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NBA Against The Spread Picks for Tuesday 11/5

05 November 2019

NBA Betting with TJ Calkins

Sunday and Monday Review

Sunday Pick

The Bulls once again got too much credit from the oddsmakers, and we were able to adjust to this team falling short of expectations in the early portion of the season. The Pacers rolled to an easy 13 point while only laying 1.5 behind a balanced team effort and this one was never really in question.

Monday Pick

The Rockets had this one in hand in the second half but the final minute left a bit of sweat as Memphis looked for a back door cover. Ultimately the Rockets got the job done with a 7 point win while laying 5.5 on the back of a monster Harden game.
2-0 on this stretch brings us to 10-4 on the season.

Tuesday Pick

Indiana Pacers at Charlotte Hornets

7:05PM EST

  • Opening Line: Pacers -2.5 and 216.5
  • Current Line: Pacers -3.5 and 211.5

The Pacers will keep it rolling on Tuesday as a high end and quite balanced team, even in the absence of C Myles Turner. The Hornets are admittedly often keeping things more competitive than I envisioned entering the season but this is a spot they are truly outmatched and simply aren’t getting nearly enough points. Malcolm Brogdon will continue his ascension to stardom as the Pacers get the win against a team without a star and offensive deficiency.

Betting Pick: Pacers -3.5

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Millions of people undergo what has become routine laser eye surgery. Tools such as laser-based cameras that can create super slow-motion movies of chemical and physical reactions are standard technology in laboratories around the world.

Laser technology is now so ubiquitous, we tend to take it for granted.

But in 1985, when Donna Strickland, an associate professor in the Department of Physics and Astronomy who leads the ultrafast laser research team at the University of Waterloo, was working on her PhD, that wasn’t the case.

Although the laser was invented in 1960, the problem was how to amplify beams without damaging the laser amplifier in the process.

Strickland, in her first published experimental work, along with her thesis advisor Gérard Mourou at the University of Rochester, developed an ingenious solution.

They realized that by stretching, amplifying, and then compressing the beams, they could boost the intensity of the light dramatically.  It allowed more light to packed into a shorter time, increasing the intensity of the pulse, while allowing laser beams to cut into matter with extreme precision.

The breakthrough was called chirped pulse amplification, and the technique greatly expanded the uses for lasers.  Laser tools based on chirped pulse amplification are now employed in scientific, industrial, medical, energy, military and security applications.

On Tuesday, the Royal Swedish Academy of Sciences announced that Strickland, 59, a Guelph native who joined the University of Waterloo in 1997, and Mourou, 74, who is now at the École Polytechnique in his native France, shared one half of the 2018 Nobel Prize in Physics for their work in creating “tools made of light.”

The other half of the prize went to Arthur Ashkin, 96, a native of Brooklyn, New York, who retired from Bell Labs in 1992 and is being honored for his invention of optical tweezers that grab particles, atoms, viruses and other living cells with “laser beam fingers.”

Strickland is only the third woman in history to win a Nobel prize in physics, and the first in more than fifty years. The first was Marie Curie who won the Nobel Prize in physics in 1903 (and then a Nobel Prize in Chemistry in 1911). The second was Maria Goeppert Mayer in 1963.

Strickland’s achievement was built upon the fundamental work of Goeppert Mayer who developed the theory of possible two-photon absorption by atoms. Work that was done by Goeppert Mayer in kicking off the field of multi-photon ionization in the 1930s was cited in Strickland’s doctoral thesis.

In a telephone interview with the Royal Swedish Academy for the official Nobel Prize website, Strickland said she appreciates Curie and Goeppert Myer as trailblazers who worked as physicists in an era when women scientists couldn’t even get paid positions.

Donna Strickland on phone

Donna Strickland on an early-morning phone interview following the news that she had won a Nobel Prize for Physics.  Photo credit/Doug Dykaar

But Strickland said she didn’t spend a lot of time thinking about her rarity as a woman in this scientific field. “I'm not a woman who has been looking at all of these prizes and thinking why isn't there a woman.  I haven’t thought like that.”

 She says she pursued the work for the sheer joy of it.

“It was a fun thing to do and so I enjoyed putting many hours into it,” she said. “It was a fun time in the field of short pulse lasers and it was a fun group to be in, so I put in long hours.” In an interview with The Record in 2010, on the 50th anniversary of the invention of lasers, Strickland described herself as a “laser jock.”

She still describes working with white light generation in her lab as almost magical.

 “I just think white light generation is just one of these remarkable things to see. One color of light goes into water or any clear anything, and out comes all the colors of the rainbow, she said, in the interview for the official website of the Nobel Prize in Stockholm.

Strickland says when she got the 5 a.m. call that she had won the Nobel Prize, she briefly wondered, as many other Nobel winners have, if it might be a prank. “But I knew it was the right day (for the announcement) and that would have been a cruel prank.”

Strickland will receive the prize at the ceremony in Stockholm in December.

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You are viewing documentation for Kubernetes version: v1.18

Kubernetes v1.18 documentation is no longer actively maintained. The version you are currently viewing is a static snapshot. For up-to-date documentation, see the latest version.

How the sausage is made: the Kubernetes 1.11 release interview, from the Kubernetes Podcast

Author: Craig Box (Google)

At KubeCon EU, my colleague Adam Glick and I were pleased to announce the Kubernetes Podcast from Google. In this weekly conversation, we focus on all the great things that are happening in the world of Kubernetes and Cloud Native. From the news of the week, to interviews with people in the community, we help you stay up to date on everything Kubernetes.

We recently had the pleasure of speaking to the release manager for Kubernetes 1.11, Josh Berkus from Red Hat, and the release manager for the upcoming 1.12, Tim Pepper from VMware.

In this conversation we learned about the release process, the impact of quarterly releases on end users, and how Kubernetes is like baking.

I encourage you to listen to the podcast version if you have a commute, or a dog to walk. If you like what you hear, we encourage you to subscribe! In case you're short on time, or just want to browse quickly, we are delighted to share the transcript with you.

CRAIG BOX: First of all, congratulations both, and thank you.

JOSH BERKUS: Well, thank you. Congratulations for me, because my job is done.

Congratulations and sympathy for Tim.

TIM PEPPER: Thank you, and I guess thank you?

ADAM GLICK: For those that don't know a lot about the process, why don't you help people understand — what is it like to be the release manager? What's the process that a release goes through to get to the point when everyone just sees, OK, it's released — 1.11 is available? What does it take to get up to that?

JOSH BERKUS: We have a quarterly release cycle. So every three months, we're releasing. And ideally and fortunately, this is actually now how we are doing things. Somewhere around two, three weeks before the previous release, somebody volunteers to be the release lead. That person is confirmed by SIG Release. So far, we've never had more than one volunteer, so there hasn't been really a fight about it.

