 We got 40 minutes, which usually means that we'll go short or longer on time I say that always means that we're short longer on time so I'm not going to wait for everyone else to come in and I Really did want to go get a coffee, but I'm not so who's really tired right now Awesome me too Okay, so what we're talking about today is contributing back as an operator So operator integrator manufacturer What I want to have just a Q&A discussion day, so we have two microphones up here I kept it really light on slides because there's stuff that I've done inside my company to build a strong business around mixing in open-source contributions into what we do And and balancing that out a lot of what I do when I talked to new companies as an open-stack ambassador Or just want to talk to the company as another operator I talked to individuals and companies manufacturers other operators whoever is Sometimes I look at the beard and they want to talk about the development of things Sometimes they want to talk about cloud platforms SDN Most time I talk about process and talk about process and business strategies and and a very simple realization that developers cost a Lot of money and giving away code is giving away money And so what can you do to actually do it successfully? So that's what I want to talk about now So I want to talk about how by giving code back to the community how that can help you grow So again the microphones are there to be used We have a nice small thing so why don't we get all cozy and come on in we're all friendly Yes, I'm looking at you in the back of the room No, it's alright if you don't feel like coming up you don't have to so Again, this is as much about businesses as a tech. So who here is like a technologist in their business? Here in who here is a developer? Okay, who here is a manager a director a vice president a chief Okay Who here has to or wants wants to get your business contributing code back or being a tighter member of this community? Okay, so that's a really good goal. I'm going to talk to me in two segments here So I'm going to talk in a business segment first in a technical segment second What I find is a lot of people go direct to the direct technical How do you contribute back as an operator of the technical items of it? But then they miss the business at the business items and they end up getting squashed general counsel board of directors whatever end up having a problem so The gender we have I'm going to talk about why we do this and we being the community I don't talk a lot about the business. I work for Steph that's pretty accurate. I don't really talk about actually at what company do I work for? Exactly and I've known you for two years So I'm actually going to talk about the company. I work for It's not a sale thing. We actually don't have to sell we just got bought a week ago. So or two weeks ago. So sweet Yeah, had some meetings went to Hawaii for a week had my guys coding without me interrupting them It was awesome. So I'm going to talk about what the effect it has been on us and the effect of getting acquired building a half billion dollar company getting acquired was really good and then Talking I'm going to talk about the business topics of how we do this and stay profitable We all have we all have a responsibility to create healthy thriving organizations no matter if we upstream or not And we need you need to stay profitable to do great things for the community I'm going to talk about the technical top tech some little tricks that we do that allow me to As as leader in the business maintain control of intellectual property avoid violating non-disclosure agreements and and leakage of also partner property and License code and then things that we do to go ahead and there's some technical things that we do and we're actually growing faster and Faster every day in this to be able to model the effect of open-source contributions on the rest of our business Does that sound like good topics that we'd like to talk about today? Does anyone think this is crap? Okay, cool. If you do think it's crap just stand up walk out like that guy right there It's fine. You did a lot of time you need or there's not that much time this week So this was me this morning. Yeah, this was me doing a workshop. All right. This is me I had submitted I think three presentations to opens tech design summit I had a list of things that I feel are important to talk about in 2014 And I think all of them got accepted. I was like, damn it It's actually a lot of work presenting and it's kind of this is a work week for me as part of the community Luckily, I was so hungover after probably I will be honest I have been partying and drinking and celebrating every day since we announced and so I Didn't realize that we actually had a workshop this morning and I had a presentation and And I was really lucky that I have an amazing team So these are these are this is actually one of my one of my developers mark Mcglanna That does some QA test some QA work for Tempest Is actually a really awesome dude and he led a workshop on developing for multi-node publicizing multi-node multi-node dev stack deployments Those things allowed me to have a good morning, but I am under caffeinated I have these teams so these these team members are key in their open-source contributions their partnership with the community They're ability to upstream code These team members define a competitive advantage in my business Not only competitive advantage when I'm out when we're out doing stuff for customers