WEBVTT

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Hands up here who has an open source, program, culture, any bit of help at all in their office.

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Okay, I'd have expected a few more hands, but I'm, trust me, I'm not judging here, I'm not judging.

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Hands up here who mentor people about open source.

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Okay, I'll go a few hands. Hands up here who is just starting their journey in open source.

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Who's a mentee in trying to get going. If you put your hands up twice, you're a lawyer.

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No, you're not a lawyer, because this is one key aspect in life.

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Everyone needs a help-up.

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Everyone of us that has started an open source, it's been hard. The very first time,

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I went to an open source conference, there was open stack in the Atlanta in 2014,

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and I had no idea what it was about. I even bought a new pair of shoes,

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and I don't wear shoes and they cut my ankles after two days,

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and I had to go into forced aid and get a bandage from a very nice guy who gave me a bandage,

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but I wasn't sure what to do or where to do it.

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And I was only starting to open my open source journey. But over time,

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I've realized that everyone needs a help-up, and when you say you're a mentor,

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you're also a mentee. You're helping, which are also learning.

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And over the next 20 minutes or whatever we get through is,

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what I want to do is look at the fact here of what we're doing in our companies.

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We're open source. Because when you use open source, you need to give back into it.

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You need to be able to help your employees and so forth.

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And that's something I'm going to discuss as I go along.

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Okay.

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Okay, so Leslie, it's juice me there. The key part of it is,

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I've been an open source for over the last 10 years or so.

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And I came into it by accident.

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But the minute I started making some contributions,

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and I went to that conference in Atlanta, I said, I want to do this.

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I don't know what it was. I've been maybe 20 years at that time,

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a program in, I've done different languages, different technologies.

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I've spent, you know, on my life doing some sort of program in one way or the other.

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And I just saw that time in Atlanta. I just saw the collaboration between people

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from different companies. It just blew me away.

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You know, hands up here who tinks.

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It's better to be head down, programming yourself.

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Are, are working in the team.

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So for some of our hands up, if you think on your own, do it yourself.

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So it was one. Hands up, who tinks. You know what I mean?

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It's the collaboration or it's the bigger team that gets things done.

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Yeah, it's not a trick question, really.

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A lot of you probably, hands up here who knows Phil.

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Phil is just a great person, that's in the industry.

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If you ever get a chance and you see him go up and talk to him, he's very, very helpful.

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He can make it this year and he's probably getting the gigal to think that we're,

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that I'm presenting to this again, but there we go.

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All right, let's kick into it. So Phil's journey has been

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down here largely. You think around the container space back when he was a doctor captain,

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but it starts even back before them because Phil used work in IBM,

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but I don't know Phil from IBM.

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Strangely enough, we worked in the same company, but when it's a big big company,

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I got to know him open source. I got to know him true, open stack.

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And he was doing talks on open stack.

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And he's journey went back from those early days of the Linux Foundation

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when IBM had to set up the foundation.

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Up to getting involved in with Docker, becoming a Docker captain,

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and then when it was opened up with your CI,

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your container initiative and then into container D.

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And he's just, he's one of those people.

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Someone said it to me today when I was talking to him in the containers.

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He's just one of those people that goes about his,

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without any years of grace, or significant type of entitlement.

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And yeah, I've just, we've built a nice friendship over the last few years,

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and he's true open source, really.

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In open source conferences and trips and so forth.

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Myself, it started back as I said, we'd open stack.

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And then over the years, anyone up, hands up here who

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is that elastic and one stage had an open source community.

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If you, yeah.

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Now, it was open source, but when it closed foundation,

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it was a challenge and I have to say,

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I was able to make contributions, but it was harder than it normally would be,

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if you have more open foundation.

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But that's nothing against elastic.

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That's just the way they had the community at the time.

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And then for the last few years, I've been in the Kubernetes ecosystem,

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with Helman and different parts of Kubernetes,

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and then in open telemetry.

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And now I've been looking more on the AI space.

