Armory Candidate Q&A

⚠️ This is a private doc to give Armory candidates (like you) a ‘peek under the hood’ . Please don’t share or post it publicly.

Welcome to Armory. Here's all the Q&A we’ve had with past job candidates. It’s a way to get answers to questions you didn’t even know you had. Here’s how to use it:

  1. Read through the previous Q&A below
  2. If you have questions that aren’t answered (or questions about past questions): Email your question to . We’ll get it answered and posted here (if it’s personal or specific to you, we’ll email you back specifics, then generalize it before posting here)

Armory Resources:

Only have one minute? Here's a looping 1 minute gif that shows how Armory is building an enduring company, in two acts:

About Armory's Platform that helps software teams ship better software, faster.

(If you liked that video and want to dig in further, we recommend this Armory Platform Roadmap post, which has a 35 minute video from our CEO describing Armory's platform.)

Candidate Q&A: Answers to questions you didn’t even know you had!

Q: What is Armory building?

Companies looking to make software a core competency typically move through five stages of software evolution:

Implementing DevOps is a massive sea change for organizations and requires an alignment of People, Process, and Technology — and importantly, a strong mandate from the leadership team.

Armory helps companies get to Stage 5. We are building a software delivery platform that helps software teams ship better software, faster. Here's our long-term Platform vision:

  • The Open Core layer provides the software delivery tooling a company needs to get to Stage 3 in our Software Evolution chart [3]. The Core is open-source, and incorporates a suite of best-in-class developer tooling including Spinnaker, which was created and open-sourced by Netflix and Google. Spinnaker is a multi cloud-native software continuous delivery & infrastructure management tool for deploying safely & continuously to AWS, EKS, GCP, Kubernetes, Azure, OpenStack, DC/OS, Oracle's BMC & others. Importantly, Spinnaker deploys infrastructure, not applications -- aka immutable deployments.
  • The Integrate layer connects the developer tooling your company is likely already using today -- services like Jira, Datadog, New Relic, Locust and many others. Integrating this tooling into Armory's Platform enables you to get net new value from the tools you're already using, like our Jira Stage integration into the Core.
  • The Understand layer helps software teams, managers and executives get a new level of understanding of what is slowing them down. We surface metrics these audiences have always wanted, but never had access to. Things like: Which teams have the highest (and lowest) number of deployments? The fastest (and slowest) time to production? The least (and most) unmerged pull requests? How does a company's velocity compare to its peers by industry?
  • The Optimize layer leverages the first three layers in an intelligent and automated manner that helps software teams move faster. Barometer, for example, leverages the insights from integrations with Datadog, New Relic or Elasticsearch to promote or kill the Core's canary deployments in an automated manner.

Here's what we've already built (this is what you'll see when you visit today)

And here is what we're working on in FY18:

Q: How do you prioritize features?

We are very customer-facing. We do not create features without having customer demand for them. We do not fall in love with our code and we are not afraid to throw code away.

  1. Customers will always know their pain, but rarely they will know the solution before they experience it. [1] So our first step is to get actual data on how customers react to our proposed solutions to their pain by actually experiencing the solution. That's the only way to get real data. We do this by fast-prototyping features before we write a single line of code (we have a talented product designer who creates realistic platform mockups so a user can "experience" the platform w/o us actually building out the features).
  2. We then use ProdPad to ingest all the customer feedback and tie it to specific feature ideas. Here's a screenshot of that:
  1. Our next step is to map each feature idea to an impact matrix. This helps us visualize which features are high impact and unexpected, or have the potential to get there:
  1. We take these features and input them into the RICE decision-making framework, pioneered by Intercom. You can learn more about the framework here. Here's a screenshot of it:

Here's a quick video showing Alex, our VP Product, discussing feature prioritization with Isaac our CTO and Ben our CPO:

And here's an example of how we use Slack to get realtime feedback on product ideas:

  1. Once we've got a strong opinion on what we should actually be building, we focus on getting an MVP out to our existing customers as quickly as possible. Specifically, we're focused on testing the riskiest assumptions (sometimes referred to as the RAT).

We focus on building the right thing fast, instead of the wrong thing right.

The goal is for us to apply our engineering resources to build features we know customers want via expressed demand. Since customers always know their pain, but rarely know the solution, rapid prototyping speeds up the process by letting us test proposed solutions w/ customers before we spend time building them.

