The implication of this attack is clear: Every unprotected account is a potential vulnerability. As attackers refine their tactics, integrating 2FA and other robust security measures is no longer optional — but a critical component of your cybersecurity strategy.

Microsoft’s Password Spray and Pray Attack: A Wake-Up Call for 2FA Adoption

Chicago, IL – February 19, 2025 – Zacks.com announces the list of stocks featured in the Analyst Blog. Every day the Zacks Equity Research analysts discuss the latest news and events impacting stocks and the financial markets. Stocks recently featured in the blog include: SoundHound AI, Inc.

The Zacks Analyst Blog Highlights SoundHound, NVIDIA, Nebius, Alphabet and Chipotle Mexican Grill

The latest Neue Klasse concept hints at the future of BMW M, including a central computer that BMW calls the "Heart of Joy."

See the BMW Vision Driving Experience from Every Angle

Samsung, ASUS and AOC represent some of the best UK Deals on gaming monitors right now

Amazon Has A Gaming Monitor For Every Budget With These UK Deals - IGN

This Is A List Of The Worst-performing Equity Mutual Funds Over Every Possible The Worst Performing Mutual Funds Of 2023 | Mutual Fund Rankings.

Five-Star Business Finance allots 8.28 lakh equity shares under ASOS | Capital Market News

Every year, the Ontario government and its agencies spend $30 billion on procurement, alongside our $200 billion plan to build Ontario. U.S.-based businesses will now lose out on tens of billions of dollars in new revenues.

US, EU and UK stock markets hit by global trade war fears as JPMorgan says Trump administration may be ‘business unfriendly’ – as it happened | Business | The Guardian

With the January transfer window closed, see what each Premier League club did and rate how you think each side did.

January transfer window: Every Premier League transfer and rate how each club did - BBC Sport

This infographic has made it simpler, offering a fresh perspective by comparing cybersecurity to the human body.

Human Body Meets Cybersecurity: How Every Part Plays A Role

Every

every

I Tried Every Open Source Database and Found Only One That is Actually Useful

It Worked for a While - So, Why Did Everything Break?

Prologue What you're about to read is not a manual. It’s not a how-to guide, not a manifesto, not even a rant. These are personal stories. Observations I’ve collected over years of working with different teams, in different companies, across different mindsets. Sometimes painful, sometimes enlightening, but mostly filled with the same quiet question: are we really doing this again? I’m not writing because I know the way.I’m writing because I’ve been lost too — and maybe this will help someone find clarity before the chaos catches up. If Everyone’s Responsible, No One Is A developer’s slow descent into processless madness Once upon a time, I thought processes were optional. We were a startup. Three of us. We moved fast, broke things, fixed them later — if we had time. No calendars. No sprint boards. No documentation. No ownership. Just Slack threads, scattered TODOs, and blind faith that someone, somewhere, was handling it. And somehow, it worked. Until it didn’t. One day I realized I wasn’t “moving fast” — I was just running in circles, burned out, juggling bugs, features, support, releases. I was the team. So was everyone else. And somehow — no one was. The Startup Phase: Cowboy Coding and Chaos Back then, we didn’t call it chaos. We called it “freedom.” No red tape. No ceremonies. No managers breathing down our necks. We wore multiple hats. Scratch that — we were the hat rack. One day I’m writing APIs. The next I’m firefighting a prod issue in infrastructure I didn’t build, don’t understand, and never touched before. But we shipped. Constantly. New features. New ideas. Hotfixes on Friday night. We moved fast. Broke things. Said we’d fix it later. Sometimes we even did. No retros, no planning, no handoffs — just faith. Tribal knowledge ruled the day. The onboarding doc was a Slack search and a shrug. Looking back, it wasn’t brave. It was unsustainable. People burned out. People left. And every time someone walked away, they took half the product’s logic with them. I didn’t see it then. I thought churn was just how tech worked. Now I know: when people leave and there’s no documentation, no process, and no shared understanding — you don’t just lose a teammate. You lose the map. Welcome to the Enterprise: The Culture Shock Then I joined a big company. Suddenly there were calendars. Standups. Sprint boards. Documentation. Meetings that had agendas. Teams that had roadmaps. It felt corporate. It felt rigid. It felt… like relief. No more guessing. No more chasing people for context. No more waking up to a critical alert caused by someone else’s “quick fix” that wasn’t reviewed, tested, or even announced. I started to breathe again. Processes weren’t a burden — they were scaffolding. They gave us rhythm. Predictability. A shared language. We weren’t just writing code. We were building software — together. The Relapse: Asynchronous Hell Then it happened. I moved again. Different product. Smaller team. Faster pace. More “startup vibes.” The mantras came back. “We don’t need processes, we’re flexible.” “Why sync when we can async?” “Everyone just picks up tasks — no need to overcomplicate.” But there was no alignment. No shared ownership. No planning. No process. Everyone was responsible — which meant no one really was. Tasks moved on the board. Commits went in. Releases happened. And yet: Nobody knew what others were doing.
Nobody was accountable for the outcome.
Decisions were undocumented, made ad-hoc, and often contradictory. I’d find myself playing detective. Chasing context. Begging for clarity. Writing messages that disappeared into the async void — hoping someone, someday, would respond before the sprint was over. The Illusion of Progress And yes — things still shipped. Sort of. Some features made it to prod. Some users were happy. The world didn’t end. But let’s be honest: If you can’t say what’s done, what’s broken, what’s blocked, or what’s next — are you really building anything? Or are you just shipping motion and calling it progress? Without alignment, without ownership, without processes, you’re not building a product — You’re surviving a storm, one untracked Jira ticket at a time. Contract-First: A Mindset, Not Just an API Thing This is where it all clicks. Contract-First isn’t just for APIs. It’s how teams should think. Every task, every agreement, every plan — it’s a contract. If we didn’t agree on what success looks like, we can’t be surprised when we fail to deliver it. No agreement = no ownership. No ownership = no accountability. No accountability = nothing you can rely on, scale, or fix. And sure — sometimes things work out. Sometimes a team full of brilliant, high-context people can move without a process and make magic. But those are outliers. For the rest of us: without process, there is no stability. Without structure, there is no predictability. Without agreement, there is no team — only noise. Final Thoughts: Processes Are Like Tests You can go without them. Until things break. And then you’ll wish you had them. A good process isn’t a cage. It’s a compass. It tells you where you’re going — and how to know when you’re lost. And if your process isn’t working? Change it. Kill it. Rewrite it. But have one. Because when the alerts go off, the tickets pile up, the team burns out, and no one knows who’s doing what — That’s not flexibility. That’s entropy wearing a hoodie. Prologue Prologue What you're about to read is not a manual. It’s not a how-to guide, not a manifesto, not even a rant. These are personal stories. Observations I’ve collected over years of working with different teams, in different companies, across different mindsets. Sometimes painful, sometimes enlightening, but mostly filled with the same quiet question: are we really doing this again? are we really doing this again? I’m not writing because I know the way.I’m writing because I’ve been lost too — and maybe this will help someone find clarity before the chaos catches up. If Everyone’s Responsible, No One Is If Everyone’s Responsible, No One Is A developer’s slow descent into processless madness A developer’s slow descent into processless madness Once upon a time, I thought processes were optional. We were a startup. Three of us. We moved fast, broke things, fixed them later — if we had time. No calendars. No sprint boards. No documentation. No ownership. Just Slack threads, scattered TODOs, and blind faith that someone, somewhere, was handling it. And somehow, it worked . worked Until it didn’t. One day I realized I wasn’t “moving fast” — I was just running in circles, burned out, juggling bugs, features, support, releases. I was the team. So was everyone else. And somehow — no one was. The Startup Phase: Cowboy Coding and Chaos The Startup Phase: Cowboy Coding and Chaos Back then, we didn’t call it chaos. We called it “freedom.” No red tape. No ceremonies. No managers breathing down our necks. We wore multiple hats. Scratch that — we were the hat rack. were One day I’m writing APIs. The next I’m firefighting a prod issue in infrastructure I didn’t build, don’t understand, and never touched before. But we shipped. Constantly. New features. New ideas. Hotfixes on Friday night. We moved fast. Broke things. Said we’d fix it later. Sometimes we even did. No retros, no planning, no handoffs — just faith. Tribal knowledge ruled the day. The onboarding doc was a Slack search and a shrug. Looking back, it wasn’t brave. It was unsustainable. People burned out. People left. And every time someone walked away, they took half the product’s logic with them. I didn’t see it then. I thought churn was just how tech worked. Now I know: when people leave and there’s no documentation, no process, and no shared understanding — you don’t just lose a teammate. You lose the map. you don’t just lose a teammate. You lose the map. Welcome to the Enterprise: The Culture Shock Welcome to the Enterprise: The Culture Shock Then I joined a big company. Suddenly there were calendars. Standups. Sprint boards. Documentation. Meetings that had agendas. Teams that had roadmaps. agendas. roadmaps. It felt corporate. It felt rigid. It felt… like relief. relief. No more guessing. No more chasing people for context. No more waking up to a critical alert caused by someone else’s “quick fix” that wasn’t reviewed, tested, or even announced. I started to breathe again. Processes weren’t a burden — they were scaffolding. They gave us rhythm. Predictability. A shared language. We weren’t just writing code. We were building software — together. We weren’t just writing code. We were building software — together. The Relapse: Asynchronous Hell The Relapse: Asynchronous Hell Then it happened. I moved again. Different product. Smaller team. Faster pace. More “startup vibes.” The mantras came back. “We don’t need processes, we’re flexible.” “Why sync when we can async?” “Everyone just picks up tasks — no need to overcomplicate.” But there was no alignment. No shared ownership. No planning. No process. Everyone was responsible — which meant no one really was. Tasks moved on the board. Commits went in. Releases happened. And yet: Nobody knew what others were doing. Nobody was accountable for the outcome. Decisions were undocumented, made ad-hoc, and often contradictory. Nobody knew what others were doing. Nobody was accountable for the outcome. Decisions were undocumented, made ad-hoc, and often contradictory. I’d find myself playing detective. Chasing context. Begging for clarity. Writing messages that disappeared into the async void — hoping someone, someday, would respond before the sprint was over. The Illusion of Progress The Illusion of Progress And yes — things still shipped . shipped Sort of. Some features made it to prod. Some users were happy. The world didn’t end. But let’s be honest: If you can’t say what’s done, what’s broken, what’s blocked, or what’s next — are you really building anything? Or are you just shipping motion and calling it progress? shipping motion and calling it progress? Without alignment, without ownership, without processes, you’re not building a product — You’re surviving a storm, one untracked Jira ticket at a time. Contract-First: A Mindset, Not Just an API Thing Contract-First: A Mindset, Not Just an API Thing This is where it all clicks. Contract-First isn’t just for APIs. Contract-First Contract-First It’s how teams should think. Every task, every agreement, every plan — it’s a contract. If we didn’t agree on what success looks like, we can’t be surprised when we fail to deliver it. If we didn’t agree on what success looks like, we can’t be surprised when we fail to deliver it. No agreement = no ownership. No ownership = no accountability. No accountability = nothing you can rely on, scale, or fix. And sure — sometimes things work out. Sometimes a team full of brilliant, high-context people can move without a process and make magic. But those are outliers. For the rest of us: without process, there is no stability. Without structure, there is no predictability. Without agreement, there is no team — only noise. noise. Final Thoughts: Processes Are Like Tests Final Thoughts: Processes Are Like Tests You can go without them. Until things break. And then you’ll wish you had them. A good process isn’t a cage. It’s a compass. It tells you where you’re going — and how to know when you’re lost. And if your process isn’t working? Change it. Kill it. Rewrite it. But have one. have one. Because when the alerts go off, the tickets pile up, the team burns out, and no one knows who’s doing what — That’s not flexibility. That’s entropy wearing a hoodie. entropy