But when we write our own software and platforms and we operate our own Operator own code having developers and engineers and architects in your company on your team that are engaged with an open-source community Is a farce multiplier we get just this week. I had a friend of mine from an open daylight side Who's he started mentoring me on SDN three years ago? I think he's like dude And you got to check out this professor shanker. He thinks software should be networking And open my eyes and so the ability to have an organization that extends past your your core capabilities And to be able to leverage Architectural support troubleshooting guidance the support putting in a new feature Partnership in the community especially say if you're like us and like we use open stack We use Amazon we use v-claw director now the company acquiring company has like a billion clouds I am it's a goal of mine to make sure the open stack sitting right next to it. Hopefully they're not listening I think they'll like it honestly But it and the company's died in mention days. It's owned by NTT which has a big open-stack cloud So not you know them. I'm really happy to be able to work with them. I have the so I have these teams I have this ability to do great things for the community for the corporation for for the individuals in it and Specifically that little dart in the center Because I wear a suit a lot I am a business leader. I manage a P&L. I share the I share successes and failures with my teams financially I am responsible for my was Strategy and vision to set the technical directions for 600 person a half billion dollar company in the decisions. I made good or bad You know make it so their spouses can eat or not and their kids are successful So it's very important when you're looking into open sort participating open-source software To put your business hat on as tightly as your as your technical hat so For the background for people don't know me I ran a hundred I built and ran a hundred million dollar line of business in Texas At the same time, I'm kind of an undercover hippie at work. Although with the beard. It's the less and less undercover every day So you yeah, I am a serial instigator in the open-stack community I really love connecting with people who are passionate about the same thing that want to make this world better The code better share the burden of creating great things Open-stack is a cloud platform and running wraps on top of it. It is it says something's pouring me I'm an open-stack ambassador and the goals of our ambassador program is to Lower the barriers to contributing consuming participating in the community also active technical contributor and a co-founder of open-stack manual or core and open-stack manuals and co-founder of insect training But on the business side, I am on the leadership team of a old stodgy business or we got acquired So now I'm kind of figure out what I'm gonna do but So why is open good for biz? And by the way, if anyone has any questions about this that we can do this in the Q&A And we can do Q&A at the end whatever I'm gonna talk about a lot of topics and it's okay to stand up and ask the question fundamentally By identifying your unfair advantage in the market and clearly understanding why your company makes money So if you want to participate if you want to upstream coding your business That's the first thing that anyone has to do So you have to go ahead and graph out a very simple thing Why my company is special what is our unfair advantage in the market if you don't know this you can talk to your executives You can talk to your product managers to talk to your salespeople There's something that's special in there and there's a whole bunch of other stuff that supports it Just because someone is in the same business segment as you does not mean they're your competitor They mean that means that they are similar to you Usually, you know if your business engages in a company in a competitive situation for a customer There's ones where you'll always win and your customer and your competitors will always lose anyone seen that in your own business Yeah, yeah If you want to successfully can be part of an open-source community You have to know that you have to document that you have to prove that to your executive team Because there's a lot of old gold watch guys Especially if they if software is key to your company that intellectual property is so freaking sacred is key to the valuation and giving it Away will get you fired Right so executive sponsorship we do this however by by going through that exercise to actually understand why we are successful in our business Then we understand where we can partner in development and share the burden with our competitors Yeah, I've competitors every day that I that I partner an upstream development here. I think it's amazing We can do it with our customers. We can do it with our new employees future employees, maybe But it's very important the goal here is to make it so you are operating your business in a forced multiplayer So that you can rapidly expand your development team based on your credibility in the market based on the work that you've done So I won't go too much into it. Um open source helped us grow Participating the open-source community helped us grow. Um three years ago. I came to nexus is a hundred sixty five million dollars We closed the books last year to half billion dollars got acquired for a Undisclosed some I will say By a five point eight billion dollars international integrator that's