Elvis Essays - Teen Idols, Elvis Presley, Celebrity, Music

Elvis Elvis by Albert Goldman is a book about the life and times of the ruler of awesome. It shows how a nation kid ascended and controlled the universe of music, and furthermore appeared his destruction. It begins by telling about Elvis' youth, and moving to his high school years. Elvis was consistently a healthy nation kid regardless of if individuals thought about him leud, or over the top. Actually, Elvis was found when he made a record for his moms birthday, Elvis consistently regarded his folks. Next it proceeds onward to the initial not many records that Elvis cut at Sun Records with his first maker Sam Phillips. What made Elvis not the same as different vocalists was that he was a white kid who could sing like a nigger. as Sam Phillips depicted his style. It at that point proceeds onward to detail his advancement year of 1956 in which he had such hits as Heartbreak Hotel, and Hound Dog. 1956 was the year that Elvis overwhelmed America, and earned him the title The King of Rock and Roll. From that point onward, it expresses the hardships that Elvis looked throughout the following not many years in the military. These couple of years were not generally excellent for Elvis, for the first occasion when he needed to leave the US, and his cherished mother died before he left for his task in Germany. Proceeding onward it informs us regarding his magnificent come back to the United States, recovering his title as Ruler, and proceeding onward to something greater and better the motion pictures. Through the span of the following hardly any years Elvis made a ton of motion pictures, however none were enjoyed by the pundits, yet they did bring in cash. After his not exactly heavenly film profession Elvis returned to music with an impact the 68' Comeback Special. By and by Elvis was on the music business. After the 68' Comeback Special Elvis proceeded onward to very fruitful shows at Las Vegas. Elvis played in Las Vegas until his passing. He additionally began to visit once more. It was during this time he and his better half of just a couple of years, Priscilla, got a separation. This is the fundamental explanation Elvis was soon very intensely dependent on drugs. Elvis was constantly dependent on drugs, yet it was after his separation with Priscilla that drove him on a descending winding prompting his passing. As I would see it this book is simply extraordinary. I truly appreciated perusing this book without a doubt. It was exceptionally educational, and gave great bits of knowledge into Elvis' own life. The part of this book which I adored the most however, is the genuineness. The creator, Albert Goldman, goes easy when he discusses Elvis exceptionally offbeat character outside of the spotlight. One case of this weird conduct is that at the point when Elvis played in Las Vegas, he was neurotic to such an extent that somebody may slaughter him, he experienced an arduous trial just to stroll to the assembly hall that was just a couple floors down from his suite. Also, when he went he conveyed around 3 to 4 stacked weapons with him. This is one of the numerous weird parts of Elvis' own life in his later years. One more thing I like is the genuineness of Elvis' medication habit. Like most Americans I didn't consider Elvis a big time sedate client, until I read this book. It tells about how Elvis stood in opposition to medications to kids, and even met with at that point President Nixon about the medication issue in America. Curiously, Elvis was most likely one of the greatest addicts in media outlets. With respect to the creators perspective, I think Albert Goldman was incredibly legitimate in this book. Also, that is probably the best element of the book. To take somebody who is a national saint, and tell the clear subtleties of his incessant medicate misuse, his maltreatment of his cash, and the maltreatment of the individuals around him more likely than not been hard, yet is was only the realities. I imagine that the greater part of the individuals who have understood this book did not understand what the genuine Elvis resembled. Try not to get me wrong, the creator removes nothing from Elvis the artist, he was, and still is perhaps the best performer of our day, however Elvis the individual was an entirely unexpected individual. A great instance of Dr. Jeckyll and Mr. Hyde. So inconclusion I might simply want to state to any Elvis fans read this book to discover what the Lord was

Captain History Essay Example | Topics and Well Written Essays - 750 words

Skipper History - Essay Example For example, the Romantic magnification initiated the idea of ‘identity’ among the Europeans while empowering them to separate themselves based on religion, culture, language and conventions. Henceforth the country’s interests were put underneath the national intrigue principally watched by a specific gathering dwelling in the general public (Nationalism). This was an exceptionally noteworthy occasion in the ancient period as it is currently viewed as the significant reason for World War I. In addition, before the incitement of patriotism the administrations were made and continued based on power of God, majestic mastery or according to a particular line. These legislatures were increasingly effective as far as overall equity among their kin. In any case, when the European populace got mindful of the patriotism and expressed rehearsing it, from there on the progressivism took over them. Progressivism expelled the control of religions from government developments a nd law implementation organizations while stretching out the greatest power to the ‘people’ or general residents (Nationalism). This basic idea of progressivism is currently rehearsed as popular government. Today history specialists accept that on the off chance that patriotism was not presented in the mid nineteenth century, at that point there were huge possibilities that the world’s most annihilating wars had never emitted. Henceforth being Captain History I got this occasion to improve the world a spot to live today. On my way back to the nineteenth century I will intently dissect the patriotism and from that point I will distinguish its hastening factors. For example, individuals in the late eighteenth century were confronting massive cultural issues and bad form which really urged them to acknowledge patriotism so every individual could defend its privileges while rehearsing control over the burdened gatherings of the general public. Therefore I will build up a worldwide association in the mid nineteenth century so as to ensure the privileges of individuals while giving proportionate chances to each nation. The association will be made on the diagram of United Nations Organization with a central General Secretary who will assess and break down the issues of various countries living in a similar nation. From that point the secretary would require spreading worldwide harmony while evacuating the idea of patriotism. Individuals in the mid nineteenth century were altogether in reverse regarding mechanical progressions and correspondence frameworks. Accordingly, it would be profoundly trying for me to start such a worldwide association. Consequently I would convey the absolute generally solid and suitable innovative gear to the memorable period. This would not just assistance me in building up a worldwide harmony association yet it will likewise help the researchers of that period. In the end the establishment of patriotism will be expelle d from the history though individuals in the contemporary world would encounter further developed innovation. Avoidance of patriotism from the nineteenth century will really ensure a superior future on the grounds that notable records uncover that patriotism was trailed by collusion legislative issues. Common safeguard coalition is the most clear model which was shaped because of the comparative patriotism approach among the European nations. According to the understanding between various nations, for example, Russia and Serbia, Austria and Germany, France and Russia, Britain and Japan,

