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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:49 - 6 Mar 2025

[FHL 10 Encore] 5 days away… (you registered?)

Have you registered for the FHL 10 Encore yet???

If not, then go here and make sure you’re registered before we kick off FHL 10 Encore!

(Pssst… you’ll see there are two options on the page – Option 1 is if you already bought a ticket to FHL 10 and option 2 is if you didn’t buy an FHL 10 ticket)...

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

We're just 5 days away from jumping back into FHL 10 ‘The Last Dance’ Encore… And I’m so fired up for this!! I can’t even tell you…

Seeing it again brings back all the excitement…. The ‘a-ha’ moments… The fun memories… The lightning bolts of inspiration that just hit you!!

I love it!

So, make sure you’re registered for the FHL 10 ‘The Last Dance’ Encore!

This is your chance to relive all of that… or experience it for the first time!

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

If you weren’t there live, you’re going to be blown away by ALL of the presentations! Everyone knocked it out of the park… Like… Grand Slam out of the park!

Josiah Grimes broke down his VSL process in a way that made so much sense.

Eileen Wilder taught us her B.I.T.S. Framework.

Ashley Kirkwood showed us how to use props to SELL.

The list goes on!!!

And remember… This isn’t a ‘cliffnotes’ version of FHL 10… This is THREE FULL DAYS OF FHL 10 GOLD!!

🗓️ Monday, March 10th, 2024 @ 10 MT / 12 PM ET.

🗓️ Tuesday, March 11th, 2024 @ 10 MT / 12 PM ET.

🗓️ Wednesday, March 12th, 2024 @ 10 MT / 12 PM ET.

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

See you in the encore!

Russell Brunson

P.S. Don’t forget, you’re just one funnel away…

P.P.S. GO HERE TO REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

Marketing Secrets
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REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

by "Russell Brunson" <newsletter@marketingsecrets.com> - 01:51 - 5 Mar 2025

Quick Rate Info

Hi,

Hope you're doing well. This's J from Hong-ocean. It's been a while since we last connected, and I wanted to reach out to see how things are going. Just wanted to touch base and remind you that we're here to support you with your shipping needs. If you have any questions or specific requirements, feel free to let me know.

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by "Jeffery" <jeffery1@xinchen56.com> - 01:05 - 5 Mar 2025

[FHL 10 Encore] Did you register yet…?

OK, we’re getting closer to the FHL 10 ‘The Last Dance’ ENCORE kick off! I hope you’re planning to re-watch FHL 10, or watch it for the first time!

Remember: This encore is THREE FULL DAYS!

Here are the days and times:

Monday, March 10th, 2024 @ 8am PT / 11am PT.

Tuesday, March 11th, 2024 @ 8am PT / 11am PT.

Wednesday, March 12th, 2024 @ 8am PT / 11am PT.

Here’s why I think you should plan on attending the encore:

Did you know it takes the average person 2-7 times to hear the same message before they take action. ?

If you’re like me, you’ll be lucky to retain maybe 20% of what they said at FHL 10. There’s just so much going on, and as much as I listen and take notes, I just can’t learn it all the first time around.

That’s why you should experience FHL 10 again!

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

This is three full days of live video re-plays! And, it’s not just replays. There is a “live” element to the 3-day event, and you’ll have to register to see what I mean…

I promise you don’t want to miss this!

Get registered today right here, and clear your calendar for the first three days next week, and let’s relive FHL 10 ‘The Last Dance’ again!

See you in the encore!

Todd Dickerson

P.S. GO HERE TO REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >

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Complementing “The future of leadership,” the second issue in our yearlong celebration of McKinsey Quarterly’s 60th birthday, this bonus collection of 15 classic McKinsey Quarterly articles traces how leadership ideas and attitudes have evolved over the past six decades. Explore the timeless insights found in these hand-selected Quarterly articles—previously available only in archival print issues—from authors such as Marvin Bower.