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So as you can see, I didn't update the slides any further,

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but that's where it goes sometimes.

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So why should companies have an open source culture?

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I think the key point we get here from this is,

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if there's anything that came out of log for Jay,

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the issue a number of years ago was.

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Open source is absolutely everywhere.

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It's in our phones.

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It's in our fridges.

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If you have the fancy damn fridges, I'm always good.

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It's in your, if you put in a lovely camera system

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that you can access on your phone here now,

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while you're sitting here and it's at home,

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or you've decided you want to turn the heat enough,

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because your kids, you know what I mean?

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You've run outside rather than sitting inside in a nice warm home.

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Whatever it is, it's got open source in it somewhere.

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And that's a fantastic thing.

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And I'll touch it in a while is because

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companies have realized over time,

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you cannot create everything on your own.

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And this idea that true communities,

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true different open source projects,

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you can build and make your products from there.

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And there's realization for a lot of customers today.

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They want interoperability.

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So what do I mean by that?

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Well, if you're using a monitoring or an observability tool,

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a platform to look at what's running,

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what's the usage, where there's errors and so forth.

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A lot of vendors want to say, right,

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okay, we're using that now from maybe in Stana,

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our data dog, maybe we want to go to another platform.

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Can we plug and play?

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And this is one of the reasons why the open telemetry

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has been such a success around telemetry data

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and monitoring is because it's not the forced standard.

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There's been multiple standards in that area,

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but none of them stock until open telemetry,

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because the vendors bought into it.

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And they said, right, let's extract the way.

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Customers are fed up with saying,

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I'm using this platform today.

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No, you're going to have to weigh and change on your client code again,

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because we've a different protocol for our data.

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And this idea here that you could standardize the data

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and then it's the back end then that you're buying,

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bought him with a lot of customers, so they can swap and play.

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The same thing around, it's one of the big reasons why,

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you know, my own company IBM has gone involved,

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so heavily with open shift is the idea here that you can go

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from vendor to vendor.

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So customers want to say, right,

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I want that in-house.

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I want parts of it in the public cloud.

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I want to be on Google today.

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No, next week, we want to go to AWS,

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customer to hire, or we want to go somewhere else.

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So that idea here that you can plug and pay

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or you can move around is so important.

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So Phil put this in because he's big into statistics.

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I'm not so much into stats.

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For one reason why, do you know 90% of statistics are not correct,

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okay?

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Well, I'm still going to talk to this guy,

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but he talked to the lesson.

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And this comes from Red Hat,

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but don't to Leslie and I are colleagues.

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And I suppose the key to get out of here is,

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you know, on that force-lying dash,

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what I said earlier about vendors.

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They want to,

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that instruments are more likely to choose vendors today

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that are using all the source.

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And it's because of that ability to,

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you know, the community,

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and also the ability to be able to plug and play with open source,

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has made it so favorable.

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But as a few things here on this that's important.

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Now, I would say those percentage numbers are probably

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a rise and you're probably going,

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I'm 49% isn't that high.

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But when you think of the amount of companies are out there

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and the different industries and everything,

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and that's available from banking and so forth,

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they're quite high percentages when we look at it.

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And the key here I think is that,

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they realize that the realization that

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by keeping open source communities healthy,

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you, your products are going to be healthy

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because you're building on top of that.

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The other part is that if you want to get new functionality in

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or both to get fixed, okay,

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you can go and do it.

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You're on a task somewhere else to do it for you.

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You can make the difference, okay?

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And you'd be able to make that difference,

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if you are contributing,

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or you are being a mentor to that community.

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And more and more technical challenges have been solved

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by this worldwide effect in the different communities.

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Hands up again, the folks who are,

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and I'm serious on this,

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the folks who are who have stacked in open or open source

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are thinking about getting involved in open source.

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Okay.

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So these few slides hopefully will give you a bit of an idea of why

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to get involved in this.

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And the force will really distance out to me

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and I think the most important here is

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the way to grow your career.

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And you probably work in a really, really good company.