Here's a video of Jack showing a demo of his rapid prototyping setup from a recent sprint demo:

  1. When we find features that actually help software teams ship better software, faster, we then invest in refactoring the code and bulletproofing the feature for scaling.

[1] This is true in all walks of life, not just with software. Listen to this '99% Invisible' podcast on this history of basketball to hear about how the sport achieved product-market fit via an unexpected twist that nobody saw coming: The 3-point shot.

Q: Does Armory have Product Market Fit?

Companies talk about PMF as something a company either has or doesn't have. But we believe that's the wrong way to think about it. We really like the way Greg Sands of Costanoa Ventures (he was a product manager at Netscape) describes the four stages of PMF in this SaaStr podcast, where at minute 20:30 he says:

Product Market Fit actually has four stages:

  • Stage 1: Founders have sold the product to somebody
  • Stage 2: We’ve sold it multiple times, and someone other than CEO has sold it successfully
  • Stage 3: Can consistently and repeatedly sell it to a consistent group of customers (and, we’d add, CAC < LTV)
  • Stage 4: Hair is on fire; can’t keep up with demand.

This is constantly evolving and it's not something a company achieves and then keeps -- a product is constantly flowing through these four stages.

We'd also add that there's a "Stage 0," where we're building the next version of the product and it's not yet in-market. This requires a different kind of engineering approach -- one that is very customer-focused -- because for Stage 0, customers know their pain, but they do not know how to sovle for that pain; it's our job to put an MVP of a solution in front of them that we can quickly iterate on based on their feedback.

So we'd say that Armory's in-market offering (Platform v17.12 as described here) has early Stage 3 PMF, and the next version we're building, 18.3, is at Stage 0, as we're just now iterating on whate we've learned with what we have in-market.

PS if you liked that podcast, here are a few of our other favorites:

Q: How do you actually start working with companies?

We've learned to start with one application team and do a Proof of Concept to show the team how much more safely and confidently they can deploy software using our Platform. We then produce an POC report to help the company use that one application team’s success as justification for standardizing on Spinnaker across the organization. Here are a few screenshots from a version of that report (the company name has been fictionalized, but the content is from a real customer engagement), and you can find the entire report here:

Here is an example of a post-POC deliverable:

Q: I really want to ace my interviews with you guys. How do I do that?

Aah a great question! And we’d love to set you up to win. Here’s what we like to see:

  1. How well do you understand our world? Read all the content in the “Armory 101” section at the bottom of this page to find out.
  2. Watch the 35 minute video by DROdio, our CEO, on this platform roadmap post, to understand how Armory is solving an innovation problem -- not just a deployment problem.
  3. Read this 70 page O’Reilly eBook about why businesses are feeling pressure to move to the cloud, to ship software faster. (This also ties into the trends outlined in our Armory Manifesto)
  4. Join the Spinnaker Slack team and see what kinds of successes & problems people are having as they try to use OSS Spinnaker (HUGE BONUS: Start answering people's questions in the #general channel -- we'll notice!)
  5. If you’re applying for an engineering position, try installing both Armory and OSS Spinnaker:
    1. Test out Armory’s Enterprise Spinnaker Installer
    2. Read Armory's Spinnaker documentation
    3. Read the OSS Spinnaker documentation
  6. Read this book: “Cracking the Coding Interview.” As a Senior Engineer at Armory you should know these fundamentals like the back of your hand.

Q: Armory has an amazingly transparent culture. How do you do it?

Transparency comes from confidence. And confidence comes from customers. Specifically, we know that our unfair competitive advantage is our ability to create a platform that deeply solves the problems that are keeping customers from innovating as quickly as they otherwise could. Everything we share is what we already know, looking backwards. We can be comfortable and confident being very transparent because we're really good at looking forwards by being really customer-facing.

Being so customer facing helps us build the right thing fast, instead of the wrong thing right. This gives us the confidence to have a very transparent company culture.

Q: My partner wants to know more about Armory. What should I tell them?

Feel free to share these FAQs with them! And here are a few lines that encapsulate why Armory exists, which you can also share:

Happier developers create more impactful software. Armory's Platform automates software delivery to help software teams ship better software, faster.