Apcera

Apcera INTRODUCTIONMartin: Today we are in San Francisco in the Apcera office. Hey, Derek. Who are you and what do you do?Derek: I’m the Founder and CEO of Apcera. We’re a hundred and so people now but we’re still in a startup mode, so I do all different types of things.Martin: When did you have this idea for starting Apcera, and what did you do before?Derek: The idea for Apcera actually came around 2012, and it was an offshoot from some of the work I had done previously around platforms and platforms as a service. And what’s interesting about platforms as a service was the original premise was to try to accelerate the deployment of complex workloads. And what became very clear to me was that just speeding up the ability to deploy an app and to empower dev ops is necessary but not sufficient in the long term, and what you really needed was a trusted platform. And a trusted platform that was multi-cloud involved a lot of very, very hard problems, in our opinion, ones that we didn’t see the market willing to take on. You saw a lot of companies that would spin up and do some things in a couple of months’ time and then try to either get sold or try to push something out to the developer community where it’s like a toy or an additional tool in a toolbox that developers could use to try to hand assemble their things. And that still exists, right? We still see that and the ecosystem both embraces and then kicks those technologies out at a very fast rate these days.But businesses actually need a platform that they can trust, that they can actually move into this next generation of computing where they can get more out of their own existing resources. They can utilize not only one but multiple public clouds. And it’s interesting that the public cloud, I think, originally started around how do we move from CAPEX to OPEX and who’s the cheapest on the OPEX, the race to zero. But what we’ve seen what the customers were engaging with now is that some of those pu blic cloud vendors have gotten so big that actually it’s working against them and they’re nervous to put all their eggs in one basket, and so they want the ability to actually do things in a multi-cloud setup but they want to do it consistently and in a trusted fashion across clouds and with their own private resources.And so Apcera was born out of trying to solve that problem: deploy diverse workloads, orchestrate them together (systems are becoming more complex), and then govern them all. Governance and security and policy are all these words that can be taken as a bad thing. It’s like, “Ugh,” and you see people’s shoulders shrug. And so Apcera’s vision and what we’ve driven towards was to make that as transparent as possible, drive it into the platform that IT operations actually cares about and delivers to their internal customers and make developers happy, but all doing it in a trusted way.Martin: Derek, can you walk me through the first 12 or 18 months chronolo gically? When did you build the product? When did you talk to your first customers? When did you acquire them? So that I just have a vivid picture of how it went at the start.Derek: Sure. So about March 2012, I went and did a design on my own of what I thought we would want to build. At that point in time, I started talking to VCs, the venture capital community, a lot of time seed rounds or some of the very early rounds or an investment in the founder or the founders, with a little bit of the idea. And as you go through subsequent rounds, all those rules change.So in March of 2012, I was coming up with the idea. I spent about two weeks on it and then went to VCs, got funding in about April of 2012, put together the founding team, and we even met in June of 2012 to do the kickoff of “This is the vision. This is the general product that I think we should build.” And it was very different from what a lot of people had seen in terms of a startup, which was I said, “We will build s omething that might take us over a year to actually assemble.” And VCs usually don’t react well to something that they won’t even see for over a year, but part of our value proposition was that if we don’t take on the hard problems for our customers, they’re going to have to take them on, and then our value proposition goes away.If you look at the notion of trust as delivered through a platform, which is what we actually sell, it has to take on a lot of these hard problems. You can’t keep asking the developers to understand all of the different rules, how you’re supposed to access the database, and what level of security do you need there. If something comes up, like a zero day exploit, who’s exposed? How are we exposed? And dev ops, in my opinion, has evolved in a very good way to allow developers to both innovate, develop and actually deploy into production applications at a much faster rate than they were allowed to do.But don’t mistake that for the trust the bu siness and the company in general has to being solely with dev and dev ops. It’s not that they’re not talented enough. It’s that they don’t have the cross functional awareness in a lot of the Global 2000 to deliver that trust factor, and it needs to be in the platform. This isn’t as very different than what happened with the operating systems in the ‘90s. So if you step back and you squint a little bit, in the ‘90s we had a very simplistic operating system, and as we exited, we had very complex systems that governed single computing resources, but they took a lot of things into the platform so that the developer didn’t have to worry about it. This is the same type of trend, it’s just for tens of thousands of computers. And multiple clouds and multiple private resources and bringing them all together under a single fabric. But it’s not unlike the general trend in the ‘90s where a tremendous amount of function and feature set was driven into the platform, the ope rating system for a single computer at the time. Of course, it’s actually doing the same thing, and us and the ecosystem is driving that. So usually you innovate over here and you experiment, and then as we settle on patterns and functionality and feature set that actually make sense, those ends get driven down into the platform. Does that make sense?Martin: Yes. Derek, what do you think was the main driver for an investor to invest in the seed round? Was it only you as founder? What was the impact of your background, what you did before? What kind of confidence or so did you provide to the investor to invest in the seed round, especially given that you said, “It