HuddleUp serves an essential purpose in making sure employers can get a pulse check on how motivated and satisfied employees really are with various aspects of work. Not only that - once identified - it is also brilliant in suggesting action items on how to improve and get even better.&quot; ... “A must-have tool for any high-growth company...

Continuous Employee Feedback & Engagement Platform | HuddleUp

The Huddle Up Group offers Specialized Sports Consulting Services and the Industry&#x27;s Leading Data and Matchmaking Tool - The Sports Tourism Index. Maximize Your Sports Tourism Impact and Elevate Your Strategy Today!

Sports Tourism Consulting | Huddle Up Group

HuddleUp is a human-centered platform that helps managers and teams. The company provides AI-based software that acts as a team&#x27;s hub to share work experiences, learn from each other, and manage remote teams easily, enabling managers to build stronger and happier teams.

HuddleUp - Crunchbase Company Profile & Funding

A 3x weekly newsletter breaking down the business and money behind sports. Join 90,000+ subscribers. Click to read Huddle Up, by Joseph Pompliano, a Substack publication with tens of thousands of readers.

Huddle Up | Joseph Pompliano | Substack

Huddle Up | 1,442 followers on LinkedIn. Breaking down the business and money and sports. | Founded by Joe Pompliano, Huddle Up is a daily newsletter breaking down the business and money behind sports. Read daily by industry executives, professional athletes, investors, and fans, Huddle Up ...

Huddle Up | LinkedIn

Our Tribe is a Team Relationship Management (TRM) platform dedicated to team communication, team collaboration and team culture.

Huddle Up - A better solution for social media driven teams

View details of HuddleUp funding rounds and investors ... Kshitij Mohan, Co-Founder &amp; CEO, is a founder of 2 companies and on the board of 1 company. 1 email.

HuddleUp - Company Profile - Tracxn

Twenty percent of Oregon children live in low income families, and for many of them, athletics isn’t an option. Huddle Up was founded on the idea that youth athletics shouldn’t be about the haves and have nots. Our mission is to help make youth athletics accessible to every child.

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HuddleUp Technologies | 24 followers on LinkedIn. We are solving communication chaos. We’re a funded venture-backed startup enabling bricks &amp; mortar business owners, managers and employees to know more and do more a whole lot easier. We believe restaurants and retail stores deserve an awesome ...

HuddleUp Technologies | LinkedIn

Church communications is tough. HuddleUp is an all-in-one ministry communication platform that helps you communicate with your church volunteer team.

HuddleUp | High-accountability Email, Text, and Chat for Ministry ...

1 billion members | Manage your professional identity. Build and engage with your professional network. Access knowledge, insights and opportunities.

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The company&#x27;s software offers shift coverage, training, maintenance, promotions and other announcements, enabling business owners, managers and employees an internal communication tool specifically for the unique needs and workflows at these businesses. ... To view HuddleUp (Communication ...

HuddleUp (Communication Software) Company Profile: Valuation & ...

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Huddle Up Group - Overview, News & Competitors

View HuddleUp Technologies (http://www.letshuddleup.com) location in New York, United States, revenue, competitors and contact information. Find and reach HuddleUp Technologies&#x27; employees by department, seniority, title, and much more.

HuddleUp Technologies - Information Technology & Services - Overview, ...

HuddleUp Stores is a platform designed for fundraising and brand building. We build sites and print your apparel on-demand, allowing you to have plenty of time to promote instead of build!

HuddleUp Stores

Huddle Up NYC is a company dedicated to building football athletes through Football Training and Personal Coaching Sessions in New York City. We offer private coaching, small group training, after school groups, flag football camps and clinics.

Huddle Up NYC

HuddleUp | LinkedIn

Huddle Tickets was born out of this concept in 2001 with Wendy’s Old-Fashioned Hamburgers as client number one. And so was Huddle. For 20 years, Huddle has stayed true to our original mission of serving our neighbors (schools) by offsetting operational costs, driving revenue and adding value ...

