 Cool. So, is this working now? So, effectively what the foundation exists to do is to advance the people who manage the value of cloud. Yes, we need data, we need technology, we need tooling, we need other stuff, but fundamentally focus on individuals themselves who operate within this space. Cloud presents an interesting problem, and very new problem for technology consumption and investment in general, right? First of all, it's decentralized. The new traditional model of purchasing and investing in technology is broken by public power, okay? We are no longer in a space where procurement gets to decide what POs they can respond to. We're no longer in a space where finance is able to put together a 12-month forecast of quarterly spending and go through that capacity forecasting and just know what we're spending because actually what's happening is that every single DevOps engineer whose writing code, whose building cloud is spending money, the moment you deploy, your build's being capable by a second, okay? And that's a commitment that engineers are making, right? It's highly variable. Cloud is built per second, in some cases per millisecond, right? And that variable cost spend responds to demand from the organization, innovation was on, it responds to demand from external, from customer demand. It responds to all sorts of various different fluctuations. It's very difficult to effectively predict and forecast using the traditional model of the line look like this last month or just do a dotted line and make it continue. That doesn't work, right? It's also massively scalable. I worked with a major broadcasting firm, NBCU and Skype and we built a platform to provide Peacock TV to the US. We went from pretty much zero like sandbox stuff through to 10 million user capacity in eight months from nothing. Do that in a data center that didn't exist when you began, right? That's incredible levels of scale. It releases power that we've never had before in technology. So that means sort of the cost scale as well, right? So this is a fun slide. This is actually a revamped slide from a concept that I've been teaching to for a couple of years now, and this is kind of brand new. It used to be called the rise of cloud and though it is now going to be the ongoing rising cloud and how this is going to work. Back when the good old days were with this very, very big stuff, very cat-ex, very forecastable, lots of depreciation and lots of assets. We know this world very well and if it's what initially made me into EBITTA or the sort of stuff, I've learned finance for it. 2013 we started to see people who were really early on exploring this public cloud monster and discovering that actually you need a different approach. So we started seeing early adopters and early creators like Adobe, Atlassian, Airbnb. Apparently there were companies that didn't begin with A but also were doing it. But those are the three that I've got on that list. But yeah, hopefully we're starting to realise that this was a discipline that required a different approach, right? Back in 2016 is when we started sort of the shape and structure of this thing Phenoms is as a concept, as a discipline, right? I'm flying through this rather rapidly because I lost a lot of time. 2019 the O'Reilly Cloud Phenoms book came out with J.L. Stolten and Mike Byrne and they wrote the first kind of, I guess, sort of seminal document of the book that defines the way that we operate and the way that we do these things. Since then, I would say it evolved faster and in the biggest scale since then we really get up to that point. Since the release of that book we've now got 2020 and we have the fact that Phenoms Foundation joined the Linux Foundation with our project with the Linux Foundation, right? And we also, since then, now release all sorts of extra stuff that I'm going to show you in a moment. Which is super cool. This number here, by the way, so this was forecast by IDG and Gartner they were pretty all part close. And that was done back in 2019. They thought that by this year we'd see about $360 billion of global cost at spend at stake as a result of public power. To name it, we'll be talking about that. I thought we've got the slides down so we'll not be talking about that. They were slightly off. They were ever slightly out. Actually, we've seen already 500 billion spent this year in our state in public power. Which is a lot of money. And that's even more money. The forecast was very recently 1.5 trillion by 2025 cost at stake. It went up by $300 billion, which is a lot of money. It was now 1.8 trillion dollars. Every forecast so far that anybody who's created about cost at stake with public power has been inaccurate and it's been nowhere near big enough. We should tell you the idea that the rate of adoption of public power and the rate of spend increase in that space. How do we solve this problem? Well, it's an evolving... I've just touched on that fact that we've continued growing and building and evolving. We are still right now in the middle of writing on my laptop and in the middle of writing more documentation to support more capability and more information. And in cultural practice this is really predominantly about people like I said in the beginning. This is about how we behave and how we open and take into accountability for what we do without technology. We enable organizations to get maximum business value by helping engineering, finance and business teams and everybody else by the way to collaborate together using data as the basis of our decisions. Using data as our common currency and our common sort of set of parameters to be able to use this enormous amount of information that we have available into us to drive valuable conversations to shape our business directions. Which is actually part of the agenda. So, I've said it before we've got slides. There it is, there it is, there we go. Our mission is to advance the people who manage the value of power through community, education practices. Towards the beginning we've got like 7,000 million of us now. We also have jobs for finance.org now so there's now jobs support for us. And we're also supporting talent development through training, mentoring as well as certification. And we also built best practice we've got so many working groups developing things as broad and diverse as government cloud which we've just put out a really good working paper for that. It's really good. We've got some really active sustainability community focusing in on green ops and fit ops and uptake together and understanding how to challenge power providers in being more accurate with their carbon footprint and emissions data so that we as consumers of those environments can own our carbon footprint data more effectively. We've got an automation working group because who wants to sit there and do the same class