owned by NTT We are contributors to open stack open daylight corporate sponsors of the foundation We're half engineering and we integrate Amazon. Yeah, I said the evil word here open stack and open daylight into our product offerings We we contribute back to open stack open daylight puppet as well as some of our own repositories on github.com slash nexus is participating in this community Accelerated the growth of our business and accelerated our hiring In a way that I could never have I could never have understood So we're gonna do a couple of business topics here and I want Q&A by the way, it's important So I didn't put all much of slides so I'm preaching so the business topics I want to cover here first things first we're gonna talk about is talking to your executive team So has anyone walked up? So do you have a mahogany row? Yeah, you want a question. Can you talk a little bit about how involved your legal team has been and Determining your IP and making sure that You just don't trip up. Yeah general counsel, right? So I'll answer that question directly. Let's start right now. So My legal is really permissive I ended up basically saying Demonstrating how some of these technologies were important to the business my headquarters are in California in California There are some specific laws that if you do not so you as an individual have rights and they vary by state I am not a lawyer Right in California in another law at other states There are similar laws that you are so you are you are hired by your employers You're not a slave of your employer, but you are employed during 9 to 5 to accomplish work The term is work for hire under the contracts of work for hire the intellectual property that you create under on and when You're under work for hire our property of your employer now In California, which I now have to actually there's 32 companies around the world So I'm going to spend a lot more time with lawyers And not and I'm not sure where my role will be but I think I'm kind of talented at making open source integrated with a company and 32 dimension data companies around the world and have to answer this question. So I'm thinking that's a question I want to help answer So but in California, this is actually how we started so I talked to some really smart people Anisa Google was at IBM research talked to him about patent law There's I'm learning a bit about that, but very specific in California law If your company does not make the similar product that you're working on If you don't do it during your work hours And you disclose it to your manager Your direct manager, and you don't even have to disclose it. There's some gray or in there But I'd recommend it. Hey, I'm working on some of those projects. It doesn't compete with anything We have at work. I'm doing on my nights and weekends I just want to make you aware because I'm excited about it that right there fits illegal requirements, by the way That you're free to work on open source project. You're free to commit you can do it under your personal email address For the first year and a half or two years of open source A year and a half of open source company known two years of open source participation in nexus I required the engineers submit it under the personal email address I gave them authorization as a director in the business saying I authorize you to work on this I gave them encouragement. I sent them to Vegas when they'd submit patches I couldn't I couldn't adjust their MBOs at the time because I hadn't set the business case for doing this But did that answer your question? Okay, so that's a really really good way to start and because we had to actually define the value I was in the process the market three years ago. The market is absolutely transforming everyone thought that I was crazy for all this hippy stuff And I'm crazy But I think now seeing everyone coming in there's validation open sacks important to business, right? Some other projects that you open daylight if you're not in it get in it But being able to map out that graph and go through your market test and validation and really clearly understand of why you make money What differentiates you? It's really easy by the way. Don't say because I'm first to market. That's not unfair advantage That's an advantage other people come to the market steal that advantage So talking to the executive team means talking in business sense It means going through and graphing that out creating the tables Clearly understanding and actually estimating the monetary value and there's a there's a who has anyone read the lean started by Eric rise If you're going to do this for your executive team, please go through and read the lean started by Eric rise The build measure learn pattern Build something measure its effect in the market document your learnings and pivot or persist out of it is something that's very very effective And as a way of communicating I'm going to try open source contributions I'm going to measure it some fact I'm going to learn from it and you can actually use that to fill out a thing called a lean canvas Which defines what you believe your business and you can do this with your business leader It actually goes allows you to define your monetization vehicles how your business makes money and a lot of times if you haven't taken a look at it You'll be surprised how you actually make money your unfair advantages in the market things the metrics that you'll use to measure it All these things are things that you have to do and that we did I did start with