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Well, wanting I learned, I love to travel in my 20s

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and I love backpacking around the world.

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And the greatest things I've learned in life is

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from different people and different cultures

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and different countries and different languages.

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When you embrace that,

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you, your world is your right to,

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you learn from that.

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I wanted it to lovely signs I ever saw

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was in this lovely beach hot

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down in the TMN islands.

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It's just off of the course of Malaysia,

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just above Singapore.

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And at the time, this was at the early 90s or the notties.

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It was an island that,

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most people in Telangawi didn't go here.

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And it was a lovely kind of a

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not-tourist that touristy of an island.

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And the lady ran a lovely beach hot

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and there was a sign on it that said,

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if you don't respect my culture,

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and my ways, why did you leave home in the first place?

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You will get some of the greatest opportunities

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to grow your career and learn from other people

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that have different ways and different ideas,

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then you probably will within your own company.

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You will learn when on your own company,

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but you've got to broaden your mind situation.

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And I always have that phrase that,

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someone always knows more karate than you do.

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And if you take that on board and you realize,

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you know, there are people that know more stuff than you,

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there's nothing wrong with that.

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You will learn so much from that.

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And I think that's what gives you great opportunities.

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And the final one is that,

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when I started out all that years ago,

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to do interviews and so forth, to get jobs,

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I'm talking back 40 years ago.

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You made up a CV, and you printed out the CV,

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and you sent the CVs into post.

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You know, and then kind of your attachment to emails.

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But it was a static document of what you're doing.

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No, you might update it in the water.

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We don't open source today.

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You just have to give them a series of your ads.

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You know, you can show the contributions you made.

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Okay, man.

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Now, I've gone totally off-piece on this.

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So yeah, we'd know notes on this either.

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So maybe we knew what we were doing back in.

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But all your contributions are out there.

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If you get a chance to do talks and trust me,

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there's no kind of, you know, hierarchy.

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I've been there 10 years or I've been in community.

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I do a talk there.

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Opportunities will come off.

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And those opportunities are fantastic to grow your career.

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And grow your mindset.

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Okay, let me know, man.

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Sorry, though.

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So how can you cultivate this culture?

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And I think one of the forcing really is education across your company.

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So hands up here, anyone where the company is still trying to know,

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you know, the value of open source.

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That's it.

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That's it.

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No one.

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So everyone in the company is totally off-payable to open source,

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and everyone's granted it.

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No, that's, that's not true because there's always companies

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that are still trying to learn.

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Okay.

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But the key is education.

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Why can bring into your company,

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how we can grow your people and so forth is so important.

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Okay.

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Also, the tools and practices.

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I remember I was working on open source for while,

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and I was talking to colleague one day.

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At his back, maybe eight years ago,

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and he was trying to get a project out the door,

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and they were talking about,

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oh, we're trying to get released out.

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No, people are after pushing if stuff over on night,

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or after breaking the bill, all they started to take.

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Now, if you were an open source,

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that would never really happen.

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Because someone can't just push stuff in.

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We literally unless it's a maintainer that's left,

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you know, the alcohol or the coffee go to their head.

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Well, generally there's gates.

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It has to be reviewed.

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There's one or two people going to review it.

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Bloody blah, did it past the gates or one and so on.

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So I mentioned that to the colleague at the time,

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and his response was,

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yeah, yeah, that's okay.

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You're doing your phone stuff open source.

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This is the real world.

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And I had to laugh at the person at the time

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because he was an education team.

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And over time that person has realized,

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you know, the power of reviews,

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and bring it in the whole idea of inner source.

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And I think at the time I said, what's this inner source?

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But I can see the value of it,

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where we bring all the good things we do in open source.

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We bring them into our company,

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so that people can learn from it.

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You know, and it may be as simple as

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at this stage, everyone should be moved over the gate home.

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But, you know, using GitHub, having a good CICD,

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having a good review process,

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you know, taking it easy when you're reviewing someone

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and giving good feedback,

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that's, you know, going to head to person,

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not destroy them.