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by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:31 - 5 Mar 2025

Procurement Management - Managing Supplier Selection & Negotiation, Sourcing & Tendering (16 & 17 Apri)l

Please call 012-588 2728

email to pearl-otc@outlook.com

HYBRID PUBLIC PROGRAM

PROCUREMENT MANAGEMENT - MANAGING SUPPLIER

SELECTION & NEGOTIATION, SOURCING & TENDERING

5 CPD Points Awarded by MBOT.

(** Choose either Zoom OR Physical Session)

Remote Online Training (Via Zoom) &

Dorsett Grand Subang Hotel, Selangor (Physical)

(SBL Khas / HRD Corp Claimable Course)

Date : 16 Apr 2025 (Wed) | 9am – 5pm By SH Yeo

17 Apr 2025 (Thu) | 9am – 5pm .

.

INTRODUCTION:

The key to an efficient procurement function is the ability to manage the proper selection of suppliers. The ability to select new suppliers or vendors which are able to provide the good support to the company operational needs makes the job of purchasing easier to manage.

In order to select the “perfect” supplier, an effective sourcing process + an efficient selection + ability to negotiate the best deal with the supplier is extremely important.

This program desires to bring these values to all the participants who decide to attend this 2 day interactive training program.

. .

TRAINING OBJECTIVES:

The training program was design with the following key objectives of learning to the participants:-

a) Effective Management of Sourcing and Tendering activities

b) Effective Selection Process during Sourcing and Tendering

c) Understand the different type of tendering and common issue in tendering

d) Effective negotiation preparation for supplier negotiation in sourcing and tendering

e) Understand the effective way of supplier evaluation and management

TRAINING METHODOLOGY:

This training will involve the following area to enhance learning:

a) Power point presentation

b) Case studies & Brain storming session

c) Discussion on subject of learning

d) Facilitating by trainer to enhance understanding of subject matter

e) Pre and Post test to evaluate participants understanding

LEARNING OBJECTIVES EXPECTED FROM PARTICIPANTS:

By the end of the 2-day interactive session, the learning curve achieve will enable the following:-

a) UNDERSTAND strategic sourcing and tendering role of procurement in business operation

b) APPRAISE and DISTINGUISH the type of strategy to be in place to manage tendering process to meet the objective of the company

c) MANAGING and carrying out effective negotiation with suppliers and other stake holders during tendering

d) DECIDING type of tendering to use depending on requirement and strategic advantages to the business organization

e) DIFFERENTIATE key differences between Sourcing and Tendering

f) IMPLEMENTING key areas of concern during selection process

PARTICIPANTS GROUP :

This training program is highly recommended for employees involve in the managing of the supply chain function in the company, for example, personnel from procurement, warehouse, logistics and planning department and finance.

OUTLINE OF WORKSHOP

Module 1 - Sourcing and Tendering

- Sourcing versus Tendering

- Type of Tendering

- Sourcing strategies

- Advantages and Disadvantages of Sourcing

- Advantage and Disadvantages of Tendering

- The Tendering Process in Open Tender

- Common term used in Tendering

Module 2 - Challenges in Tendering

- Key Reason why tender fails

- Reducing the risk in tender failure

- Managing conflict of Interest

- Red flag in Tendering and Sourcing

- Sourcing and Tendering best practices

- Case study

Module 3 – Suppliers Selection and Management Process

- Understanding the 10C + 1R selection

- Evaluation strategy for tendering

- Implementing Supplier On boarding and Off boarding system

- Type of Audits to conduct for supplier selection

- Case study

Module 4 – Managing Smart Negotiation

- Integrative Negotiation

- Distributive Negotiation

- Stages of Negotiation

- SWOT analysis

- Deciding red lines in negotiation

- Knowing your opponent traits

- The Soft Negotiator

- The Principled Negotiator

- The Hard Negotiator

- Traits of a good negotiator

- Bad Negotiator habits

- Mistakes made in Negotiation

- Body language in negotiation

- Clear planning of objectives and goals

- Understand when to walk away

- Managing Reject and counter offer

- Dealing with difficult negotiators

- WATNA strategies

- BATNA strategies

- Case study

** Certificate of attendance will be awarded for those who completed the course

ABOUT THE FACILITATOR

SH Yeo

Academic & Professional Qualifications

Certified HRDF Trainer (TTT certificate number 4669)

Certified Professional Trainer and Facilitator (University Malaya, Malaysia)

- Diploma in Human Resource Management (UK)

- Diploma in Production Management (USA)

- MBA in Supply Chain Management (USA)

- 33 year of management experience in supply chain and operation

- Trainer & consultant since 2008

Mr. Yeo is a very experienced supply chain and operational manager. During his working career, spanning over 33 years, he has held various positions as following:-

1987 - with International Paint (later known as Akzo Nobel International Paint) as a Storekeeper

1989 to 1992 @ Warehouse Executive

1992 to 1993 @ Warehouse Manager

1993 to 1998 @ Production Manager

1998 to 1999 @ join Melandas as a Logistics and Purchasing Manager.