twice. So we've got a whole bunch of things defining best practices, defining good working groups good outcomes. We also have an open billing standard because there are no two cloud providers that will give you the same kind of data which is a headache. So providing a template to say actually you know what, if you just do that it makes sense. The framework, I said it was evolving I'm not going to talk to this advice in a day training course in one slide pretty much. So I'm not going to spend two days talking through it. What I want to call out are these six principles. Those effectively are the guiding star of how any fit ops practice should act. Those are the principles that guide our decisions and right at the top is collaboration we have to stop the concept of having densities and having separate sort of side-level groups of separate behavior and accountability. There needs to be mutual support, mutual collaboration and understanding between different lines of business so we can share that understanding and gain from it. We have to own cloud uses. What does ownership need? Ownership for me means not only am I responsible for fixing each of the breaks. I used to be a big presenter engineer I know that well very well. I don't know if it breaks or make sure it performs the job it needs to perform but also I should understand what it's up to, what it's doing, what impact its existence is having on my business. If I own an infrastructure and it's learning through five times the amount of money that it's earning that's an issue I should be responsible for because I love it. Ownership is really important. Centralized team, we're actually re-learning that and we say that centralized practice that might not be a dedicated team. It actually might be a matrix of individuals who all have sort of two hats to wear but ultimately the important point is that this needs to be a centralized approach rather than a giant of various ideas and solutions and things happening here remember we need to come together to build this as a holistic approach within our businesses. Reports, I'm not a fan of the word report, data. Data needs to be both accessible and timely. Anybody, fun fact on data, have you got any idea how many lines of data it takes to make Microsoft Excel part and break? And yes, four million lines. Four million lines of data and it doesn't matter how much results you've got on your machine, Microsoft Excel just won't load the data, it will die, it will just fall apart. Most cloud builds blow that way out of the water. Most cloud builds are way bigger than that. So managing the data, this is not Microsoft Excel exercise. Being able to get my data in a position whereby an engineer can look at the outcome, look at the graph and understand what the outcome of their decision was last week. A normal action they need to take this week quickly is important. That's a challenge. And there are lots of various providers and solutions trying to solve that challenge. My humble opinion is that most people are close. They don't want to use ads exactly perfect. But it's again more questions to ask your data. But the data needs to be accessible, it needs to be clear. And it needs to be timely. There is no value in spending three weeks refining the data to give to your team because in that time what you're looking at has changed so much that it's apparently worthless. And the last two kind of go together for me, right? So going back to that point about those right decisions and those decisions should take advantage of this very normal action, right? Relatively modern cars, most modern cars these days, have got a little economy dialed in them. It's called Prius Effect. You put down the economy dialed drops and you start to think about the removal region of your house that you're going to need to do to pay for the next fuel tank or the gas. Same kind of thing, right? You see the needle go down, you see the car doesn't say to you, try more economically. You just know that if you lift your foot, your economy goes up and it feels good because you're standing by it. Same kind of a thing here, right? There's lots of other pieces on this but I'm not going to talk to you because I don't have time to but what I want to just very briefly do is touch on these six different domains of the modern era. And if you think about what those could contain and entail, there are very different skill sets that need to be adopted. There's no such thing as a thing of practitioner that has a specific career background that you can say, look at some of these career history on LinkedIn and say, that would be a good person or they wouldn't be a good person. Because actually there's a lot of capabilities I'm not going to go through but there's a lot of capabilities that are very different in their skill sets and their requirements that are required to come together before all of these there's accountability and ownership and understanding and insight to happen, right? We need governance, we need policy governance and I sound integration but we need to educate people we need to work with finance and integrate what's going on in the cloud with the rest of the business which probably doesn't happen in the first, second building places. That's your question. Go. Where do you kind of funding models sit in there? Traditionally in organizations we think about projects which have an end in cloud things don't hit. There's services, you need to think about changing the funding models so where does that sit in the front of your mind? Yes, that would come within the forecast and budget management and also within the chart by compliance and degradation there's also different pieces that talk about sometimes there are cloud projects sometimes there'll be a project that will be a service that will be available for a short period of time and there'll be a capital service whatever it's going to be or there might be a stepping stone migration pathway where you do a lift and shift from the data stack to the end but you eventually want to go for the service the answer to quote one of our staffers is it depends everybody's over there on the call we've brought Martin and we'll hear that again with you What does it look like in the beginning? Well actually it turns out there's lots of benefits that have got nothing to do with cloud spending which is quite cool we actually see and this is something which we get from a lot of enterprises that have adopted this that actually lifts the overall morale lifts the ethos of Google business when people start to feel like they really own what they're doing and they can prove with data that they've done a good thing I used to consult and do this kind of thing and one of the companies I was consulting with a management engineer said he's given me an interesting problem one of my engineers has just proven to me that he's taken 40 grand