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All those good things we take for granted

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to open source communities.

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And I believe they happen because

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we've put the rules in place,

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and people are willing to implement it.

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If you decide you want to be a jackass,

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someone's going to call you open.

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Like, don't be under any illusion.

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You know, the whole reason my open source gets on

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so well is, we're all such great people.

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We're great people because we know

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first of all you should know how to behave.

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But if you're not really that short of how to behave,

17:23.000 --> 17:25.000
you will learn that you should behave.

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When you see that somebody will not be tolerated

17:28.000 --> 17:30.000
for a behavior that's on becoming.

17:30.000 --> 17:32.000
And that's a great thing because we know

17:32.000 --> 17:34.000
while it becomes responsible for our own behavior.

17:34.000 --> 17:36.000
And you'll hear this from Leslie and everyone else

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that's presented to this room.

17:37.000 --> 17:39.000
Please take your rubbish with you.

17:39.000 --> 17:41.000
You know, please don't bang this.

17:41.000 --> 17:42.000
Please don't go in late.

17:42.000 --> 17:44.000
I'm looking at you two guys at the back there.

17:44.000 --> 17:45.000
I don't know, okay?

17:45.000 --> 17:46.000
I'm only joking.

17:46.000 --> 17:48.000
Which, you know, these little things are important

17:48.000 --> 17:49.000
and that's what's right with it.

17:49.000 --> 17:52.000
And that's why bringing it in

17:52.000 --> 17:54.000
to the culture and company is important

17:54.000 --> 17:55.000
and how to do it.

17:55.000 --> 17:59.000
An education I go back to again is the big part of it.

18:00.000 --> 18:03.000
And also I suppose finally is the thing that

18:03.000 --> 18:06.000
if you make contributions to open source,

18:06.000 --> 18:10.000
there are as important as making to the product, okay?

18:10.000 --> 18:14.000
So yes, maybe the product makes to her cash.

18:14.000 --> 18:17.000
Both the open source that someone's contributing

18:17.000 --> 18:20.000
is indirectly involved in that product making the cash

18:20.000 --> 18:22.000
because it's built on top of it.

18:22.000 --> 18:26.000
And showing people that if you're looking at it,

18:27.000 --> 18:31.000
and showing people that if I find a problem,

18:31.000 --> 18:34.000
and this was taught to me in a very first time of work.

18:34.000 --> 18:37.000
If you find a problem, go down through the whole out of the stack

18:37.000 --> 18:40.000
and fix it the whole ways down in the whole ways back up.

18:40.000 --> 18:42.000
Make it right.

18:42.000 --> 18:46.000
Don't just say, you know, there's a spelling mistake in there

18:46.000 --> 18:48.000
in the document or that doesn't work right.

18:48.000 --> 18:51.000
Raise it and say, can I do that and go with it?

18:51.000 --> 18:55.000
But know that your company will at the end of the year

18:55.000 --> 18:58.000
and that person's been contributing that out here.

18:58.000 --> 19:01.000
That is a broad value to our company.

19:01.000 --> 19:04.000
So where are we known myself and feel?

19:04.000 --> 19:07.000
I'm not going to talk for a feel because his words

19:07.000 --> 19:09.000
can speak for him there.

19:09.000 --> 19:14.000
For myself, it's on being known to myself,

19:14.000 --> 19:17.000
going towards being an SME in the company

19:17.000 --> 19:20.000
or on the open source over a period of time.

19:20.000 --> 19:23.000
It's been a gradual progress process.

19:23.000 --> 19:28.000
Well, one of the key aspects to me has been involved in

19:28.000 --> 19:31.000
helping other people in the companies.

19:31.000 --> 19:35.000
So being part of a jumpstart that was started a number of years ago,

19:35.000 --> 19:41.000
where we guess educate people on open source,

19:41.000 --> 19:43.000
but open source says,

19:43.000 --> 19:46.000
one of the key roles is getting somebody to make that

19:46.000 --> 19:48.000
force contribution out to the community.