  • We have a high leverage opportunity: Software makes human lives better. It's the highest leverage way to improve humanity -- our quality of life, our happiness, our effectiveness.
  • We're in an exploding market: The move from data centers to public clouds is the biggest single shift in computing we’ve ever seen.
  • Every decision each of us at Armory makes -- from strategic decisions, to product feature prioritization, to daily execution -- is made with a focus on improving the happiness of developers working in our customers' software teams.
  • Our automated software delivery Platform accelerates deployment velocity so software teams can ship better software, faster, enabling our customers to unlock enterprise value and innovate faster.
  • The happier and more productive we can make developers through our Platform, the more impactful they can be in their jobs, and the more successfully our customers will be able to innovate.

Read more in our Company Manifesto.

Q: What is the “tribe” and specifically, a “tribal”? I’ve seen those terms on your site.

As you can see from our CEO’s Manifesto, we really believe in the importance of the “tribe.” [1] And in our Company Manifesto you can see that one of our core values is that “The tribe is not built from 9 to 5.” So we don’t call ourselves “employees” — we call ourselves “tribals.” And we don’t just work together — we’re building an incredible company together, and we’re building a tribe around our company. We prioritize our spouses, partners, friends and families because their support is what allows us to be successful in this startup journey together.

[1] The concept of a “tribe” is really well laid out in lesson #6 in this blog by Tod Sacerdoti on “Non-obvious lessons learned at Brightroll.”

The Armory tribe spending time together. See more pics of life at Armory here.

Q: What are the work hours like at Armory?

There's more work to be done than any of us can get done each day, so we take the long-view: We are here to build a massively successful company, and we don't want anyone to burn out. Each of us puts in as many hours every day as we can, while balancing our other life responsibilities for long-term success.

We trust you will set your own work hours to enable you to produce great work over time. Some tribals arrive at 8am, others not until past 9:30 (we have engineering standups at 10:50am). Some like to work from home at night after getting home from work, while others don't.

At the end of the day, we focus on your output, not input. There's plenty of opportunity for you to take on as much work and responsibility as you desire.

Q: What are the health benefits at Armory?

Armory covers 100% of tribals’ healthcare cost of our base ("Gold") plan. We also cover 75% of dependent costs.

We also cover dental, vision, life insurance, and long term disability as a part of our health benefits, and we have lots of other benefits beyond health benefits (one example: we’ll pay for a companion airfare ticket anytime we send you on work travel, so you can make a fun weekend out of your trip, if you’d like… this is an example of how we “build a tribe around the company.”

Q: What is Armory's vacation, time off and sick day policy?

We have an Unlimited Paid Time Off policy because we are focused on your work output, not your time inputs. Each tribal works with their manager to ensure that their core responsibilities are covered by their peers during time off.

Vacation Policy

  • Armory has a 2 weeks Minimum Taken (2WMin) vacation policy. Over the course of a calendar year. you should plan to take a total of 2 weeks off. This can be all at once or two or three smaller trips. This is a minimum taken policy. If your vacation plans for a year require more days, feel free. If you have questions, talk to your manager.
  • If you go twelve months without a significant time break, your manager is responsible for helping you schedule your vacation.
  • It’s important to note that 2WMin is for vacation. It’s for you to rest and recharge. For this reason, sick days, jury duty and other non-restful time off does not count against your 2WMin.

Sick Day Policy

  • If you are sick, please don’t come to the office. Our base suggestion is that you rest and recover. If you are up to it and it doesn’t affect your recovery time, working from home is an option for you as well.
  • Sick days do not count as against your 2WMin days.

All Other Time Off

  • We offer an unlimited Discretionary Time Off policy. Take time off as you need it for doctor appointments, parent-teacher meetings, jury duty, voting/elections, etc. Again, these days do not count agains your 2WMin days.

Q: What is Armory's parental leave policy?

Our parental leave applies to any kind of new parent (birthing, adopting, or having a child via surrogacy), any gender. In the case of complications, Armory will assist with the PFL and SDI applications.

Armory Parental Leave Policy

We offer unlimited PTO at Armory, which means we also offer an unlimited parental leave policy.

You can take as much time off as you need to as a new parent, with full salary and benefits. Specifically, here’s how to think about it:

  • As with our general PTO policy, we ask you to work your time off with your manager to ensure your core responsibilities are covered for by your peers during your time off.
  • The manager will ensure you take at least three months off.

Go enjoy and bond with the new addition to your family, and ease yourself back in as you are ready to do so.

