
the
application
now
supports
nearly
a
real-time
status.
Information.
Zero,
downtime
updates,
enhanced
future
and
capabilities
are
built
into
the
system.
B
You
know
how
to
get
your
paycheck
deposited
into
a
different
account
or
your
ability
to
kind
of
take
things
to
the
next
level
or
even
dealing
with
you
know.
40.
You
know,
401
error
errors
and
you
know
trying
to
get
to
certain
websites
to
make
things
happen
incredibly
frustrating.
So
this
is
an
example
where
the
technology
again
was
following
behind
the
problem.
So
when
you
look
at
this
thing,
they
realized
that
this
was
going
to
be
something
that
had
to
be
solved.
B
They
had
a
scalability
issue,
they
couldn't
yet
obtain
and
then
leveraging
the
right
technology
to
make
it
happen,
and
you
know
scalability
the
ability
to
have
technology.
That's
you
know,
pre-done
be
able
to
adapt.
The
particular
needs
that
we're
looking
at
that's
why
we
pick
red
hat.
Is
the
ability
to
do
that
and
deloitte
made
it
happen
with
that
technology?
So
this
is
a
win-win
situation,
all
the
way
in
new
zealand,
which
is
a
country
I'd
love
to
visit
some
day.
A
Yeah
david,
I
think
absolutely
they
need
to
fly
you
and
me
down
there
to
do
a
follow-up
on
it.
I
would
love
to
visit
also
and
you're
right.
You
know
there's
so
many
times
you
mentioned
big
companies
and
you
know
there's
certain
things
like.
Oh
the
the
tool
that
I
use
for
expenses.
I
hear
so
many
of
my
friends
out
there.
Just
you
know
complaining
to
the
social
unit
of
social
media
universe
about,
like
you,
know,
boy,
this
process
stinks.
You
know
here
we
are
in
2022.
A
We
have
wonderful
tools
available.
If
you
know
an
education
payroll
system
can
embrace
devops,
and
you
know
enable
all
of
these.
You
know
it's
it's
a
great
testament
to
what
we
as
a
industry
as
a
whole,
should
be
able
to
move
forward,
be
able
to
leverage
the
technology
to
be
able
to.
You
know
ultimately.
Have
you
know
the
users
of
the
technology
have
a
good
experience,
because
you
know
that
that's
the
you
know
this
whole,
you
know
hey,
you
need
to
change
your
applications
and
modernize
and
there's
wonderful
tech.
A
The
challenge
is:
there's
too
many
technologies
that
you
just
look
at
it
and
say:
hey
that
was
developed
last
century
and
the
way
I
interact
with
it
and
the
way
I
get
and
re
pull
information
from
it
is
so
slow
and
broken
that
you
know
it
just
doesn't
work.
Well,
you
know
with
today's
world
where
I
want
to
interface
with
my
mobile
device.
A
I
want
to
be
able
to
tie
it
into
you
know
you
mentioned
things
like
you
know,
right,
financial
things.
You
know
I
should
be
able
to
pull
things
to
my
you
know,
banker,
financial
service
of
choice
and
have
visibility
across
all
of
these
things
and
yeah.
Of
course,
there's
certain.
You
know
security
and
governance,
things
that
we
need
to
worry
about,
but
hopefully
it's
not
just
a
legacy
technology
or
mindset.
That's
holding
us
back.
B
Yeah,
what
came
what
kind
of
jumped
out
of
me
with
these
use
cases,
and
this
one
specifically,
is
the
fact
of
the
matter?
Is
it
actually
reduced
human
participation
into
the
operational
process,
and
so
that
means
they're
able
to
do
more
with
less
money.
So
this
is
one
of
those
things
where
the
technology-
and
we
saw
this
in
some
of
the
couple
of
the
other
use
cases
as
well-
was
able
to
pay
for
itself
in
a
very
short
period
of
time.
B
And
people
like
well,
that's
that's
great
when
in
doing
that,
but
that
that's
going
to
cost
us
too
much
money.
The
reality
is,
it
doesn't
because
you're
removing
some
of
the
operational
overhead
of
having
people
answer
phone
calls
and
even
turnover
you
get
if
people
think
that
you're
monkeying
with
their
paychecks,
you
know
that's
kind
of
a
primary
reason.
I
think
people
may
you
know,
may
move
on
and
and
turn
into
other
places.
So
this
is
one
of
those
things
we're
valuing
you
as
a
employee.
B
We
put
a
priority
in
terms
of
your
paycheck
experience.