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So what to do when your remote team struggles with getting things done? With the rise of remote companies and a distributed workforce, the way teams collaborate is changing. Visibility and accountability have become significantly more important, while seamless communication is harder to achieve. If you’re not careful about how your team collaborates, valuable information can easily be lost in an abyss of chat and email threads. As a result, team productivity suffers… But it doesn’t have to. Using the right productivity tools and methodologies helps your team remain productive and battle the inherent difficulties of remote communication. When you understand the unique characteristics of remote team productivity, it all boils down to disciplined and intentional team communication. Building out well-defined processes for your team, like the ones below, boosts team productivity and makes it easier to move your company forward and get things done. Remote Teams Need Disciplined Communication Remote teams have a more difficult time communicating and staying in sync due to the nature of being distributed.Multiple time zones make finding the best time for meetings critical. It’s important to determine the optimal hours of overlap for realtime collaboration.To be productive, distributed workers need a set of processes that define how conversations happen within the team. So that everyone can stay on the same page. Remote teams need to communicate differently from in-office teams to remain productive. Ensuring that every member of your team is connected and moving toward a unified goal requires a systematic approach to how your team interacts with one another. If you’re not nailing this peer-to-peer collaboration, team productivity will suffer. Why do so many remote workers consider communication to be the most difficult challenge? It really comes down to time and distance. In a traditional office setting, teams can huddle up in a meeting room to brainstorm a problem or chat through difficult problems ad hoc at one another’s desks. That ease of communication is lost for remote teams where every conversation needs to be more deliberate. The conversations that happen on remote teams are mostly asynchronous, which makes it more difficult to keep every member of the team on the same page. If two people are talking through the design of a new product page via chat, no one will know unless one of the participants diligently documents their conversation. Meetings becomes increasingly difficult when you have to consider how working schedules and time zones come into play. Everyone involved needs to work together to make sure that their valuable time isn’t being eaten away by rehashing previous conversations on a call. Poor remote communication can lead to a lack of visibility for individual team member contributions. Remote managers won’t be able to track productivity or follow up on specific tasks—leading to an overall lack of confidence in team accountability and potential micro-managing. Accountability takes trust, which is only attainable when everyone on your team understands how their responsibilities fit into larger company goals. Building that kind of trust is impossible if you’re not disciplined in how your team communicates. Asynchronous Communication Only Works When You’re Open Conversations are naturally more asynchronous when teams are distributed across multiple time zones and flexible work schedules.To bypass the potential for confusion or mixed messaging, remote workers, teams need to practice honest and open feedback. Remote team productivity increases when you practice honest and open communication. When people work in a vacuum, it creates knowledge silos that break down trust and increase the potential for confusion. Asynchronous communication can make this even worse. You have to be intentional with how you communicate to ensure that every team member is kept in the loop. These direct and honest conversations will only happen when your team understands the rules of how to communicate in different settings. A real-time brainstorming meeting won’t be successful unless it runs differently than an asynchronous one. Training your team to carry out an open and honest conversation with one another helps you build a culture of open feedback that fosters trust and accountability. So, how do you have these conversations? Tools like Slack aren’t optimal for asynchronous communications—notifications and ongoing chat threads make conversations feel like they’re more immediate. Shared projects, documents, and workspaces in Taskade make commenting and leaving open feedback much simpler. Take our , for example: public-facing Roadmap Taskade’s product pipeline using a collaborative project. Users can easily leave comments in a specific section to ask for more clarity or use the live chat option to open up a conversation. This allows teams to mix asynchronous and real-time conversations depending on which is most effective for their question, within the context of the project. Another great tactic for making your team conversations more open is to have your team publish important information in a shared Taskade project or workspace. This shared project should include each team member’s: Availability. Time zone. Preferred contact method. And more! Doing so ensures that everyone on your team understands when it’s best to reach out to their colleagues. This cuts down on needless disruptions to individual deep work time while also fostering more honest conversations about bandwidth within the team. Put that together and it’s a great recipe for increased team productivity. When you have a unified workspace to document all of your project priorities and important conversations, it builds a more open and honest culture throughout the team. Everyone involved can see how other members of the team go about their day and gain an understanding of how their own work contributes to the forward momentum of any project. Rigorous Documentation Increases Visibility for the Team Fostering a company team culture that values and engages with documentation makes work-related conversations more available for the entire team. Writing things down in a shared workspace forces each team member to think through their comments and makes it easier for everyone to contribute, and make decisions collaboratively. It’s easy for valuable information to be missed when working in a distributed team. Being intentional with how you document each conversation ensures that everyone has access to the most up-to-date and relevant information at all times. When 97% of employees and executives agree that lack of alignment within the team impacts the outcome of projects, lackluster documentation can seriously damage team productivity. Putting ideas down in a document also forces each member of your team to think through their ideas holistically. This kind of deliberate writing is a process that’s championed by successful business leaders like Jeff Bezos of Amazon and Andy Grove of Intel. But ideas aren’t the only thing that benefits from this kind of documentation. Writing out specific workflows and processes gives your team an efficient and repeatable way to accomplish their daily tasks—cutting down on the need for micro-managing and leveling up team productivity across the board. Think about documentation as building a single source of truth for all your company information. There’s a place for workflow documentation and process overviews, a place for real-time brainstorming chats, and a place for individual task management. Everything is organized so your team can easily access and use it. Taskade’s Workspace organization provides the tools you need to create and manage this single source of truth at both the project and company levels. Taskade’s productivity templates and workflows library . Users can apply one of our pre-made templates to their workspace or create their own to build out more custom workflows. Not only do these templates make it easier for users to accomplish specific tasks, they also provide the structure for repeatable and open documentation. Your team can iterate on these templates as well, refining them to further boost productivity even as processes change and evolve. Providing these tools in a unified workspace also helps you scale your company more effectively. Any institutional knowledge you have is publicly shared with the current team as well as new employees. In doing so, you cut down on the potential knowledge silos that can slow down on-boarding, confuse project priorities, and decrease overall productivity across your team. Accountability is Only Possible Through Trust Keeping your team accountable is much more difficult when people don’t share an office space.Practicing honest communication and rigorous documentation helps build the kind of trust your team needs to hold each other personally accountable for their contributions. When you’re not sharing a physical office space with other people, having open and honest conversations is the best way to build trust within your team. When everyone trusts their colleagues to take ownership of their own responsibilities, it builds a culture of accountability. That accountability is what makes it possible for distributed teams to stay productive without seeing one another every day. Personal accountability also helps managers move projects forward more efficiently, as it’s easy for them to see where bottlenecks occur and pivot accordingly. Sharing a comprehensive overview of every team member’s contribution to a project provides a high-level overview and boosts buy-in for individual projects as well. If your product team is working on a cool new release, your marketing and sales team can track how things are progressing and get excited. We see this on our as well. public-facing roadmap Comment on an upcoming feature from a Taskade user. This kind of shared excitement is why dedicated workspaces in Taskade are so useful. Your team can easily break out projects into different workspaces for better organization while at the same time giving access to your entire team. Switching views helps you track projects as they move through a Kanban board as well. The same excited comment on an upcoming feature in a different view. When you’re openly sharing this progress through public documentation, everyone on your team can access the information at any time. That acts as evidence of forward momentum as well as a way to identify potential blockers—both of which can impact team productivity. People need to trust that everyone they work with is moving towards the same goal. When face-to-face conversations are rare, seeing that each member of the team holds themselves accountable builds a stronger, more cohesive team that fosters trust across the organization. Where remote companies run into problems is when they don’t put a focus on building the tools and methods to facilitate direct and honest communication within their team. Team Productivity Doesn’t Have to Suffer on Remote Teams Remote companies need to understand the unique characteristics of their business model and think differently to build a productive and engaged team. Being distributed requires certain forcing functions for team collaboration that don’t exist for traditional in-office teams. With the right tools and methodologies, you’re able to build a team that strives not only for productivity, but accountability and trust as well. Previously pulished at https://blog.taskade.com/team-productivity-doesnt-have-to-suffer-when-you-go-remote/

Team Productivity Doesn’t Have to Suffer When You Go Remote

More often than not, developers and architects spend a large portion of their time in solving problems. The complexity involved in finding a solution varies from problem-to-problem and is directly proportionate to the individual’s or team’s ability in finding the solution. As a lead, architect or a senior architect, we need to instill the in our team. culture of solution-ing Our objective should be to bring solutions and not problems while the team is in the middle of an adverse situation. Mounting pressure by just speaking about the hurdle without any course of action or intent to solve the problem will lead us nowhere. Instead, when you constantly practice providing a solution to your team at difficult times, you maximize the team’s ability to emerge with ideas to overcome the problem. Solutioning is contagious According to a study at the University of Michigan, when leaders were in a positive mood, in comparison to a negative mood, individual group members experienced more positive and less negative mood. And the mood of the leader influences group effort, such that groups with leaders in a negative mood expend more effort than do groups with leaders in a positive mood. Positivity plays a critical role in difficult times. Providing a solution as a leader unfurls positivity, even if the solution you are providing is not complete. It sparks new ideas and your team follows your lead to help complete the process of solutioning. Solutioning is contagious and as a leader, you have all the opportunity to enable your team’s potential in problem-solving. It is imperative not to deviate from your responsibilities. Instead of problem-finding and delegating the work to your team, huddle up and do the problem-solving. If you tend to do more of program management, quality assurance or anything other than what you are ought to do as a technical lead, it could impact your team’s technical abilities and the velocity of deliverables. While it is good to possess other skills outside your role, it might not be apt to use them at all times. Failing to provide your technical expertise will be noticed by your team and that hampers their motivation to accept you as a technical lead. If you find yourself pivoting from your responsibility of providing technical solutions as an architect, it is perhaps time to reconsider your role as you would be redundant and liability to the team instead of an asset. While the focus on technical solutioning solves short and long-term problems to deliver a product or a service, building a team of strong, consistent and focused-developers requires practising the and constant infusion of motivation. A solution-driven team delivers increased productivity. culture of solutioning Over time, this practice turns into cognition and the team puts focus on solutioning without supervision. This helps in the growth of individuals as they pass on this habit to their teams as future leaders. is a series that focuses on understanding the nitty-gritty of leadership skills required as a technologist to bring a team of developers together and deliver quality results. Developer’s Guide to Being a Better Leader It is an attempt to generate more leaders who boost productivity in their teams that helps accelerate the innovation of newer products and services. Other articles in this series: Developer’s Guide to Being a Better Leader — Master your Craft Developer’s Guide to Being a Better Leader — Cultivate a Sense of Hope Reference(s): Sy, Thomas & Côté, Stéphane & Saavedra, Richard. (2005). The Contagious Leader: Impact of the Leader’s Mood on the Mood of Group Members, Group Affective Tone, and Group Processes. The Journal of applied psychology. 90. 295–305. 10.1037/0021–9010.90.2.295.