will take some time until we have something that we can ship”?Derek: That’s a great question. Seed rounds and early stage rounds are mostly confidence in the founder or founders, and so my assumption is that they had confidence in me to actually deliver on some things. I’ve been very, very fortunate throughout my career, early in the ‘90s at TIBCO really defining middleware and messaging systems as a construct for building distributed systems, in the ‘90s through fin services at Wall Street, the recognition Gartner analyst level of defining categories, and I was fortunate enough to participate in a lot of that early on.I spent six years at Google, and so really pushed on expanding out APIs to existing services inside of Google such that developers could get access to them easily, freely and with very little effort could actually incorporate these services into their own workflows. And that’s an important thing to understand of all SaaS companies are going down that path. So a SaaS company has a presence, they have some data, they start exposing some APIs, they might progress to add a scripting language or an environment, they glue these things together a little bit, and then you actually end up at the full-fledged application. I want to write a full-fledged application that consumes th e data and services that you as a SaaS provider providing that have a huge amount of value for me as a business. The issue is that if I do that totally on my own, all of the effort you put into your servers are always up, they’re geo located all over the globe, and then I as a developer sign up for a single account and run my app which my business is betting in a cloud provider, without having the sophistication to match with what you’re trying to do. When that app fails, the business sees that app failing and then they look at the service that you’re providing as not doing that.And so early on in Google we got that. And I didn’t participate directly in Google app engine but I was watching what it was trying to do and what problems it was trying to solve. And we were doing the developer APIs, and so the developer ecosystem inside of Google was kicked off by some of these efforts.VMWare then came along and Paul Maritz said, “Hey, would you be willing to join VMWare?” And VMWare, by the way, started right next to TIBCO on Porter Drive in Palo Alto. But I had no inkling of why I would ever join VMWare. But what was presented to me was come up with an idea that moves up the stack for somebody like VMWare. And the idea was deploying applications into a cloud environment and with production quality, meaning it stays up and you don’t have to do a lot of things to do it, was really a market that wasn’t being served for the Global 2000. And so the idea going to VMWare was to solve that problem. And what happened was that that part of the problem was a huge success in terms of what myself and the team delivered. The issue was that I really quickly realized that that’s going to run out of runway and that somebody’s really nasty hard problems that have to be baked into the core operating system, so to speak, for data centers and cloud providers didn’t exist. And so that’s why in 2012, while the technology that I had worked on was taking off, I deci ded to leave because I really believed I could see the writing on the wall when this was going to run out of runway, and just making developers deploy things faster was not sufficient.BUSINESS MODEL OF APCERAMartin: If you were to rephrase the value proposition that Apcera is offering to its customers in 10 to 15 seconds, what would it be?Derek: A trusted platform runs on multiple public clouds and your private resources, brings them all together in a single fabric, and allows you to do things both faster and with less headcount. The only thing inside of IT that’s getting more expensive is people, and so anytime you can actually repurpose or save headcount at being able to deploy and maintain the speed of innovation within a company, companies are very attracted to that, especially when trust actually involves security and policy and governance and all the stuff that they care about and know they need to care about, but being able to do that and still allow developers to actually be very, very agile and actually speed up.Martin: Who are your customers and how do you acquire them? And especially who is making the purchase decision at your customers?Derek: Most of the target area for us is the Global 2000. Our customers come in lots of different verticals, so telecom, fin services, media, insurance, but all of them roll up to we want to do a migration to another platform. So you can call it a cloud migration if youre going from on prem to a cloud. But weve seen customers who were trying to move from VMWare to OpenStack, so its all private. Weve seen true multi-cloud where they want to move to a public cloud but then they also want to tie in existing resources. And whats interesting about the public clouds is that the race is on now for a class of services, so its not as much Ill pick you over another cloud provider based on cost. Theyre now looking at Ooh, I might really want to run this application to consume that specific service which I dont want to build o n my own and that one of the top three big cloud providers invested. But then theres something over here with another cloud provider that I want and I have to be able to take advantage of that.And so that presents customers with we have a cloud migration story, an app migration type of initiative, and we are quickly going to get out of control with the number of people were going to have to hire or train to understand we do it this way today. How do we do it in this public cloud provider, then how do we do it over there? What do we have to do that might be different? All of these cloud providers do something slightly differently. Still theyre the same workload underneath, but how you secure it, how you manage it, how you actually orchestrate it together and plug it together with other components is different from everyone.And so customers are faced with Wow, were going to have to hire a lot of people. How do we actually trust that what we do there translates to everywhere else? And so Apcera immediately comes in and says, Keep doing what youre doing today and allow us to put a single fabric that actually is consistently enforced and driven from a governance and policy perspective, consistently across all environments so you dont have to worry about it. So the ability to demonstrate getting an application on our platform is very trivial. If you invest in container techs or Docker type images, its for free. It already runs in our platform. And then you show the customer in another two to three minutes policy dictating where that workload can run and moving it between VMWare, OpenStack on premise, then to Amazon, to Google, to IBMs SoftLayer to Microsofts Azure, all within about two minutes, with the system completely rehealing itself, the application always being available, thats very powerful. And they immediately go, Thats where we want to be. And their mind isthat its going to take them two to three years to get there. We can demonstrate to them that we can g et them there in a matter of months or even less.And so now instead youre looking at I dont have to hire a whole bunch of