Q: What is the strike price of my options?

Our last 409A valuation of Armory post-Series A investment (learn more about what a 409A is) and the strike price came back at three cents per share. (For comparison, our big milestone is to create a $200Bn company, at which point each share might be worth something like $21 -- a big delta!

We’d also like you to really understand how stock options work — especially because one of the benefits of working at Armory is that once you’ve been with us for three years, we give you a 10 year exercise window (vs the standard 90 days). Here’s a high level blog post DROdio wrote a few years ago outlining how options work. We recommend and if you really want to understand them well, read this primer. And if you really want to dig in, read this deep dive doc on stock options written by our legal counsel.

Q: Do you offer early option exercise to save on taxes?

Yes, we sure do. When you join us, you'll be able to pick one of three approaches to your options. We'll walk you through each in detail so you can pick the one that's best for you:

1. Restricted stock - You can buy all your the shares all up front when you join us, and file an 83(b) with the IRS. This is best for tax treatment, because your purchase price is the same as the the value of the stock (no gains to tax). [1]

2. Regular options - you exercise as you vest (or at some point after).

3. Early exercise options - maximum flexibility, and a blend of the above two options: You choose when you want to exercise your options. If the exercised shares are not vested, they turn into restricted stock and get favorable tax treatment. [2]

[1] Here's a bit more detail on #1 above: When you choose this approach, you have to pay up-front for your stock, and the company has a right to re-purchase it, which diminishes over time. I.e., this flips the vesting paradigm, but the net effect of vesting is the same.

[2] And here's more detail on #3 above: You can exercise any time during the exercise period (i.e., between now... and up to 10 years [3] after you leave Armory. To the extent you exercise any unvested shares, you would file an 83(b) election within 30 days of the date of exercise.

[3] Most companies only give you 90 days to exercise your options once you've left the company. But at Armory, once you've been with us for at least three years, we extend that 90 day window to a 10 year window, because we don't want you to have to make a rushed decision on buying your options. The only thing to know is that after 90 days, your option grant converts from an Incentive Stock Option (ISO) to a Non-qualified Stock Option (NSO) grant, and it's treated differently from a tax perspective. Learn more about that here.

Q: Do you offer stock option refresh grants?

Yes. In exchange for you signing up to create a long-term valuabe company with us, we also offer refresh grants. In fact, we have four ways in which we grant additional equity, as described below.

Here's how the Armory Equity Plan Works:

At each financing round, Armory authorizes a number of shares to distribute to new & existing tribals as options. This is commonly referred to as the "option pool."

Our intent is to continue to distribute equity to the tribe over time in responsible ways (and in ways that will increase the value of that equity by aligning each of our personal interests with Armory's success).

Here's how we're currently achieving this:

  1. New Hires: These grants are used for new hires, at market levels. (Our grants step down by 10k options for each new eng. hire).
  2. Promotion: These grants are based on promotions. The goal with promotion grants is to bring the recipient up to the level Armory would hire at today for someone new in the position.
  3. Outstanding Performance: We sparingly provide grants to tribals who have truly distinguished themselves on the basis of amazing accomplishments over the past year. The target size for these grants is 25% of what Armory would hire that person at for their position today. (Also, as we grow this pool will be reserved for non-execs.)
  4. Spot Grants: From time to time, Armory may do small spot grants based on achievement against specific company goals.
  5. Evergreen: Starting in your 3rd year at Armory, we will issue you an annual new grant worth 16.67% of what you would receive if you were hired for the same position today. These evergreen grants do not have a cliff; they start vesting immediately.

Q: The investor videos are really good. Do you have any more?

We do! The public ones are at — I assume those are the ones you were referencing. Here’s a non-public one:

Q: In your vision, what would the company be like after 5 years, and after 10 years, respectively?

We wrote an Armory Manifesto that talks about the change we see coming. We think a lot about the KPIs we have to achieve to hit our next big milestone, our Series A, but beyond that we don’t spend a lot of time pontificating. We’re extremely customer-driven and execution focused.

We do believe Spinnaker will consolidate CD, and we want to help make that happen. We imagine that in the next 5 years we’ll do several rounds of funding to help us continue to grow strongly. We’d like our vision of intelligent deployments to be realized well before the next five years. In our Manifesto we talk about how we want to expand to help humanity (not just Global 2000 companies) write better software; that’s a goal we’d like to be executing on within 10 years. We believe software will be a part of everything around us, and we want to help foster innovation around the world by helping anyone with an idea and the ability to write software deploy it to people that can benefit from it.