The Developer’s Guide to Being a Better Leader: Solution-ing is Contagious

71% of meetings are considered unproductive. Let’s fix that. — The Ugly Truth About Meetings Visualistan I believe in a world where meetings enhance productivity, inspire creativity, and enable teams to move faster — not the opposite. “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.” ― Dave Barry We’ve all been there. We get to work at 9am (or 10am if you’re on the West Coast), and open up our calendars to check the agenda for the day. Yup, looks like another day where 50%+ of the time will be dedicated to a meeting. The ironic thing is: no one loves meetings. In fact, we all complain about them: too many, too long, too often. But, we still schedule them, we still join them, and we still go with the flow. And why is this? Well, meetings are represented and ingrained in our work cultures. More progressive cultures will have strict meeting policies, but the majority of workplaces have no meeting policy or a bad one. So, what do we hear day after day? Wasn’t able to get anything done yesterday, had to go to a bunch of meetings. — The Developer Find a slot on my calendar if you can, though I’m pretty booked up. — The Director Oh my god. A one hour meeting just for that? They could have just sent an email! — The Marketer Ugh.. I have meetings all day.. to schedule more meetings. — The Sales Rep Adopting Football Meetings This article is focusing on the more formal type of meeting — where a defined block of time is set aside with a defined purpose (standups, formal business meetings, formally arrange conferences, recurring meetings). Often, we conflate the word ‘meeting’ with a normal workplace interaction, whereby you will discuss work-driven objectives with your coworkers in a more informal capacity. These are typically more organic interactions without a set time interval and can happen spontaneously. Pixabay Lets look at a sports analogy: football (American). There is continual interaction throughout the entire game: players on the sidelines, coaches, players on the field, the quarterback, etc. The players interact with each other the entire time. The players on the field huddle up prior to the play, but only for less than a minute. Those on the sidelines are still interacting and preparing for their time to play. Coaches are chatting with individual players or with small groups of players here and there. At halftime, there is a more formal meeting where all players go into the locker room. This is the longest meeting and it only happens once per game. It is a chance for leadership to have an all-hands sync up with the entire team to discuss objectives, strategy, and reflect on the first half of the game. Teams have a limited number of timeouts per game, that we’ll call ‘elective meetings.’ These timeout meetings are used only when necessary in case extraneous circumstances call for a change of plans. Every meeting has a very defined purpose with an equally strict timeline and every meeting must result in some sort of decision to move things forward. So the question is: should our workplaces treat meetings like a football team does? And, if so, why aren’t we and what are the consequences? The Evolution of Meetings The Olden Days Back in the days of landline telephones, no computers, and no cell phones, meetings were much more of a necessity. You couldn’t Slack someone in a different building or coordinate an email thread with multiple participants. In the early 20th century, the friction to coordinate a meeting was much higher. In fact, the friction to coordinate a meeting was much higher. You had to schedule in advance, make sure everyone was properly notified, and make sure everyone could attend. There was no Google Calendar to sync invites and reschedule with a push notification. I don’t want to claim that meetings were necessarily more or less productive back in the pre-tech days, but I can imagine that the opportunity cost and planning cost were much greater. The Growth Days As the 20th century pushed forward, companies grew and grew to massive sizes —in multiple regions with multiple different teams. Coordination became a widespread organizational challenge. In the later 20th century, multi-region companies inherited the culture of long and frequent meetings, but now at scale. Inheriting the culture of the early 20th century, these companies still embraced a culture of long and frequent meetings — where decision-makers transition from one meeting to the next making or deferring decisions based on very limited information. The Tech Days Now with the introduction of simple video conferencing, meeting schedulers, and automated calendaring, meetings have become frictionless to coordinate. You simply select your participants, find some time where most or all are free, and plop it on their calendar. In the modern tech age, scheduling and organizing meetings have become frictionless — meaning more meetings, more often. Scheduling and organizing meetings have become frictionless. Ironically, the toughest part is finding a time that works for all the relevant stakeholders because they are booked in so many other meetings. Are Meetings Productive? Lets look at the stats 71% of meetings are considered unproductive— meaning that the had no clear outcome and no productive next steps — Microsoft Study lucidmeetings.com of respondents confessed to multitasking during meetings — 92% Source million meetings per day in the U.S. — 36–56 Source of an organization’s collective time is spent in meetings — 15–20% Source billion per year is spent on unproductive meetings — $213 Source of meetings are considered unproductive — 71% Source Dilbert.com Consequences of Excessive, Unprepared Meetings In an organization where meetings are long and rampant, they become ingrained in the organizational culture. Suddenly, being busy does not mean you are doing a lot of work or being productive.. busy means that your time is dedicated to meetings. In a meeting-driven organization, being ‘busy’ does not mean you are being productive — it typically means your time is dedicated to meetings. Therefore, you are time-constrained, but not necessarily busy producing value for the company. Here are some other consequences: — Due to the frequency and length of meetings, preparing adequately for every meeting becomes daunting and near impossible. So, what happens is that teams are making abrupt and poorly-informed decisions based on limited information. Or, teams will just agree on an outcome just to end the meeting early. Ineffective and cursory decision-making In meetings, teams will agree on an outcome just to end the meeting early — often leading to ill-informed decisions. — When an individual contributor has meetings scattered throughout the day, your ability to concentrate and work on your tasks becomes interrupted. There is a ramp up time to start working at a steady cadence, so every time you are interrupted, you have to re-ramp up. Task Interruption — Building on task interruption is the notion of time gaps. If you have a meeting that ends at 10:30am and one that starts at 11:00am, then are you really going to try to churn out productivity in that 30 minute slot? At most, you’ll get 10–15 minutes of work in before you need to go to your next meeting. Most likely, you will just decompress and relax during that time gap before your next meeting. Time Gaps — Remember that boring class in school? Where you watch the clock and your mind wanders? You struggled to stay awake and struggled to entertain yourself. You aren’t sure what the teacher is saying, so you just agree with the class and hope that you can get excused early. Energy Drain — When everyone is bored, lethargic, or distracted around you, then it drains the morale from the room (see the cartoon below). Morale Drain rosscottinc.com Should You Have a Meeting? Elizabeth Grace Saunders HBR The Perfect Meeting The perfect meeting is one that is: (Cell phone and laptop bans except for the presenter) — Due to the rampant multitasking in meetings, banning distractions will help expedite decision-making, attentiveness, and the meeting’s resolution. Teams will be be more ‘present’ and it will enable more effective outcomes. Device-free — The meeting should only be scheduled if it absolutely requires realtime conversation at a time that does not unduly impact the workflow of the attendees. 80% of meetings should only be 15 minutes or less. Time-conscious — Only the absolutely relevant stakeholders should be invited to the meeting. Optional attendees should receive the meeting results in an email, but often do not need to attend in person. In fact, these attendees could give input prior to the meeting for discussion. Appropriately scoped —Your meeting collateral (like slides or handouts) should be tailored for realtime discussion. The meeting should have more time set aside for discussion than for the presentation. The meeting facilitator should ask attendees directly for their opinions in order to encourage active listening and participation. All tangental discussions should be tabled immediately. Discussion-driven — Does the meeting actually need to happen? Or could an email, chat, phone call, or in person chat resolve the issue? If it’s a topic that requires more thought, then maybe the meeting is premature and all stakeholders should do more research prior to formalizing a meeting. Necessary — Ideally, all important stakeholders should weigh in on the issue prior to the meeting or have time to do research. The meeting should be about decision-making and outcomes, not about discovering new knowledge. The knowledge and research should be sent prior to the meeting as homework, so that everyone has had time to think about the issue prior to making a decision. The focus of the meeting should be productive realtime discussion. Prepped in advance — The purpose of the meeting should be clearly articulated and understood by all attendees. It should have a defined objective that keeps the discussion on point. Clearly defined — Recurring meetings are one of the greatest fallacies of the modern work culture. Often, these meetings are knowledge sync ups, where stakeholders are just exchanging knowledge. Any sort of bidirectional exchange of information does not require realtime discussion, so a meeting is likely not appropriate. Rather, you can create a living status document or sync up via email. Scheduled with appropriate frequency — The purpose of a meeting is to cultivate realtime conversation. Does sharing a PowerPoint require realtime conversation? Possibly, but often times these presentations are very knowledge-sharing focused and could just be prerecorded or sent out to the relevant stakeholders. The stakeholders can then determine if realtime conversation is necessary. Demanding of a realtime conversation — The purpose of the realtime discussion should be tailored to a specific outcome. The outcome should never be “to have another meeting.” The outcome should also be codified and emailed to the stakeholders (and those who did not attend), so that the relevant stakeholders are aligned and have written record. Results-driven Further reading: NY Times — How to Run an Effective Meeting A Cultural Shift — Shorter Meetings, Less Often If the paradigm for a ‘perfect meeting’ is implemented organization-wide, then you may start to see the following cultural shift: 80% of meetings should be no more than 15 minutes long The number of formal meetings reduced by 75% A 15 minute maximum for 80% of meetings, 30 minute max for 15%, and 1 hour+ max for 5% A 15 minute optional extension if more realtime discussion is needed For the average individual contributor, less than 10% of your time should be spent in formal meetings (this doesn’t include one-on-one discussions, quick sync ups, and normal workplace coordination) When there is no longer need for realtime discussion, the meeting should be adjourned and a summary / next steps email should be sent to all participants by the meeting host. This has two benefits: (1) it holds hosts accountable for the meetings they organize, (2) it provides a codified result. Main Take Away Meetings should enhance productivity, inspire creativity, and enable teams to move faster — not the opposite. — — Thanks for reading! I’d love your feedback — so clap, follow, and comment to help me write better content for you. Topic suggestions are welcome as well.