And then that person starts working with others to put together a team called the release team. Tim's just gone through this with Stephen Augustus and picking out a whole bunch of people. And then after or a little before— probably after, because we want to wait for the retrospective from the previous release— the release lead then sets a schedule for the upcoming release, as in when all the deadlines will be.

And this is a thing, because we're still tinkering with relative deadlines, and how long should code freeze be, and how should we track features? Because we don't feel that we've gotten down that sort of cadence perfectly yet. I mean, like, we've done pretty well, but we don't feel like we want to actually set [in stone], this is the schedule for each and every release.

Also, we have to adjust the schedule because of holidays, right? Because you can't have the code freeze deadline starting on July 4 or in the middle of design or sometime else when we're going to have a large group of contributors who are out on vacation.

TIM PEPPER: This is something I've had to spend some time looking at, thinking about 1.12. Going back to early June as we were tinkering with the code freeze date, starting to think about, well, what are the implications going to be on 1.12? When would these things start falling on the calendar? And then also for 1.11, we had one complexity. If we slipped the release past this week, we start running into the US 4th of July holiday, and we're not likely to get a lot done.

So much of a slip would mean slipping into the middle of July before we'd really know that we were successfully triaging things. And worst case maybe, we're quite a bit later into July.

So instead of quarterly with a three-month sort of cadence, well, maybe we've accidentally ended up chopping out one month out of the next release or pushing it quite a bit into the end of the year. And that made the deliberation around things quite complex, but thankfully this week, everything's gone smoothly in the end.

CRAIG BOX: All the releases so far have been one quarter — they've been a 12-week release cycle, give or take. Is that something that you think will continue going forward, or is the release team thinking about different ways they could run releases?

TIM PEPPER: The whole community is thinking about this. There are voices who'd like the cadence to be faster, and there are voices who'd like it to be shorter. And there's good arguments for both.

ADAM GLICK: Because it's interesting. It sounds like it is a date-driven release cycle versus a feature-driven release cycle.

JOSH BERKUS: Yeah, certainly. I really honestly think everybody in the world of software recognizes that feature-driven release cycles just don't work. And a big part of the duties of the release team collectively— several members of the team do this— is yanking things out of the release that are not ready. And the hard part of that is figuring out which things aren't ready, right? Because the person who's working on it tends to be super optimistic about what they can get done and what they can get fixed before the deadline.

ADAM GLICK: Of course.

TIM PEPPER: And this is one of the things I think that's useful about the process we have in place on the release team for having shadows who spend some time on the release team, working their way up into more of a lead position and gaining some experience, starting to get some exposure to see that optimism and see the processes for vetting.

And it's even an overstatement to say the process. Just see the way that we build the intuition for how to vet and understand and manage the risk, and really go after and chase things down proactively and early to get resolution in a timely way versus continuing to just all be optimistic and letting things maybe languish and put a release at risk.

CRAIG BOX: I've been reading this week about the introduction of feature branches to Kubernetes. The new server-side apply feature, for example, is being built in a branch so that it didn't have to be half-built in master and then ripped out again as the release approached, if the feature wasn't ready. That seems to me like something that's a normal part of software development? Is there a reason it's taken so long to bring that to core Kubernetes?

JOSH BERKUS: I don't actually know the history of why we're not using feature branches. I mean, the reason why we're not using feature branches pervasively now is that we have to transition from a different system. And I'm not really clear on how we adopted that linear development system. But it's certainly something we discussed on the release team, because there were issues of features that we thought were going to be ready, and then developed major problems. And we're like, if we have to back this out, that's going to be painful. And we did actually have to back one feature out, which involved not pulling out a Git commit, but literally reversing the line changes, which is really not how you want to be doing things.

TIM PEPPER: The other big benefit, I think, to the release branches if they are well integrated with the CI system for continuous integration and testing, you really get the feedback, and you can demonstrate, this set of stuff is ready. And then you can do deferred commitment on the master branch. And what comes in to a particular release on the timely cadence that users are expecting is stuff that's ready. You don't have potentially destabilizing things, because you can get a lot more proof and evidence of readiness.

ADAM GLICK: What are you looking at in terms of the tool chain that you're using to do this? You mentioned a couple of things, and I know it's obviously run through GitHub. But I imagine you have a number of other tools that you're using in order to manage the release, to make sure that you understand what's ready, what's not. You mentioned balancing between people who are very optimistic about the feature they're working on making it in versus the time-driven deadline, and balancing those two. Is that just a manual process, or do you have a set of tools that help you do that?

JOSH BERKUS: Well, there's code review, obviously. So just first of all, process was somebody wants to actually put in a feature, commit, or any kind of merge really, right? So that has to be assigned to one of the SIGs, one of these Special Interest Groups. Possibly more than one, depending on what areas it touches.

And then two generally overlapping groups of people have to approve that. One would be the SIG that it's assigned to, and the second would be anybody represented in the OWNERS files in the code tree of the directories which get touched.

Now sometimes those are the same group of people. I'd say often, actually. But sometimes they're not completely the same group of people, because sometimes you're making a change to the network, but that also happens to touch GCP support and OpenStack support, and so they need to review it as well.

So the first part is the human part, which is a bunch of other people need to look at this. And possibly they're going to comment "Hey. This is a really weird way to do this. Do you have a reason for it?"

Then the second part of it is the automated testing that happens, the automated acceptance testing that happens via webhook on there. And actually, one of the things that we did that was a significant advancement in this release cycle— and by we, I actually mean not me, but the great folks at SIG Scalability did— was add an additional acceptance test that does a mini performance test.

Because one of the problems we've had historically is our major performance tests are large and take a long time to run, and so by the time we find out that we're failing the performance tests, we've already accumulated, you know, 40, 50 commits. And so now we're having to do git bisect to find out which of those commits actually caused the performance regression, which can make them very slow to address.

And so adding that performance pre-submit, the performance acceptance test really has helped stabilize performance in terms of new commits. So then we have that level of testing that you have to get past.

And then when we're done with that level of testing, we run a whole large battery of larger tests— end-to-end tests, performance tests, upgrade and downgrade tests. And one of the things that we've added recently and we're integrating to the process something called conformance tests. And the conformance test is we're testing whether or not you broke backwards compatibility, because it's obviously a big deal for Kubernetes users if you do that when you weren't intending to.

One of the busiest roles in the release team is a role called CI Signal. And it's that person's job just to watch all of the tests for new things going red and then to try to figure out why they went red and bring it to people's attention.

ADAM GLICK: I've often heard what you're referring to kind of called a breaking change, because it breaks the existing systems that are running. How do you identify those to people so when they see, hey, there's a new version of Kubernetes out there, I want to try it out, is that just going to release notes? Or is there a special way that you identify breaking changes as opposed to new features?