Q: What is your ultimate plan for the company? How do you expect the founding team (founders + early employees) to exit? And how would it be for employees in terms of monetary benefits?

Armory (and our passion for the expanding role of software in our lifetimes) is truly our life’s work. As founders, we’ve had exits before, so we don’t have to sell Armory to the first company that comes knocking. We’re here to build long-term value, which is why we’re doing ten year founder vesting (many founders don’t vest at all). As early employees, you’ll participate in that company growth and value creation. Our goal is to build a very valuable company, not flip a startup.

Q: Is Armory a consulting company, or a product company?

We’re 100% a product company! We’re signing “Software as a Service (SaaS) contracts that allow us to retain ownership of the software we create (in contrast with consulting agreements, where the customer owns the IP). As an early stage startup we’re doing a lot to deeply understand customer needs, like embedding ourselves on-site with customers, which makes us look more like consultants, but we’re doing that so we can really understand the pain points our customers have, and then build scalable solutions to solve those problems for entire industries, not just one-off consulting projects.

Q: What kinds of materials do you send out to prospective customers?

We qualify prospective customers to ensure it's a good fit on both ends. Then we send the following resources:

Q: What kinds of technical skills do you look for in your Sr. Engineering candidates?

We are seeking engineering polyglots comfortable in all major languages & frameworks, ideally with cloud experience. You will have a depth of experience in at least two (hopefully many more) of the following: SpringBoot, Angular, Groovy, Java8, Go, C++, Python, Restful APIs, AWS(or GCP), ECS, Swarm, K8s, Docker, GNU Linux.

We want to find passionate, product-focused engineers that are curious about new languages, technologies or trends. We’d like to find engineers who have hacked systems in creative ways.

We generally look for candidates with Computer Science, or advanced math, or other technical engineering degrees, and the ability to speak in detail on topics like:

  • Common Data Structures: stacks, queues, lists, trees/graphs, etc.
  • Common algorithms: Tree traversals, searches, recursion, etc.
  • Be able to talk about time/space complexity.

Andrew says, “As a Sr. Engineer at Armory, you should know these fundamentals like the back of your hand.” If you’re not sure you do, you can pick up this book, “Cracking the Coding Interview,” to study.

Q: What does the technical career path look like for your engineers?

We invest in our people and set a career growth plan with every new tribal. Here's how we see an engineer perfomring at each level in our company:

Q: What does ideal growth immediately following a Series A look like?

Like a rocket ship, ideally! We are passionate about how software impacts humanity, how it’s helping us start the steep part of the exponential curve to superintelligence. Our vision is to create software that helps companies make software a core competency (very meta). We’re starting by helping them trust their deployments, and specifically, today we’re bringing a version of Spinnaker that “just works” into Global 2,000 companies — the first baby step to executing on this vision. And our Series A will still be just in capturing all of the deployment opportunity in that first baby step. Lots of growth ahead of us beyond that Series A.

Q: Do you have an office space yet?

We do! We recently moved into a new office that will support our growth over the next two years. It's in the heart of downtown San Mateo surrounded by a ton of great resturants and bars. We're just a six to eight minute walk to Caltrain.

This is the converted garage we started in! We worked here for our first seven months:

Although in reality, we we're embedded on customer sites, learning from them. For example, here are Andrew & Isaac at a customer’s office:

And this was our first "real" office. It was the perfect place to grow our company of 5 into one of 12. And while we hated to leave we knew we'd need somwhere we could keep on growing.

Q: What are the coffee and lunches like at Armory?

I'm so glad you asked! We think it's important for the tribe to be fueled properly. We have an amazing in house chef that prepares fresh lunches everyday. You can experience his amazing flavor combinations by checking out his resturant, Social Fusion Kitchen.

If you end up working late we will provide dinner as well or you can visit one of the 100 restaurants within 10 minutes walking distance of the office and expense it.

We stock the fridges with drinks and snacks that you love. Just ask and we'll get it for you. Many of us love coffee so we try to optimize for taste and cost. We have a Nespresso machine and an aero press if you want to get fancy.

Q: I love the culture of documentation you have, like this Candidate FAQ. Can you share more of this philosophy?