Meetings — A culture of excess that hurts our productivity and morale

TL;DR As a new remote team, we struggled to establish communication practices that matched the efficiency of in-person, impromptu exchanges, leading to inefficient information flow and stilted collaboration. During the lead-up to our launch on Product Hunt, we discovered Slack huddles. These are informal, open calls in a Channel or Workspace, with a focus on audio-only chat, and were released to mimic the environment of office collaboration. Embracing Slack huddles enabled us to work much more collaboratively, problem-solve together, and emulated a ‘desk by desk’ environment, which increased our productivity by 50%, positively affected our wellbeing, and led to a hugely successful launch on Product Hunt. We’re always looking for a productivity hack – we the fitness tracker for work, after all. Check out how the lead-up to our launch on Product Hunt helped us uncover our favourite hack below! are Adadot’s remote team Here at Adadot, we’ve worked with a fully remote model from the start. With no central office or time zone we have the freedom to work wherever we want in the world, which comes with a host of benefits both for wellbeing productivity. and Our team certainly has a Greek flavor – like all the best things in life – but we are an international company spread across several different countries, all working towards the same goal: making success sustainable, one developer at a time. At the time of our launch on Product Hunt, we had two fantastic engineers working in Greece, our CTO Jason working out of Paris, and CEO Alex was based in London. Not exactly down the hall, then… The challenges of remote working Although we completely believe in being a remote work company, and intend to stay that way, getting off the ground as a brand new, fully distributed team wasn’t easy. One problem, which became apparent during the run-up to our Product Hunt launch, was our struggle to establish communication and collaboration practices that replaced in-person chats. If you’re running as a fully remote team, you’re removing the opportunity to walk over to a colleague to ask for their opinion or expertise, the ability to shout across the desk when a problem arises, and the impulsive chats at the coffee machine that might springboard into a new idea. We took the decision to work fully remotely understanding the above compromises (and removing the opportunity for constant in-person interruptions can actually do wonders for developer productivity), but we hadn’t yet established a system to replicate the benefits of in-person communication. Working asynchronously and trying to organize meetings was leading to more back-and-forth than meeting time, information flow was stilted, and the team didn’t feel particularly engaged in collaborative working. We had our work cut out for us to have a successful launch! What does launching on Product Hunt mean? Product Hunt is an online platform celebrating the best new software releases. Each product has a planned launch date, and a competitive algorithm based on engagement ranks all the releases in a 24-hour cycle. Getting to the number one spot on your release day can be a huge boon for a new product, but it isn’t an easy task. We had a date planned for our launch, we’d started engaging the community to build buzz; all we needed to do next was…finish the product. It was time for an all-out sprint, and if we didn’t find a way to work more collaboratively and efficiently, it simply wasn’t going to happen. Time for a Slack hack. What is Slack? Slack is a widely-used communication and collaboration platform, particularly popular among developers for useful functions like third party integrations and automations including deployment. During the run up to our Product Hunt launch date, we were on Slack constantly as we raced towards the finish line, and when we uncovered Slack ‘huddles’, the game changed for us. What are Slack huddles? A huddle on Slack is an informal, open call in a Channel or Workspace, with a focus on audio-only chat. Anyone in the group can drop in and out as they please, and people can share screens and draw or annotate. Released in spring 2020, the function was designed to “ ”, and what do you know, that’s just what we needed! mimic the fast, informal discussions that took place when everyone worked from the office How did Slack huddles help us increase productivity? Being able to jump into informal, unscheduled group calls whenever the need arose, have ad-hoc brainstorming sessions and, most importantly, simply hang out and code together in real time, turned remote work into a strategic advantage rather than a problem to solve. It offered a communication and collaboration solution that aligned with remote work, with the efficiency of face-to-face interaction. Huddles helped to emulate a environment; when all of us were in a huddle together, it felt like working together, even when we were tinkering on separate projects. This helped us adjust into a more team oriented and big-picture mindset: more a part of a whole than a single developer turning in work. ‘desk by desk’ Problems were , as we either spoke up in the huddle we were in, or quickly sent a request to start a new one. It became much less of a ‘thing’ to flag an issue and encouraged collaborative – and therefore faster –  problem solving. addressed as soon as they arose If we working on the same part of the product, when talking through the work in a huddle. The team even compared it to co-op dungeon raiding in a video game (just with more deployment and less trolls…hopefully). were collaboration was a lot easier and more efficient The stats spoke for themselves; once we started working in huddles we used Adadot to track our productivity, and saw around a 50% increase in deployment speed, sprint on sprint. Perhaps most importantly, and central to the goal behind Adadot, we saw a real at work. Creating a more social environment and informal opportunity for collaboration helped us to grow our working relationships and our strength as a team. uplift in our team’s wellbeing The launch date So how did we do with our launch? Not badly at all! Huddles gave us the tool we needed to successfully finish our sprint, deliver a finished product on the day (as finished as a product ever is), and most importantly gave us a new, collaborative workspace to take us into the future of Adadot. And the best part? You can integrate Slack within your Adadot dashboard, so you can track unique communication metrics and get a big-picture view of how collaboration is tied to your performance. Maybe talk it over with the team in a huddle? This story was first published here.