and presented to the executive team Luckily I reported to him so it worked out a little bit easier if you are lower in the organization That doesn't mean you're an important. It just means you're closer to the you're closer than these your customers You need to get an executive mentor. I would suggest Executives execute we say yes or no Try going one level before below like that VP director. They're generally looking for an initiative that will give them juice They're looking for the initiative that will allow them to say I did it I identified a challenge in the company and I pushed it forward. They will support you so The that is identifying that unfair advantage and you do need to find the mentor if you are that person in your company Look downwards look for the people there that are trying to make this change help them out So the legal challenges when you talk about talking to counsel the big challenge with counsel is knows default Right if you come up as an individual from the contributor for the company without legal precedent For contributing and they're going to say no by default The best thing that you could do to start this is to get people in your company Contributing under their personal email addresses at night Right now. There's some companies like we work at Cisco Because of the massive protection intellectual properties Then what you have to do is if you're at a large enough company has multi-billion dollars You probably already have someone in the company that's kind of leading this charge in front of you if you were at systems Look, I saw Jay sitting down when Lou Tucker. Did he want to lose Lou standing up around here? He was one of the first guys Kind of didn't like a lot of Java was CTO at son came to Cisco He's a guy. He's the reason Cisco does anything with open stack And if you're a friend of Lou you are now like a CTO pretty much Serious, so he basically created a little shadow team and and he is a vice president Four senior vice president. I'm not sure Created he basically created air cover and for open stack. There's a thing called a corporate licensing agreement So a CLA so if you're going to contribute to open stack There is a individuals contributor licensing agreement I CLA and then there's a CCLA if your corporation has decided that they want to That they want to control what your commits are once they've decided that You really can't violate it. Honestly It breaks a lot of the governance for the for the project put things in the in a scary legal areas So don't mess with the you know if you see it look for the CCLA if you have an ICLA you're gonna have to basically Full some commitments into this and say that I am authorized to give this and you have to be truthful about it If you're not authorized to commit the code don't commit it okay, so Next thing is is one thing that's actually really interesting to me once you've gone ahead and talk to your executive team Now you buy in and again business centric Everyone forgets the business and you have buying from your executive team where they at least have given you authorization and allow you to explore the financial impacts of Sharing the burden of updating your of developing the cloud platforms that you run on You've gone ahead and cleared with legal and you said hey I'm going to go ahead and do this and this is why by the way your general counsel will listen to present your company It's why you have to have us an executive sponsor if you legal will say no, right? At that point you can demonstrate and we'll get in the technical side of it There's some intellectual property protections in the in this in the second half of some processes that we use internally because I've access to Let me see and the NDA portions of all of Cisco's STN controllers I also have access to the NDA portions of all the VMware's NDA STN controllers and they hate each other they want each other destroyed And I refuse to leak anything out. I'm like I'm an integrator. I'm just got to be able to install this shit excuse me stuff And like I just you can compete on your own I'm just going to be a nerd And so being able to they're having some protections programmatic protections allows us to maintain the governance is really important But communicating the technical topics is really important to legal by the way so We'll talk about a little about setting MBO so who who uses management by objectives in their organization Three Come on four or five. Okay. Who at least has them in your contract and you it's like something extra But you don't get your coaching sessions. You don't actually manage people with them Okay, so I'm actually a big fan of setting objectives mutually with your associates and your employees Having them set their goals and figuring out what you can do to achieve them once you've identified the business impact of Contributing back to open source when you've once you've identified the benefits and you can start to estimate the finance Financial gains from it. You now have a business reason for taking someone that might be yourself, by the way Who wants to get a bonus for submitting upstream code? Okay, guess what if you're a developer on teams that report up to me 50% you what part of your MBO you're you're managed to 50% of your software development time shall be upstream of that So 30% corporate directed upstream validated through our systems and measured in your MBO 20% of that is self-directed. I can't say no That and that is to your discretion Right, I can make sure the intellectual property in the lake But