1999 to 2004 @ join Dian Creative as a Material Manager

2004 to 2006 @ join Joubert SA Malaysia as Purchasing Manager

2006 to 2008 @ Procurement Manager

2008 to 2019 @ Supply Chain Manager and Company Director

His major achievements include the following:-

a) Increase productivity in the production department by providing intrinsic and extrinsic motivation to the employees from 1993 to 1998.

b) Making major decision to advise a MNC company to drop LMW warehousing scheme and adopting MITI PC1 and 2 exemption system to help company to be more competitive in the local and oversea market in 1998.

c) Co coordinating Kastam licensing and reporting to solve company reporting and licensing issue with Kastam

d) Establishing control and procedure and bringing awareness to employee on important of supply chain control in 2004 until 2019 and achieving 100% shipment performances to customers

e) Involve in negotiating with a major customer from Europe to secure new contract and beside visiting overseas suppliers for performances improvement and selection of new suppliers

f) Carry out new product development by working with engineering and design team and suppliers, including spending on site at supplier premise to solve new product design issue

g) Introduced new procedures in warehouse and operation for better control of operation and reporting system

h) Managing and conducting cost reduction management program from 2008 to 2013 and reduce cost for the company by up to RM6.5 mil.

i) Involve in managing suppliers contract and involving in proposing and drafting new contract and contract renewal for suppliers from 2008 until 2019 (early retirement) by working with suppliers and internal stakeholders with guidance from legal expert.

j) Managing Non Disclosure Agreement with suppliers to protect company intellectual property

He has been conducting training since 2008 and recently retired as a fulltime supply chain manager and company director to concentrate on full time training and coaching.

His areas of training based on his many years experiences in the industry are as following:-

- Inventory and Warehouse Management

- Supply Chain Management

- Cost Reduction

- Strategic Procurement and Purchasing Management

- Import and Export Documentation Process

- International Payment Risk Mitigation

- Negotiation

- Incoterms and Impact on Trade

- Trade Financing

- Risk on Procurement Fraud

- Letter of Credit and Documentary control

- Procurement contract management

- Incoterms 2020 – Benefit, Risk and Cost on Rule of Delivery

(SBL KHAS / HRD Corp Claimable Course)

TRAINING FEE

14 hours Remote Online Training (Via Zoom)

RM 1,296.00/pax (excluded 8% SST)

2 days Face-to-Face Training (Physical Training at Hotel)

RM 2,250.00/pax (excluded 8% SST)

Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
(Buy 3 Get 1 Free) if Register before 7 April 2025. Please act fast to grab your favourite training program!

We hope you find it informative and interesting and we look forward to seeing you soon.

Please act fast to grab your favorite training program! Please call 012-588 2728

or email to pearl-otc@outlook.com

Do forward this email to all your friends and colleagues who might be interested to attend these programs

If you would like to unsubscribe from our email list at any time, please simply reply to the e-mail and type Unsubscribe in the subject area.

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Thanks

Regards

Pearl

by "pearl@otcmsb.com.my" <pearl@otcmsb.com.my> - 09:23 - 5 Mar 2025

more information for Your Telecoms Consultant?

Good morning,

I wondered if the email below regarding Birchwood Golf Club was of interest. If you require any further information, or if you would like to discuss the partnership in more detail, drop me an email back.

Best wishes,

Jack Stevens

Account Manager

0113 5197 994

Jack Stevens <jack@w1g.biz> wrote:

Hi there,

I hope you're well, I wanted to reach out because Your Telecoms Consultant has been recommended to us, and we have a unique opportunity that you may be interested in.

The My Caddie Golf Platform featuring Birchwood Golf Club can help you and the team generate business from our members and visitors, we are looking for a local Telecommunication Company to become our official partner.

Aligning your business with such a prestigious establishment can elevate your brand image and generate a positive association in the minds of potential customers.