How Slack's Huddles Gave Us The Boost We Needed To Launch

The Challenge A few years back I had the opportunity to join two strong, small teams who were working on a couple of important products that already had a big audience and a few years of development behind them. I spent my first month discussing with teammates, product managers, technical leaders and major stakeholders of the products. We’d discussed challenges, ideas, and plans for the future. This allowed me to learn a lot about the products and the people who worked on or were impacted by them. During those discussions, I’d observed some struggles. We had an impressive collection of tools used for monitoring the products, but the knowledge of how to use those tools was mainly concentrated in one or two individuals per team and they were usually used in a reactive rather than proactive way. For example, some tools were only used when production went down and rarely or never otherwise... Another challenge was that the products had quite significant technical debt and there were technical improvements that engineers wanted to prioritize while product managers wanted to continue adding new features (a common tension when building products). This led to frustration for everybody. The team felt that technical improvements were not understood or considered important, while product managers felt that the team was not realizing the importance of making progress on critical features and commitments made to users and stakeholders. : Challenges we were facing could be summarized in the following way Prioritizing technical improvements is hard when they are not articulated in a way the business can understand and prioritize against revenue-impacting feature requests or improvements. Product managers and teams were not speaking the same “language”. They needed a way to connect the product, business, and technical improvements. Monitoring of products was usually done ad-hoc and only a few team members had enough knowledge of the entire suite of tools available for monitoring. The use of these tools usually happened in a reactive way, when the team was facing a problem. The Idea These challenges were great opportunities to create something which would improve the collaboration and which would bring higher quality and efficiency in building products going forward. I proposed that by bringing data and visualization the teams and product managers would find it easier to discuss and make decisions. In order to convince the teams, I felt that I should probably build a proof of concept which we could use as a starting point for discussions. I’d analyzed all the tools we had available, their functionality then looked for open-source tools that we could use given our tech stack. I was lucky that we were using NewRelic which has a powerful functionality: , which - much to my surprise - we weren’t using at that time. With Insights features I was able to easily create dashboards with nice graphs and most importantly, valuable information. Insights I presented those to the teams and we started brainstorming on how we could use them, what data is useful for us and what other data we could get with other tools. There were many great ideas that came out of those discussions and we also had some volunteers who took some of those ideas and implemented them. A few examples: we improved the dashboards on NewRelic Insights, another colleague built a tool that was integrating open-source static code analyzers and generated an Atlassian Confluence page with that data, and we integrated Google Analytics data and Amazon AWS cost data. These allowed us to correlate web traffic data with system load/health data and infrastructure costs. The Execution Our initial dashboards looked at the following data: (Web Transactions) Transactions : look at the data and identify which are the busiest days and hours and define the rules for scaling of machines to cover that. Look at the slowest and average transactions in order to identify if we have a performance problem and if we need to look at it in more detail. Most viewed and slowest pages will allow us to identify which pages might cause performance problems. Ideas on how to use it : will help to improve the scaling of the machines and reduce costs in some situations. Easier to see which requests are causing performance problems. It can help us to identify which pages cause performance problems and might make users unhappy. Possible benefits Database Queries : identify which are the busiest days and hours and define rules for scaling the Database on machines to cover that. Look at the slowest Database queries and transactions with the highest number of Calls to identify performance problems. Ideas on how to use it will help to improve scaling and reduce costs in some situations. Easier to identify the Database queries and transactions which cause performance problems. Possible benefits: Code Quality Attributes being able to identify modules that generated bugs and build failures could be a good indicator that those modules are fragile and need our attention. Tests that are frequently failing could be a good indicator that those tests are fragile and should be refactored, removed or the code they cover should be updated. The static code analyzer score on the ascending trend is a good indicator of increased code quality. Ideas on how to use it: improved overall quality of the code and project. Cleaner code. Modules that are more stable and less error-prone. A more reliable suite of automation tests. Possible benefits: Responses & Errors responses status codes show us if we mainly provide successful responses to our users or if we have a huge number of failed responses. Frequent errors help us to identify the ones on which we need to focus our investigations. Ideas on how to use it: easier to spot if we have unhappy users and to identify if we need to investigate failures. Easier to prioritize bugs based on the frequency. Possible benefits: Browser, Operating System, Device Usage this will help identify what kind of browsers, operating systems, and devices our app should support. Ideas on how to use it: can reduce the time of development and testing and can help us be proactive in terms of what new browsers, operating systems, and devices we should support. Possible benefits: : With dashboards available we put in place a ceremony which looked like this Every Monday we met and we looked at the dashboards.The output of that session was a list of actions and Atlassian Jira tickets.We then presented those tickets to product managers, showed them the data and how it was impacting or could impact the users/customers. In the hope that this would make prioritization easier and more efficient. After implementing some of the tickets and after each new release, we were measuring the impact compared to previous release data. We weren’t strict on numbers, rather we preferred to look more at trends. We called this ceremony: The Technical Huddle After a few sessions, some of my colleagues came up with great ideas on how to improve the dashboards and make the sessions more efficient. A colleague developed a Continuous Integration plan which collected and saved all the data we were using in dashboards and, based on that, generated an Atlassian Confluence page that displayed the data in a more structured and efficient way which allowed us to quickly understand it. He added colors with different shades to show progress or regress based on the difference in percentage between data from one release to another. Another colleague found a new open-source tool that we could use for static code analysis. Initially, we weren’t focused on frontend code so one of our colleagues found a tool that gave us data on that area. Initially, these meetings lasted for almost one hour, but soon we managed to reduce them to 15-30 minutes. We were surprised to see that even our product managers started to join our technical huddles once they started to see user benefits that they could “sell” to their stakeholders - page load time improvements, reduced error rates… things that users value and therefore are commercially valuable. It was amazing to see team involvement, and team members’ passion to improve and make it more efficient. The Benefits Having regular Technical Huddles where we looked at and analyzed data which showed how we were doing in terms of quality and efficiency on the products we were building, gave us a lot of benefits and some of them we initially didn’t even anticipate: You could say . It was so rewarding to see teams’ happiness when we were finally prioritizing more of the technical improvements they were making and how enthusiastic the product managers were that they could show stakeholders why they prioritized a technical improvement and how that improved the product and business. When product managers can articulate why technical improvements matter and when the engineers can articulate why features matter you have a strong indicator of a high performing team. we built a “translator” between technical improvements, product, and business which allowed teams and product managers to communicate more easily and prioritize better work to be done We were and looking at them from a <ility>(performance, scalability, reliability, maintainability, etc) point of view. proactively monitoring the products We were able to connect these quality attributes to user value and business which allowed product managers to prioritize work better. This allowed us to prevent future problems and identify trends in the product. We were able to build products that had better stability and performance. by improving performance, stability and improving infrastructure management (e.g: better auto-scaling). Reduce costs We . Team members were also looking at the product as a whole, not only on the parts in which they were working. increased the overall view and knowledge of the product We found these sessions were a great way to . When we observed there were questions about a tool or data in the dashboard we took action to either organize a presentation on that part or to have somebody explain how to use it. spread the knowledge inside the team because we reduced bugs and errors and improved performance. Users of the products were happier An interesting side benefit of these sessions was that it was . a great way to connect team members and build the team Having regular sessions together with your team where you are looking at dashboards with data related to quality, efficiency and impact of the product you are building is a powerful ceremony I would recommend everybody to adopt. I’ve seen the benefits it can bring to teams, product managers, stakeholders, and users. To me, this is the missing ceremony from Agile frameworks. Previously published at https://www.linkedin.com/pulse/technical-huddle-missing-ceremony-from-agile-ovidiu-silaghi/