that's very very important because a lot of times you get stuck committing on nights and weekends Like who doesn't feel that commit that who feels that they have to work on open source projects on their nights and their weekends Who wants to do it during the day? Well, guess what? You can either leave your company which actually isn't the best thing to do because the person behind you is gonna be in that same trap Or you can set and help your manager be a better manager and you can say hey I'd like to understand the objectives of why I think I can be successful I want to go ahead and share those with you ahead of time so we can mutually agree to them I want to go ahead and define the performance indicators in the metrics to understand how we're mutually successful and I'm gonna both I'm gonna manage myself and you're gonna manage me to this and we're gonna mutually achieve those goals When I mutually see those goals, there's gonna be a financial benefit for me and you right by the way That's the right way of doing an MBO open source contributions can be in there I would suggest talking your manager in this fashion You have to tie it back to the business case if you say I feel safe I feel at home when I'm with my hippies with beers and tattoos and I want to do this nine to five and you can't tell me If you can't tell me the business reason why I'm setting your MBO and that could be personal growth That could be I you know increased retention if we all whatever but if you can't tell me it's not going your MBO You can't do me why it's important to you. You need to tell that to your manager Next thing is and by the way, do you have any questions on the MBO side of that? Yes, no, maybe so okay Who's comfortable talking to their manager about changing your pay structure It's a way you can get more by the way you don't have to quit But you should get it sir Yeah It's achieving what they committed to so it's so When you start forming a as you make the transition from engineering to development You're gonna move from like ticketing systems and everyone calling you To someone else committing or estimating your time Which isn't really accurate anyways and you having a billion priorities by the way There's only such a thing as one priority everything else is subservient to that and you know what? Prioritizing is creating a list. We don't have five top priorities That's stupid, right? So what you'll end up doing is switching over probably to us Konban board you probably use scrum, right? So we scrum hybrid scrum Konban. You probably do start doing waiting to your tasks To finding out epics and stories instead of projects once you start doing this If you do it right and if you build a proper software team Which by the way is part of this transition is you have to actually be a mature software Modern software development organization is now the work that you do is roughly you're normalized by the team So it's not the hours that's in the waiting It's the effort and so I can actually look per person and I can see the percentage of their time focused on certain things And if you do upstream work in our Konban we use Trello By the way, if any of you use Trello, I love it. It's not open source. I wish story I screw wishing I need to put Devote resources are making storyboard a little bit more mature, but there's a project Rosetta inside of the It's in preview release right now. So don't use it until we get our tests up there McLaughlin is what our QA engineer that wrote it is being put on the Improving the tempest suite for some app policy stuff and neutron for the for the next month So that's more important at the time. But so what we do is we actually pull from the Trello APIs We normalize those because Trello is actually not it's optimized for security and speed not accuracy And then we normalize all of those and we establish we pull all of our metrics are you know the time something stuck in impeded the percentage of Cards that came in the backlog and we also have an upstream tag And so I have the username associated with it or I don't my team's do I have stream to by the way I have upstream tag and then what project and that ties in right now It's a manual process for observing what goes through our CI system So if you upstream if you want to get paid for it it goes through our CI system right now It's there is a lot of other upstream like the rest that's under my team The rest of the company is still under contribute on your own time on your own email And so it's I'm in the process. It's been to your process I'm moving from and I hate the word centers of excellence But early R&D to organizational execution like having scrum of scrums having our ops teams now development managers that type of stuff So it's about 250 of them on the upside so in the in that process normalizing You got to be careful doing organizational transformations too slow as bad too fast is worse, right? But so check out project Rosetta on github.com slash nexus is that's a tool for pulling those KPIs And so we can I we have a very simple report and get pulled I have a business product a business analyst who's also a scrub master five years of Deloitte ITSM I till expert I haven't run the reports for me trying to We'll probably in about I know probably 60 90 days We'll have time to put that put some more improvements back in our backlog and just make it so that's our Automatically done the CI system Did answer your question about KPIs? So that's by the way important if you buy horrible managers A managed VMBO is based on