We
provide
you
with
the
tools
you're
able
to
enable
this
and
deal
with
this
in
real
time.
It's
completely
automated.
It's
completely
digital
into
itself.
You're
not
gonna,
have
to
pick
up
the
phone
and
call
anybody.
It's
all
problems
that
we're
able
to
solve
either
chat
or
we
solve
automatically,
and
the
problems
are.
Maybe
the
problems
will
occur
in
the
first
place,
and
so
through
all
this
automation
and
all
this
leveraging
of
technology,
that's
a
component.
B
That's
often
overlooked
so,
in
other
words,
we're
looking
at
the
innovation
benefits
of
you
know
some
of
the
stuff
we're
building
within
within
enterprises
we're
trying
to
give
the
innovators
the
best
free
technology
to
take
things
to
the
next
level,
but
the
reality
is
removing
the
drudgery
and
the
pain
that
comes
from
dealing
with
a
lot
of
these
systems,
which
we
still
deal
with
today,
has
a
huge
amount
of
upside.
Even
beyond
the
human
beings,
you're
you're
you're
saving
the
amount
of
pay.
B
You
know
in
people
you
have
to
have
on
the
payroll
to
answer
the
phone
calls
the
ability
to
have
a
better
culture,
more
positive
culture
and
deal
with
the
fact
that
we
care
about
you
enough
that
we're
able
to
enable
you
and
provide
you,
the
technology
for
you
to
be
successful
and
that's
something.
That's
kind
of
an
underpinning
of
all
this
stuff.
A
Yeah
well
well,
david.
I
mean
obviously
you're
preaching
to
the
choir
with
with
me
on
this.
What
I
wonder
is
you
know,
have
we
gotten
past
some
of
those
hurdles
and
what
I
mean
by
that
is,
I
need
to
spend
some
money.
I
need
to
adopt
some
new
technology
which
is
going
to
require
some.
You
know,
retraining,
some
skill
learning.
There
might
be
some
new
people
that
come
in
and
you
know
the
ultimate
savings.
A
Some
of
these
cases
it
was
like
hey,
I
got
much
more
adoption
and
that
made
sense,
but
some
of
it
is
hey.
The
people
that
are
working
on
this
are
going
to
be
able
to
shift
what
they're
working
on
and
hopefully
have
a
better
work
environment.
It
should
be
better
for
them,
but
it's
soft
savings
rather
than
that
or
the
you
know,
the
after
glow
of
the
ultimate
end
user
of
the
the
technology
or
the
service
there
is
is
tough
to
quantify.
A
So
you
know
how
does
how
do
the
dollars
and
cents
sort
out
for
the
adoption
of
this
technology?
Have
we
gotten
the
point
that
people
understand?
Do
we
have
enough
of
these?
You
know.
Use
cases
where
you
know
here
we're
talking,
you
know,
government
agencies
aren't
always
the
the
first
leading
edge
companies
to
do
this,
and
when
you
have
some
of
these
success
stories,
we
hope
that
pretty
much
anybody
in
any
industry
should
be
like
hey.
This
isn't
just
marketing
flaw
for
people
trying
to
push
these
technologies.
A
B
Yeah
it's
hard
value
versus
soft
value
and
both
are
important
heart
value.
Hard
value
is
easy
to
define
because
it's
cost
savings
and
product
and
productivity
improvements
and
all
the
stuff
we
easy
to
measure
but
you're
getting
to
the
soft
values
that
are
much
more
difficult
to
define,
but
much
more
important.
Our
ability
to
create
a
culture
for
innovation
by
providing
best
debris
technology,
our
ability
to
serve
a
customer
better
and
therefore
increase
the
ability
to
maintain
that
customer
and
actually
grow
the
revenue
from
that
particular
customer.
B
Also-
and
people
don't
realize,
is
the
ability
to
you
know
automate
things
internally
to
allow
folks
within
your
company
to
do
better
and
not
have
as
much
latency
people
who
implemented
crm
systems.
You
know
back
in
the
90s:
they
were,
they
realized
rather
quickly
that
their
sales
went
up
even
though
the
number
of
sales
people
did
not
increase,
and
the
reality
is
that
it
was
much
easier
and
much
less.
B
Is
it
going
to
be
able
to
save
more
money,
is
going
to
be
able
to
generate
more
revenue
because
they're
able
to
maintain
customers,
because
we
have
a
better
customer
experience.
If
you
look
at
all
the
retail
systems
out,
there
basically
selling
a
lot
of
the
same
stuff
for
the
same
price,
yet
few
of
them
are
successful.