No One Is Coming. Everyone’s Busy.

ማንኛውም ሰው ያውቃል, ሁሉም ሰው ተስማሚ ነው.

Nadie viene, todo el mundo está ocupado.

אף אחד לא בא, כולם עסוקים.

Nessuno viene, tutti sono impegnati.

誰も来ない、みんな忙しい。

មិនមែនជាអ្នកចូលមកទេ។ អ្នកទាំងអស់មានសកម្មភាព។

Tsy misy olona tonga, rehetra miasa.

Никој не доаѓа, сите се зафатени.

Ninguém vem, todo mundo está ocupado.

Ingen kommer, alla är upptagna.

Ніхто не приїжджає, всі зайняті.

Kim o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z o‘z.

Ever feel like you’re just an unpaid intern in everyone else’s life? You agree to things you don’t want to do. You feel guilty for setting boundaries. You say “yes” before you even realize what’s happening. Congratulations, you’ve been trapped in the People-Pleasing Vortex. And let me tell you from experience—it’s exhausting. For years, I thought being "nice" meant being agreeable, easygoing, and always available. Turns out, it just meant I was running on empty, filled with silent resentment, while everyone else walked away happy. So if you’re done bending over backward for people who wouldn’t lift a finger for you, let’s talk about how to stop people-pleasing and start prioritizing yourself. The Real Cost of People-Pleasing There’s this chart I saw once that perfectly sums it up: 🟢 Work 🟢 Family 🟢 Friends 🟢 Social Obligations 🟢 Doing Favors for People Who Don’t Deserve It 🔴 Relaxing? Nowhere to be found. That’s the life of a people-pleaser. You spend so much time making sure everyone else is happy that your own happiness gets bulldozed. You over-commit to things you don’t even want to do.


You let people push your boundaries because confrontation feels scarier than being used.