their perception of their employees It is a horrible thing. You're not doing a manager. You're just lazy So it happens to all this but establishing the I'm sorry if I just described something If I piss him off just welcome to Kotlin so Hey, piss Jay off screw you too That's a really good friend of mine But Ta-da, who's an awesome swing dancer? If you were at the HP party, probably someone rocking it, but So it also helps deal with special kids syndrome One thing that you're going to find is that open source Attracts a certain type of person who has a Many types of people and In any engineering organization when you have a constrained skill When you feel that you are better when you feel that you're awesome It's all right to feel awesome It's all right to know that you're awesome Like I am an amazing freaking person and a great business leader and a horrible developer But I try right I also know that when I sit in the community I'm surrounded via people who are smarter than me who are more successful than me Who are more engaged with the community and are the most humble people you'll ever talk to right and by the way Prima donna's kill your open source contributions. So if you get someone who's pissing off the community Guess what you got no support One person kills your business benefit. So dealing with those special kids The biggest thing you can do is visibility Biggest thing you can do and it's also the same through any software team Whether it's your internal software, which by the way is your infrastructure or external The visibility and accountability managing your scrums. So open source contributions need to be talked about in your daily stand-ups Open source contributions need to be shown in your showcases Open source contributions need to you as a manager as a director as a chief or a vp Need to go ahead and participate in that community and validate And what you may find is some of the quietest people in your organization are the most impactful And the loudest people in your organization might be dragging you down Um, so there's there's things they can do uh Marion Jim Poppendike They have they have some really great books about managing agile software development teams They'll also start to cover the psychology of these things Um, and if you look if you listen to a lot of people in the dev ops movement are talking about calm and whatnot Um, you look like john al spa, um, botchic loupes floating around here today John Wallace has talked about this too Um, let's get to patents. I got 10 minutes. I want to get to the technical stuff Patents are really really complicated. Um, really really complicated In open source, uh, there you choose to give away your right You choose to dictate who has the right to copy the software that you own Um, you have the right to make a copy You dictate that you always own the copyright unless You grant it you legally give it away And that's that's a very important distinction Because a lot of people forget this. Uh, there's a lot there's been some email discussions on the email list about putting copyrights in code And I think uh text in a folder it's important to understand and communicate this that you own copyright until you choose to license it And if someone violates that copyright and I've had personally uh, pure uh, pure companies, um, who've, uh, violated copyright and sold something back to me I own the copyright My company owns the copyright And we can dictate whether to litigate against them And I chose to just call the cto and tell him that wasn't really happy with it You're on an awesome company that does amazing things in open source But I will not stand for this behavior not because it it screws me because there's someone out there who's working nights and weekends, right? Um, and we have to we have to control that so Understanding copyrights and intellectual property is really important One of the things that I do internally to they end with my teams Is I don't mix code I don't mix code. Um, I would make a very vulgar reference of protecting yourself, but um What we do is we clearly identify the open the projects that we want to upstream And so we have a rule in our code and I'll use our code our puppet code for example So we have this uh project called denica where We're refactoring it right now to basically train to separate all the commercial code from the upstream code or the open source code It's a ci toolchain that allows you to do stn modeling So if you want to model like a an open play application open flow switching applications stn controller positive negative test together That goes and spins it up automatically plays a cloud platform dude. It's pretty neat. Um, there's some commercial code mixed in there and so for us We and I'm actually gonna jump ahead to the technical stuff. Actually, I want uh, there's it So we use get here jankin. So is who uses garret every day? Okay, first things first You have to become comfortable with using software tool chains to be able to protect your intellectual property Your software tool chains and specifically your governance modules Um, so get is this is uh, is a distributed version control system. It's what we use inside open stack Jenkins is a ci. It's like a manufacturing line for software It's like an automation toolchain for for building everything together testing and providing reports garret Is also a tool that we use in the in the open stack and it's a governance tool You can say this person is authorized to do this to this code I can only do this if four people review