You bet! We really prioritize efficiency as a force-multiplier. We sit in front of these boxes all day long that we call computers -- let's make sure we can 'play' them like a virtuoso plays a violin. Here's more about learning to play a computer like an instrument.

A Peek Into our ‘User Guide’

When you start at Armory, we’ll give you access to an in-depth document called our User Guide to help you ramp up quickly (think of it as documentation to ensure your success at Armory). Much of what’s in that User Guide is only for tribals (that’s our term for ‘employees’) but here are screenshots of some of it to give you an idea of what it contains:

Q: Do you sponsor work visas and Green Cards for employees?

Yes! We work with a law firm that specializes in immigration for technology professionals. If we make you an offer, and you need a work visa, Armory will sponsor your visa and cover the costs.

Additionally, once you've worked at Armory for a year, we will also sponsor your Green Card for permanent residency.

Q: Running spinnaker is not cheap and then there are added services on top, how to you make the pitch. has cost been an issue?

Many of the companies that approach us have already decided on Spinnaker. The cost and risk of operating on your own is much greater than relying on an expert like Armory. Also the influence we have in the open source community is very valuable to our customers.

That being said, we typically get push back on price from smaller companies. We are okay with that as they are not our target customer. Lastly, we are still in the experimentation phase with pricing, we removed it from the site to allow us to better understand what the market values us at and can fluctuate price in special circumstances to win deals.

Q: When do you use Kaftka? Is it a tool you use with Spinnaker for all customers or is it a case by case basis depending on the customer?

Some of our customers use kaftka, we don't use it. It's not part of our distribution of Armory Spinnaker.

Q: Is there a list of frameworks that we use that I can access?

We use springboot for java, nothing for go, flask for python
and react for javascript/typescript.

Q: How have you contributed to OSS Spinnaker?

You can see a running list of everything we've commited, 181 features/fixes so far and counting! We also report issues and help address them, 255 things reported or addressed to date.

Q: How would you describe your day to day role for other engineers?

Let's start from a weekly view, then get more granular.

Week to week:

  • we have 2 week sprints
  • we do planning and retro on the last day of the sprint
  • we have sprint goals, which indicate our direction for that two weeks

Day to day:

  • we are either working with someone or owning a sprint goal
  • we have standup at 10:50am where we talk about what we did yesterday, doing today, and more importantly, if there's blockers
  • some people come in earlier than 10 and some leave after 6:30, however our core engineering hours are 10:50am to 5pm

Most our our employees are onsite, we have some tribals that work remotely, and they are available during the same time PST. We're also fairly relaxed on working from home. It's up to your judgment on when you need to.

Q: As an engineer, what would I start working on if I started tomorrow?

We have an excellent onboarding process that gets you ramped up quickly. We allow for people to start ramping up prior to their first day if they want. All of the resources you will need are inluded and accessible right away in our onboarding system.

One of the first tasks you will be assigned is to make a code commit into our repo, we introduce you to Spinnaker on day one. After that, you'll pair with an engineer on a task that you own and learn a lot along the way.

Q: What is the market size for Armory?

Great question! We took a look at the TAM, SAM and SOM to see how much impact Armory can have in the avaiable market.

You can think of these categories in this way:

  • Total Available Market (TAM): Total Available Market is the total market demand for a product or service.
    TAM = all the fish in the sea 🐟
  • Served Available Market (SAM): Serviceable Available Market is the segment of the TAM targeted by your products and services which is within your geographical reach
    SAM = how far can we cast our fishing net? 🕸️
  • Share of Market (SOM): The portion of SAM that you can capture.
    SOM = How many fish can we actually pull out of the water? 🎣

Q: I want to work at Armory but I don’t know enough about Spinnaker. Where should I start?

Dig into the “Armory 101” resources below to really get up to speed on our industry and business.You should also check out our blog and subscribe, we have a ton of great content coming out on a regular basis.

🎓 Armory 101: Ramp Up on our Biz + Industry

Get started with our "Cloud and Continuous Integration for Dummies" high level primer + vocab hackpad:

OSS Spinnaker:

All about AWS:

Kubernetes (K8s):

Other Container Orchestrations:

DevOps Concepts

Continuous Deployments & Delivery:


I'm the CEO of Armory. We help software teams ship better software faster. Learn more at