You end up exhausted, burned out, and wondering why no one ever considers your needs. The truth? When you prioritize everyone else’s happiness over your own, you’re not living—you’re just surviving. So let’s fix that. 5 Ways to Stop Being a People-Pleasing Machine 1️⃣ Make ‘No’ Your Default Setting If it’s not a hell yes, it’s a no. It sounds harsh, but think about it: Every "yes" to something you don’t care about is a "no" to the things that actually matter. And let’s be real—most of the stuff you say yes to? You probably regret it later. 🔹 Extra work projects you don’t have time for? No. 🔹 Social events that drain you? No. 🔹 Helping someone move again when they never return the favor? Absolutely not. Early in your career, saying yes opens doors. Later in life, saying yes closes them. The more valuable your time becomes, the more ruthless you have to be with it. 2️⃣ How to Say ‘No’ Without Sounding Like an Asshole Here’s a graceful rejection formula (steal this): Thank them for thinking of you.


Acknowledge it sounds like a great opportunity.


Say you’re overcommitted and can’t give it the attention it deserves.


Wish them luck. Example: "Hey [Name], thanks for reaching out! This sounds like an amazing project, and I really appreciate you thinking of me. Unfortunately, I’m already stretched too thin, and I wouldn’t be able to give it the time it deserves. I know it’ll turn out great, and I’m excited to see where you take it!" ✅ Respectful. ✅ No over-explaining. ✅ No guilt. The key? Don’t leave room for negotiation. People respect clear boundaries. They walk all over vague ones. 3️⃣ Boundaries Are a Cheat Code for Sanity There’s a quote I love: "Unspoken expectations are premeditated resentments." If someone keeps overstepping, it’s your job to make the boundary clear. Here’s a 5-step boundary-setting script to use: “Is now a bad time?” (This makes people more receptive.)


“When you ____, I feel ____.” (State the issue calmly.)


“I have a personal rule where I only allow/don’t allow ____.” (Frame it as a rule, not a request.)


“If you keep doing ____, I’ll have to ____.” (Set a consequence if needed.)


“I hope we can make this work.” (End on a positive note.) This works in every scenario—work, relationships, friendships, even family. Because the moment you start enforcing boundaries, you start teaching people how to treat you. 4️⃣ Be Kind, Not ‘Nice’ There’s a huge difference: Nice people avoid hard conversations to keep the peace. Kind people have hard conversations because they actually care. 🔹 A nice manager sugarcoats feedback to avoid hurt feelings. 🔹 A kind manager gives honest feedback because they want their team to improve. 🔹 A nice friend agrees with you even when you’re making bad decisions. 🔹 A kind friend calls you out because they don’t want you to wreck your life. Niceness is performative. Kindness is constructive. Be kind. And stop wasting your time being nice to people who don’t deserve it. 5️⃣ Normalize the ‘Gift of Goodbye’ You don’t owe loyalty to: ❌ Friends who drain your energy. ❌ Jobs that make you miserable. ❌ Relationships that make you feel small. If something isn’t adding to your life, it’s subtracting from it. High-value people walk away from things that don’t serve them. And the best part? You don’t need closure. You don’t need a long explanation. You just need to decide. "This no longer works for me." That’s all you need. How to Actually Stop People-Pleasing Say ‘No’ More Often → If it’s not a hell yes, it’s a no.


Learn to Say ‘No’ Gracefully → Polite, firm, and final.


Set Clear Boundaries → You teach people how to treat you.


Be Kind, Not ‘Nice’ → Honesty > Avoiding conflict.