A
few
of
them
are
not
so
successful
and
that's
because
they
provide
a
better
customer
experience.
B
They
understand
that
the
margins
are
going
to
be
completely
low
and
their
ability
to
do
that
is
going
to
take
things
to
the
next
level.
Well,
that
has
a
huge
amount
of
upside
that
you
need
to
be.
That
needs
to
be
measured
and
your
ability
to
retain
employees
your
ability
to
even
improve
a
culture.
Your
ability
to
deal
with
automation
of
systems
reduce
the
uptime.
All
these
sorts
of
things
are
things
that
people
don't
consider,
so
they
always
look
at
the
cost
of
you
know
implementing
the
technology
that
it's
going
to
cost
us.
B
You
know
a
million
dollars
more
a
year
and
it's
going
to
be
another
10
to
operate
the
technology.
However,
the
upside
is
we're
going
to
have
a
half
a
million
dollars
that
comes
back
to
the
business
every
month
because
of
this
value,
we're
able
to
build
into
the
systems,
and
that
should
be
monetized.
That
should
be
understood
and
that's
something
I
think
we
often
overlook.
A
Yeah-
and
you
know
you
highlighted
it
before
also,
though
the
you
know,
employee
experience
and
the
customer
experience
sometimes
quantifying
that
stuff,
but
that
is
so
important.
You
know.
We've
worked
with
so
many
companies
that
you
know
you
know
not
only
hiring.
It
will
help
you
if
you're
working
on
some
of
these.
You
know
more
interesting
things,
but
from
a
retention
standpoint
you
know
most
people
aren't
looking
to
be
like
hey.
A
I've
maintained
some
system
for
10
years
and
yeah,
I'm
okay,
doing
that
for
the
next
five
okay,
you
give
me
a
challenge.
You
give
me
an
opportunity,
you
give
me
room
to
grow.
You
know
that
that
should
be
something
that
you
know.
Most
people
are
looking
forward
to
all
right.
So
I
love
the
case.
Studies
in
your
role.
You
said
you
look
a
lot
out
as
to
kind
of
the
emerging
groups
there.
So
you
know
what
I
love
to
hear.
You
know
what
are
the
things
that
you
see
that
you
say
like
hey.
A
This
is
really
something
that's
catching
on
and
is
there
any
of
the
conversations
that
you're
getting
questions
a
lot
about
that
you're
like
no?
I'm
not
seeing
real
world
implementation.
Maybe
we
need
to
you
know,
wait
a
couple
of
years
before
that,
before
we're
really
ready
for
that
kind
of
conversation,.
B
Yeah,
I
think
it's,
it's
probably
the
more
the
meta
cloud.
You
know
super
cloud
thing
we're
defining
something
that
basically
exists
logically
and
it
may
exist
as
a
buzzword,
and
there
may
be
some
informal
implementations
of
people
kind
of
recalling
this
thing,
but
that
should
be
something
that's
going
to
be
a
work
in
process
for
for
a
few
more
years.
I
think
it's
going
to
be
the
biggest
growth
opportunity
for
the
cloud
space
you
know
from
here.
B
You
know
probably
for
the
next
five
to
seven
years
and
reality
is
people
are
implementing
multi-cloud
and
I
always
say,
if
you're
not
planning
for
multi-cloud
it's
coming
for
you,
it's
going
to
happen,
no
matter
what,
because
very
much
like
cloud
computing
in
general.
If
it's
not
in
your,
if
it's
not
supported
by
it,
people
are
going
to
be
adopting
it,
whether
they
know
it
or
not,
and
what's
driving
multi-cloud
is
moving
into
best
of
breed
technologies
that
people
need
to
build
their
systems
since,
in
other
words,
they
want
to
be
the
most
innovative.
B
They
want
to
be
the
most
creative
they
want
to
have
the
best
technology.
Sometimes
that
may
be
another
hyperscaler
than
the
one.
You
have
a
partnership
with
that
you're,
currently
implementing
that
your
current
standard
with
an
I.t,
and
so
whether
you
know
it
or
not,
you
know.
Suddenly,
these
very
complex
cloud
environments
are
going
to
be
there
and
also
I.t,
whether
you
know
it
or
not.
B
We're
going
to
have
to
be
able
to
limit
it
within
a
certain
reasonable
amount
of
spending,
and
that
does
not
mean
we're
going
to
limit
your
ability
to
adopt
technology.
The
ability
to
adopt
technology.