JOSH BERKUS: That goes into release notes. I mean, keep in mind that one of the things that happens with Kubernetes' features is we go through this alpha, beta, general availability phase, right? So a feature's alpha for a couple of releases and then becomes beta for a release or two, and then it becomes generally available. And part of the idea of having this that may require a feature to go through that cycle for a year or more before its general availability is by the time it's general availability, we really want it to be, we are not going to change the API for this.

However, stuff happens, and we do occasionally have to do those. And so far, our main way to identify that to people actually is in the release notes. If you look at the current release notes, there are actually two things in there right now that are sort of breaking changes.

One of them is the bit with priority and preemption in that preemption being on by default now allows badly behaved users of the system to cause trouble in new ways. I'd actually have to look at the release notes to see what the second one was...

TIM PEPPER: The JSON capitalization case sensitivity.

JOSH BERKUS: Right. Yeah. And that was one of those cases where you have to break backwards compatibility, because due to a library switch, we accidentally enabled people using JSON in a case-insensitive way in certain APIs, which was never supposed to be the case. But because we didn't have a specific test for that, we didn't notice that we'd done it.

And so for three releases, people could actually shove in malformed JSON, and Kubernetes would accept it. Well, we have to fix that now. But that does mean that there are going to be users out in the field who have malformed JSON in their configuration management that is now going to break.

CRAIG BOX: But at least the good news is Kubernetes was always outputting correct formatted JSON during this period, I understand.

TIM PEPPER: I think that also kind of reminds of one of the other areas— so kind of going back to the question of, well, how do you share word of breaking changes? Well, one of the ways you do that is to have as much quality CI that you can to catch these things that are important. Give the feedback to the developer who's making the breaking change, such that they don't make the breaking change. And then you don't actually have to communicate it out to users.

So some of this is bound to happen, because you always have test escapes. But it's also a reminder of the need to ensure that you're also really building and maintaining your test cases and the quality and coverage of your CI system over time.

ADAM GLICK: What do you mean when you say test escapes?

TIM PEPPER: So I guess it's a term in the art, but for those who aren't familiar with it, you have intended behavior that wasn't covered by test, and as a result, an unintended change happens to that. And instead of your intended behavior being shipped, you're shipping something else.

JOSH BERKUS: The JSON change is a textbook example of this, which is we were testing that the API would continue to accept correct JSON. We were not testing adequately that it wouldn't accept incorrect JSON.

TIM PEPPER: A test escape, another way to think of it as you shipped a bug because there was not a test case highlighting the possibility of the bug.

ADAM GLICK: It's the classic, we tested to make sure the feature worked. We didn't test to make sure that breaking things didn't work.

TIM PEPPER: It's common for us to focus on "I've created this feature and I'm testing the positive cases". And this also comes to thinking about things like secure by default and having a really robust system. A harder piece of engineering often is to think about the failure cases and really actively manage those well.

JOSH BERKUS: I had a conversation with a contributor recently where it became apparent that contributor had never worked on a support team, because their conception of a badly behaved user was, like, a hacker, right? An attacker who comes from outside.

And I'm like, no, no, no. You're stable of badly behaved users is your own staff. You know, they will do bad things, not necessarily intending to do bad things, but because they're trying to take a shortcut. And that is actually your primary concern in terms of preventing breaking the system.

CRAIG BOX: Josh, what was your preparation to be release manager for 1.11?

JOSH BERKUS: I was on the release team for two cycles, plus I was kind of auditing the release team for half a cycle before that. So in 1.9, I originally joined to be the shadow for bug triage, except I ended up not being the shadow, because the person who was supposed to be the lead for bug triage then dropped out. Then I ended up being the bug triage lead, and had to kind of improvise it because there wasn't documentation on what was involved in the role at the time.

And then I was bug triage lead for a second cycle, for the 1.10 cycle, and then took over as release lead for the cycle. And one of the things on my to-do list is to update the requirements to be release lead, because we actually do have written requirements, and to say that the expectation now is that you spend at least two cycles on the release team, one of them either as a lead or as a shadow to the release lead.

CRAIG BOX: And is bug triage lead just what it sounds like?

JOSH BERKUS: Yeah. Pretty much. There's more tracking involved than triage. Part of it is just deficiencies in tooling, something we're looking to address. But things like GitHub API limitations make it challenging to build automated tools that help us intelligently track issues. And we are actually working with GitHub on that. Like, they've been helpful. It's just, they have their own scaling problems.

But then beyond that, you know, a lot of that, it's what you would expect it to be in terms of what triage says, right? Which is looking at every issue and saying, first of all, is this a real issue? Second, is it a serious issue? Third, who needs to address this?

And that's a lot of the work, because for anybody who is a regular contributor to Kubernetes, the number of GitHub notifications that they receive per day means that most of us turn our GitHub notifications off.

CRAIG BOX: Indeed.

JOSH BERKUS: Because it's just this fire hose. And as a result, when somebody really needs to pay attention to something right now, that generally requires a human to go and track them down by email or Slack or whatever they prefer. Twitter in some cases. I've done that. And say, hey. We really need you to look at this issue, because it's about to hold up the beta release.

ADAM GLICK: When you look at the process that you're doing now, what are the changes that are coming in the future that will make the release process even better and easier?

JOSH BERKUS: Well, we just went through this whole retro, and I put in some recommendations for things. Obviously, some additional automation, which I'm going to be looking at doing now that I'm cycling off of the release team for a quarter and can actually look at more longer term goals, will help, particularly now that we've addressed actually some of our GitHub data flow issues.

Beyond that, I put in a whole bunch of recommendations in the retro, but it's actually up to Tim which recommendations he's going to try to implement. So I'll let him [comment].

TIM PEPPER: I think one of the biggest changes that happened in the 1.11 cycle is this emphasis on trying to keep our continuous integration test status always green. That is huge for software development and keeping velocity. If you have this more, I guess at this point antiquated notion of waterfall development, where you do feature development for a while and are accepting of destabilization, and somehow later you're going to come back and spend a period on stabilization and fixing, that really elongates the feedback loop for developers.

And they don't realize what was broken, and the problems become much more complex to sort out as time goes by. One, developers aren't thinking about what it was that they'd been working on anymore. They've lost the context to be able to efficiently solve the problem.

But then you start also getting interactions. Maybe a bug was introduced, and other people started working around it or depending on it, and you get complex dependencies then that are harder to fix. And when you're trying to do that type of complex resolution late in the cycle, it becomes untenable over time. So I think continuing on that and building on it, I'm seeing a little bit more focus on test cases and meaningful test coverage. I think that's a great cultural change to have happening.