Technical Huddle: An Easy Way To Turn Challenges Into Success

A source of employee dissatisfaction is ALWAYS a lack of communication. It’s in the top three complaints your team has. I guarantee it. Your team wants more info than you give. Inevitably you’ve tried a weekly team meeting. You put it on the calendar. The first one was a resounding success. You had so much to say that the meeting ran into overtime. The second meeting wasn’t bad, but the content dropped. By the third meeting, you struggled to scrape together enough to fill the time. You shifted to monthly as a compromise. Within four months the meeting was gone from everyone’s calendar. Or worse yet, it has continued as a painful time waster spent reviewing long to-do lists. Think about this. For a team of 25, a one hour meeting is costing you at least $1k. That’s $50k a year! A shoddy company-wide meeting reflects directly on you. It damages your leadership cred. On the flip side, if you’re not bringing the team together and keeping them up-to-date, you’re wearing that too. Looking for a solution that works? Here’s a PROVEN RECIPE FOR SUCCESS. One of my clients has been using this exact formula religiously, every week, for five years. Their employee satisfaction is off the charts positive. — You can achieve a ton in 25 minutes with a solid schedule. Use the time to maximum benefit Here’s a sample to get you started. Host starts the meeting at the scheduled time Good news stories (4 mins) — An opportunity for anyone in the company to share quick personal or professional good news. A new client. A pregnancy. The launch of a long awaited marketing tool. A promotion. Before the first meeting, prompt a few people to share. It will help get the ball rolling. Industry news (2 mins) — The host shares one or two bits of news from your industry. Something that’s new, exciting and worthy of sharing. Department updates (10 mins) — Each week, on a rotating schedule, one or two departments present an update. This is the time to share successes, learnings and upcoming plans, keeping everyone in the loop. Metrics (2 mins) — Report on the top two or three metrics that your company is tracking. Volume of new orders. Percentage up time. Number of new customers. Open Floor (4 mins) — An opportunity for anyone else to speak if they have valuable information to share. Often this is where other departments, committees, and you provide urgent updates. Recognition (1 min) — The host recognizes someone on the team. If you have company values defined, the recognition gets tied to a value. It needs to be a specific person for a specific action or achievement. A general appreciation for the awesomeness of a department or individual doesn’t cut it. Select the next host (1 min) — The current host chooses someone to be next week’s host. They also announce the departments presenting the following week. Embrace these four philosophies to rock your weekly meetings. Weekly without fail — Pick a time that works and NEVER move it. Steer clear of Mondays and Fridays to avoid public holidays and personal vacation days. The meeting goes, whether you are there or not (You should be there at least 75% of the time). Set the expectation that everyone needs to schedule around this meeting. Keep it tight — Irrespective of the size of your team, this meeting should run less than 25 minutes. If you can’t keep it on schedule, something’s not working. You will start losing the support of your busy team. Depend on rhythm — This meeting works or fails based on rhythm. Create a template, make sure everyone knows it, and stick to it. Keep it fun — If there isn’t a good dose of laughter every week, be concerned. These meetings should be fun. It’s a time for the team to connect. Keep it light. That’s the time tested recipe and here are the critical ingredients. — Someone needs to own this meeting. Often it’s an EA, receptionist or office manager. This person has a few critical responsibilities. Two days before the huddle, they send a reminder email to the host and presenting departments. Before the meeting they collect presentations and compile them into one document. On the day of the meeting, they make sure the space is ready, IT equipment is working, and music is playing. During the meeting they take notes of what’s said. Within 60 minutes they send those notes and the presentation to the entire company. Anyone who missed the meeting is back in the loop within an hour. Define a meeting owner — Set a standard start time for your meeting and be specific. My client starts their meeting at 1:07 SHARP every Wednesday and ends by 1:30. Why 1:07? Meetings scheduled for the top of the hour will start late. Period. Midday is good for spanning time zones. Early morning meetings infringe on your team’s work-life-balance. Late afternoon meetings will be lower in energy. Choose a time that works and stick to it. Start time — About 3 minutes before the start time, pump music through the office. It builds energy and provides a friendly reminder. The meeting host picks the music for the week. Pump the music — Any team member capable must stand. This is a quick huddle not a lingering social event. It’s a standing meeting — There are so many benefits to having someone different host each week. Here are four. The host gets to practice their public speaking and gets some visibility. No two meetings are the same. As the team grows, everyone gets to know everyone else. Most important, the meeting can always run even if you are away. Rotate the meeting host — Everything I’ve shared is perfect when your team is in one place. This is often not the case. Technology is the answer. Buy a portable video camera and microphone and broadcast the meeting using [insert your favourite tool here]. Have someone watch the computer so remote team members can type in questions. Remote employees — If your team is small (under 10), find ways to have everyone take part in every meeting. Keep it short. Have everyone share one good news story or their single biggest priority for the next 5 days. For larger teams, impromptu is better. Everyone has an opportunity to speak but doesn’t need to. Large vs small teams — Some companies use short (<10 min) daily meetings rather than longer weekly ones. Everything here still applies with two changes. Use the same host for an entire week and break the larger agenda down into smaller, shorter pieces. Daily vs weekly meetings Give it a try. I’d love to hear your success stories. If you hit some bumps, contact me and I’ll share more tips to get things on track. Thanks for reading :-) If you found this info helpful, please hit that ❤️ button below. It would mean a lot to me and helps other people discover the story. I blog to help Founder CEOs on their journey from kitchen table to 200 employees. In addition to my writing on Medium, you will find helpful articles and tools . Be the first to receive new articles by signing up for my newsletter . here here

Founders: How to rock your company huddle without it becoming an awkward time waster

Feedback Loop Optimization:
From Customer Insights to Product Development

The Simple Storage Service (S3) protocol is a standard interface developed by Amazon Web Services (AWS) for storing and retrieving data in the cloud. It’s a key-value store, meaning that each piece of data (an object) is associated with a unique identifier (a key) that you use to access that data. The S3 protocol is crucial in cloud storage services for several reasons: ScalabilityS3 allows for virtually unlimited storage, making it ideal for applications that need to scale rapidly or handle large amounts of data.
Durability and AvailabilityS3 is designed for 99.999999999% (11 9’s) of durability, meaning the chances of losing data are extremely low. It also guarantees 99.99% availability, ensuring that your data is accessible when you need it.
SecurityS3 provides robust security features, including encryption for data at rest and in transit, access control policies, and logging capabilities.
InteroperabilityMany cloud storage providers, not just AWS, support the S3 protocol, making it a versatile choice for developers.
Cost-EffectiveWith S3, you only pay for the storage you use, making it a cost-effective solution for businesses of all sizes. In summary, the S3 protocol is a reliable, secure, and scalable solution for storing data in the cloud, making it a cornerstone of modern cloud-based applications. Setting Up Go Environment install AWS SDK into our project go get github.com/aws/aws-sdk-go-v2/aws
go get github.com/aws/aws-sdk-go-v2/config
go get github.com/aws/aws-sdk-go-v2/credentials
go get github.com/aws/aws-sdk-go-v2/feature/s3/manager
go get github.com/aws/aws-sdk-go-v2/service/s3 Simple project to upload file AWS SDK Wrapper package s3client

import (
 "context"
 "github.com/aws/aws-sdk-go-v2/aws"
 "github.com/aws/aws-sdk-go-v2/config"
 "github.com/aws/aws-sdk-go-v2/credentials"
 "github.com/aws/aws-sdk-go-v2/feature/s3/manager"
 "github.com/aws/aws-sdk-go-v2/service/s3"
 "io"
 "log"
 "sync"
)

var (
 uploader *manager.Uploader
 once     sync.Once
)