people to do this, and my three-year commitment to get there I can actually deliver this thing maybe in three to six months from a production grade quality standpoint internal to my business and my users. That becomes very powerful.Martin: Which professionals are you targeting? Are you targeting the head of dev ops or the CTO or CIO or whomever?Derek: Mostly we actually sell to IT operations. So theres usually a constituent inside of there thats chief architect in platform services and those types of roles. We have had CIO types who said, I have both. I have the dev ops and I have these IT ops, and I need to figure out something that these guys are going to deliver to this group to enable them to do what they want to do at speed but such that it were in a trusted fashion.Its not as popular anymore but like shadow IT ops and stuff is still a thing with some of the se larger companies that arent necessarily rooted in the echo chamber that is Silicon Valley. They have a migration path that they want to build, and they believe its a two- to three- to four-year journey, and us being able to quickly accelerate, demonstrate that we can do that, demonstrate that were a trusted partner for them, understanding that their IT budgets, which is their IT ops and a lot of the development and innovation piece, is growing maybe at 2% to 3% a year, yet the demands on the business are growing exponentially and what the expectation out of that group is is exponential yet the resources they have to spend is linear at best with a very, very small growth rate. And so us being able to come in and show them the speed at which they can actually get a platform and applications and services migrated in this fashion, in a trusted fashion where we can actually prove why its trusted, thats been resonating extremely well.Martin: Derek, you said that Apcera is basically a p latform as a service. How is the revenue model working, and whats driving the pricing?Derek: So platform as a service, I guess the best way to describe, is container management, orchestration, policy, all words that you can use to describe us. I cant tell you platform as a service itself is being redefined, whether its Apcera or anyone else. And the biggest thing to understand around that redefinition which we want to be part of is the developers have a preference and they want choice, and theyre willing to give that choice up for short term gains, but eventually the only choice that they care about, or the only preference and opinion that they care about is their own. And so delivering a trusted platform has to be able to enable their choice. So PaaS, as it was defined early on, was you the developer dont have very many choices. The platform is going to do all the stuff for you, but youll give it up to speed up. What were seeing now with things like Docker and container management systems is no, the developers wont have their own choice but we need a platform as an IT operations group that actually drives confidence that were doing the right thing.We sell a managed service, so we actually bill subscription-based for the number of assets that you use, whether it be nodes or memory. It depends on the customer. And so we sell by saying, How big of a platform do you want to set up? regardless of where it is. So regardless of if its on premise or if its public cloud, the pricing model is the same.ADVICE TO ENTREPRENEURS FROM DEREK COLLISON In San Francisco (CA), we meet Founder CEO of Apcera, Derek Collison. Derek talks about his story how he came up with the idea and founded Apcera, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Today we are in San Francisco in the Apcera office. Hey, Derek. Who are you and what do you do?Derek: I’m the Founder and CEO of Apcera. We’re a hundred and so people now but we’re still in a startup mode, so I do all different types of things.Martin: When did you have this idea for starting Apcera, and what did you do before?Derek: The idea for Apcera actually came around 2012, and it was an offshoot from some of the work I had done previously around platforms and platforms as a service. And what’s interesting about platforms as a service was the original premise was to try to accelerate the deployment of complex workloads. And what became very clear to me was that just speeding up the ability to deploy an app and to empower dev ops is necessary but not sufficient in the long term, and what you really needed was a trusted platform. And a trusted platform that was multi-cloud involved a lot of very, very hard problems, in our opinion, ones that we didn’t see the market willing to take on. You saw a lot of companies that would spin up and do some things in a couple of months’ time and then try to either get sold or try to push something out to the developer community where it’s like a toy or an additional tool in a toolbox that developers could use to try to hand assemble their things. And that still exists, right? We still see that and the ecosystem both embraces and then kicks those technologies out at a very fast rate these days.But businesses actually need a platform that they can trust, that they can actually move into this next generation of computing where they can get more out of their own existing resources. They can utilize not only one but multiple public clouds. And it’s int eresting that the public cloud, I think, originally started around how do we move from CAPEX to OPEX and who’s the cheapest on the OPEX, the race to zero. But what we’ve seen what the customers were engaging with now is that some of those public cloud vendors have gotten so big that actually it’s working against them and they’re nervous to put all their eggs in one basket, and so they want the ability to actually do things in a multi-cloud setup but they want to do it consistently and in a trusted fashion across clouds and with their own private resources.And so Apcera was born out of trying to solve that problem: deploy diverse workloads, orchestrate them together (systems are becoming more complex), and then govern them all. Governance and security and policy are all these words that can be taken as a bad thing. It’s like, “Ugh,” and you see people’s shoulders shrug. And so Apcera’s vision and what we’ve driven towards was to make that as transparent as possibl e, drive it into the platform that IT operations actually cares about and delivers to their internal customers and make developers happy, but all doing it in a trusted way.Martin: Derek, can you walk me through the first 12 or 18 months chronologically? When did you build the product? When did you talk to your first customers? When did you acquire them? So that I just have a vivid picture of how it went at the start.Derek: Sure. So about March 2012, I went and did a design on my own of what I thought we would want to build. At that point in time, I started talking to VCs, the venture capital community, a lot of time seed rounds or some of the very early rounds or an investment in the founder or the founders, with a little bit of the idea. And as you go through subsequent rounds, all those rules change.So in March of 2012, I was coming up with the idea. I spent about two weeks on it and then went to VCs, got funding in about April of 2012, put together the founding team, and we even met in June of 2012 to do the kickoff of “This is the vision. This