And maybe because I'm following Josh into this role from a bug triage position and in his mentions earlier of just the communications and tracking involved with that versus triage, I do have a bit of a concern that at times, email and Slack are relatively quiet. Some of the SIG meeting notes are a bit sparse or YouTube videos slow to upload. So the general artifacts around choice making I think is an area where we need a little more rigor. So I'm hoping to see some of that.

And that can be just as subtle as commenting on issues like, hey, this commit doesn't say what it's doing. And for that reason on the release team, we can't assess its risk versus value. So could you give a little more information here? Things like that give more information both to the release team and the development community as well, because this is open source. And to collaborate, you really do need to communicate in depth.

CRAIG BOX: Speaking of cultural changes, professional baker to Kubernetes' release lead sounds like quite a journey.

JOSH BERKUS: There was a lot of stuff in between.

CRAIG BOX: Would you say there are a lot of similarities?

JOSH BERKUS: You know, believe it or not, there actually are similarities. And here's where it's similar, because I was actually thinking about this earlier. So when I was a professional baker, one of the things that I had to do was morning pastry. Like, I was actually in charge of doing several other things for custom orders, but since I had to come to work at 3:00 AM anyway— which also distressingly has similarities with some of this process. Because I had to come to work at 3:00 AM anyway, one of my secondary responsibilities was traying the morning pastry.

And one of the parts of that is you have this great big gas-fired oven with 10 rotating racks in it that are constantly rotating. Like, you get things in and out in the oven by popping them in and out while the racks are moving. That takes a certain amount of skill. You get burn marks on your wrists for your first couple of weeks of work. And then different pastries require a certain number of rotations to be done.

And there's a lot of similarities to the release cadence, because what you're doing is you're popping something in the oven or you're seeing something get kicked off, and then you have a certain amount of time before you need to check on it or you need to pull it out. And you're doing that in parallel with a whole bunch of other things. You know, with 40 other trays.

CRAIG BOX: And with presumably a bunch of colleagues who are all there at the same time.

JOSH BERKUS: Yeah. And the other thing is that these deadlines are kind of absolute, right? You can't say, oh, well, I was reading a magazine article, and I didn't have time to pull that tray out. It's too late. The pastry is burned, and you're going to have to throw it away, and they're not going to have enough pastry in the front case for the morning rush. And the customers are not interested in your excuses for that.

So from that perspective, from the perspective of saying, hey, we have a bunch of things that need to happen in parallel, they have deadlines and those deadlines are hard deadlines, there it's actually fairly similar.

CRAIG BOX: Tim, do you have any other history that helped get you to where you are today?

TIM PEPPER: I think in some ways I'm more of a traditional journey. I've got a computer engineering bachelor's degree. But I'm also maybe a bit of an outlier. In the late '90s, I found a passion for open source and Linux. Maybe kind of an early adopter, early believer in that.

And was working in the industry in the Bay Area for a while. Got involved in the Silicon Valley and Bay Area Linux users groups a bit, and managed to find work as a Linux sysadmin, and then doing device driver and kernel work and on up into distro. So that was all kind of standard in a way. And then I also did some other work around hardware enablement, high-performance computing, non-uniform memory access. Things that are really, really systems work.

And then about three years ago, my boss was really bending my ear and trying to get me to work on this cloud-related project. And that just felt so abstract and different from the low-level bits type of stuff that I'd been doing.

But kind of grudgingly, I eventually came around to the realization that the cloud is interesting, and it's so much more complex than local machine-only systems work, the type of things that I'd been doing before. It's massively distributed and you have a high-latency, low-reliability interconnect on all the nodes in the distributed network. So it's wildly complex engineering problems that need solved.

And so that got me interested. Started working then on this open source orchestrator for virtual machines and containers. It was written in Go and was having a lot of fun. But it wasn't Kubernetes, and it was becoming clear that Kubernetes was taking off. So about a year ago, I made the deliberate choice to move over to Kubernetes work.

ADAM GLICK: Previously, Josh, you spoke a little bit about your preparation for becoming a release manager. For other folks that are interested in getting involved in the community and maybe getting involved in release management, should they follow the same path that you did? Or what are ways that would be good for them to get involved? And for you, Tim, how you've approached the preparation for taking on the next release.

JOSH BERKUS: The great thing with the release team is that we have this formal mentorship path. And it's fast, right? That's the advantage of releasing quarterly, right? Is that within six months, you can go from joining the team as a shadow to being the release lead if you have the time. And you know, by the time you work your way up to release time, you better have support from your boss about this, because you're going to end up spending a majority of your work time towards the end of the release on release management.

So the answer is to sign up to look when we're getting into the latter half of release cycle, to sign up as a shadow. Or at the beginning of a release cycle, to sign up as a shadow. Some positions actually can reasonably use more than one shadow. There's some position that just require a whole ton of legwork like release notes. And as a result, could actually use more than one shadow meaningfully. So there's probably still places where people could sign up for 1.12. Is that true, Tim?

TIM PEPPER: Definitely. I think— gosh, right now we have 34 volunteers on the release team, which is—

JOSH BERKUS: OK. OK. Maybe not then.

TIM PEPPER: It's potentially becoming a lot of cats to herd. But I think even outside of that formal volunteering to be a named shadow, anybody is welcome to show up to the release team meetings, follow the release team activities on Slack, start understanding how the process works. And really, this is the case all across open source. It doesn't even have to be the release team. If you're passionate about networking, start following what SIG Network is doing. It's the same sort of path, I think, into any area on the project.

Each of the SIGs [has] a channel. So it would be #SIG-whatever the name is. [In our] case, #SIG-Release.

I'd also maybe give a plug for a talk I did at KubeCon in Copenhagen this spring, talking about how the release team specifically can be a path for new contributors coming in. And had some ideas and suggestions there for newcomers.

CRAIG BOX: There's three questions in the Google SRE postmortem template that I really like. And I'm sure you will have gone through these in the retrospective process as you released 1.11, so I'd like to ask them now one at a time.

First of all, what went well?

JOSH BERKUS: Two things, I think, really improved things, both for contributors and for the release team. Thing number one was putting a strong emphasis on getting the test grid green well ahead of code freeze.

TIM PEPPER: Definitely.

JOSH BERKUS: Now partly that went well because we had a spectacular CI lead, Aish Sundar, who's now in training to become the release lead.

TIM PEPPER: And I'd count that partly as one of the "Where were you lucky?" areas. We happened upon a wonderful person who just popped up and volunteered.

JOSH BERKUS: Yes. And then but part of that was also that we said, hey. You know, we're not going to do what we've done before which is not really care about these tests until code slush. We're going to care about these tests now.

And importantly— this is really important to the Kubernetes community— when we went to the various SIGs, the SIG Cluster Lifecycle and SIG Scalability and SIG Node and the other ones who were having test failures, and we said this to them. They didn't say, get lost. I'm busy. They said, what's failing?