Normalize Walking Away → You don’t owe anyone your time. Your job is not to be liked by everyone. Your job is to be true to yourself. If someone doesn’t respect your boundaries, your time, or your energy… they’re not your people. Final Thought “Don’t be afraid of losing people. Be afraid of losing yourself trying to please them.” You can’t make everyone happy. So you might as well start with yourself. Until next time, Ben Ever feel like you’re just an unpaid intern in everyone else’s life? You agree to things you don’t want to do. You feel guilty for setting boundaries. You say “yes” before you even realize what’s happening. Congratulations, you’ve been trapped in the People-Pleasing Vortex. People-Pleasing Vortex. And let me tell you from experience—it’s exhausting. For years, I thought being "nice" meant being agreeable, easygoing, and always available. Turns out, it just meant I was running on empty, filled with silent resentment, while everyone else walked away happy. "nice" So if you’re done bending over backward for people who wouldn’t lift a finger for you, let’s talk about how to stop people-pleasing and start prioritizing yourself. how to stop people-pleasing and start prioritizing yourself. The Real Cost of People-Pleasing The Real Cost of People-Pleasing There’s this chart I saw once that perfectly sums it up: 🟢 Work 🟢 Family 🟢 Friends 🟢 Social Obligations 🟢 Doing Favors for People Who Don’t Deserve It 🔴 Relaxing? Nowhere to be found. Relaxing? Nowhere to be found. That’s the life of a people-pleaser. You spend so much time making sure everyone else is happy that your own happiness gets bulldozed. You over-commit to things you don’t even want to do. You let people push your boundaries because confrontation feels scarier than being used. You end up exhausted, burned out, and wondering why no one ever considers your needs. You over-commit to things you don’t even want to do. You over-commit to things you don’t even want to do. You let people push your boundaries because confrontation feels scarier than being used. You let people push your boundaries because confrontation feels scarier than being used. scarier You end up exhausted, burned out, and wondering why no one ever considers your needs. You end up exhausted, burned out, and wondering why no one ever considers your needs. your The truth? When you prioritize everyone else’s happiness over your own, you’re not living—you’re just surviving. prioritize everyone else’s happiness over your own, you’re not living—you’re just surviving. So let’s fix that. 5 Ways to Stop Being a People-Pleasing Machine 5 Ways to Stop Being a People-Pleasing Machine 1️⃣ Make ‘No’ Your Default Setting Make ‘No’ Your Default Setting If it’s not a hell yes, it’s a no. hell yes, It sounds harsh, but think about it: Every "yes" to something you don’t care about is a "no" to the things that actually matter. Every "yes" to something you don’t care about is a "no" to the things that actually matter. And let’s be real—most of the stuff you say yes to? You probably regret it later. 🔹 Extra work projects you don’t have time for? No. No. 🔹 Social events that drain you? No. No. 🔹 Helping someone move again when they never return the favor? Absolutely not. again Absolutely not. Early in your career, saying yes opens doors. Later in life, saying yes closes them. The more valuable your time becomes, the more ruthless you have to be with it. 2️⃣ How to Say ‘No’ Without Sounding Like an Asshole How to Say ‘No’ Without Sounding Like an Asshole Here’s a graceful rejection formula (steal this): graceful rejection formula Thank them for thinking of you. Acknowledge it sounds like a great opportunity. Say you’re overcommitted and can’t give it the attention it deserves. Wish them luck. Thank them for thinking of you. Thank them for thinking of you. Thank them for thinking of you. Acknowledge it sounds like a great opportunity. Acknowledge it sounds like a great opportunity. Acknowledge it sounds like a great opportunity. Say you’re overcommitted and can’t give it the attention it deserves. Say you’re overcommitted and can’t give it the attention it deserves. Say you’re overcommitted and can’t give it the attention it deserves. Wish them luck. Wish them luck. Wish them luck. Example: "Hey [Name], thanks for reaching out! This sounds like an amazing project, and I really appreciate you thinking of me. Unfortunately, I’m already stretched too thin, and I wouldn’t be able to give it the time it deserves. I know it’ll turn out great, and I’m excited to see where you take it!" "Hey [Name], thanks for reaching out! This sounds like an amazing project, and I really appreciate you thinking of me. Unfortunately, I’m already stretched too thin, and I wouldn’t be able to give it the time it deserves. I know it’ll turn out great, and I’m excited to see where you take it!" ✅ Respectful. ✅ No over-explaining. ✅ No guilt. The key? Don’t leave room for negotiation. Don’t leave room for negotiation. People respect clear boundaries. They walk all over vague ones. 3️⃣ Boundaries Are a Cheat Code for Sanity Boundaries Are a Cheat Code for Sanity There’s a quote I love: "Unspoken expectations are premeditated resentments." "Unspoken expectations are premeditated resentments." "Unspoken expectations are premeditated resentments." "Unspoken expectations are premeditated resentments." If someone keeps overstepping, it’s your job to make the boundary clear. your Here’s a 5-step boundary-setting script to use: 5-step boundary-setting script “Is now a bad time?” (This makes people more receptive.) “When you ____, I feel ____.” (State the issue calmly.) “I have a personal rule where I only allow/don’t allow ____.” (Frame it as a rule, not a request.) “If you keep doing ____, I’ll have to ____.” (Set a consequence if needed.) “I hope we can make this work.” (End on a positive note.) “Is now a bad time?” (This makes people more receptive.) “Is now a bad time?” (This makes people more receptive.) “Is now a bad time?” “When you ____, I feel ____.” (State the issue calmly.) “When you ____, I feel ____.” (State the issue calmly.) “When you ____, I feel ____.” “I have a personal rule where I only allow/don’t allow ____.” (Frame it as a rule, not a request.) “I have a personal rule where I only allow/don’t allow ____.” (Frame it as a rule, not a request.) “I have a personal rule where I only allow/don’t allow ____.” “If you keep doing ____, I’ll have to ____.” (Set a consequence if needed.) “If you keep doing ____, I’ll have to ____.” (Set a consequence if needed.) “If you keep doing ____, I’ll have to ____.” “I hope we can make this work.” (End on a positive note.) “I hope we can make this work.” (End on a positive note.) “I hope we can make this work.” This works in every scenario—work, relationships, friendships, even family. every Because the moment you start enforcing boundaries, you start teaching people how to treat you. teaching people how to treat you. 4️⃣ Be Kind, Not ‘Nice’ Be Kind, Not ‘Nice’ There’s a huge difference: Nice people avoid hard conversations to keep the peace. Nice people Kind people have hard conversations because they actually care. Kind people 🔹 A nice manager sugarcoats feedback to avoid hurt feelings. nice 🔹 A kind manager gives honest feedback because they want their team to improve. kind 🔹 A nice friend agrees with you even when you’re making bad decisions. nice 🔹 A kind friend calls you out because they don’t want you to wreck your life. kind Niceness is performative. performative. Kindness is constructive. constructive. Be kind. And stop wasting your time being nice to people who don’t deserve it. nice 5️⃣ Normalize the ‘Gift of Goodbye’ Normalize the ‘Gift of Goodbye’ You don’t owe loyalty to: ❌ Friends who drain your energy. Friends who drain your energy. ❌ Jobs that make you miserable. Jobs that make you miserable. ❌ Relationships that make you feel small. Relationships that make you feel small. If something isn’t adding to your life, it’s subtracting from it. adding to your life, High-value people walk away from things that don’t serve them. walk away from things that don’t serve them. And the best part? You don’t need closure. You don’t need a long explanation. You just need to decide. closure. long explanation. decide. "This no longer works for me." "This no longer works for me." That’s all you need. How to Actually Stop People-Pleasing How to Actually Stop People-Pleasing Say ‘No’ More Often → If it’s not a hell yes, it’s a no. Learn to Say ‘No’ Gracefully → Polite, firm, and final. Set Clear Boundaries → You teach people how to treat you. Be Kind, Not ‘Nice’ → Honesty > Avoiding conflict. Normalize Walking Away → You don’t owe anyone your time. Say ‘No’ More Often → If it’s not a hell yes, it’s a no. Say ‘No’ More Often → If it’s not a hell yes , it’s a no. Say ‘No’ More Often hell yes no. Learn to Say ‘No’ Gracefully → Polite, firm, and final. Learn to Say ‘No’ Gracefully → Polite, firm, and final. Learn to Say ‘No’ Gracefully Set Clear Boundaries → You teach people how to treat you. Set Clear Boundaries → You teach people how to treat you. Set Clear Boundaries Be Kind, Not ‘Nice’ → Honesty > Avoiding conflict. Be Kind, Not ‘Nice’ → Honesty > Avoiding conflict. Be Kind, Not ‘Nice’ Normalize Walking Away → You don’t owe anyone your time. Normalize Walking Away → You don’t owe anyone your time. Normalize Walking Away Your job is not to be liked by everyone. not Your job is to be true to yourself. be true to yourself. If someone doesn’t respect your boundaries, your time, or your energy… they’re not your people. they’re not your people. Final Thought Final Thought “Don’t be afraid of losing people. Be afraid of losing yourself trying to please them.” “Don’t be afraid of losing people. Be afraid of losing yourself trying to please them.” “Don’t be afraid of losing people. Be afraid of losing yourself trying to please them.” “Don’t be afraid of losing people. Be afraid of losing yourself trying to please them.” You can’t make everyone happy. So you might as well start with yourself. Until next time, Ben

You're Not a Doormat — So Stop Laying Down for Everyone

Jy is nie 'n doormat nie - so stop laying down vir almal

እርስዎ ለሁሉም መጫወት አይችሉም - ስለዚህ ለሁሉም መጫወት አይችሉም

Nejste doormat - tak přestaňte klást pro každého

You're Not a Doormat - Así que deje de colocar para todos

You're Not A Doormat - So Stop Laying Down Mindenkinek

You're Not a Doormat-So Stop Laying Down- ը բոլորի համար

You're Not a Doormat - So Stop Laying Down for Everyone (You're Not a Doormat - So Stop Laying Down for Everyone)

You're Not a Doormat - ដូច្នេះ Stop Laying Down សម្រាប់មនុស្សទាំងអស់

You're Not a Doormat - So Stop Laying Down for Everyone (당신은 도어마트가 아닙니다)