The
right
technology
best
to
breed
technology
should
always
be
there
you're
going
to
have
to
build
the
infrastructure
around
that.
To
make
it
happen,
that's
the
biggest
growth
thing
right
now
and
I
think
that
people
who
are
deploying
multi-clouds
they
may
have
multi-clouds
by
by
default,
but
they
may
not
necessarily
understand
what
it's
going
to
take
to
do.
B
B
B
You
know
that
sit
close
to
a
factory
floor
and
thousands
of
them
run
at
the
same
time
and
your
ability
to
make
these
things
work
and
play
well
together
to
provide
core
integration
where
you're
not
increasing
the
complexity.
You're,
not
increasing
your
number
of
services,
where
you're
certainly
increasing
the
the
breadth
of
technology
and
the
technology
you're
leveraging,
but
not
the
complexity
around.
It
is
going
to
be
the
biggest
challenge.
That's
something
I
think
people
aren't
necessarily
aware
of.
B
They
may
be
aware
of
it
in
some
aspect,
but
that
should
be
hugely
on
the
radar
screen
today
as
an
enterprise,
because,
if
you
embrace
it
now
and
you
plan
for
it
now,
you're
going
to
be
able
to
leverage
that
to
a
huge
advantage
to
get
to
the
values.
We
talked
about
the
hard
values,
productivity
savings
things
like
that,
but
also
the
soft
values
your
ability
to
react
and
respond.
B
Your
ability
to
be
on
the
innovative
curve,
because
you're
able
to
weaponize
best
debris
technology
to
take
things
to
the
next
level,
you're
able
to
build
applications
in
between
various
cloud
services
out
there
and
your
ability
to
finally
get
to
a
point
where
it's
going
to
have
the
ultimate
scalability,
the
ultimate
flexibility
and
your
ability
to
do
whatever
you
need
to
do
within
your
business.
To
make
your
business
successful
and
that's
the
role
of
I.t
right.
A
Yeah,
I
I
think
you
framed
it
up
so
well.
I
wrote
an
ebook
last
year
talking
about
right.
Customers
have
ended
up
in
this
kind
of
environment
by
accident.
You
know
it
was
either
through
an
acquisition,
or
you
know
you.
You
bring
me
back
to
the
early
days
of
of
cloud
where
it
was
the
stealth
I.t.
I
would
talk
to
room
people
and
say
like
okay,
how
many
of
you
are
using
aws
and
you
know,
two-thirds
three-quarters
raise
their
hand
and,
let's
say
okay,
the
rest
of
you.
A
A
You
know
167
different
services
that
work
well
with
our
environment,
because
you
know
our
service
that
we
jointly
engineer
with
amazon,
sits
on
top
of
ec2
and
makes
it
easy
for
you
to
still
take
advantage
of
those
pieces
because
you
don't
want
to
just
say:
oh
hey,
amazon
came
out
with
some
new
service.
Does
that
work
in
the
environment
that
I
set
up?
It
can't
be
a
least
common
denominator.
A
Kind
of
the
early
days
of
paths
didn't
allow
you
to
do
this.
Containers
and
kubernetes
changed
it
a
lot,
but
there's
a
lot
more.
That
goes
into
it.
It's
something
that,
as
you
said,
we've
been
working
at
red
hat
for
a
long
time
to
live
in
all
of
these
environments
and
definitely
something
that
you
know
like
the
wave
that
you're
talking
about
something
we're.
A
Definitely
looking
to
work
closely
with
companies
like
deloitte
to
help
customers
go
from
the
you
know,
by
accident,
to
a
proper
strategy
to
take
advantage,
something
I
talk
about
you
talked
about
too.
Is
you
want
to
be
able
to
unlock
that
innovation
that
is
available
in
these
cloud
ecosystems
in
these
edge
environments
and
all
of
these
new
things?
B
Yeah,
I
think
one
of
the
one
of
the
things
that
I
just
want
to
stress
is
that
we're
not
displacing
the
hyperscalers
we're
enabling
us
to
use
them
in
a
much
more
effective
way,
and
so,
in
fact,
that's
probably
going
to
increase
their
use
moving
forward.
So
we're
going
to
be
more
dependent
on
hyperscalers,
but
our
ability
to
leverage
abstraction
and
deal
with
complexity
mediation.
B
Those
sorts
of
things
built
into
it-
is
going
to
allow
us
to
kind
of
take
our
hyperscaler
game
to
the
next
level,
we're
not
having
to
build
little
silos
of
systems
in
a
walled
garden
as
the
ability
to
deal
with
that
hyperscale.