is the general product that I think we should build.” And it was very different from what a lot of people had seen in terms of a startup, which was I said, “We will build something that might take us over a year to actually assemble.” And VCs usually don’t react well to something that they won’t even see for over a year, but part of our value proposition was that if we don’t take on the hard problems for our customers, they’re going to have to take them on, and then our value proposition goes away.If you look at the notion of trust as delivered through a platform, which is what we actually sell, it has to take on a lot of these hard problems. You can’t keep asking the developers to understand all of the different rules, how you’re supposed to access the database, and what level of security do you need there. If something comes up, like a zero day exploit, who’s exposed? How are we exposed? And d ev ops, in my opinion, has evolved in a very good way to allow developers to both innovate, develop and actually deploy into production applications at a much faster rate than they were allowed to do.But don’t mistake that for the trust the business and the company in general has to being solely with dev and dev ops. It’s not that they’re not talented enough. It’s that they don’t have the cross functional awareness in a lot of the Global 2000 to deliver that trust factor, and it needs to be in the platform. This isn’t as very different than what happened with the operating systems in the ‘90s. So if you step back and you squint a little bit, in the ‘90s we had a very simplistic operating system, and as we exited, we had very complex systems that governed single computing resources, but they took a lot of things into the platform so that the developer didn’t have to worry about it. This is the same type of trend, it’s just for tens of thousands of computers. And m ultiple clouds and multiple private resources and bringing them all together under a single fabric. But it’s not unlike the general trend in the ‘90s where a tremendous amount of function and feature set was driven into the platform, the operating system for a single computer at the time. Of course, it’s actually doing the same thing, and us and the ecosystem is driving that. So usually you innovate over here and you experiment, and then as we settle on patterns and functionality and feature set that actually make sense, those ends get driven down into the platform. Does that make sense?Martin: Yes. Derek, what do you think was the main driver for an investor to invest in the seed round? Was it only you as founder? What was the impact of your background, what you did before? What kind of confidence or so did you provide to the investor to invest in the seed round, especially given that you said, “It will take some time until we have something that we can ship”?Derek: Thatâ €™s a great question. Seed rounds and early stage rounds are mostly confidence in the founder or founders, and so my assumption is that they had confidence in me to actually deliver on some things. I’ve been very, very fortunate throughout my career, early in the ‘90s at TIBCO really defining middleware and messaging systems as a construct for building distributed systems, in the ‘90s through fin services at Wall Street, the recognition Gartner analyst level of defining categories, and I was fortunate enough to participate in a lot of that early on.I spent six years at Google, and so really pushed on expanding out APIs to existing services inside of Google such that developers could get access to them easily, freely and with very little effort could actually incorporate these services into their own workflows. And that’s an important thing to understand of all SaaS companies are going down that path. So a SaaS company has a presence, they have some data, they start exposing some APIs, they might progress to add a scripting language or an environment, they glue these things together a little bit, and then you actually end up at the full-fledged application. I want to write a full-fledged application that consumes the data and services that you as a SaaS provider providing that have a huge amount of value for me as a business. The issue is that if I do that totally on my own, all of the effort you put into your servers are always up, they’re geo located all over the globe, and then I as a developer sign up for a single account and run my app which my business is betting in a cloud provider, without having the sophistication to match with what you’re trying to do. When that app fails, the business sees that app failing and then they look at the service that you’re providing as not doing that.And so early on in Google we got that. And I didn’t participate directly in Google app engine but I was watching what it was trying to do and what problems it was trying to solve. And we were doing the developer APIs, and so the developer ecosystem inside of Google was kicked off by some of these efforts.VMWare then came along and Paul Maritz said, “Hey, would you be willing to join VMWare?” And VMWare, by the way, started right next to TIBCO on Porter Drive in Palo Alto. But I had no inkling of why I would ever join VMWare. But what was presented to me was come up with an idea that moves up the stack for somebody like VMWare. And the idea was deploying applications into a cloud environment and with production quality, meaning it stays up and you don’t have to do a lot of things to do it, was really a market that wasn’t being served for the Global 2000. And so the idea going to VMWare was to solve that problem. And what happened was that that part of the problem was a huge success in terms of what myself and the team delivered. The issue was that I really quickly realized that that’s going to run out of runway and that somebody ’s really nasty hard problems that have to be baked into the core operating system, so to speak, for data centers and cloud providers didn’t exist. And so that’s why in 2012, while the technology that I had worked on was taking off, I decided to leave because I really believed I could see the writing on the wall when this was going to run out of runway, and just making developers deploy things faster was not sufficient.BUSINESS MODEL OF APCERAMartin: If you were to rephrase the value proposition that Apcera is offering to its customers in 10 to 15 seconds, what would it be?Derek: A trusted platform runs on multiple public clouds and your private resources, brings them all together in a single fabric, and allows you to do things both faster and with less headcount. The only thing inside of IT that’s getting more expensive is people, and so anytime you can actually repurpose or save headcount at being able to deploy and maintain the speed of innovation within a company, compan ies are very attracted to that, especially when trust actually involves security and policy and governance and all the stuff that they care about and know they need to care about, but being able to do that and still allow developers to actually be very, very agile and actually speed up.Martin: Who are your customers and how do you acquire them? And especially who is making the purchase decision at your customers?Derek: Most of the target area for us is the Global 2000. Our customers come in lots of different verticals, so telecom, fin