19:48.000 --> 19:50.000
Hands up here who remembers their first,

19:50.000 --> 19:55.000
the first time a PR got merged out in the community.

19:55.000 --> 19:57.000
Be honest with me now.

19:57.000 --> 19:58.000
Look at this.

19:58.000 --> 20:00.000
Show your hands out there.

20:00.000 --> 20:03.000
You know, very show your group here.

20:03.000 --> 20:05.000
Hands up who remembers.

20:05.000 --> 20:08.000
You check in, you check in the PR.

20:08.000 --> 20:10.000
Has a gun in yet?

20:10.000 --> 20:11.000
Has a gun in yet?

20:11.000 --> 20:12.000
That is unreal.

20:12.000 --> 20:13.000
Isn't it?

20:13.000 --> 20:14.000
And then the word where they go,

20:14.000 --> 20:16.000
oh no, we don't think this one,

20:16.000 --> 20:17.000
you have to go again.

20:17.000 --> 20:18.000
That is hard.

20:19.000 --> 20:22.000
Which helping people to do that process and show them that,

20:22.000 --> 20:23.000
it is not that easy.

20:23.000 --> 20:25.000
When you've been working a certain way,

20:25.000 --> 20:28.000
tend to go out to your software and work that way.

20:28.000 --> 20:30.000
It's like being a trap to these artists

20:30.000 --> 20:33.000
and they take away the national underneath.

20:33.000 --> 20:34.000
It's a bit like that.

20:34.000 --> 20:35.000
Where you go,

20:35.000 --> 20:37.000
I think I can do this.

20:37.000 --> 20:39.000
But obviously if I get a wrong,

20:39.000 --> 20:40.000
you know,

20:40.000 --> 20:42.000
I'd be awesome because.

20:42.000 --> 20:46.000
So I think being able to help people to do that

20:47.000 --> 20:49.000
is probably one of the things that brings me to most joy

20:49.000 --> 20:52.000
and being involved in that program of job status.

20:55.000 --> 20:58.000
So I probably missed most of the points that I was supposed to say.

20:58.000 --> 20:59.000
I don't.

20:59.000 --> 21:01.000
I felt like it would well cover.

21:01.000 --> 21:02.000
Is it?

21:02.000 --> 21:04.000
Yeah, I get a feeling that I great stories I was going to tell.

21:04.000 --> 21:05.000
But anyway,

21:05.000 --> 21:07.000
has any of the stories been any good so far?

21:07.000 --> 21:08.000
Mark,

21:08.000 --> 21:09.000
Mark,

21:09.000 --> 21:11.000
I'm not sure if listen to you read the phone book,

21:11.000 --> 21:12.000
not any one of the numbers.

21:12.000 --> 21:13.000
Okay.

21:14.000 --> 21:16.000
There's no pity we should have got subtitles for this.

21:16.000 --> 21:17.000
Sorry for my English.

21:22.000 --> 21:24.000
I think the force one speaks for itself.

21:24.000 --> 21:25.000
And you know.

21:29.000 --> 21:30.000
It's like everything.

21:30.000 --> 21:32.000
I think it's like volunteering.

21:32.000 --> 21:34.000
Hands up here who volunteers.

21:34.000 --> 21:35.000
Any aspect that I want.

21:37.000 --> 21:40.000
So I caught a group of young fellow soccer.

21:40.000 --> 21:41.000
Okay.

21:42.000 --> 21:44.000
And I tell you over the last few years

21:44.000 --> 21:47.000
if a few things have been going on personally.

21:47.000 --> 21:49.000
And don't get me around these boys.

21:49.000 --> 21:51.000
And I don't want to be sometimes.

21:51.000 --> 21:52.000
But they're young teenagers.

21:52.000 --> 21:54.000
But I've gone down there a few times

21:54.000 --> 21:55.000
and my head's been wrecked

21:55.000 --> 21:57.000
and they've just lifted my afternoon.

21:57.000 --> 21:58.000
You know what I mean?