Nie ste doormat - tak prestaňte klásť pre všetkých

Wewe si Doormat - hivyo kuacha kuweka chini kwa kila mtu

You're Not a Doormat — So Stop Laying Down для всіх

5 Free AI Tools Every Small Business Owner Should Know

The early days: Proving my worth (and guessing half the time) When I landed my first PM role, I thought I had to prove myself. To everyone. All the time. I needed to show I belonged in the room — especially when that room was full of people twice my age, in a country I was still trying to decode, in a workplace culture no one gives you a manual for. So I did what seemed obvious: I went deep. I claimed a product area. I owned it. I became the person for one very specific slice of the pie. the person It worked. Kind of. People respected me for being the expert on that one thing. But I was also… blind to almost everything else unless it directly touched my little kingdom. blind to almost everything else unless it directly touched my little kingdom. I didn’t know what other teams were building. I didn’t know what learnings I was missing. I wasn’t learning from customer research others had already done. Worst of all? I wasn’t talking about my work. No feedback, no visibility — just vibes. I know it sounds stupid, I even felt stupid writing this! But let’s proceed. The collaboration breakthrough: Growth isn’t a solo quest Did a wise manager help me shift my mindset? Nope. It was my peers — design, engineering, data science, customer success — who had my back. They talked about my work in rooms I wasn’t in. They gave me confidence. They dragged me (kindly) out of my silo. Here’s the funny part: I’m not even an introvert. But being new, in a new country, in a high-ambiguity job with zero instructions? I folded into myself. I didn’t know if I had what it took. And I definitely didn’t know if I was “doing it right.” Spoiler alert: there is no “right.” But there is better. there is no “right.” is From Checking Boxes to Thinking Bigger Curiosity has always been my thing. I love digging into industries, trends, user behavior, strategy. But early on? My curiosity was tactical. Safe. Boxed in by Jira tickets and a sprint board. I didn’t ask how I could grow. I didn’t ask my manager what they needed from me. I assumed if I delivered shiny features, I was doing my job. they Spoiler (again): I was doing a job. Just not the one that moves the needle. a Now, I focus on zooming out — on understanding the org, the team, the business model. I ask better questions. I’ve learned that “What do you really need from me in this role?” is 100x more powerful than “Is my ticket ready for grooming?” really Learning to love the fuzziness In the beginning, I hated change. Process changes? Vague goals? Strategic pivots? I treated them like personal attacks. I liked clarity. I liked control. And PM is… not that. Eventually, I realized: fuzziness is a feature, not a bug. When things are unclear, you get to define them. When there’s chaos, you get to shape it. That’s the actual superpower of a PM. Also? I used to treat feedback like an emotional crime. Every comment on my PRD felt like a hit job on my identity. Now? I separate ego from execution. I ask, “Is this feedback useful?” not “Is this feedbackfair to my inner child?” That shift has been a game changer — for my work and my peace of mind. fair to my inner child? and Practical guidance for new PMs (That I Wish came with the job offer) Treat your job like a product problem.
You will not know where to start. That’s normal. Break it down. Start with what you need to feel functional — product area, stakeholders, org map, whatever. Build a plan. Stay curious. Ask why, how, who, and “why is this held together with duct tape?”


Ask for help. Seriously.
You are not a productivity wizard. You’re not here to solo the roadmap. Use your team. Use your manager. Don’t wait until you’re drowning in stakeholder meetings to realize your designer has had the answers all along.


Be confident — but don’t LARP as an expert.
Own what you know. Speak clearly. But don’t pretend. You’ll lose credibility faster than a feature spec with no acceptance criteria. Ask questions. Say “I don’t know, but I’ll find out.” That’s leadership. Treat your job like a product problem.
You will not know where to start. That’s normal. Break it down. Start with what you need to feel functional — product area, stakeholders, org map, whatever. Build a plan. Stay curious. Ask why, how, who, and “why is this held together with duct tape?” Treat your job like a product problem. Treat your job like a product problem. You will not know where to start. That’s normal. Break it down. Start with what you need to feel functional — product area, stakeholders, org map, whatever. Build a plan. Stay curious. Ask why, how, who, and “why is this held together with duct tape?” Ask for help. Seriously.
You are not a productivity wizard. You’re not here to solo the roadmap. Use your team. Use your manager. Don’t wait until you’re drowning in stakeholder meetings to realize your designer has had the answers all along. Ask for help. Seriously. Ask for help. Seriously. You are not a productivity wizard. You’re not here to solo the roadmap. Use your team. Use your manager. Don’t wait until you’re drowning in stakeholder meetings to realize your designer has had the answers all along. Be confident — but don’t LARP as an expert.
Own what you know. Speak clearly. But don’t pretend. You’ll lose credibility faster than a feature spec with no acceptance criteria. Ask questions. Say “I don’t know, but I’ll find out.” That’s leadership. Be confident — but don’t LARP as an expert. Be confident — but don’t LARP as an expert. Own what you know. Speak clearly. But don’t pretend. You’ll lose credibility faster than a feature spec with no acceptance criteria. Ask questions. Say “I don’t know, but I’ll find out.” That’s leadership. The evolution: From good PM to great PM While there is no formula, here’s what I’ve learned and something you might want to take along in your product journey: A Good PM ships features. They: A Good PM ships features. Hit deadlines
Keep the backlog clean
Write specs
Track success metrics Hit deadlines Keep the backlog clean Write specs Track success metrics And it’s great. We love a functional roadmap. But it’s also where many PMs plateau — cranking out tickets without ever asking, why are we building this again? why are we building this again? A great PM sells the story. They: A great PM sells the story. Inspire with “why”
Rally teams around a shared vision
Connect the dots across features, users, and business goals
Translate strategy into excitement
Know when to push, and when to let go Inspire with “why” Rally teams around a shared vision Connect the dots across features, users, and business goals Translate strategy into excitement Know when to push, and when to let go When I finally made that leap, something changed: my teams didn’t just build what I asked — they built better. They understood the “why,” and started bringing their own brilliance to the table. my teams didn’t just build what I asked — they built better. Hence, I encourage all of you to make the transition! You really need to in order to stand out anyway. Moving from execution to leadership takes practice. Try this: I encourage all of you to make the transition Start meetings with why, not what
Share user stories, not just tickets
Tell your product story like a narrative, not a checklist
Practice pitching your feature to a non-technical friend
Ask for feedback on your influence, not just your velocity Start meetings with why, not what why what Share user stories, not just tickets Tell your product story like a narrative, not a checklist Practice pitching your feature to a non-technical friend Ask for feedback on your influence, not just your velocity It’s not about being louder. It’s about being clearer. clearer The ongoing journey I will leave you with one last thought — Product management isn’t a destination. It’s a slow (and sometimes dramatic) evolution. I’m still learning. Still stretching. Still fumbling through strategy docs at 1 a.m. But if I could go back and tell my younger PM self anything, it would be this: You weren’t hired by accident. You don’t need to prove anything to anyone. You just need to grow like hell, stay curious, and bring people with you. You weren’t hired by accident. You don’t need to prove anything to anyone. You just need to grow like hell, stay curious, and bring people with you. Let the chaos motivate you. Let the discomfort teach you. And please — stop treating your roadmap like your personality. You’ve got this!