it and an authorized person approves it This person is the only one who could release it out By the way, this tool for the for the the lawyer question for legal one of the things that you can do Is you can allow your lawyers to do code review You can give them access to garret You can allow them You can you can delegate to them the ability to release to github Think about that they are worried about release of intellectual someone is It's their choice. It's not yours delegate it to them here press a button and then measure How long your projects are stuck and impeded because they didn't press a button Pass that metric right back up to the executive sponsor And so once you've aligned how open source supports your business Now you can show how your lawyers are wasting your money by not allowing that patch to get back up And then you can also assign the 22 cost metric for sustainment engineering of any piece of code you write Say, oh if I write a piece of code, I'm going to have 22 percent of my time maintaining it That's a cost Here's our profits Here's here's legal Where's the gap and you communicate about it and you still give them the right It's actually really really powerful. I'm very lucky that nexus that nexus legal Literally, they were just happy that I reviewed contracts before I passed it up to him because I'm kind of anal about that stuff Um dimension data legal. I'm getting to know them. Um, they already have uh opens upstream Some upstream development It has a lot of upstream development if look like what nachi's being able to do an isl stuff is isl or isis Uh, the the nachi's not who nachi works with Not you know neutron No, okay Yeah, I'm still learning. I'm like, hey, you're my coworkers now. Um Okay, anyways, um, so Secondly, uh market benefits a marketing benefits of contributing Right there open stack foundation sponsor. I will tell you right now There's all sorts of integrators and and operators in the world. They're like, we're open stack and they installed it They have that they don't contribute code back Um, and they don't put their money where their mouth is because guess what? The foundation are people that have to actually get paid salaries the ci systems cost money Making it so all all all of us can come together You notice how those tickets were really cheap? It's because it's not a for-profit enterprise. I pay $25,000 a year to support the foundation and guess what? It's huge marketing benefits. It differentiates my company from others Same thing by going and I don't have the slide a big slide that I normally give when I'm talking to another cto or something like that Or I'm not cto. I'm a person now associate. I like it. Um, but um When I when I'm talking I talk I have like this. Here's our resume of open source project. So like Oh, well, that's interesting. There's great marketing benefits. So who does things for other people here? No one Okay, so you're like integrators just consultants, right? Yes, is anyone a consultant integrators of var? An operator who sells services to customers that consume it? Yeah, exactly. Well, guess what? So the denica stn Modeling platform. I have a weight inside of there. So we have a bidding module They'll go and like bracket bracket bid amazon And if you have a pricing amp it'll try bracket bid that and then pass up to an abstraction layer in that abstraction layer I have a waiting I call it our stake weight Right and that that waiting is a preference And that preference is adjusted to who we've partnered with Who maybe have taken us out for steak and beer? But but those are the things that it's actually important I choose based on mutual participation in the company who I work one of my workloads on So there's a huge benefit Huge huge benefit Also, if you in your partnerships if your partnerships are important to your business being able to advertise those is very important so Getting through the the marketing benefits that I've had it's been really really good and since Nexus is and dimension data are their systems integrators or cloud operators is a bunch of stuff. They do business process consulting Agile consulting and cloud nesting development That the the marketing benefits of this for for me have been part of my unfair advantage in the market That it's really hard for my competitors to actually participate in a community Because a lot of them are gold watch use car salesmen types, right? And that it's really that if you don't have a certain amount of engineers and developers in your company You cannot participate in this if you don't have people like you sitting in this room who care It is impossible to go ahead and participate and win That's one of my unfair advantages and I believe is an unfair advantage of the of the acquiring company So let's get into technical topics so Who I mentioned I saw A really small lack of hands of who Uses or knows about get Garrett and Jenkins. So can we just get another who knows and has and uses get Garrett and Jenkins Okay, about a half so um, I Let me see for those that don't I want you to open up your notepad your laptop write something down go on to youtube Um puppet comp 2011 jazz humble continuous delivery Right, it was a key. It was jazz's keynote talk Um in at public comp 2011 and it's just a overview of software manufacturing lines It's not technical. It's conceptual Talks about business value Get Garrett and Jenkins are the three tools that are core to the workflow that we use to develop open stack It's also very very common To implement those yourself now These