We're
able
to
deal
it
with
cross-cloud
services
that
reduce
a
lot
of
the
redundancy
and
reduce
the
complexity.
Therefore,
it's
going
to
make
us
more
effective
with
those
services.
A
Yeah
once
again
we're
in
a
complete
agreement
on
that
from
a
red
hat
standpoint,
I
think
I
don't
think
anybody
ever
thought
that
red
hat
you
know
should
be
competing
with
the
cloud
providers.
We've
got
deep
partnership
with
the
cloud
providers.
Even
if
you
look
at
our
friends
at
ibm,
they
signed
an
agreement
with
aws
earlier
this
year
and
they're
actually
leveraging
the
partnership
that
we
have
with
amazon
to
deploy
their
their
sas
offerings
into
the
public
clouds
and
we're
doing
more
there.
So
yeah,
absolutely
strong
commitment
to
you
know.
A
What
do
you
do
at
deloitte?
You
help
customers,
you
know
with
their
applications
and
modernize
when
it
makes
sense
red
hat's,
underneath
that
we
drive
more
workloads,
the
public
cloud,
so
it
is
one
of
those
force
multipliers.
As
you
said,
you
know
one
plus
one
plus
one
equals
you
know
greater
than
three
and
ultimately
good
benefit
for
the
end
users
themselves.
All
right,
let
me
give
you
the
the
final
word.
You
write.
A
B
Yeah
check
out
the
on
cloud
podcast
been
doing
that
for
the
last
five
years
of
deloitte.
You
can
check
that
out
check
that
out
wherever
you
get
your
podcast,
also
the
blog
on
infoworld,
I
post
there
twice
a
week.
Lots
of
writing
and
speaking
events
coming
up
check
it
out
also
go
to
lloyd.com
and
and
look
at
our
cloud
complexity,
management
offering
and
also
look
at
our
consulting
offers
and
what
we
do
within
cloud
engineering.
It's
important
work.
A
David,
let
me
tell
you,
there's
there's
one
question
in
the
chat
before
we
wrap.
If
you
can't
answer
it
great,
if
not,
you
know
we'll
take
it,
but
it
says:
what's
your
thoughts
around
the
uk,
shutting
down
their
paths
affecting
public
strategy,
I'm
not,
as
do
you
know
what
specifically
they're
talking
about
there.
B
B
You
know
based
on
the
requirements,
changing
your
security
parameters
changing,
and
so
I
never
get
worried
about
stuff
like
that,
because
the
reality
is
you're
leveraging
dozens
of
different
technologies,
and
at
least
you
know
three,
four
different
cloud
providers,
so,
if
they're
shutting
down
their
pass
for
some
reason,
that
means
they're
moving
over
to
another
service,
hopefully
because
they
feel
that
other
service
is
going
to
provide
a
better
value
for
what
they're
looking
to
do.
So
these
things
are
going
to
be
dynamic,
ongoing
and
they're
going
to
be
ever
changing.
A
Wonderful
well
david
pleasure,
as
always
to
catch
up
with
you.
Thank
you
for
walking
us
through.
You
know
these
customer
case
studies,
as
we
said
in
the
chat,
and
if
you
you
look
online,
you
can
read
much
more
about
them.
David
is
very
easy
to
reach
also
on
the
social
media
channels.
As
am
I
quick
programming
note,
we've
got
a
couple
of
shows
coming
up,
so
I
will
be
doing
previews
for
the
cube
con
show
in
in
two
weeks.
We
also
have
ansible
fest
coming
up.
A
I
will
be
doing
that
the
week
after
that,
so
september
22nd
and
then
the
29th,
I
I
believe,
are
there
and
on
a
final
note,
for
the
show
I
want
to
just
give
a
huge
shout
out.
The
producer
has
been
helping
out
for
this
show
since
I
took
it
over
stephanie.
Thank
you
so
much
nicole
and
the
rest
of
the
team
that
helps
put
together
in
the
clouds.
Thank
you
for
all
that
you've
been
helping
on
here
just
a
little
bit
of
changes.
A
What
we're
doing
internally
here,
but
the
show
will,
you
know,
keep
plugging
on
as
usual.
So
please
do
reach
out.
If
you
have
questions
about
what
we're
talking
about,
if
there's
other
people
we
should
be
speaking
to
please
let
us
know
I
will
be
speaking
at
the
aforementioned
kubecon
show,
but
we'll
get
into
much
more
of
that
when
we
do
the
preview.