services, media, insurance, but all of them roll up to we want to do a migration to another platform. So you can call it a cloud migration if youre going from on prem to a cloud. But weve seen customers who were trying to move from VMWare to OpenStack, so its all private. Weve seen true multi-cloud where they want to move to a public cloud but then they also want to tie in existing resources. And whats interesting about the public clouds is that the ra ce is on now for a class of services, so its not as much Ill pick you over another cloud provider based on cost. Theyre now looking at Ooh, I might really want to run this application to consume that specific service which I dont want to build on my own and that one of the top three big cloud providers invested. But then theres something over here with another cloud provider that I want and I have to be able to take advantage of that.And so that presents customers with we have a cloud migration story, an app migration type of initiative, and we are quickly going to get out of control with the number of people were going to have to hire or train to understand we do it this way today. How do we do it in this public cloud provider, then how do we do it over there? What do we have to do that might be different? All of these cloud providers do something slightly differently. Still theyre the same workload underneath, but how you secure it, how you manage it, how you actually orchestrate it together and plug it together with other components is different from everyone.And so customers are faced with Wow, were going to have to hire a lot of people. How do we actually trust that what we do there translates to everywhere else? And so Apcera immediately comes in and says, Keep doing what youre doing today and allow us to put a single fabric that actually is consistently enforced and driven from a governance and policy perspective, consistently across all environments so you dont have to worry about it. So the ability to demonstrate getting an application on our platform is very trivial. If you invest in container techs or Docker type images, its for free. It already runs in our platform. And then you show the customer in another two to three minutes policy dictating where that workload can run and moving it between VMWare, OpenStack on premise, then to Amazon, to Google, to IBMs SoftLayer to Microsofts Azure, all within about two minutes, with the system completely rehe aling itself, the application always being available, thats very powerful. And they immediately go, Thats where we want to be. And their mind isthat its going to take them two to three years to get there. We can demonstrate to them that we can get them there in a matter of months or even less.And so now instead youre looking at I dont have to hire a whole bunch of people to do this, and my three-year commitment to get there I can actually deliver this thing maybe in three to six months from a production grade quality standpoint internal to my business and my users. That becomes very powerful.Martin: Which professionals are you targeting? Are you targeting the head of dev ops or the CTO or CIO or whomever?Derek: Mostly we actually sell to IT operations. So theres usually a constituent inside of there thats chief architect in platform services and those types of roles. We have had CIO types who said, I have both. I have the dev ops and I have these IT ops, and I need to figure out som ething that these guys are going to deliver to this group to enable them to do what they want to do at speed but such that it were in a trusted fashion.Its not as popular anymore but like shadow IT ops and stuff is still a thing with some of these larger companies that arent necessarily rooted in the echo chamber that is Silicon Valley. They have a migration path that they want to build, and they believe its a two- to three- to four-year journey, and us being able to quickly accelerate, demonstrate that we can do that, demonstrate that were a trusted partner for them, understanding that their IT budgets, which is their IT ops and a lot of the development and innovation piece, is growing maybe at 2% to 3% a year, yet the demands on the business are growing exponentially and what the expectation out of that group is is exponential yet the resources they have to spend is linear at best with a very, very small growth rate. And so us being able to come in and show them the speed at which they can actually get a platform and applications and services migrated in this fashion, in a trusted fashion where we can actually prove why its trusted, thats been resonating extremely well.Martin: Derek, you said that Apcera is basically a platform as a service. How is the revenue model working, and whats driving the pricing?Derek: So platform as a service, I guess the best way to describe, is container management, orchestration, policy, all words that you can use to describe us. I cant tell you platform as a service itself is being redefined, whether its Apcera or anyone else. And the biggest thing to understand around that redefinition which we want to be part of is the developers have a preference and they want choice, and theyre willing to give that choice up for short term gains, but eventually the only choice that they care about, or the only preference and opinion that they care about is their own. And so delivering a trusted platform has to be able to enable their choice . So PaaS, as it was defined early on, was you the developer dont have very many choices. The platform is going to do all the stuff for you, but youll give it up to speed up. What were seeing now with things like Docker and container management systems is no, the developers wont have their own choice but we need a platform as an IT operations group that actually drives confidence that were doing the right thing.We sell a managed service, so we actually bill subscription-based for the number of assets that you use, whether it be nodes or memory. It depends on the customer. And so we sell by saying, How big of a platform do you want to set up? regardless of where it is. So regardless of if its on premise or if its public cloud, the pricing model is the same.ADVICE TO ENTREPRENEURS FROM DEREK COLLISONMartin: Lets talk about your advice to first time entrepreneurs. What advice could you provide to first time entrepreneurs so that they can learn from your learning experience?Derek: There s a lot of great lessons to be learned. And I do quite a bit of annual investing these days and Im sitting on some advisory boards and I talk to a lot of young entrepreneurs. Coming from how Apcera approached the problem, it might sound interesting or counterintuitive to what we did, which was a very, very broad technology set that is addressing very, very fluid markets. And we purposely did this and we were trying to build a very large business out of that. But in general, the best advice I can say is concentrate incessantly on what makes you different, and anything that doesnt make you different, dont do that. Use someone elses technology to do it, or not outsource it per se but dont get caught up in the minutia of saying, We want to deliver this value, and it involves all these things. Keep wielding it out to, This exactly is what makes us different, and then maniacally focus on that and drive the value out of your customers.Customer