 Hi everyone, my name is Kodrim Bukur. I'm a consulting architect for Red Hat Switzerland and I will attempt to do the slides of my customer, six group. Unfortunately David, who is the head of IT, has just landed so it's tight for him to get here but he will be here throughout the actual event the whole week so you will have the chance after his slide back to ask him directly about the six experience without having a Red Hat proxy between. This stage is normally for customers so I shouldn't be here without one but this is the situation at the moment. So I will go through the slides that the six prepared and I discussed with them this morning, early in the morning, what should I present from their behalf as well as some of the technical aspects which I know very well. So briefly what I'm going to cover so the six group as a company and then their journey towards DevOps and how they accomplish it in the Swiss financial and IT ecosystem. Then we are going to look a bit at the history of how they adopted OpenShift to enable technically at least the DevOps initiatives and then the current state and a bit of if there's time about the architecture use cases and how six is using OpenShift today. So a bit about six is a quite important company in the financial sector in Switzerland although it's quite small, it's not so known maybe when you think about Switzerland and finance you think about UBS, Credit Suisse, some of these large banks but Swiss six has been evolving the Swiss financial market since at least 1930 when one of the divisions of six was created. But since they are involved also with the managing the entire Swiss stock exchange which was actually founded around 1850 they really have a lot of history in the Swiss market. They have quite a lot of financial instruments up to 20 million. They have just 4,000 employees so it's not a large company as UBS in Credit Suisse for example and part of it quite a large number are engineers or about 700 of them are in engineering and they are quite involved in maintaining a lot of applications in the financial sector across six divisions. So among these divisions some of the most important one as I mentioned is the Swiss stock exchange which they think is the fastest in the world. It could be because it's Swiss but definitely it has a lot of technology there and it's quite a strong IT team behind it. The other important division is the six payment services. This is where six is quite involved. They provide the level of Switzerland probably 99% of the credit card machines for transactions, ATMs so when you go shopping in Switzerland which is a very cheap country you probably use some of their hardware and behind it the back end software. They also provide the security services and they transact a lot of the financial instruments inside the Swiss market and for all of these type of divisions they have a lot of software behind. So because of this around 2015 this is the slide that the customer prepared exactly for the DevOps part and I'll do my best to impersonate the customer. They started on a journey for DevOps and one of the most important things they wanted to look at is how they can collaborate. They had six divisions each one on IT, they had a lot of duplication, all of things are let's say more conservative especially in a Swiss financial company so they really needed to go much faster and they created a vision around DevOps. They embarked in this way before they started to look at OpenShift actually and they also created some nice t-shirts that you will see a bit later how do they look like. But the main drivers for six to do this and to try to change their culture around DevOps were of course the quite known one but quite important for them as well so they wanted to increase their efficiency, they wanted to actually go faster to market, they have a lot of pressure from other companies within Switzerland and from outside because they're also involved in the international sphere as well. They have a large number of deployments, a large number of applications, quite a few technologies to develop them in many environments so with all of this in mind they needed something not only on the softer side but also on the way they work. So the main thing that they started to look at is what is blocking them, what are the impediments that they have to achieve their goals, to have all the DevOps in place and these are the things that they faced during the DevOps initiatives but also before they thought about what was going to block it. Of course some of the things are the cultural, this is not easy to change but also the way the leaders could fall back to their own behaviors. In the Swiss corporate world you might not know but it's quite a structure, all of the people are actually also involved in the Swiss army so it's not a very flexible organization sometimes so it's not easy to have an easygoing discussion with anyone across any levels. Of course the roles are quite defined and just to think in roles is quite common and to not think on them and try to have across cutting across domain expertise and be multiple things where multiple hats is not so common so these were the main challenges. On the other hand there are many success factors and things that actually helped in this company and they identified them and they really implemented and put them in practice. I had a chance to be embedded at the customer for more than a year and a half and I had the chance to see that this works actually. So a more important thing that they looked at is how do they build the teams, how do they build a DevOps team and how they allow these teams to decide locally and not from the top down but from bottom up, how to handle conflicts and above all they wanted to have fun. Six being six, of course they came with six dimensions of DevOps, five plus one and of course the central one and this is how they look at DevOps is the mindset and the attitude so this is as I mentioned earlier this is what has to change especially an organization like Six. But of course they also looked at the way the organization, the processes, the architecture, the infrastructure and the skills are laid out and how they are utilized inside the organization. And they looked at a role model. They didn't know who to pick and they wanted to create some special cross-cutting set of skills for which they could hire people or maybe train people to become DevOps engineers or members of a DevOps team. So they thought about Mr. T from ATEM and not because of the bling-bling and because of the masters although they should help but because of the T. This is their vision of DevOps and this is how they looked at the teams that they built together, looked at the classic roles that they used to have and then they started to say okay where can we build the experience of everyone, whether the person is an application operator, a platform operator, maybe an IAS expert, a Linux expert or a developer and how each person has strengths and where they can maybe improve and how can each one of them develop such a broad set of skills but also depth in their arena. So you may imagine that this T might shift to the left or right a little bit but in the end all the members of the DevOps team will have some overlap and it's encouraged. One of the best examples and I wanted to give him credit is Oli, this is their champion, this is the guy who created in six the DevOps culture. He's a technical guy but he was working very hard to promote not only technologies but the cultural change. He created a guild for Docker containers and Kubernetes years before OpenShift and he was also the champion that started to develop OpenShift and made it happen technically. I had the privilege to work with him a lot so I wanted to acknowledge him and he is an example of