JOSH BERKUS: And so that made a big difference. And the second thing that was pretty much allowed by the first thing was to shorten the code freeze period. Because the code freeze period is frustrating for developers, because if they don't happen to be working on a 1.11 feature, even if they worked on one before, and they delivered it early in the cycle, and it's completely done, they're kind of paralyzed, and they can't do anything during code freeze. And so it's very frustrating for them, and we want to make that period as short as possible. And we did that this time, and I think it helped everybody.

CRAIG BOX: What went poorly?

JOSH BERKUS: We had a lot of problems with flaky tests. We have a lot of old tests that are not all that well maintained, and they're testing very complicated things like upgrading a cluster that has 40 nodes. And as a result, these tests have high failure rates that have very little to do with any change in the code.

And so one of the things that happened, and the reason we had a one-day delay in the release is, you know, we're a week out from release, and just by random luck of the draw, a bunch of these tests all at once got a run of failures. And it turned out that run of failures didn't actually mean anything, having anything to do with Kubernetes. But there was no way for us to tell that without a lot of research, and we were not going to have enough time for that research without delaying the release.

So one of the things we're looking to address in the 1.12 cycle is to actually move some of those flaky tests out. Either fix them or move them out of the release blocking category.

TIM PEPPER: In a way, I think this also highlights one of the things that Josh mentioned that went well, the emphasis early on getting the test results green, it allows us to see the extent to which these flakes are such a problem. And then the unlucky occurrence of them all happening to overlap on a failure, again, highlights that these flakes have been called out in the community for quite some time. I mean, at least a year. I know one contributor who was really concerned about them.

But they became a second order concern versus just getting things done in the short term, getting features and proving that the features worked, and kind of accepting in a risk management way on the release team that, yes, those are flakes. We don't have time to do something about them, and it's OK. But because of the emphasis on keeping the test always green now, we have the luxury maybe to focus on improving these flakes, and really get to where we have truly high quality CI signal, and can really believe in the results that we have on an ongoing basis.

JOSH BERKUS: And having solved some of the more basic problems, we're now seeing some of the other problems like coordination between related features. Like we right now have a feature where— and this is one of the sort of backwards compatibility release notes— where the feature went into beta, and is on by default.

And the second feature that was supposed to provide access control for the first feature did not go in as beta, and is not on by default. And the team for the first feature did not realize the second feature was being held up until two days before the release. So it's going to result in us actually patching something in 11.1.

And so like, we put that into something that didn't go well. But on the other hand, as Tim points out, a few release cycles ago, we wouldn't even have identified that as a problem, because we were still struggling with just individual features having a clear idea well ahead of the release of what was going in and what wasn't going in.

TIM PEPPER: I think something like this also is a case that maybe advocates for the use of feature branches. If these things are related, we might have seen it and done more pre-testing within that branch and pre-integration, and decide maybe to merge a couple of what initially had been disjoint features into a single feature branch, and really convince ourselves that together they were good. And cross all the Ts, dot all the Is on them, and not have something that's gated on an alpha feature that's possibly falling away.

CRAIG BOX: And then the final question, which I think you've both touched on a little. Where did you get lucky, or unlucky perhaps?

JOSH BERKUS: I would say number one where I got lucky is truly having a fantastic team. I mean, we just had a lot of terrific people who were very good and very energetic and very enthusiastic about taking on their release responsibilities including Aish and Tim and Ben and Nick and Misty who took over Docs four weeks into the release. And then went crazy with it and said, well, I'm new here, so I'm going to actually change a bunch of things we've been doing that didn't work in the first place. So that was number one. I mean, that really made honestly all the difference.

And then the second thing, like I said, is that we didn't have sort of major, unexpected monkey wrenches thrown at us. So in the 1.10 cycle, we actually had two of those, which is why I still count Jace as heroic for pulling off a release that was only a week late.

You know, number one was having the scalability tests start failing for unrelated reasons for a long period, which then masked the fact that they were actually failing for real reasons when we actually got them working again. And as a result, ending up debugging a major and super complicated scalability issue within days of what was supposed to be the original release date. So that was monkey wrench number one for the 1.10 cycle.

Monkey wrench number two for the 1.10 cycle was we got a security hole that needed to be patched. And so again, a week out from what was supposed to be the original release date, we were releasing a security update, and that security update required patching the release branch. And it turns out that patch against the release branch broke a bunch of incoming features. And we didn't get anything of that magnitude in the 1.11 release, and I'm thankful for that.

TIM PEPPER: Also, I would maybe argue in a way that a portion of that wasn't just luck. The extent to which this community has a good team, not just the release team but beyond, some of this goes to active work that folks all across the project, but especially in the contributor experience SIG are doing to cultivate a positive and inclusive culture here. And you really see that. When problems crop up, you're seeing people jump on and really try to constructively tackle them. And it's really fun to be a part of that.

Thanks to Josh Berkus and Tim Pepper for talking to the Kubernetes Podcast from Google.

Josh Berkus hangs out in #sig-release on the Kubernetes Slack. He maintains a newsletter called "Last Week in Kubernetes Development", with Noah Kantrowitz. You can read him on Twitter at @fuzzychef, but he does warn you that there's a lot of politics there as well.

Tim Pepper is also on Slack - he's always open to folks reaching out with a question, looking for help or advice. On Twitter you'll find him at @pythomit, which is "Timothy P" backwards. Tim is an avid soccer fan and season ticket holder for the Portland Timbers and the Portland Thorns, so you'll get all sorts of opinions on soccer in addition to technology!

You can find the Kubernetes Podcast from Google at @kubernetespod on Twitter, and you can subscribe so you never miss an episode.


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October 12, 2020

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An important survey of nicotine consumers across Europe is launching today. The survey will gauge public opinion ahead of 2021 European Union (EU) revisions to tobacco and vaping regulatory standard and tax directives.

The survey is sponsored by European Tobacco Harm Reduction Advocates (ETHRA), which is an umbrella group representing 22 vaping and nicotine consumer organizations in Europe. ETHRA advocates for policies that support tobacco harm reduction (THR), and is supported solely by its member groups.

ETHRA expects widespread participation, and is asking nicotine consumers to take the survey and share it on social media. The data collected could help advocates successfully press legislators and regulators to make decisions next year that allow consumers more choice and greater availability of effective low-risk nicotine products.

Nicotine users taking the survey will answer questions about their tobacco and nicotine history, patterns of use, and how they would react to possible regulatory changes. Revisions to the Tobacco Products Directive (TPD) could bring new laws banning flavors, for example. Conversely, perhaps existing restrictions—like the 20 mg/mL nicotine cap, bottle and tank size limitations, or the snus ban—could be amended. How would such changes affect nicotine users?