Everything I Wish I Knew Starting Out as a New Product Manager

In any database environment, there are scenarios, such as performing maintenance, applying schema changes, or conducting emergency troubleshooting, where it's necessary to restrict access to a single user. This operational state, commonly referred to as single-user mode, ensures that only one session can interact with the database at a time, preventing conflicts and ensuring data consistency during critical tasks. single-user mode single-user mode However, once these administrative tasks are complete, transitioning the database back to a multi-user mode is essential to restore regular operations and allow access for applications, developers, and users. This transition process, while conceptually similar, differs significantly depending on the underlying database management system (DBMS). multi-user mode This article provides a comparative guide on how to perform this transition across three widely used relational database management systems (RDBMS) platforms: SQL Server, PostgreSQL, and MySQL. SQL Server offers a built-in mechanism for toggling between single-user and multi-user modes via specific database options. In contrast, PostgreSQL and MySQL don’t provide a direct single-user mode but can simulate it by terminating existing sessions, modifying connection settings, or changing server configurations. SQL Server PostgreSQL MySQL By understanding the unique mechanisms of each DBMS, database administrators can confidently manage user access modes, ensure system stability during maintenance, and safely bring systems back online for general use. How to Implement in SQL Server : How to Implement in SQL Server : For SQL Server, the article demonstrates two methods, one using SQL commands and another utilizing the graphical interface (SSMS). In the command-line example, the article shows how first to verify the current access state using: -- Check current access mode for AdventureWorks database
SELECT DATABASEPROPERTYEX('AdventureWorks', 'UserAccess') AS AccessMode; -- Check current access mode for AdventureWorks database
SELECT DATABASEPROPERTYEX('AdventureWorks', 'UserAccess') AS AccessMode; After confirming that the database is in single-user mode, it recommends running: -- Enable multi-user access
ALTER DATABASE AdventureWorks SET MULTI_USER; -- Enable multi-user access
ALTER DATABASE AdventureWorks SET MULTI_USER; This command immediately restores the default state allowing multiple concurrent connections. The graphical method described involves navigating the Object Explorer by expanding the Databases folder, accessing database properties, and then selecting the appropriate option (MULTI_USER) within the state menu. Changing in GUI via SQL Server Management Studio (SSMS) Open SQL Server Management Studio
Navigate to Databases → AdventureWorks
Right-click → Properties → Options
Under the State section, locate "Restrict Access"
Select MULTI_USER from the dropdown
Click OK to apply changes Open SQL Server Management Studio Navigate to Databases → AdventureWorks AdventureWorks Right-click → Properties → Options Properties Options Under the State section, locate "Restrict Access" Restrict Access Select MULTI_USER from the dropdown MULTI_USER Click OK to apply changes Limit Connections in PostgreSQL Database PostgreSQL: PostgreSQL does not offer a direct single-user mode switch. Instead, the article outlines a two-step workaround: PostgreSQL: Managing concurrent connections is an important part of database administration. PostgreSQL provides a built-in way to limit the number of concurrent connections to a specific database using the CONNECTION LIMIT parameter in the CREATE DATABASE or ALTER DATABASE statement. limit the number of concurrent connections to a specific database CONNECTION LIMIT CREATE DATABASE ALTER DATABASE This is especially useful in scenarios where you want to avoid excessive load on your server, control access for development or testing environments, or reserve resources for high-priority databases. Syntax You can specify the connection limit when creating or altering a database using the following syntax: Create a database with a connection limit: Create a database with a connection limit: CREATE DATABASE db_name
WITH
   CONNECTION LIMIT = max_allowed_connection; CREATE DATABASE db_name
WITH
   CONNECTION LIMIT = max_allowed_connection; Alter an existing database to set a connection limit: Alter an existing database to set a connection limit: ALTER DATABASE db_name
WITH
   CONNECTION LIMIT = max_allowed_connection; ALTER DATABASE db_name
WITH
   CONNECTION LIMIT = max_allowed_connection; Parameters db_name: Name of the database.
max_allowed_connection: The maximum number of concurrent connections allowed to the database. Set it to any positive integer. The default value is -1, which means unlimited connections. db_name: Name of the database. db_name max_allowed_connection: The maximum number of concurrent connections allowed to the database. Set it to any positive integer. The default value is -1, which means unlimited connections. max_allowed_connection -1 Example: Creating a Database with Connection Limit CREATE DATABASE sales_db
WITH
   OWNER = sales_admin
   CONNECTION LIMIT = 50; CREATE DATABASE sales_db
WITH
   OWNER = sales_admin
   CONNECTION LIMIT = 50; In the above example, a new database named sales_db is created, and it allows up to 50 concurrent connections. sales_db up to 50 concurrent connections Example: Altering an Existing Database ALTER DATABASE hr_db
WITH
   CONNECTION LIMIT = 25; ALTER DATABASE hr_db
WITH
   CONNECTION LIMIT = 25; This statement modifies the hr_db database to allow no more than 25 concurrent connections. hr_db no more than 25 concurrent connections Important Notes This setting applies per database, not per user or role.
When the connection limit is reached, new connection attempts will fail with an error.
Superusers are not exempt from the connection limit for a specific database—they also count toward the total.
To view the current connection limits, query the pg_database catalog: This setting applies per database, not per user or role. When the connection limit is reached, new connection attempts will fail with an error. Superusers are not exempt from the connection limit for a specific database—they also count toward the total. not exempt To view the current connection limits, query the pg_database catalog: pg_database SELECT datname, datconnlimit
FROM pg_database; SELECT datname, datconnlimit
FROM pg_database; By managing connection limits, DBAs can ensure resource stability and predictability, especially in multi-tenant or resource-constrained PostgreSQL environments. ensure resource stability and predictability Terminate Active Sessions: The article instructs administrators to run a query based on the pg_terminate_backend function. This command terminates all active connections except the current session, ensuring that no old sessions obstruct the change.
SELECT pg_terminate_backend(pid)
FROM pg_stat_activity
WHERE datname = 'University' AND pid <> pg_backend_pid();



Control Connection Limit: Once sessions are terminated, the connection limit is set to one via:
ALTER DATABASE University WITH CONNECTION LIMIT 1;

After administrative tasks are complete, the limit is reverted by setting the value to -1:
ALTER DATABASE University WITH CONNECTION LIMIT -1; Terminate Active Sessions: The article instructs administrators to run a query based on the pg_terminate_backend function. This command terminates all active connections except the current session, ensuring that no old sessions obstruct the change.
SELECT pg_terminate_backend(pid)
FROM pg_stat_activity
WHERE datname = 'University' AND pid <> pg_backend_pid(); Terminate Active Sessions: The article instructs administrators to run a query based on the pg_terminate_backend function. This command terminates all active connections except the current session, ensuring that no old sessions obstruct the change. Terminate Active Sessions: pg_terminate_backend SELECT pg_terminate_backend(pid)
FROM pg_stat_activity
WHERE datname = 'University' AND pid <> pg_backend_pid(); SELECT pg_terminate_backend(pid)
FROM pg_stat_activity
WHERE datname = 'University' AND pid <> pg_backend_pid(); Control Connection Limit: Once sessions are terminated, the connection limit is set to one via:
ALTER DATABASE University WITH CONNECTION LIMIT 1;

After administrative tasks are complete, the limit is reverted by setting the value to -1:
ALTER DATABASE University WITH CONNECTION LIMIT -1; Control Connection Limit: Once sessions are terminated, the connection limit is set to one via: Control Connection Limit: ALTER DATABASE University WITH CONNECTION LIMIT 1; ALTER DATABASE University WITH CONNECTION LIMIT 1; After administrative tasks are complete, the limit is reverted by setting the value to -1: ALTER DATABASE University WITH CONNECTION LIMIT -1; ALTER DATABASE University WITH CONNECTION LIMIT -1; This maneuver effectively mimics single-user mode behavior without having a built-in single-user command. MySQL Configuration: MySQL Configuration: Unlike PostgreSQL, MySQL does not have a dedicated single-user mode. The article details a process relying on terminating connections and adjusting global connection limits: Listing and Terminating Sessions: The command SHOW PROCESSLIST; is used to view active database sessions. Specific sessions can then be terminated by using:
KILL <session_id>;