Here are some of the features you will receive in the partnership:

- Exclusivity for your sector.
- Providing you with exposure on the members and visitors iPhone app.
- Exposure on the members and visitors Android app.
- Your branding on the flyovers on one of the holes on our Birchwood Golf Club web flyovers which is trackable and targeted to your demographic within the local area.
- Access to our networking groups between all partners and plus ones.
- Complimentary golf for you to entertain clients, colleagues and guests.

The cost is the equivalent of just £26 per week for a 2-year partnership + £399 Artwork (one-off, optional) + VAT.

Artwork is optional but if you want us to do it for you, you can change it up to 8 times over the 2 years so every quarter you can revamp it and put new offers on. We'll also give It to you for further marketing.

I have reached out to a number of companies locally and will be operating on a first come first serve basis so if the above is of interest please let me know as soon as possible to avoid disappointment.

Best wishes,

Jack Stevens

Account Manager

0113 5197 994

We have sent this email to info@learn.odoo.com having found your company contact details online. If you don't want to get any more emails from us you can stop them here.

West 1 Group UK Limited, registered in England and Wales under company number 07574948. Our registered office is Unit 1 Airport West, Lancaster Way, Yeadon, Leeds, West Yorkshire, LS19 7ZA.

Disclaimer: Our app operates independently. While we provide authentic and accurate hole-by-hole guides, we do not have a direct association with Birchwood Golf Club or claim any endorsement from them. We aim to offer golfers a reliable guide as they navigate their favourite courses. As a value-add for our advertisers, we offer free tee times at Birchwood Golf Club which we procure as any customer would, directly from the venue. We also host networking events, which may be held a various local venues as well as online sessions.Furthermore, advertisers have the unique opportunity to be featured in our flyovers of each golf hole. All offerings are subject to availability and terms.

by "Jack Stevens" <jack@w1g.biz> - 08:39 - 5 Mar 2025

Follow-UP

Hi,

I am curious to know whether you received my last email or not. Please let me know, if you are interested in our services or not. A prompt reply will be highly appreciated.

Thanks & Regards,
Khushi Thakur

From: Khushi Thakur
Sent: Wednesday, Jan 15, 2025 4:52 AM
Subject: New Website, New Experience

Hi,

Hope you are doing well.

We are Website Development & Digital Marketing company based in india.

We are a professional Website Design & Re-Design Services Company.

Special Offer For: - Website Design Service / Re-Design Service Very Low-Price Packages,

Note: - I will be happy to send you our portfolio /pricing and Package /requirements details.

Thanks & Regards,
Khushi Thakur

by "Khushi Thakur" <seotoprankingfastservices@hotmail.com> - 07:21 - 5 Mar 2025

Global M&A activity: What to expect in 2025

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Great expectations for M&A

In the news

•

A changing landscape. As Reuters reports, investment bankers believe that the value of global M&A deals could exceed $4 trillion in 2025. Dealmakers anticipate M&A activity to increase because of several factors, such as the potential for reduced taxes, fewer regulations, and less scrutiny of big-business mergers in the US. The tech industry made up the greatest proportion of last year’s M&A activity, with transactions increasing 20% from the prior year to reach $534 billion. [Reuters]

•

Rebound in M&A. Rising demand for deals prompted a worldwide recovery in M&A activity in 2024, and according to Bloomberg, banking executives expect the trend to continue into 2025. Buoyant equity markets are generating optimism for future M&A transactions, while US corporate leaders are confident that the business environment will become more amenable to dealmaking, one senior banker said. But challenges persist, including higher interest rates and concern about the reliability of companies’ earnings. [Bloomberg]

For all of 2024, the global value of deals over $25 million rose 12%.

On McKinsey.com

•

Compelling factors in 2025. Could global M&A markets bounce back in 2025? It’s true that dealmakers’ decisions are likely to be complicated by issues such as leadership transitions and geopolitical tensions. But McKinsey Senior Partners Jake Henry and Mieke Van Oostende note a variety of reasons that support an optimistic—perhaps even bullish—case for 2025. For instance, macroeconomic conditions are more favorable than in years past, with economies proving their resilience—and corporates in search of deals tend to have strong balance sheets and cash positions .