func setup() {
 endpoint := "http://s3-test-endpoint.com"
 accessKey := "XVXQ8Q3QGQ9QXQ8QXQ8Q"
 secretKey := "/XQ8Q3QGQ9QXQ8QXQ8QXQ/Q3QGQ9QXQ8QXQ8QXQ8"

 resolver := aws.EndpointResolverWithOptionsFunc(func(service, region string, options ...interface{}) (aws.Endpoint, error) {
  return aws.Endpoint{
   URL:               endpoint,
   HostnameImmutable: true,
   Source:            aws.EndpointSourceCustom,
  }, nil
 })
 awsConfig, err := config.LoadDefaultConfig(context.TODO(),
  config.WithCredentialsProvider(credentials.NewStaticCredentialsProvider(accessKey, secretKey, "")),
  config.WithEndpointResolverWithOptions(resolver),
  config.WithRegion("auto"),
 )
 if err != nil {
  log.Fatalf("failed to load config, %v", err)
 }

 uploader = manager.NewUploader(s3.NewFromConfig(awsConfig)) // Initialize S3 client
}

func UploadFile(ctx context.Context, bucket, filename string, file io.Reader) (string, error) {
 once.Do(setup)
 result, err := uploader.Upload(ctx, &s3.PutObjectInput{
  Bucket: aws.String(bucket),
  Key:    aws.String(filename),
  Body:   file,
  ACL:    "public-read",
 })
 if err != nil {
  log.Fatalf("failed to upload file, %v", err)
 }

 return result.Location, nil
} Why we need to wrap third-party library? The purpose wrapper is to simplify the library’s interface, adapt it to fit our application’s specific needs, or add additional functionality. In this case we simplifies the process of uploading a file to S3 by providing a single UploadFile function that handles the setup and upload process. This makes it easier for the rest of our application to upload files to S3, as it only needs to call s3client.UploadFile with the appropriate parameters. Anyway, let’s explain the code a little bit We need to setup our project to connect with the cloud storage services, in the setupfunction there is 2 key steps that we need to highlight. First, in resolver parameter we need to pass aws.EndpointSourceCustomto indicate we didn’t connect to AWS endpoint. Secondly,config.WithRegion("auto")when load default config. Then in UploadFile function we use once.Do(setup) to make sure setup function only called once. Main Function We will create simple server using chi, then create POST API to upload file to our S3 Cloud Storage. Also Hello World endpoint to make sure our server is working 😆. package main

import (
 "github.com/go-chi/chi/v5"
 "github.com/yudaph/s3-integration/s3client"
 "net/http"
)

func main() {
 r := chi.NewRouter()

 r.Get("/", func(w http.ResponseWriter, r *http.Request) {
  w.Write([]byte("Hello, World!"))
 })

 r.Post("/", HandleUpload)
 http.ListenAndServe(":8080", r)
}

func HandleUpload(w http.ResponseWriter, r *http.Request) {
 file, header, err := r.FormFile("image")
 if err != nil {
  http.Error(w, err.Error(), http.StatusBadRequest)
  return
 }
 defer file.Close()

 // TODO: Do Validation

 // Upload file to S3
 filename := "suffix_" + header.Filename
 url, err := s3client.UploadFile(r.Context(), "bucket-name", filename, file)
 if err != nil {
  http.Error(w, err.Error(), http.StatusInternalServerError)
  return
 }

 w.Write([]byte(url))
} Let’s explain the HandleUploadfunction: We will use r.FormFile("image") to get file from request, in other framework like mux and fiber we only get the header, so if we need to use header.Open() to get the file from header(CMIIW). Then do some validation, after that we simply call our wrapper function s3client.UploadFile to upload to our cloud storage. Conclusion In this article we learn about S3 protocol, how to Integrate with Non-AWS Cloud Storage Service that supports S3 protocol, and a little bit about wrapper. Hopefully, this article can be helpful. Don’t hesitate to give criticism and suggestions if you find any mistakes in this article. Let’s connect on https://www.linkedin.com/in/yudaph/ and https://github.com/yudaph Note: artikel berbahasa indonesia dapat ditemukan di https://medium.com/@yudaph/panduan-untuk-mengintegrasikan-dengan-layanan-cloud-storage-non-aws-yang-mendukung-protokol-s3-20624638911a The Simple Storage Service (S3) protocol is a standard interface developed by Amazon Web Services (AWS) for storing and retrieving data in the cloud. It’s a key-value store, meaning that each piece of data (an object) is associated with a unique identifier (a key) that you use to access that data. The S3 protocol is crucial in cloud storage services for several reasons: ScalabilityS3 allows for virtually unlimited storage, making it ideal for applications that need to scale rapidly or handle large amounts of data. Durability and AvailabilityS3 is designed for 99.999999999% (11 9’s) of durability, meaning the chances of losing data are extremely low. It also guarantees 99.99% availability, ensuring that your data is accessible when you need it. SecurityS3 provides robust security features, including encryption for data at rest and in transit, access control policies, and logging capabilities. InteroperabilityMany cloud storage providers, not just AWS, support the S3 protocol, making it a versatile choice for developers. Cost-EffectiveWith S3, you only pay for the storage you use, making it a cost-effective solution for businesses of all sizes. Scalability S3 allows for virtually unlimited storage, making it ideal for applications that need to scale rapidly or handle large amounts of data. Durability and Availability S3 is designed for 99.999999999% (11 9’s) of durability, meaning the chances of losing data are extremely low. It also guarantees 99.99% availability, ensuring that your data is accessible when you need it. Security S3 provides robust security features, including encryption for data at rest and in transit, access control policies, and logging capabilities. Interoperability Many cloud storage providers, not just AWS, support the S3 protocol, making it a versatile choice for developers. Cost-Effective With S3, you only pay for the storage you use, making it a cost-effective solution for businesses of all sizes. In summary, the S3 protocol is a reliable, secure, and scalable solution for storing data in the cloud, making it a cornerstone of modern cloud-based applications. Setting Up Go Environment install AWS SDK into our project go get github.com/aws/aws-sdk-go-v2/aws
go get github.com/aws/aws-sdk-go-v2/config
go get github.com/aws/aws-sdk-go-v2/credentials
go get github.com/aws/aws-sdk-go-v2/feature/s3/manager
go get github.com/aws/aws-sdk-go-v2/service/s3 go get github.com/aws/aws-sdk-go-v2/aws
go get github.com/aws/aws-sdk-go-v2/config
go get github.com/aws/aws-sdk-go-v2/credentials
go get github.com/aws/aws-sdk-go-v2/feature/s3/manager
go get github.com/aws/aws-sdk-go-v2/service/s3 Simple project to upload file AWS SDK Wrapper package s3client

import (
 "context"
 "github.com/aws/aws-sdk-go-v2/aws"
 "github.com/aws/aws-sdk-go-v2/config"
 "github.com/aws/aws-sdk-go-v2/credentials"
 "github.com/aws/aws-sdk-go-v2/feature/s3/manager"
 "github.com/aws/aws-sdk-go-v2/service/s3"
 "io"
 "log"
 "sync"
)

var (
 uploader *manager.Uploader
 once     sync.Once
)

func setup() {
 endpoint := "http://s3-test-endpoint.com"
 accessKey := "XVXQ8Q3QGQ9QXQ8QXQ8Q"
 secretKey := "/XQ8Q3QGQ9QXQ8QXQ8QXQ/Q3QGQ9QXQ8QXQ8QXQ8"