interaction and understanding what you do well , but more importantly what is the problem were trying to solve for these customers and are we meeting that goal? And thats not something that youre going to start on Day 1 and then say, Okay, were good to go. We know what it is. Its a fluid process. You have to invest very, very early on and consistently iterate on what problems are they facing? What problems are we making easier for them to get through? Is it a bottom line thing? Is it a top line thing? Is it a speed thing? And be very, very clear on what those things are when you walk into your customers. And so even early on for entrepreneurs, the biggest advice I give is say, Okay, well, if you want to do all of these things but I only tell you to do one, which one is it? because I think, especially in Silicon Valley but Ive seen this now in pockets all across the world, entrepreneurs really want to do good. They want to solve big problems, and I think thats amazing. But getting going, what is the first thing that you solve and you do really, really well? And then you can grow from there. But if you grow and you have this massive undertaking and youre not exactly clear on what problems its solving and how you fit into the market, thats a challenge.And again, it might sound counterintuitive because Apcera starting out, people who werent in the know or on the inside were like, Wow, we didnt hear anything from you for like a year. And we were trying to solve some very, very hard problems, and thats why. But also now we have a very broad technology offering and we have applicability in markets that are extremely fluid. PaaS is being redefined. Cloud management platforms are being redefined. Container management is a new market thats emerging, even though its been around but now the analysts are starting to recognize it. And so making sure that youre constantly evolving and being aware of how you fit into your customers problem set and what the analysts expectations are has to be job number one.Martin: What ar e the patterns that you see on successful and not so successful entrepreneurs that you can share?Derek: One of the ones I had a conversation just the other day, a lot of entrepreneurs that Ive seen who have been successful moving into the entrepreneurial type of world is theyre extremely good at contributing individually. They usually are very controlling. They default to Never mind. Ill just do it myself. And Id have to be honest that I was probably that type of person still in 2010 or so. I think you have to commit to empowering the people that you bring on because the best things that you actually get done in life in terms of starting a company, you have to do it as a team, and its very hard for some entrepreneurs. They dont want to give up control. They dont want to give up investing in their people, so to speak, whether its equity or some other things.And at least from an Apcera perspective, Ive never regretted anything around really investing in the people, really pushing hard around things. Even when we started the company, I was by myself trying to get great health care benefits. We had no employees. It was just me. And someone looked at me and said, Thats kind of foolish because its really expensive. And I said, Only until we hit eight people. And the first eight people that I probably want to target are going to care deeply about this. You need to understand how you get the widest range of talent. And talent always has a different understanding of risk and reward. And even in Silicon Valley and in San Francisco, people have families. People want that work-life balance. And so investing in your people and making sure that if youre successful, theyre successful, do that from Day 1.A lot of piece is that I am not a massive fan of lawyers per se. Invest in a lawyer. The first call you should do before you hire anyone or sign anything is get a hold of them because you want everything to be done right if you want to set yourself up for success, whether tha t be potentially a new venture IPO or an MA or large investments. And all of that stuff matters, and a lot of entrepreneurs are really, really good at the big picture and really, really good at details way, way down in the leads. They need to make sure they invest in the middle stuff. They dont have to do it themselves but they need to make sure its being taken care of. And lawyers and health care and benefits and HR and all the stuff that you might not be thinking about, you want to get ahead of that, so invest in that earlier than you would expect.Martin: Derek, thank you so much for your time and for sharing your knowledge.Derek: Thank you. I appreciate it.Martin: Sure. And next time if youre thinking about starting a company, and you know that scaling is very important, I mean you can use capital for scaling and most importantly you have to build an organization with lots of people, and then if you want to scale via people and organization, you need to think about pushing owners hip down because in the end if you want to control everything, you wont be able to scale that much. Thank you so much. Great!Derek: Nice to meet you.

Greed and Wealth in the Characters of The Great Gatsby by...

In today’s society, people are judged by their values or are frightened to take sacrifices to better benefit their lifestyle. Characters like Gatsby, Tom, Daisy and Myrtle are shown as evidence of greed and how wealth surrounds their values. Fitzgerald uses social commentary to offer a glance of an American life in the 1920s. He carefully sets up his novel into distinct groups, but in the end, each group has its own problems to contend with, leaving powerful ideas for readers to adapt(add morals characters inhabit). By creating distinct social classes, old money, new money, and no money, Fitzgerald sends strong messages about the elitism running throughout every perspective of society. F. Scott Fitzgerald portrays characters like Nick,†¦show more content†¦The new money people cannot be like them, and in many ways that works in their favor — those in societys highest levels are not nice people at all. They are judgmental and shallow, failing to look at the esse nce of the people around them (and themselves, too). Instead, they live their lives in such a way as to preserve their sense of superiority. The people with newly acquired wealth, like Gatsby’s party people, arent necessarily much better. They attend his parties, drink his liquor, and eat his food, never once taking the time to even meet their host (they don’t even bother to wait for an invitation, they just show up). When Gatsby dies, all the people who frequented his house every week mysteriously became busy elsewhere, abandoning Gatsby when he could no longer do anything for them. One would like to think the newly wealthy would be more sensitive to the world around them. As Fitzgerald shows, however, their concerns are largely living for the moment. Just as he did with people of money, Fitzgerald uses the people with no money to convey a strong message. Nick, although he comes from a family with a bit of wealth, doesnt have nearly the capital of Gatsby or Tom. In th e end, though, he shows himself to be an honorable and principled man, which is more than Tom behavior. Myrtle, though, is another story. She comes from the middle class at best. She isShow MoreRelatedThe Great Gatsby : An American Nightmare1226 Words   |  5 PagesAlex Joo Mr. Shaffer ENG4U1 January 8th, 2015 The Great Gatsby: an American Nightmare At the end of the day everyone ends up in the same place—six feet under. By then, many end up having lived fulfilling lives and die with no regrets. Far too many do not. The Great Gatsby, by F. Scott Fitzgerald, presents the issue in pursuing the impossible: the American Dream. A dream in which all are â€Å"able to attain to the fullest stature of which they are innately capable† (Adams 215). Unfortunately, the latterRead MoreThe Great Gatsby By F. Scott Fitzgerald1166 Words   |  5 Pagesin the Haze F. 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Marketing Ethics Into The Marketing Process - 1471 Words