Switching Connection Modes: Initially, to restrict the database for administrative tasks, the global connection parameter is reduced to one:
SET GLOBAL max_connections = 1;

Once the necessary changes or backups are made, the connections are reinstated by resetting the variable to its typical default (often 151):
SET GLOBAL max_connections = 600; Listing and Terminating Sessions: The command SHOW PROCESSLIST; is used to view active database sessions. Specific sessions can then be terminated by using:
KILL <session_id>; Listing and Terminating Sessions: The command SHOW PROCESSLIST; is used to view active database sessions. Specific sessions can then be terminated by using: Listing and Terminating Sessions: SHOW PROCESSLIST; KILL <session_id>; KILL <session_id>; Switching Connection Modes: Initially, to restrict the database for administrative tasks, the global connection parameter is reduced to one:
SET GLOBAL max_connections = 1;

Once the necessary changes or backups are made, the connections are reinstated by resetting the variable to its typical default (often 151):
SET GLOBAL max_connections = 600; Switching Connection Modes: Initially, to restrict the database for administrative tasks, the global connection parameter is reduced to one: Switching Connection Modes: SET GLOBAL max_connections = 1; SET GLOBAL max_connections = 1; Once the necessary changes or backups are made, the connections are reinstated by resetting the variable to its typical default (often 151): SET GLOBAL max_connections = 600; SET GLOBAL max_connections = 600; Core Themes and Best Practices: Core Themes and Best Practices: Verification: It is crucial to check the current database mode (or current active sessions) before making changes.
Controlled Termination: When working with PostgreSQL or MySQL, terminating active sessions in a controlled manner is essential to prevent conflicts.
Reversion Post-Administration: After administrative tasks are conducted in the restricted mode, reset connection limits so that the database resumes normal multi-user operations.
Documentation and Monitoring: Regular monitoring and clear documentation ensure that administrators can track changes and identify issues with concurrency. Verification: It is crucial to check the current database mode (or current active sessions) before making changes. Verification: Controlled Termination: When working with PostgreSQL or MySQL, terminating active sessions in a controlled manner is essential to prevent conflicts. Controlled Termination: Reversion Post-Administration: After administrative tasks are conducted in the restricted mode, reset connection limits so that the database resumes normal multi-user operations. Reversion Post-Administration: Documentation and Monitoring: Regular monitoring and clear documentation ensure that administrators can track changes and identify issues with concurrency. Documentation and Monitoring: Summary: The article provides a comparative analysis of handling multi-user mode in SQL databases. For SQL Server, the transition is straightforward using system commands or a graphical interface. In contrast, PostgreSQL and MySQL require a temporary adjustment by terminating active sessions and modifying connection limits. Adherence to best practices such as verifying the mode, managing sessions carefully, and properly reverting limits ensures that system integrity is maintained during these transitions. Summary:

Want Everyone Out of the Database? Here’s How the Pros Do It

Why Every Emoji, Letter, and Symbol You Type Is Basically Just Math

Everyone Thinks They’re a Good Listener — Most Are Just Waiting to Talk

The Internet is a complicated distributed system consisting of millions of services continuously talking to each other processing billions of requests every second. A majority of these requests succeed, but all of them don’t and still the internet work pretty well. For systems that work with other systems, it’s important to adhere to some agreements on how well these systems would work so that the show must go on. pretty well. Since it’s impossible for systems to work correctly 100% of time, our goal is to determine how much of the time the system should work correctly and how to monitor that your system in production does what it is supposed to do. There are few formal terminologies that we will go through to help in understanding how to set goals regarding how well your systems should work. SLIs: Service Level Indicators SLIs or service level indicators are a set of indicators that you observe about your service. These indicators indicate the health of your service. These indicators are emitted either from within a service or from systems interacting with the service (clients of the service). Some of the examples of common traditional service level indicators are availability (what percentage of requests succeed), latency (how long it takes for most requests(99% or 95%) of requests to complete. There could be other indicators for service that help in determining health of service like CPU usage percentage, memory usage percentage, network load. In the world of AI infra, where your service is responsible for dealing with data and models, indicators like feature freshness and model freshness/correctness also become very important indicators. Based on research outline in this paper  “the quality of data which a recommender system is based on may have important impact on recommendation quality.”  So in AI world it’s important to think about your SLIs holistically. In the world of AI infra, where your service is responsible for dealing with data and models, indicators like feature freshness and model freshness/correctness also become very important indicators. paper the quality of data which a recommender system is based on may have important impact on recommendation quality. SLIs are meant for the service owning team and can help them set service level objectives (SLOs) which we will discuss next. However, it is important to note that all SLIs don’t need to be translated to SLOs. A rough way of thinking about this is that SLIs are like metrics and SLOs are like goals. You don’t need goals for all the metrics and some metrics are more critical than others and thus translate to goals. SLOs: Service Level Objectives SLOs are some of the critical goals that you set for your service. All SLIs don’t turn into SLOs. It is generally important to align these SLOs with the business goals of the service and SLOs should translate to some business metrics. One should not be pedantic about maintaining an unnecessarily high bar for your service. Some of the common examples of SLOs are high availability (99%, referred to as two 9s, 99.9% , referred to as three 9s or 99.99, referred to as 4 9s). When setting an availability SLO for your service you should clearly understand what is the gain that you get by setting your availability SLO from 99% to 99.9%. Setting a SLO can be a tradeoff between operational cost for the service and business loss. It is not practical to debug every failed request for the service. In the case of AI models some other SLAs like model freshness, data freshness may have an equally important significance as availability. The SLOs that you need for your service are dependent on your specific business needs and there is no golden set of SLOs that you must have for your service. However some traditionally common SLOs are around service availability, latency etc.. If your service is not latency sensitive, it is okay to not have a latency SLO. For example: If you are running an e-commerce website but your product recommendations are based on catalog that stops refreshing, or you are using signals from users which are not being updated, the quality of your recommendations will start declining and your loss from 0.1% drop in availability will probably be much lower than one day delay in data freshness. SLAs: Service Level Agreements The only difference between SLOs and SLAs is that SLAs are external commitments that you make for your service based on your SLOs. SLAs can be a bit looser than SLO as there is often a monetary penalty if you miss your SLAs. For example: It is reasonable to have a SLO of having 99.9% availability over a 15 minute window and having a SLA of having 99.9% availability over a 60 minute window. It is also okay to have different tiers for service and some clients may be willing to pay extra for a better SLA. The cost to maintain a better SLA often goes towards extra redundancy in the system and also hiring better operational teams. external commitments These external commitments can be to your partner team or external customers. For example, you can guarantee to your clients that 99.9% of requests over a period of one hour will receive a response and you will actively manage any incidents that happen if your service doesn’t meet this agreement. All the major cloud providers publish SLAs for their services. Here are SLAs for AWS, Azure and GCP. An example of SLA from AWS is 99.9% uptime monthly for S3 standard tier access. This means that over a period of 720 hours (30 days) only 44 minutes of downtime is accepted. If SLA drops below 95% , which means if S3 is down for more than 36 hours over a period of one month, 100% of the amount will be refunded in credits for that month. All the major cloud providers publish SLAs for their services AWS AWS Azure Azure GCP GCP S3 standard tier access S3 standard tier access Understanding SLI, SLO and SLA with a pizza example Imagine you're ordering pizza: SLI (Service Level Indicator): This is like measuring how long it takes for the pizza to be delivered. For example, "Average pizza delivery time is 30 minutes." It's a specific measurement of the service.
SLO (Service Level Objective): This is your target for the delivery time. For example, "We aim for 90% of pizzas to be delivered within 45 minutes." It's the goal you want to achieve for your service performance.
SLA (Service Level Agreement): This is the promise the pizza place makes to you. For example, "If your pizza isn't delivered within 60 minutes, you get a free pizza next time." It's the agreement with consequences if the objective isn't met. SLI (Service Level Indicator): This is like measuring how long it takes for the pizza to be delivered. For example, "Average pizza delivery time is 30 minutes." It's a specific measurement of the service. SLI (Service Level Indicator): SLO (Service Level Objective): This is your target for the delivery time. For example, "We aim for 90% of pizzas to be delivered within 45 minutes." It's the goal you want to achieve for your service performance. SLO (Service Level Objective): SLA (Service Level Agreement): This is the promise the pizza place makes to you. For example, "If your pizza isn't delivered within 60 minutes, you get a free pizza next time." It's the agreement with consequences if the objective isn't met. SLA (Service Level Agreement): Recap and tips on how to set the right SLOs for your system Set SLOs based on your business requirements