 resolver := aws.EndpointResolverWithOptionsFunc(func(service, region string, options ...interface{}) (aws.Endpoint, error) {
  return aws.Endpoint{
   URL:               endpoint,
   HostnameImmutable: true,
   Source:            aws.EndpointSourceCustom,
  }, nil
 })
 awsConfig, err := config.LoadDefaultConfig(context.TODO(),
  config.WithCredentialsProvider(credentials.NewStaticCredentialsProvider(accessKey, secretKey, "")),
  config.WithEndpointResolverWithOptions(resolver),
  config.WithRegion("auto"),
 )
 if err != nil {
  log.Fatalf("failed to load config, %v", err)
 }

 uploader = manager.NewUploader(s3.NewFromConfig(awsConfig)) // Initialize S3 client
}

func UploadFile(ctx context.Context, bucket, filename string, file io.Reader) (string, error) {
 once.Do(setup)
 result, err := uploader.Upload(ctx, &s3.PutObjectInput{
  Bucket: aws.String(bucket),
  Key:    aws.String(filename),
  Body:   file,
  ACL:    "public-read",
 })
 if err != nil {
  log.Fatalf("failed to upload file, %v", err)
 }

 return result.Location, nil
} package s3client

import (
 "context"
 "github.com/aws/aws-sdk-go-v2/aws"
 "github.com/aws/aws-sdk-go-v2/config"
 "github.com/aws/aws-sdk-go-v2/credentials"
 "github.com/aws/aws-sdk-go-v2/feature/s3/manager"
 "github.com/aws/aws-sdk-go-v2/service/s3"
 "io"
 "log"
 "sync"
)

var (
 uploader *manager.Uploader
 once     sync.Once
)

func setup() {
 endpoint := "http://s3-test-endpoint.com"
 accessKey := "XVXQ8Q3QGQ9QXQ8QXQ8Q"
 secretKey := "/XQ8Q3QGQ9QXQ8QXQ8QXQ/Q3QGQ9QXQ8QXQ8QXQ8"

 resolver := aws.EndpointResolverWithOptionsFunc(func(service, region string, options ...interface{}) (aws.Endpoint, error) {
  return aws.Endpoint{
   URL:               endpoint,
   HostnameImmutable: true,
   Source:            aws.EndpointSourceCustom,
  }, nil
 })
 awsConfig, err := config.LoadDefaultConfig(context.TODO(),
  config.WithCredentialsProvider(credentials.NewStaticCredentialsProvider(accessKey, secretKey, "")),
  config.WithEndpointResolverWithOptions(resolver),
  config.WithRegion("auto"),
 )
 if err != nil {
  log.Fatalf("failed to load config, %v", err)
 }

 uploader = manager.NewUploader(s3.NewFromConfig(awsConfig)) // Initialize S3 client
}

func UploadFile(ctx context.Context, bucket, filename string, file io.Reader) (string, error) {
 once.Do(setup)
 result, err := uploader.Upload(ctx, &s3.PutObjectInput{
  Bucket: aws.String(bucket),
  Key:    aws.String(filename),
  Body:   file,
  ACL:    "public-read",
 })
 if err != nil {
  log.Fatalf("failed to upload file, %v", err)
 }

 return result.Location, nil
} Why we need to wrap third-party library? The purpose wrapper is to simplify the library’s interface, adapt it to fit our application’s specific needs, or add additional functionality. In this case we simplifies the process of uploading a file to S3 by providing a single UploadFile function that handles the setup and upload process. This makes it easier for the rest of our application to upload files to S3, as it only needs to call s3client.UploadFile with the appropriate parameters. UploadFile s3client.UploadFile Anyway, let’s explain the code a little bit Anyway, let’s explain the code a little bit We need to setup our project to connect with the cloud storage services, in the setup function there is 2 key steps that we need to highlight. setup First, in resolver parameter we need to pass aws.EndpointSourceCustom to indicate we didn’t connect to AWS endpoint. resolver aws.EndpointSourceCustom Secondly, config.WithRegion("auto") when load default config. config.WithRegion("auto") Then in UploadFile function we use once.Do(setup) to make sure setup function only called once. UploadFile once.Do(setup) Main Function We will create simple server using chi , then create POST API to upload file to our S3 Cloud Storage. Also Hello World endpoint to make sure our server is working 😆. chi POST package main

import (
 "github.com/go-chi/chi/v5"
 "github.com/yudaph/s3-integration/s3client"
 "net/http"
)

func main() {
 r := chi.NewRouter()

 r.Get("/", func(w http.ResponseWriter, r *http.Request) {
  w.Write([]byte("Hello, World!"))
 })

 r.Post("/", HandleUpload)
 http.ListenAndServe(":8080", r)
}

func HandleUpload(w http.ResponseWriter, r *http.Request) {
 file, header, err := r.FormFile("image")
 if err != nil {
  http.Error(w, err.Error(), http.StatusBadRequest)
  return
 }
 defer file.Close()

 // TODO: Do Validation

 // Upload file to S3
 filename := "suffix_" + header.Filename
 url, err := s3client.UploadFile(r.Context(), "bucket-name", filename, file)
 if err != nil {
  http.Error(w, err.Error(), http.StatusInternalServerError)
  return
 }

 w.Write([]byte(url))
} package main

import (
 "github.com/go-chi/chi/v5"
 "github.com/yudaph/s3-integration/s3client"
 "net/http"
)

func main() {
 r := chi.NewRouter()

 r.Get("/", func(w http.ResponseWriter, r *http.Request) {
  w.Write([]byte("Hello, World!"))
 })

 r.Post("/", HandleUpload)
 http.ListenAndServe(":8080", r)
}

func HandleUpload(w http.ResponseWriter, r *http.Request) {
 file, header, err := r.FormFile("image")
 if err != nil {
  http.Error(w, err.Error(), http.StatusBadRequest)
  return
 }
 defer file.Close()

 // TODO: Do Validation

 // Upload file to S3
 filename := "suffix_" + header.Filename
 url, err := s3client.UploadFile(r.Context(), "bucket-name", filename, file)
 if err != nil {
  http.Error(w, err.Error(), http.StatusInternalServerError)
  return
 }

 w.Write([]byte(url))
} Let’s explain the HandleUpload function: HandleUpload We will use r.FormFile("image") to get file from request, in other framework like mux and fiber we only get the header , so if we need to use header.Open() to get the file from header (CMIIW). r.FormFile("image") mux fiber header header.Open() file header Then do some validation, after that we simply call our wrapper function s3client.UploadFile to upload to our cloud storage. s3client.UploadFile Conclusion In this article we learn about S3 protocol, how to Integrate with Non-AWS Cloud Storage Service that supports S3 protocol, and a little bit about wrapper. Hopefully, this article can be helpful. Don’t hesitate to give criticism and suggestions if you find any mistakes in this article. Let’s connect on https://www.linkedin.com/in/yudaph/ and https://github.com/yudaph https://www.linkedin.com/in/yudaph/ https://github.com/yudaph Note: artikel berbahasa indonesia dapat ditemukan di https://medium.com/@yudaph/panduan-untuk-mengintegrasikan-dengan-layanan-cloud-storage-non-aws-yang-mendukung-protokol-s3-20624638911a https://medium.com/@yudaph/panduan-untuk-mengintegrasikan-dengan-layanan-cloud-storage-non-aws-yang-mendukung-protokol-s3-20624638911a

HUDDLEUP

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HUDDLEUP

huddleup.ai

-- employees

Since n.d.

COMPANY RANKING

HUDDLEUP

EVERGREEN INDEX #4765

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