tool chains are how you will maintain control of your intellectual property These tool chains are how you will maintain core review or peer review This is how you will allow someone to control of our ability as a support should I say and control and support there kind of can be Properly supporting someone allows them stops him from getting out of control, right? um That it allows you to go in and implement like peer review So for example, you're saying you're going to have properly formatted code that goes up in the github Your I will enforce a certain lights in the patchy 2.0. Actually don't I delegate it and do it everyone I prefer if it's patchy 2o. I like him have that choice um The you can say uh, if I don't have a dock attached if my test coverage is too long I'm not going to release You can do the right thing. So these ci systems. So get it's version control It's where you check things into You know, you don't just put a put a file in a folder the intellectual property is something as value And you need to you need to maintain and track Get garret ties into it garret when you submit a patch you submit. It's a garret and kind of it's technically Integrated get very tightly But it goes ahead and has rules like I need to test this I need to make sure that Someone looked at and reviewed it before it moves forward. I need to build it completely make sure it works I can you I need to have someone that's responsible for the business approval. It's released in the next step Right, it's very very powerful It also allows you to start to delegate that responsibility to people who understand or closest to the code Who know better than you and you can sit and review it if you're on the if you're on the leadership or executive site It also allows you if you're an individual contributor Or or or technical leader to be able to go ahead and push that up So you get the responsibility delegated down to you, but it allows you to establish the metrics It's time my time up. So I'm going to finish right through this Um, it allows you to authorize authorize those things programmatically Um, so we talked about mapping commits to mbo's earlier. So that's really really important You need to have consistent tagging. Um, one of the things that I'm that I'm doing right now Or is teed up in our backlog is to map the the hashtags of the upstream hashtag to project Pull data out of uh, tail to leo. Um, no Track star, which is our mbo tool Normalize that together and then implement tracking in and get in in the garret message So like if you commit to open stack say implements bb slash whatever that's the bug You need to have implements, you know upstream slash whatever is employing that full cycle. I'm not there yet We do have the raw data that we manually do it to be able to support it Um, second things is pulling data out programmatically. So that when I talked about the unfair advantages in the market One of our unfair advantages is when we partner with a customer Or a manufacturing partner or another Operator's just good and all but for money making money We partner with a a manufacturing partner or or a customer Sometimes the customer's moving some of his customers are operators. Um, we see a rise in revenue in that customer We see an increase in margins. They don't squeeze us as much because we're not elites. We're just providing value We see other products that we sell we sell how much of bs like phones and stuff Extra product categories that get sold and we see the time to sell shortened It's basically a sign that hey, I realize and value your partner with me and here's some stuff to fund it And then I'll do is I'll shave off some margin out of that and fund some software development team Like put some stuff that's important to them higher. Um, it's that's totally valid by the way It's okay to upstream software. That's that's important to your business It's not okay to undercut your partners in upstream software development. It's not okay to compete in that way It's okay to succeed Right, but one of the things is that we're pulling pulling the data manually out of salesforce.com Which is where of all of our stuff is and we just got acquired. So we got to do SAP integration Um, that is tying those two together as your kpi's your program your programmatic management and control of intellectual property Delegating it to the appropriate resources and putting that in your management methodologies Communicating to your executive team getting that buying and support understanding the impact of your business That is what I believe has led us to be very successful so far in in integrating open source into our business model It's about 5% actually 5.8 billion now. It's it's like infinitesimal percent, but um That's allowed us to be successful. I hope that you're able to take some of the things we talked about and implement these in your own In your own pro in your own on your own businesses I am co-authoring a book enterprise dev ops With some people are way smarter than me. I'm going to cover this in depth in in uh in one of my chapters there It's uh, there's no profit in the book. We're giving all the profits away to charity So hopefully I'm not trying to withhold information. I'm just kind of recommitted right now with that acquisition As I put it on the deck, uh, I can I think we had we're at the end of time But I am going to come down here and we can talk we can just hang out until he kicks out. All right Yeah, apparently cool. So that concludes my talk on uh successfully open sourcing as an operator