You should set SLAs that help you meet your business goals.
SLAs which are set for being pedantic about high availability, low latency cause a lot of operational workload and must be avoided. Set SLOs based on your business requirements

You should set SLAs that help you meet your business goals.
SLAs which are set for being pedantic about high availability, low latency cause a lot of operational workload and must be avoided. Set SLOs based on your business requirements Set SLOs based on your business requirements You should set SLAs that help you meet your business goals.
SLAs which are set for being pedantic about high availability, low latency cause a lot of operational workload and must be avoided. You should set SLAs that help you meet your business goals. SLAs which are set for being pedantic about high availability, low latency cause a lot of operational workload and must be avoided. Define realistic metrics based on your current and past state of the system

Setting an SLO which your service is not currently meeting is a terrible idea. If you set a SLO which will cause alarms for your service will also lead to a lot of churn.
Setting a SLO of 99.9% for availability for 1 hour, when in the last quarter your average availability is 99.91% is a bad idea because any minor issue will cause a SLO alarm. Define realistic metrics based on your current and past state of the system

Setting an SLO which your service is not currently meeting is a terrible idea. If you set a SLO which will cause alarms for your service will also lead to a lot of churn.
Setting a SLO of 99.9% for availability for 1 hour, when in the last quarter your average availability is 99.91% is a bad idea because any minor issue will cause a SLO alarm. Define realistic metrics based on your current and past state of the system Define realistic metrics based on your current and past state of the system Setting an SLO which your service is not currently meeting is a terrible idea. If you set a SLO which will cause alarms for your service will also lead to a lot of churn.
Setting a SLO of 99.9% for availability for 1 hour, when in the last quarter your average availability is 99.91% is a bad idea because any minor issue will cause a SLO alarm. Setting an SLO which your service is not currently meeting is a terrible idea. If you set a SLO which will cause alarms for your service will also lead to a lot of churn. Setting a SLO of 99.9% for availability for 1 hour, when in the last quarter your average availability is 99.91% is a bad idea because any minor issue will cause a SLO alarm. Look at your external dependencies

You can run fault inject experiments to understand what is the impact for various dependencies for your service. An always running fault injection for your system keeps you always prepared and this was popularized by Netflix’s chaos monkey. You can understand impact of your dependencies based on fault injection experiments.
If you run an AI service for recommendations, you have a lot of external dependencies like data freshness, model freshness, model availability. You must make sure what each of those contribute to business metrics and make sure you have set SLAs on them. In the AI world, it is important to look past traditional SLAs like availability and latency and look at factors like freshness and its business impact as well. Look at your external dependencies

You can run fault inject experiments to understand what is the impact for various dependencies for your service. An always running fault injection for your system keeps you always prepared and this was popularized by Netflix’s chaos monkey. You can understand impact of your dependencies based on fault injection experiments.
If you run an AI service for recommendations, you have a lot of external dependencies like data freshness, model freshness, model availability. You must make sure what each of those contribute to business metrics and make sure you have set SLAs on them. In the AI world, it is important to look past traditional SLAs like availability and latency and look at factors like freshness and its business impact as well. Look at your external dependencies Look at your external dependencies You can run fault inject experiments to understand what is the impact for various dependencies for your service. An always running fault injection for your system keeps you always prepared and this was popularized by Netflix’s chaos monkey. You can understand impact of your dependencies based on fault injection experiments.
If you run an AI service for recommendations, you have a lot of external dependencies like data freshness, model freshness, model availability. You must make sure what each of those contribute to business metrics and make sure you have set SLAs on them. In the AI world, it is important to look past traditional SLAs like availability and latency and look at factors like freshness and its business impact as well. You can run fault inject experiments to understand what is the impact for various dependencies for your service. An always running fault injection for your system keeps you always prepared and this was popularized by Netflix’s chaos monkey. You can understand impact of your dependencies based on fault injection experiments. chaos monkey If you run an AI service for recommendations, you have a lot of external dependencies like data freshness, model freshness, model availability. You must make sure what each of those contribute to business metrics and make sure you have set SLAs on them. In the AI world, it is important to look past traditional SLAs like availability and latency and look at factors like freshness and its business impact as well. If you run an AI service for recommendations, you have a lot of external dependencies like data freshness, model freshness, model availability. You must make sure what each of those contribute to business metrics and make sure you have set SLAs on them. Revisit your SLOs periodically

It’s very important to understand that SLOs are not set in stone and you must revisit them in your quarterly or annual reviews.
Each SLO should be reconsidered periodically to see if it still makes sense for your business goals. Revisit your SLOs periodically

It’s very important to understand that SLOs are not set in stone and you must revisit them in your quarterly or annual reviews.
Each SLO should be reconsidered periodically to see if it still makes sense for your business goals. Revisit your SLOs periodically Revisit your SLOs periodically It’s very important to understand that SLOs are not set in stone and you must revisit them in your quarterly or annual reviews.
Each SLO should be reconsidered periodically to see if it still makes sense for your business goals. It’s very important to understand that SLOs are not set in stone and you must revisit them in your quarterly or annual reviews. Each SLO should be reconsidered periodically to see if it still makes sense for your business goals.

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