Ethical Marketing Ethical marketing refers to the application of marketing ethics into the marketing process. Ethical marketing is about making marketing decisions that are morally right. The ethics of the marketing decision can incorporate any part of marketing including sourcing of raw materials, staff employment and product advertising and pricing. Sound marketing ethics are usually those that result in consumer satisfaction, with no negative effect, with the goods and services being recognized or with the company producing them. Ethical marketing generally results in a more socially responsible and culturally thoughtful business community. The concern with ethical issues has changed the attitude of the world towards a more socially responsible way of thinking. This has influenced companies to market their products in a more socially responsible way. Ethical marketing is less of a marketing strategy and more of a way of life that enlightens all marketing efforts. It seeks to promote honesty, fairness, and responsibility in all advertising. Some businesses pursue ethical marketing because they feel that is what customers expect from them. Some consumers buy products and services because they feel that the products, services, or companies are ethical. In response to this consumer demand, organizations have increased their focus on ethical marketing. Marketing employees must be aware of the principles of self-interest and personal virtues. As they make decisions they mustShow MoreRelatedMarketing Ethics Into The Marketing Process1471 Words   |  6 PagesEthical Marketing Ethical marketing refers to the application of marketing ethics into the marketing process. Ethical marketing is about making marketing decisions that are morally right. The ethics of the marketing decision can incorporate any part of marketing including sourcing of raw materials, staff employment and product advertising and pricing. 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In order to achieve better performance of marketing, marketing study is indispensable. As HackleyRead MoreBook Report On Ethical Decision Making830 Words   |  4 Pages Ethics Hamed Alanazi Book Report Ethical decision-making 10th edition â€Æ' Ethics The book I chose is â€Å"Business ethics: Ethical decision-making† 10th edition is written by O. C. Ferrell, John Fraedrich, Ferrell. It was published by Cengage Learning in 2014. This book consists of almost 340 pages and five parts. According to Amazon this book is among top seller. Something extraordinary about this book is that, this book highlight several cases related to the business ethics that help the reader

Eli Whitney and Interchangable Parts Free Essays

U. S. History–Presentation for 10/25/11 on â€Å"Eli Whitney and interchangeable parts† In the late 1700s, in addition to inventing the cotton gin, Eli Whitney also came up with the idea for interchangeable parts. We will write a custom essay sample on Eli Whitney and Interchangable Parts or any similar topic only for you Order Now This was the pre-manufacturing of machinery pieces that could be quickly assembled to make a functioning piece of equipment, such as a gun. Before Whitney, each gun had to be handcrafted, and each one was different in its assembly. This meant that it took a long time for them to be made or repaired. When Congress voted for a war with France in 1797, Whitney saw an opportunity to market his idea because he knew a lot of guns would be needed to fight the war. Whitney obtained a federal grant from the government in 1798 to build 10,000 muskets for the army in 2 years, which was a ridiculous proposal for the time period. He applied the idea of interchangeable parts to the production of firearms and created a machine that could make exact copies of individual components of guns. These could then be assembled faster and more efficiently, thus saving the government time and money. Although it took him eight years to complete the project instead of two, Thomas Jefferson and John Adams among others were both impressed with Whitney’s invention when he came to the Washington area to defend it. News of the success of interchangeable parts spread quickly, and by the War of 1812, the leading firearms manufactures in America were using the system to produce weapons at an alarming rate. By the 1950s, firearms manufactures around the globe had adopted interchangeable parts thanks to America’s success. Whitney’s breakthrough also affected and helped to develop other industrial activities. Cars, sewing machines, clocks, and typewriters were all being assembled with interchangeable parts. This also would lead to the rise of the assembly line. How to cite Eli Whitney and Interchangable Parts, Essay examples

Models of Curriculum Development free essay sample

The Taba Model Hilda Taba’s model starts with the curriculum and the teacher’s outlook of what should be taught how, and then tests it on the students before declaring it effective. Therefore, she believed that teachers who teach or implement the curriculum should participate more than the authority in designing and developing curriculum. She used â€Å"grass root approach in her model. So she believed that the teachers should first create specific teaching- learning units, and a hospitable environment that lets everyone feels like a positive team member to render best approach to child’s education. Thus she advocated an inductive approach to curriculum development. I could find that Taba model is basic, yet inclusive. It offers five steps to developing curriculum as illustrated in figure number 2. Since she used an inductive method, her first step includes creating learning units for work to be studied. This is done in eight sub stages by diagnosing student’s needs in order to formulate the objectives. We will write a custom essay sample on Models of Curriculum Development or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Then, select and organize the content, choosing proper learning experience to attain the objectives, determination of what to evaluate and checking for balance and sequence. Secondly, testing of experimental units are done in order to establish their authenticity and to set their demand for each grade level. This is followed by third stage where they revise and adapt units as necessary in meeting all students’ needs. In later stage, they develop a framework to test to ensure that all material is covered in a clear and complete manner. Finally, teachers put the unit of study into practice, while always creating new units to use in the class room.