how set of skillsets, he is more of a system engineer but he built a lot of knowledge around development for example and a quite impressive one. Unfortunately he couldn't come to this event but hopefully in the future he might be able to share his experience because he has a lot to say. The team that they built, you can see how he looks like basically, they call it the Hakka 6. Hakka from the Maori dancers in New Zealand, they are all dressed in black and sometimes even they dance. They have the mantra as we build it, we run it, we love it and they really enjoy what they do and I've seen a true transformation in this company while being there. Some of the things that they already achieved and they are already proud in the current state, they already have a lot of containers, hundreds of them running, they have a lot of CICD processes in place, they were built even before OpenShift and a lot of them are now on the OpenShift platform and they transform a lot of the CELO organization into value streams. For them value streams are a key concept that they implemented. So a bit about OpenShift and what was it about CICD, the customer actually this morning when I reviewed the slice deck to present in their absence insisted that I should show this slide a lot. It's basically the way they see the containers were before OpenShift, so they had thousands of Docker containers already through their developed as part of their DevOps initiatives and before they looked at OpenShift they created a whole infrastructure around it and with this state of mind, they wanted to move to something better. So after the DevOps initiatives from 2014-15 they had the POC and then they went through the entire methodology that Red Hat Consulting which they engaged in Switzerland has and they really deployed what they think instead of the art platform across the six divisions. So this platform has to cover all the divisions, a lot of compliance requirements of different kinds, not less than 33 different networks have to be mapped and I will stop a little bit in the architecture time if there is some left. The methodology that they chose was from Red Hat Consulting and I was involved in this myself as well because they had prior experience to some of the concepts like continuous delivery and containers. They didn't want all the offerings that Red Hat has to offer so we tailored down to what it makes sense for them. So the most important part was help with the designing of the architecture, defining the way to operate the platform and some of the CICD done with containers specifically. As far as the state, it's really done by now so they went as I mentioned until the end of December last year to a lot of these stages, they are live and at the moment the only thing that is still in progress is the containerization of their many, many applications which are on a variety of technologies from Java to PHP to even R language running R studio and so on and so forth. So what is left of their entire initiative on the technical side is to just migrate many apps to the containers but they really achieved a lot, one of the difficult things was to achieve all the compliance requirements to go through the networking, mappings and define an architecture that is accepted by the security groups and compliance groups within CICS and they were very strict. In the end, they ended up with seven clusters of which three are dropped. Of course, the POC is gone but the main way they want to operate right now is to have a system engineering cluster where they simply test upgrades and it's a playground for just the ops guys. There's no development there. There's a development cluster where they want to have freedom, complete freedom for developers to create projects to do whatever they want. There's no limitation, only the resources are a limit. Then a non-prod cluster where a quite a nice set of onboarding processes is in place which using the OpenShift APIs, generate projects, routers and all the needed things for application to be in place, the CICD processes and this cluster normally has the test integration and other stages within it, so multiple stages and then they chose more probably in the old spirit to have another production cluster separate where applications are simply deployed. All the other clusters were temporary and they went away in time. So this is the second slide that the customer asked me to present because this is how they see it now. They think that all their containers are in one place. They are managed and this is how they feel about their, how they call the next generation container platform. A bit on the architecture, we only have a few minutes and I would rather give the space to other customers but because they had such a large set of networks, about 33 networks, they wanted to have basically within the OpenShift platform ideally in one cluster a way to map external networks which they want to keep where they have let's say external applications or databases or perhaps other third-party applications but segregated within their network because let's say one division has to be PCI DSS compliant, another division is S&P compliant and so on and so forth. So each network has a set of applications that are only allowed to communicate in a restricted fashion and they wanted to keep this within OpenShift. So across two data centers which are actually located quite close to each other so they chose to make a stretch cluster, they have mapped 33 networks using a combination of the HAProxy ingress routers with Sharding, the OpenShift SDN which provided a segregation of the VX LANs within the cluster and also with a quite ingenious HAProxy based egress router because at that time the egress options in OpenShift were not as vast as they are today. There's an egress mechanism also based on HAProxy which manages the access to certain networks. And this is done by quite complex mapping. Actually the egress routers have two interfaces each one into the specific network where they can connect and one in the OpenShift network. And I'll be happy after this maybe during the summit if you have questions about how this works to answer questions. The applications that they migrated are quite diverse. This is just an example of some of the applications that they initially listed to migrate. For example, they have an application called TWINT. It is the Swiss equivalent of Apple Pay. So they have an app that everyone uses in Switzerland to buy the same way like Apple Pay and they wanted the back end of this app to be in OpenShift. But there's also the applications that manage the stock exchange. You have actually a lot of applications for big data. They have credit card management, financial services applications. And they were of different kind of compliance requirements. They belong to different divisions. They belong to different networks. They had different technologies. Some were already dockerized or containerized and some were not. So all of these applications were analyzed in terms of capacity. We actually did a lot of detailed capacity planning on what each application will need in every cluster. And in the end, quite a detailed architecture was created and very Swiss, very detail-oriented. Perhaps it took longer than other customers, but the complexities were quite high and the Swiss don't like to rush. So with this, I would like to thank you. There are a number of DevOps resources in this slide deck about Swiss presenting themselves at some events. Hopefully they will have the chance to present to such an event as well in the future. And I thank you. And again, David from Six will be here. Probably even at the reception tonight if he can make it, if not the next few days. So if you have questions, you can ask him directly about the Six story. Thank you very much.