•

The private equity engine. Private equity is expected to play a major role in driving M&A activity in 2025, as investors seek exits to realize returns on their investments. But while companies have an extraordinary amount of cash reserves right now—more than $2 trillion globally—central bankers’ and regulators’ decisions could potentially dampen M&A activity this year. Download the full report, M&A Annual Report: Is the wave finally arriving?, for a snapshot of last year’s M&A activity by region and of the steps dealmakers can take to maximize their M&A capabilities in 2025.

Discover top M&A trends

—Edited by Belinda Yu, editor, Atlanta

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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:28 - 5 Mar 2025

Purchase Order

Dear All,

I am Elena Francesco from Deca S.P.A.

We came across your company during our search for suppliers and are interested in your products.

Could you please send us your data sheet for our reference and perusal. We will revert to you with our RFQ as soon as possible.

Also note that the quality of the products must be guaranteed to enable us to establish a good business relationship.

I would be pleased to read from you.

Thank you

Looking forward to your reply.

Best Regards

Elena Francesco

Senior Sales Manager,

Deca S.P.A.

47899 Serravalle, Ciarulla.

San Marino

elenafrancessco052@gmail.com

by "Elena Francesco" <hector7710@hotmail.com> - 11:07 - 4 Mar 2025

ERP Vendors Are Paying Attention—Here’s What You Need to Know



Hi MD Abul, Lately, we’ve been talking a lot about ERP vendors—their evolving strategies, challenges, and how they’re adapting to industry shifts. And it’s clear they’re listening. Many have reached out to our team, showing just how important these conversations are. If you’re following these trends, you might find a recent blog insightful. It explores: How Composable ERP is Reshaping the Industry – Why more organizations are moving toward modular solutions What ERP Vendors Are Doing Differently – From pricing models to product roadmaps, how their strategies are evolving What This Means for Your Digital Transformation – Key factors to consider when evaluating your ERP options With so much changing in the ERP space, understanding these shifts is crucial for making informed decisions. Check out the blog here! Would love to hear your thoughts—are you seeing these changes firsthand? Best regards, Eric Kimberling


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by "Eric Kimberling" <eric.kimberling@thirdstage-consulting.com> - 04:59 - 4 Mar 2025

[FHL 10 Encore!!!] Did you register yet…?!?

OK, we’re down to less than a week until the FHL 10 ENCORE ‘The Last Dance’ kick off!

And… I hope you’re marking your calendars now to re-watch FHL 10, or watch it for the first time!

This encore is THREE FULL DAYS! Here are the days and times:

🗓️ Monday, March 10th, 2024 @ 8am PT / 11am ET

🗓️ Tuesday, March 11th, 2024 @ 18am PT / 11am ET

🗓️ Wednesday, March 12th, 2024 @ 8am PT / 11am ET

👉 CLICK HERE to Register for FHL 10 ‘The Last Dance’ Encore Now! 👈

I’m sure you’ve heard this before…

But there are legit scientific studies that say it takes the average person 2-7 times to hear the same message before they take action.

And if we’re being honest… If we were just listening to the speakers at FHL 10, we probably retained maybe 20% of what they said (if that… )

That’s why you need to experience FHL 10 again!

We have the FHL 10 Encore, so you can re-watch the incredible presentations from the comfort of your home… take notes… And really, truly absorb it!!

Ready to Take Action? Secure Your Spot for FHL 10 Encore Now!

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

YES! I’m In – Let’s Do This!! →

It’s not a cliffnotes version of FHL 10.

This is three full days of live video re-plays! (There is a “live” element to the 3-day event, and you’ll have to register to see what I mean… ;)

Doesn’t matter if you were there and you’ll be re-watching….

Or if you missed it, and you’ll be seeing these presentations and the insane magic of FHL 10 for the first time…

I promise you don’t want to miss this!!!

Get registered today right here, and clear your calendar for the first three days next week, and let’s relive FHL 10 ‘The Last Dance’ again!!

See you in the encore!

Russell Brunson

P.S. Don’t forget, you’re just one funnel away…

P.P.S. GO HERE TO REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

Marketing Secrets
3443 W Bavaria St
Eagle, ID 83616
United States

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

by "Russell Brunson" <newsletter@marketingsecrets.com> - 01:13 - 4 Mar 2025

[FHL 10 Encore] Register to watch the replay!

Todd here again!

Well, the last FHL ever was harder than I expected to get up on the FHL stage with Russell for the last time.

Yes, we’re turning the page, but does it have to end?