The EU is also preparing to debate changes to the Tobacco Excise Directive (TED). Would new taxes on vaping products send users back to combustible tobacco or to other nicotine products—or perhaps to seek out black-market sources? These are important considerations for European legislators and regulators who will soon make decisions that will affect consumers for several years.

The survey, which was developed by ETHRA and its scientific advisors, is available in 10 languages. It is restricted to adult participants, and limits each unique IP address to one response. The survey will remain active until Dec. 31, 2020.

EU vapers: comment on the SCHEER consultation by Oct. 26

ETHRA is also reminding EU vapers that Oct. 26 is the deadline to submit public comments on the SCHEER report. The report suffers from major flaws, and has been heavily influenced by Bloomberg/World Health Organization anti-vaping dogma.

Without effective response from vapers and THR advocates, the report will serve as the de facto scientific basis for revisions to the TPD next year, and could lead to serious vaping restrictions, including a possible flavor ban. The ETHRA page offers clear advice for commenting, and excellent examples to use when composing your own.

Smokers created vaping without any help from the tobacco industry or anti-smoking crusaders, and vapers have the right to keep innovating to help themselves. My goal is to provide clear, honest information about the challenges vaping faces from lawmakers, regulators, and brokers of disinformation. I recently joined the CASAA board, but my opinions aren’t necessarily CASAA’s, and vice versa. You can find me on Twitter @whycherrywhy
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As part of “Crime Stories,” I get to help fight crime show.EpisoDate.com is your TV show guide to Countdown Who Killed Tupac? Episode Air Dates and to stay in touch with Who Killed Tupac? next episode Air Date and your others favorite TV Shows show.And he claimed he’s not a BTS anti who.

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PowerMatic Solar Cylinder Window Opener

Did you know that a Greenhouse is a structure with walls and roof made chiefly of transparent material, such as glass, in which plants requiring regulated climatic conditions are grown and when the temperature is not right, plants inside may die?

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The Metropolitan Chapter of the Victorian Society in America

The Victorian Society New York has gone digital!!

Due to concerns relating to the spread of COVID-19, the Victorian Society New York will be hosting all lectures online. Please see the events page for info and links to the live lectures.

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Sugar, Cigars and Revolution: The Making of Cuban New York

October 28, 2019 @ 6:15 pm - 8:00 pm

More than century before the Cuban Revolution of 1959 sparked an exodus that created today’s prominent Cuban American presence, Cubans were settling in New York in what became the largest community of Latin Americans in the 19th-century Northeast. Lisandro Pérez’s new book, Sugar, Cigars, and Revolution: The Making of Cuban New York (NYU Press), brings this community to vivid life, tracing how it was formed by both the sugar trade and the long struggle for independence from Spain. Professor Pérez analyzes forces that shaped the community and tells the stories of individuals and families in a little-known immigrant world representing the origins of New York City’s dynamic Latino presence. The Cuba Trade, starting in the early 1800s, brought most of Cuba’s burgeoning sugar production to Lower Manhattan’s docks, to be sold to the city’s many sugar refineries. This trade was the basis for the creation of a community of Cubans dominated by sugar planters, which led to a popular image among New Yorkers of Cubans as wealthy landowners with a hint of Old World sensibilities. Professor Pérez’s lecture for VSNY will reveal, among other topics, how Cubans rose to prominence among Manhattan’s 19th-century elite

Reception and doors 6:15 p.m.
Lecture 6:30 p.m.
This year we are requesting a $5 donation for members and $10 donation for non-members
The donation helps to cover our costs of each lecture as well as continues to allow us to provide lectures, tours and awareness of the Victorian Era in New York’s metropolitan area.

Please RSVP here

October 28, 2019
6:15 pm - 8:00 pm

Victorian Society

5 West 63rd Street
5 West 63rd Street
New York, New York 10023 United States
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Chicago Tonight

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Clip: 10/15/2020 | 6m 57s Video has closed captioning.

Geoffrey Baer takes a look at the redesigned event in the latest Ask Geoffrey.

Aired: 10/15/20

Rating: NR

Problems Playing Video? | Closed Captioning

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Preview Mode Links will not work in preview mode

Hi! I'm Terry J. Aman, and I'm a media packrat. In 2017, I finished transferring hundreds of VHS tapes with material dating back to the 1980s onto 2,500+ discs. Now I'm in the process of finding out what's on all of these things. Welcome to VideoFuzzy, which is both a blog listing the material I'm finding on these discs, and a podcast highlighting the progress I'm making cataloging my VHS-to-DVD transfers, my direct-to-DVD recordings, and commentary on what I've been watching.

Dec 8, 2019

Hi! My name is Terry J. Aman and this installment marks my 59th episode of "VideoFuzzy," my twice-monthly progress report on cataloging more than 2,800 VHS transfers and digital recordings. This installment, titled "VideoFuzzy at the Movies: 'Knives Out,'" shifts from my usual cataloging efforts and commentary for a spoiler-free review of "Knives Out," which I have elsewhere described as one of the best movies I have seen in years, possibly ever.

"Knives Out" features Christopher Plummer as Harlan Thrombey, 85, prolific author of murder mysteries, his lifeless body discovered early one morning by his maid. The case is initially ruled a suicide, but Daniel Craig as world famous private investigator Benoit Blanc isn't so sure, and a seething pack of would-be heirs -- family, staff and companions -- do little to allay his suspicions!

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Then & Now: The Woodland Theater

The Woodland Theater, built in 1926, was one of the last silent movie theaters built in Seattle. “Talkies” were already growing in popularity and by the 1930’s many theaters in the US were showing movies that no longer needed subtitles or a house organ for entertainment. When this 600 seat theater was built a Kimball Pipe Organ was also installed. The organ was the “special effects” for the Woodland Theater and provided accompaniment during the movies and concerts between showings.

While shops have come and gone along NW 65th and buildings have been razed, the old Woodland Theater continues to live on.  The theater building is currently in use as a concert venue called The Josephine, and as a print shop, storage & practice space. The old Kimball pipe organ continues to live on as well and is currently in use at the Everett Theater (2911 Colby Ave, Everett).

About the photos below:

When comparing the two photos, you can see that the entrance façade has undergone several cosmetic changes. The “Now” photos shows a stone façade that was added in the mid 1950’s. The entrance was closed in at a later date, but the roof line has stayed the same. In the wide view “Now” photo, you can see that the theater seating area, or the “house”, is behind a row of store fronts which have all been converted into one business, Advanced Sign Design.

There were two movies showing the day the “Then” photo was taken in 1932, Ladies of the Jury and Broken Wing. The “Then” photo also shows a confectionery to the west of the theater, which is now home to Molly Maguire’s.