a month off of our pill and he wants some and I was like give him some give him some buy him a pizza, I don't know give him a grand but it creates this great feeling of ownership and accountability and power for engineers also not just engineers but cure them who up until this point maybe feel a little bit left out of the circle and then suddenly have involved in contributing to decisions about commitments and so forth using the data of the client again we're talking about breaking down the solidest part of it we're talking about accountability and auditability and being able to prove whether they meant whether they meant why one of the things we do within the foundation with the train courses and one of the best other things which was I had heard was somebody said FedOps allows you to point to every dollar that you spend and say I meant to spend it which is difficult to do in plan I meant to spend it I know what I spent it on I know why I spent it and it got me this it sounds like a very basic business sentence I know what I spent my money on and it was worth spending and it got me a good thing it was difficult to do in this situation ok more predictable plan spend when you apply context to what you're spending and you apply visibility to the project forecast and road maps you can actually start to have prediction with a pretty good accuracy levels budget versus actual for mature FedOps practices within 3% 3-5% of accuracy budget versus actual which is pretty good and it also speeds up innovation and reduces your cost of mistakes because if you can see what you're spending then you're not going to use that sound on max it is being broadly adopted by pretty much everybody expectation is from surveys that we've conducted about 80% of enterprise-wide sized businesses are going to have some form of FedOps practice or team or responsibility process by next year and that's not us that's my DCs at that who's doing it sometimes I might keep people doing it what logo's on that and what strikes me as really surprising with this particular slide is how varied the logos are they're a bank next to a car mining bank next to a cosmetics company you've got sports equipment so it's kind of really not a remit that exists within one particular industry if you are using public cloud you need to have a format to run this spam one cool thing that we got from our recent FedOps survey which if you want to look at there's an enormous amount of data by the way you get a data.films.org and this is very recently a couple of weeks ago launched that this year's one and there's an enormous amount of information on that about who's doing it what size of cloud spend is happening even down to salaries what are you paying if they're off people what's the right level of job what's the loop all this stuff but look at this financial services currently are just edging ahead of this practice global IT is rapidly catching but financial services are really growing this muscle very successfully and delivering some serious profit but yeah I would encourage everybody to have a look at that in terms of kind of how it's being represented so going back cuss your mind back to that graph I showed you earlier all about the rapid rise in spend in public cloud kind of seeing that narrative with people who are working in this industry so I started doing consulting staff back in 2019 and there really wasn't very many people talking about that at that time and one of the frequent things I would hear from people is I don't understand why I need this turns out that's what's happening so people now understand why this is necessary but this is growing absolutely exponential it's surprising we have a slack chat within our cycle workspace called jobs and up until basically most of this year we've seen about 125 or so people posting per month in that space advertising roles turns out it's really hard to find people so if you want to be one of those people one of the things that we do within the foundation is we're funded we're a non-profit foundation and we are funded primarily through delivery training and community support right if you sign up to do one of these courses there is a small chance you might be unlucky enough to start with me teaching you so I apologize for that but effectively we deliver these two offers of training but there's a lot more besides some of the major training being built out specifically and targeted towards engineers we're building persona-based training for finance executives, product owners, all that kind of stuff this is all in the process of happening the engineering ones are available this is a pretty cool yellow badge and there's quite a few people have seen this happen a lot on LinkedIn, people are posting badges it is turning into kind of an industry standard in terms of the level of certification if you're going to learn more films at all you'll see a whole bunch of content on there a whole bunch of content there's a whole bunch of content on there which will help you to make your choice you can either do this as an instructor level or as a self-paced video comment so I would recommend people have a look back to learn more about it and if you can't afford it we've actually now got a scholarship fund so if you can do all the struggling to pay for the training course for the scholarship fund email training at the end of the day and the awesome state of the case will sort you out and yeah looking at the support, the message was supporting students supporting people who don't have the means or the means to afford that training so we're making it as accessible on purpose as accessible as possible and the very last thing that I'll include because I'm running out of time which is Kevin mentioned very briefly but this is a new program which we've all studied only very recently actually public lives this week, last week yeah, a couple weeks ago so this is a new program so pretty smart as well about individuals and the people specifically can do training individually this will scale that up as an entity that needs to be collectively coached and collectively educated there's lots of other stuff going on within that so I've got somebody weighing a bunch of stuff by the end of the day looking through very briefly and say I did mention before we've got the slides working and did mention that there's a lot of working groups there are lots of working groups if there's any of this stuff like it's your candle and you want to just get involved you join as a practitioner as an individual it costs you precisely nothing to join it is free as a practitioner so if you want to come and get involved and you join these conversations this is the last thing I will say if you want to have a chat about this any more than that please reach out to me but there we go this last week and you can join us at Phil's or Slash membership if you want to