21:58.000 --> 21:59.000
They're fun.

21:59.000 --> 22:01.000
Watch you put in, you get back.

22:01.000 --> 22:02.000
It's the same with open source.

22:02.000 --> 22:06.000
If your company is building a product

22:06.000 --> 22:08.000
and they use an open source and they're stack.

22:08.000 --> 22:10.000
You want to be given back.

22:10.000 --> 22:13.000
Love for Jay is the warning that was out there.

22:13.000 --> 22:14.000
Okay?

22:14.000 --> 22:16.000
One poor person cannot be blamed

22:16.000 --> 22:18.000
for an issue that was inside and something.

22:18.000 --> 22:19.000
Where were the other people?

22:25.000 --> 22:28.000
The collaboration and creativity you're going to get for more source is on real.

22:28.000 --> 22:29.000
If you stack note in your journey.

22:29.000 --> 22:30.000
I give an example.

22:30.000 --> 22:31.000
I only need to canteen today.

22:31.000 --> 22:32.000
I got a coffee.

22:32.000 --> 22:34.000
And I sat down on the canteen.

22:34.000 --> 22:36.000
And the next thing I saw two guys.

22:36.000 --> 22:37.000
I know.

22:38.000 --> 22:40.000
David Flanagan and Andrew Martin.

22:40.000 --> 22:41.000
Okay?

22:41.000 --> 22:43.000
To this day, I don't know how I got to know.

22:43.000 --> 22:44.000
I really don't.

22:44.000 --> 22:47.000
Because I don't work in the security area.

22:47.000 --> 22:50.000
Which Andrew's space is in.

22:50.000 --> 22:52.000
And David, I don't know.

22:52.000 --> 22:53.000
I don't work in the area.

22:53.000 --> 22:58.000
He works in, which is around training in different areas like that.

22:58.000 --> 23:00.000
But somehow I've got to know them independently.

23:00.000 --> 23:02.000
They know each other and we sat down with each other.

23:02.000 --> 23:04.000
And we talked about everything.

23:04.000 --> 23:06.000
We talked about where open source is going.

23:06.000 --> 23:10.000
You know, you know, people who make right contributions and who don't.

23:10.000 --> 23:13.000
We talked about things like where people come in and just make functional changes.

23:13.000 --> 23:15.000
I want to become a maintainer.

23:15.000 --> 23:21.000
We will never do the dirty work of PR reviews and.

23:21.000 --> 23:24.000
And, and triage triage in books.

23:24.000 --> 23:26.000
That's, I call it dirty workers.

23:26.000 --> 23:28.000
It's hard work getting down into the gutter clean and the drain.

23:28.000 --> 23:30.000
But it's the most important part of it.

23:30.000 --> 23:34.000
Because if the drain doesn't flow, it's back and back up into your host books.

23:34.000 --> 23:37.000
Okay, remember that.

23:37.000 --> 23:42.000
And the last one then is what it will bring you around for, you know, as a person.

23:42.000 --> 23:44.000
What you learn from it, like I said.

23:44.000 --> 23:49.000
And then the aspect of here there is that you're going to grow so much in this.

23:49.000 --> 23:51.000
You grow so much in your career being in community.

23:51.000 --> 23:55.000
As I say, meeting people, I've made a lazy troll.

23:55.000 --> 23:58.000
You know, lazy and I started working this year.

23:58.000 --> 24:02.000
And I didn't realize, well, you didn't make this conference last year.

24:03.000 --> 24:04.000
Yeah, you're not able to.

24:04.000 --> 24:10.000
But like she could be here and, you know, I've made sure.

24:10.000 --> 24:14.000
So the way you can grow as a person and grow your career is so important.

24:14.000 --> 24:16.000
So that's all from me, as well.

24:16.000 --> 24:19.000
Okay, we've no time for questions, I presume.

24:19.000 --> 24:21.000
No, we do not have time for questions.

24:21.000 --> 24:22.000
We have time for a blast.

24:22.000 --> 24:23.000
Yeah.