The Woodland Theater has survived on NW 65th now for 84 years. During this time the building has been used as a movie theater, an indoor ski park, a medical device maker, print shop and concert venue. The building survived water damage in the 1960’s and a fire in the 1970’s. More on these events in a later post.

Woodland Theater - 1926

Woodland Theater - then and now

The black & white photo of the Woodland Theater, circa 1926, courtesy Cinema Treasures.


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Laina, the web’s favorite Overly Attached Girlfriend, has resurfaced over the weekend, going viral with this new video. To help other girlfriends keep their man, Laina demonstrates for viewers how to make him a sandwich.

An overly attached sandwich that is.

In just a matter of days, the new video has garnered over 1.3 million views and 20,000 Likes.


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Privacy Policy

Please carefully read the following terms of use before using this website. By using this website, you signify your consent to the terms of use of this agreement (Agreement). This website is owned and operated by Optel and may be used by you only for personal and non-commercial purposes. You are not authorized to copy, change, adapt, rearrange, reformulate, or decrypt the content of this site, in any way whatsoever.

The materials contained on or accessible through this website (including, without limitation, digital images, videos, products and services offered by Optel) shall not be used, redistributed, broadcast, published, copied to any other media, or reproduced for any purpose other than for personal, educational, and non-commercial purposes without the prior written consent of Optel. These materials must not be altered, distorted, or used in any way that is detrimental to Optel’s image or reputation.

We will not sell, share, or rent your personal information to any third party or use your e-mail address for unsolicited mail. Any emails sent by Optel will only be in connection with the provision of agreed services and products.

Customers records are regarded as confidential and therefore will not be divulged to any third party, other than if legally required to do so to the appropriate authorities. Customers have the right to request sight of, and copies of any and all Customers Records we keep, on the provison that we are given reasonable notice of such a request. Where appropriate, we shall issue Customer’s with appropriate written information, handouts or copies of records as part of an agreed contract, for the benefit of both parties.

We are committed to protecting your privacy. Authorized employees within the company on a need to know basis only use any information collected from individual customers. We constantly review our systems and data to ensure the best possible service to our customers.

The information on this website is provided on an “as is” basis. To the fullest extent permitted by law, Optel:

  • excludes all representations and warranties relating to this website and its contents or which is or may be provided by any affiliates or any other third party, including in relation to any inaccuracies or omissions in this website and/or Optel literature; and
  • excludes all liability for damages arising out of or in connection with your use of this website. This includes, without limitation, direct loss, loss of business or profits (whether or not the loss of such profits was foreseeable, arose in the normal course of things or you have advised Optel of the possibility of such potential loss), damage caused to your computer, computer software, systems and programs and the data thereon or any other direct or indirect, consequential and incidental damages.

Optel does not however exclude liability for death or personal injury caused by its negligence. The above exclusions and limitations apply only to the extent permitted by law. None of your statutory rights as a consumer are affected.

1.1          Optel Group a company (with registered number  1170998646), whose registered office is at 2680 boulevard du Parc Technologique, Québec, QC CANADA G1P 4S6 (“Optel” or “we” or “us”) is strongly committed to privacy issues, and this privacy statement details our approach on such issues. By using these  websites ( (“Site”) and submitting any personal data, you agree to the use by us of such data in accordance with this privacy statement. If you have questions on privacy issues, please email us at

This policy (together with our terms of use [] and any other documents referred to on it) sets out the basis on which any personal data we collect from you, or that you provide to us, will be processed by us. Please read the following carefully to understand our views and practices regarding your personal data and how we will treat it.

For the purpose of the Data Protection Act 1998 (the Act), the data processor is Optel Group and data controller is GeoTraceability Limited part of Optel Group and VerifyBrand part of Optel Group.

2.1       If you contact us, we may keep a record of that correspondence.

2.2       We may also keep:

2.2.1   details of transactions you carry out through the Site;

2.2.2   details of your visits to the Site including, but not limited to, traffic data, location data, weblogs;

2.2.3   other communication data; and

2.2.4   information about your computer, including where available your IP address, operating system and browser type.

· To send you marketing communications, including via email and SMS in compliance with applicable laws, that we believe may be of interest to you.

· To personalize your experience on the Sites by presenting products and offers tailored to you.

· To allow you to participate in sweepstakes, contests and similar promotions and to administer these activities. Some of these activities have additional rules, which could contain additional information about how we use and disclose your Personal Information, so we suggest that you read these rules carefully.

2.3       Other than collection of the data specified in clause 2.2 above, we only collect identifiable personal data or information that is specifically and voluntarily provided by a visitor to the Site. We receive limited identifiable information, such as name, title, company address, email address, and telephone and fax numbers, from Site visitors.

3          USE OF DATA

3.1       Typically, identifying information is collected to:

3.3.1   register for certain areas of the Site;

3.3.2   enquire for further information; and

3.3.3   distribute requested materials.

3.2       In many instances, when you provide personal data to us, we will use it for the purposes as stated at the point of collection (or as is obvious from the context of collection).

3.3          We also use information held about you in the following ways:

• to carry out our obligations arising from any contracts entered into between you and us and to provide you with the information, products and services that you request from us;

• to provide you with information about other goods and services we offer that are similar to those that you have already purchased or enquired about (see the “Marketing” section below as well);

• to notify you about changes to our service;

• to ensure that content from our site is presented in the most effective manner for you and for your computer;

• to administer our site and for internal operations, including troubleshooting, data analysis, testing, research, statistical and survey purposes;

• to allow you to participate in interactive features of our service, when you choose to do so;

• as part of our efforts to keep our site safe and secure;

• to measure or understand the effectiveness of advertising we serve to you and others, and to deliver relevant advertising to you;

•   to make suggestions and recommendations to you and other users of our site about goods or services that may interest you or them.

If you give us information on behalf of someone else, you confirm that the other person has appointed you to act on his/her behalf and has agreed that you can:

• give consent on his/her behalf to the processing of his/her personal data;
• receive on his/her behalf any data protection notices; and
• give consent to the transfer of his/her personal as contemplated in this privacy policy.

5          MARKETING

5.1       We may use your data to contact you with information about our business, services and events, and other information which may be of interest to you. It is in our legitimate business interests to provide you with these communications which we have determined are relevant to your interests.  However, if you prefer not to receive these communications you may unsubscribe at any time (see clause 5.3 below).

3.2       If you have given permission, we may share your personal data with organisations who are our business partners and we or they may contact you (unless you have asked us or them not to do so) by [specify, eg mail, telephone, sms, text/picture/video message, fax, email, other] about their [products, services, promotions, special offers, charitable causes] that may be of interest to you. If you prefer not to receive any further direct communications of this nature from us or our business partners, you can opt out at any time. See clause 5.3 below and the “Your rights” section below.