I’ve been getting lots of emails over the last couple weeks, asking if we will allow people to re-watch the presentations.

(Or watch them for the first time because they couldn’t make it to Vegas…)

And the answer is yes!

This is your chance to watch all of those life-changing presentations one more time and soak in all of the awesome speakers and presenters.

Are you up for that?

And remember, this isn’t a cliffnotes version of FHL 10… We’re showing pretty much ALL of the presentations virtually!

It’s going to be NEXT MONDAY, TUESDAY, and WEDNESDAY (March 10th - 12th - Starting every day at 8am PT / 11am PT ).

FHL 10 was honestly one… if not the best FHL we’ve ever had!

REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >>

See you in the encore!

Todd Dickerson

P.S. GO HERE TO REGISTER FOR FHL 10 ‘THE LAST DANCE’ ENCORE NOW >

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by "Todd Dickerson (ClickFunnels)" <noreply@clickfunnelsnotifications.com> - 12:17 - 4 Mar 2025

How Uber Built Odin to Handle 3.8 Million Containers

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How Uber Built Odin to Handle 3.8 Million Containers

ByteByteGo

Mar 4

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Disclaimer: The details in this post have been derived from Uber Engineering Blog and other sources. All credit for the technical details goes to the Uber engineering team. The links to the original articles are present in the references section at the end of the post. We’ve attempted to analyze the details and provide our input about them. If you find any inaccuracies or omissions, please leave a comment, and we will do our best to fix them.

In the early days, the engineers at Uber had to take care of databases and storage systems manually. Whenever they needed to set up, update, or fix something, they followed written instructions called "runbooks". These runbooks were like a step-by-step guide.

As Uber grew, this manual process became overwhelming. They had thousands of databases spread globally, and managing them by hand was a slow and difficult process prone to mistakes.

To solve this, Uber created Odin, an automated system that manages all these databases and storage clusters without human intervention. Unlike older systems that work with only specific types of databases, Odin is technology-agnostic, meaning it can handle many different databases and storage systems seamlessly.

Odin helps Uber’s engineers organize, scale, and maintain their storage infrastructure, ensuring everything runs smoothly and reliably. In this article, we will look at a comprehensive breakdown of Odin and the challenges Uber faced while developing it.

The Scale of Odin

Since 2014, Uber’s data infrastructure has expanded at an unprecedented scale.

What started with a few hundred hosts has now evolved into a massive fleet of over 100,000 hosts, supporting a huge number of stateful workloads.

These workloads are essential for Uber’s real-time services, including ride-hailing, food delivery, and payment processing, all of which depend on highly available and scalable storage solutions.

As per an estimate, Uber’s fleet collectively manages multiple exbibytes of storage. To put this into perspective 1 exbibyte equals 1,152,921.5 terabytes (TB). Multiple exbibytes place Uber’s storage in the zettabyte-scale range.

This level of storage capacity is necessary because Uber generates massive volumes of real-time data, such as:

Ride and trip history
GPS tracking logs
User profiles and payment transactions
Machine learning models
Operational logs.

Odin allows Uber to manage this enormous ecosystem through automation, self-healing mechanisms, and efficient resource scheduling. It is responsible for handling:

300,000 workloads, where each workload represents a collection of processes running on a machine, similar to Kubernetes pods.
3.8 million individual containers, which means each workload can have multiple containers running different components of Uber’s stateful services.

In essence, Odin optimizes how storage is allocated and accessed to ensure fast read/write performance while preventing unnecessary duplication and inefficiency. Odin is also technology-agnostic, meaning it doesn’t just manage a single type of database or storage system but instead integrates with 23 different storage technologies, including:

Traditional Online Databases such as MySQL (relational) and Cassandra (distributed NoSQL database)
Big Data and Streaming Platforms such as HDFS, Kafka, and Presto
Resource Scheduling and Workflow Management such as Yarn and Buildkite

Each of these technologies serves a specific purpose within Uber’s ecosystem, and Odin ensures they can all operate efficiently within the same unified infrastructure. For example:

MySQL and Cassandra require high availability and read/write consistency, so Odin ensures replicas are correctly placed and synchronized.
Kafka requires high-throughput storage and low-latency access, so Odin manages partition distribution across nodes.
HDFS and Presto require large-scale batch processing, so Odin makes sure that storage resources are efficiently utilized.

Odin’s Architecture and Design Principles

Unlike traditional imperative systems that require explicit commands to perform tasks, Odin follows a declarative model where engineers define what the system should look like (goal state) rather than how to achieve it.

To maintain the goal state, Odin employs self-healing remediation loops that continuously monitor the system state and detect deviations. If any deviation is found, it takes corrective actions automatically without human intervention.

See the diagram below that shows the steps within Odin’s remediation loop.

For example, an engineer defines that a database should always have three replicas. Odin automatically ensures this is always the case. If a replica fails or a node crashes, Odin self-heals by spinning up a new instance to meet the goal state.

This design is similar to Kubernetes but optimized for stateful workloads such as databases and large-scale storage systems.

The diagram below shows a high-level view of Odin’s architecture.

The key architectural components of Odin are as follows:

1 - Grail: The Data Integration Platform

Odin’s intelligence depends on having an accurate and up-to-date view of Uber’s global infrastructure. This is handled by Grail.

Grail provides a real-time snapshot of all hosts, containers, and workloads across Uber’s infrastructure. It works similarly to the Kubernetes API Server but at a much larger scale. It allows engineers and remediation loops to query global system state instantly, enabling informed scheduling and decision-making.

The key advantages of Grail are as follows:

Operates across tens of thousands of hosts in multiple data centers and cloud regions.
Works with all storage technologies managed by Odin.
Unlike traditional database monitoring tools that operate per data center, Grail aggregates data across all Uber locations.

2 - Remediation Loops

At the core of Odin’s automation capabilities are remediation loops.

Each remediation loop is a separate microservice. This allows independent development and deployment without affecting other parts of the system. It follows a four-step cycle:

Inspect the goal state (what the system should look like).
Collect the actual state (what the system currently looks like).
Identify discrepancies between the goal and the actual state.
Trigger corrective actions using Cadence workflows.

This process is continuous, ensuring that Odin actively maintains stability and performance.

3 - The Control Plane

Odin’s control plane is responsible for orchestrating workloads, scheduling tasks, and managing cluster topology.

The core responsibilities of the Control Plane are as follows:

Workload Scheduling: It decides where and how workloads should be deployed based on system health, resource availability, and performance needs.
Cluster Management and Topology Decisions: Determines how databases and storage clusters should be distributed across Uber’s infrastructure.
Workflow Execution (via Cadence): Engineers interact with the control plane through Cadence workflows. These workflows define specific actions, such as upgrading a database or rescheduling workloads.

4 - Host-Level Agents

Odin’s architecture separates global control from local execution using two host-level agents.

Odin-Agent: This runs on every host in Uber’s infrastructure and handles generic host-level tasks, such as resource allocation (CPU, memory, and disk), container lifecycle management, and disk volume and cgroup management.
Technology-Specific Worker: A containerized agent that runs inside each database or storage workload. It is tailored to the specific technology being used (for example, MySQL and Cassandra). This agent ensures that the database internals align with the goal state.

See the diagram below that shows the two host-level agents in more detail.

By separating general host management (Odin-Agent) from database-specific logic (Worker), Odin maintains standardization and customization across different workloads.

Odin’s Key Features and Innovations

As mentioned, Odin is a stateful workload management system designed to handle Uber’s massive-scale database and storage infrastructure.

1 - Self Healing System

Odin continuously compares the desired goal state with the actual state of the system. If a deviation is detected, it automatically triggers corrective actions through Cadence workflows.

No human intervention is required in this process. The system detects and fixes failures autonomously. This eliminates downtime caused by manual debugging. Moreover, Odin constantly fine-tunes itself to maintain optimal performance.

2 - High Availability and Fault Tolerance

Odin ensures high availability through dynamic workload rescheduling and failure-handling mechanisms.

60% of workloads are rescheduled each month to balance resource utilization. Workloads move between hosts dynamically to optimize performance and maintain resilience against failures. Odin makes real-time rescheduling decisions based on resource usage, fault tolerance, and availability requirements.

One of Odin’s key innovations is its make-before-break strategy. Before shutting down a workload, Odin provisions a replacement instance. The old instance is only removed once the new one is fully operational. This approach is important for stateful workloads like databases, where shutting down a node without a replacement can cause data loss, unavailability, or increased latency.