5.3       Should you subsequently choose to unsubscribe from mailing lists or any registrations, we will provide instructions, on the appropriate webpage or in communications to you , or  you may contact us. See “Your Rights” and “How to Contact Us” sections below.

6.1       Personal data which has been collected by, or submitted to, us may be disclosed to other members of the Optel Group.

6.2       We may disclose your personal information to third parties:

6.2.1   in the event that we sell or buy any business or assets, in which case we may disclose your personal data to the prospective seller or buyer of such business or assets;

6.2.2   if our business or substantially all of our assets are acquired by a third party, in which case personal data held by us about our customers will be one of the transferred assets; and

6.2.3   if we are under a duty to disclose or share your personal data in order to comply with any legal obligation, or in order to enforce or apply the Agreement. This includes exchanging information with other companies and organisations for the purposes of fraud protection and credit risk reduction.

7          SECURITY

7.1       We have implemented generally accepted standards of technology and operational security in order to protect personally identifiable data and information from loss, misuse, alteration or destruction. In particular, we ensure that all appropriate confidentiality obligations and technical and organisational security measures are in place to prevent any unauthorised or unlawful disclosure or processing of such information and data and the accidental loss or destruction of or damage to such information and data. Only authorised personnel are provided access to personally identifiable information and these employees have agreed to ensure confidentiality of this information. Our policy is to use secure socket layer technology for the protection of credit card information submitted through web forms.

7.2       Where we have given you (or where you have chosen) a password which enables you to access certain parts of our site, you are responsible for keeping this password confidential. We ask you not to share a password with anyone.

7.2       Unfortunately, the transmission of information via the internet is not completely secure. Although we will do our best to protect your personal data, we cannot guarantee the security of your data transmitted to our site; any transmission is at your own risk. Once we have received your information, we will use strict procedures and security features to try to prevent unauthorised access.

8.1       The personal data you submit to us will only be retained for as long as is required for the purposes for which it was collected or as required by law.

8.2       For example, contact information about visitors (such as information generated though registration for access to areas on the Site) will be kept as long as the information is required to completely service the contact request or until a user requests that we delete that information. Mailing list information, discussion posts and email are kept for only the period of time considered reasonable to facilitate the visitor’s requests.

8.3      We use the following criteria to determine for how long we need to keep your data:

·      Whether the purpose has been fulfilled, e.g. your agreement with us for provision of services has terminated

·      To comply with company record keeping obligations

·      To represent our interactions with you in the event that a complaint is made against us

8.4       Where we determine that your data needs to be kept for longer it will be retained in a secure environment and access to it will be restricted to only those personnel that need to know it, for example, in order to deal with a complaint or follow up on further enforcement proceedings.

10.1    The data that we collect from you may be transferred to, and stored at, a destination outside the European Economic Area (“EEA”). It may also be processed by staff operating outside the EEA who works for us or for one of our suppliers. Such staff maybe engaged in, among other things, provision of services and benefits, the fulfilment of your order, the processing of your payment details and the provision of support services. By submitting your personal data, you agree to this transfer, storing or processing. We will take all steps reasonably necessary to ensure that your data is treated securely and in accordance with this Privacy Policy.

10.          YOUR RIGHTS

10.1        Right to ask us to stop contacting you with direct marketing. Even if you have accepted the processing of your personal data for marketing purposes (by ticking the relevant box), you have the right to ask us to stop processing your personal data for such purposes. Let us know what method of contact you are not happy with if you are unhappy with certain ways of contacting you only (for example, you may be happy for us to contact you by email but not by telephone).

10.2     Right to request a copy of your information. You can request a copy of your information which you have submitted to us through the Site and which we hold about you (this is known as a subject access request). If you would like a copy of some or all of it, please contact us and let us know the information you want a copy of, including any account or reference numbers, if you have them. Any subject access request may be subject to a reasonable fee to cover the cost of providing you with details of the information we hold about you.  See the “How to Contact Us” section below to get out contact details.

10.3    Right to correct any mistakes in your information. When personally identifiable information is retained, we do not assume responsibility for verifying the ongoing accuracy of the content of personal information. When practically possible, if we are informed that any personal data collected through the Site is no longer accurate, we will make appropriate corrections based on the updated information provided by you. You can update personal data you have submitted through the Site via the original registration page or you can ask us to correct any mistakes in your information. If you would like to do this, please contact us (see the “How to Contact Us” section below) and let us know the information that is incorrect and the information you want it replaced with.

10.4     Right to request we cease processing your information. You may request that we cease processing your personal data.  If you make such a request, we shall retain only the amount of personal data pertaining you that is necessary to ensure that no further processing of your personal data takes place.

10.5    Right to request deletion of your information. You can ask us to erase all your personal data (also known as the “right to be forgotten”) in the following circumstances:

– it is no longer necessary for us to hold that Personal Data with respect to the purpose for which it was originally collected or processed;
– you wish to withdraw your consent to us holding and processing your personal data;
– you object to us holding and processing your personal data (and there is no overriding legitimate interest to allow us to continue doing so);
– the personal data has been processed unlawfully; or
– the personal data needs to be erased in order for us to comply with a particular legal obligation.
Unless we have reasonable grounds to refuse to erase your personal data, all requests for erasure shall be complied with.

[insert section here about data that Clients collect and that is processed on Web Platform][FD3]

12.          HOW TO CONTACT US

Questions, comments and requests regarding this privacy policy are welcomed and should be addressed to Please use these contact detail s to exercise your rights as outlined in the “Your Rights” section above.

How Can I Access, Correct, Amend or Remove Information About Me?

If you would like to access, correct, amend, remove or limit the use or disclosure of any Personal Information about you that has been collected and stored by Optel, please notify us at so that we may consider and respond to your request in accordance with applicable law.

For your protection, we may only implement requests with respect to the Personal Information associated with the particular email address that you use to send us your request, and we may need to verify your identity before implementing your request. We will respond to your request within 45 days.

Please note that we may need to retain certain information for recordkeeping purposes and/or to complete any transactions that you began prior to requesting such access, change or deletion.

13.          COMPLAINTS

If you have any complaints about the way in which we collect, store and use your information, and these have not been addressed by contacting us first, you can contact the supervisory authority in the United Kingdom, the Information Commissioner’s Office:

We may change this privacy from time to time and the changes will take effect from the date we post the amended policy on the Site. If you do not agree with the changes you should not continue to use the Site.

Our Site may contain links to other websites of interest. However, once you have used these links to leave our site, you should note that we do not have any control over other websites and their content. Therefore, we cannot be responsible for the protection and privacy of any information which you provide whilst visiting such sites and such sites are not governed by this privacy statement. You should exercise caution and look at the privacy statement applicable to the website in question.