3 - Efficient Storage Management

When Odin was introduced, containerizing databases was still a relatively uncommon and controversial practice. However, Uber fully embraced containerized stateful workloads.

An innovation Odin brought to the table was placing multiple database instances on a single host. Traditionally, databases run on dedicated machines, wasting resources. Odin enables up to 100 databases to be colocated on the same host by managing CPU, memory, and disk allocation.

Unlike traditional NAS-based database solutions, Odin relies on locally attached SSDs and HDDs. This results in lower latency, higher throughput, and reduced costs.

4 - Workload Identity and Stateful Migration

Stateful applications require persistent identity across rescheduling events. Unlike Kubernetes StatefulSets, which assigns a stable pod identity, Odin takes a different approach.

In this approach, workload identity is preserved across rescheduling events. Data replication is performed before workload termination. Goal-state propagation ensures that the new instance picks up exactly where the old one left off. In other words, the workload transition is seamless, with no downtime or loss of service.

Challenges and Optimization Strategies in Odin

Managing a platform as large as Odin comes with significant engineering challenges.

As Uber scaled, Odin had to evolve from a human-driven system to a fully automated, highly coordinated, and resilient infrastructure management platform.

Some key takeaways are as follows:

The manual workload management was no longer scalable. Fleet-wide optimizations were needed for resiliency, cost savings, upgrades, and data center migrations.
Uncoordinated operations (like workload migrations and container upgrades) could take down clusters. Consensus-based databases needed careful migration strategies.
A global coordination system was needed to solve these problems. This was done using predefined budgets for allowable disruptions and enforcing platform-wide global concurrency constraints.

Conclusion

Odin represents a significant leap in stateful workload management, enabling Uber to scale its infrastructure from hundreds to over 100,000 hosts while maintaining high availability, cost efficiency, and operational stability.

By transitioning from manual, human-driven operations to an intent-based, self-healing, and automated orchestration system, Odin has eliminated inefficiencies and minimized downtime in Uber’s mission-critical storage systems.

The key innovations behind Odin, such as self-healing remediation loops, intelligent workload rescheduling, make-before-break migrations, and platform-wide coordination mechanisms, have allowed Uber to achieve 95%+ resource utilization.

As Uber continues to grow, Odin is set to evolve further, integrating new optimizations, smarter automation, and deeper AI-driven workload management.

References:

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by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 4 Mar 2025

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What it will take to boost Europe’s competitiveness

On McKinsey Perspectives

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Advancing European innovation

In the news

•

Europe’s innovation gap. Decades ago, Europe was a world leader in AI innovation. But today, the region’s complex regulatory frameworks are increasingly contributing to some companies’ decisions to delay or cancel their AI platform launches, Fortune reports. Although Europe’s actions to protect consumers are admirable, an expert shares that policy-related uncertainty can have a chilling effect on new innovation and, as a result, hinder European consumers and businesses. [Fortune]

•

A comeback plan. European leaders have outlined a five-year strategy to strengthen the region’s industries against competition from East Asia and regulatory changes in North America, Reuters reports. The proposal aims to streamline business-related legislation and accelerate investments to encourage innovation, as venture capital is less accessible in Europe than in the US. European leaders also plan to invest in companies working in AI, quantum computing, and other cutting-edge fields. [Reuters]

Europe’s corporate and technological underperformance could put €2 trillion to €4 trillion at stake annually by 2040, according to McKinsey Global Institute analysis.

On McKinsey.com

•

Lagging investment. The prosperity and sovereignty of nations increasingly depend on technology, McKinsey Senior Partner Solveigh Hieronimus and coauthors note. Yet despite the region’s potential for technological leadership, large European businesses invest less than their US counterparts—particularly in technology. Indeed, between 2015 and 2022, Europe’s corporations underinvested by €700 billion per year when compared with US corporations, while corporate returns on invested capital in Europe also lagged those in the US.

•

Fostering entrepreneurship. As European leaders seek to increase the region’s economic and technological competitiveness, consensus is emerging around the elements required to create change. One is simplifying regulations, which could enable investments to rise substantially; another is completing the European single market, which would allow capital to flow more freely within Europe. Explore examples of private sector–led initiatives, including the development of AI-based diagnostic and treatment pathways in healthcare, that may help unleash European entrepreneurship.

Accelerate European competitiveness

—Edited by Belinda Yu, editor, Atlanta

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