#infrastructure

Posts mentioning hashtag #infrastructure

Below are all the posts — topics as well as replies — that mention the hashtag #infrastructure.

Mention #infrastructure in your post to continue the discussion!

If HCSC was a housing unit, it would be a Trailer Park in the deep south.

HCSC according to Beckers article lost $1.7 Billion in 2025. The geniuses in charge tell everyone to track their backfill slots and make sure to keep them documented so that when money loosens up we can fill them. Then HR partners tell us if the back fills were lost in 2024 and 2025, you must have learned to live without the positions, only 2026 losses "MIGHT" be backfilled.

They keep piling on work, but yet they fund nothing to help automate or just invest in basic system infrastructure. Yet what business do we have expanding to other states without the staff to support this effort.

So why do I use the comparison to a trailer park? HCSC has ambitions on a beer budget, everyone wants to be something more but they forget they live in a trailer park. HCSC has turned into a run down, rusty trailer park of a company. Constantly broke, constantly thinking leadership is high and mighty but instead they are the drunk on the porch in their underwear at the trailer park.


How Artificial Intelligence (AI) Effects the Environment

AI usage imposes significant environmental costs, primarily through massive electricity consumption, high water usage for cooling data centers, and electronic waste from hardware manufacturing.

While AI can help optimize energy efficiency, its rapid growth contributes to rising greenhouse gas emissions. By 2027, AI demand could use 4.2–6.6 billion cubic meters of water.

Key Environmental Impacts of AI

  • Energy Consumption & Emissions: Training and running complex AI models require immense power, with data centers currently accounting for about 1% of global electricity demand. A single generative AI query uses 4-5 times more energy than a standard search engine request.

  • Water Usage: Data centers consume vast amounts of water for cooling to prevent servers from overheating.

  • Hardware and E-Waste: Producing GPUs and servers requires mining for rare earth minerals, leading to soil erosion and pollution. Rapid hardware turnover increases electronic waste.

  • Infrastructure Impact: The expansion of AI infrastructure can contribute to local environmental degradation, including air quality issues in surrounding communities.

Experts emphasize that the environmental sustainability of AI is often overlooked, with urgent need for more transparent, efficient models


Abandon the copper?

I have dealt with many engineering projects were the underground copper was labeled abandoned or when aerial copper was abandoned but used to over lash fiber [fiber now owned by ATT]. If this company exits copper in 2029 [in 3 years], who will be responsible for removing all the abandoned plant? In the current market, it cost a huge amount of money to hire contractors, engineer out the plan, obtain the permits and remove. Cities are not going to allow Bell System facilities to exist on poles, in people's property, in alleys or on street corners rotting away. Will this be discussed in the Copper meeting? Cannot just walk away from this.


Strike on Ras Laffan LNG complex

  • technical commentary about satellite images of damage at Qatar’s Ras Laffan LNG complex after the March 2026 Iranian strike.

  • Trains 4 and 6 are jointly owned with the Qataris by ExxonMobil.

  • The writer thinks Iran may have chosen those targets deliberately to pressure both Qatar and ExxonMobil.

https://x.com/lngfrankie/status/2037769080900378883

Wow, those are some very interesting images. The highest quality I have seen to date, with some valuable information. Thank you for sharing.

If you are asking what I see, well, first understand a couple things. I am not a military person, or familiar with bo-b damage assessment. Nor am I a political person, or economist. I just build and operate the hardware. So I’ll tell you what this looks like from a hardware perspective, and label things that are objectively facts vs. things I am guessing at or if I put any opinions in.

With those caveats, here are some facts and my analysis of the Train 6 strike. I’ve attached two pictures. The first is the undamaged facility from happier days. I’ve labelled the north end of the train with some color coded boxes, and a couple dimensions on Train 7 to give a sense of scale.

Train 6 used an Air Products (now Honeywell) AP-X process, which has three refrigeration loops in series, each driven by a Frame 9 mechanical drive turbine – a propane (C3) loop, a mixed refrigerant (MR) loop, and a nitrogen expansion (N2) loop. Propane precools the feed gas and the refrigerant, the MR liquefies it, and the N2 subcools it all the way to -160 C.

At the southern most portion of the photo, in blue, there is the propane refrigerant system. Process equipment is to the west of the main spine rack, and the driver is to the east. Drivers include both the turbine and the compressors on a single shaft for each loop, and they are located under the 220 m long turbine building with the tan roof. Exhaust stack is immediately to the east turbine building, with the VFD components just south of the stack.

The red boxes in the middle are the primary liquefaction section, with two machines on the east in the turbine building, and the main cryogenic heat exchangers (MCHEs) on the west side of the rack. I’ve labelled the MCHE’s. The larger is the MR MCHE, which is about 50 m tall, and has a two inch thick aluminum shell. The N2 MCHE for gas subcooling is a little further to the west. It is shorter and has a stronger stainless steel shell; it is a substantially stouter piece of equipment. These two MCHEs combined are in the range of $50-100MM capital cost with a two year lead time.

The yellow box at the top is the helium extraction unit. The machinery is electrically driven compander, inside the small building, and the primary separation column is just to the east of the building.

With the basics out of the way, take a look at the second picture. I’ve marked where the missile impacted, and the visible area of damage; the shadows disguise some of the blast and make it a bit harder to see. But from my view, it is quite bad, having hit immediately north of the MR MCHE, doing a fine job of messing up the equipment in the liquefaction section. Compare to Train 7 next door. I’ve marked the approximate circle of visible damage, which indicates an immediate blast radius on order of 50 meters. While I’m not military, it is pretty easy to calculate the energies involved, which indicates to me that we are talking about something on order of ~100 kg HE warhead. Sizable enough to do some real damage, but not a catastrophic hit from 500 kg or more. I am a bit surprised I could not see more damage from the subsequent fires. Qatari emergency crews responded to the fires, and it appears to me they did quite well at extinguishing them quickly before significant escalation.

Note the precision of the hit. If I were responsible for targeting this facility, … well, I couldn’t do it, because I love these facilities and the machines in them too much. But if a hypothetical person who knew about the facilities and wanted to harm them was planning it, this is just about where they would place a strike to cause maximum damage. Possibly a little further to the southeast to strike right on top of the MR turbine, but certainly within about 50 meters of the actual strike point. That will give a feel for the CEP of these missiles. It is quite good, which I understand is not at all a given for nations building missiles. Remember the notorious inaccuracy of the Iraqi Scuds during the 1991 Gulf War. The Iranians don’t suffer from the same problem – they can hit what they aim at with considerable precision despite American and Gulf nation efforts at interception at one of the most heavily defended areas in the Gulf. In fact, in Qatar, this site is probably the most heavily defended site, only excepting Al Udeid air base and Doha itself.

What was damaged? The resolution is not adequate to fully identify everything – you’d really need a walk through to be sure. But it is clear the MR MCHE is destroyed, along with some of the smaller pieces of equipment around there. The N2 MCHE is still standing, but there is some visible damage. I’d guess that, even with the shell standing, a missile strike this close would complete destroy soft items – insulation, instruments, cabling, platforms – and likely perforate the shell with fragments such that it would be unusable as a pressure vessel. My best guess is the N2 MCHE will require replacement.

To the east, the turbine housing roof appears undamaged, but I think this is deceptive. The roof is about 40 meters high, and the missile blast wave will initiate below it and propagate sideways under the pipe rack and through the building. Both the N2 and MR machines are close to the blast point and likely received a significant overpressure, along with heat from the subsequent fire. I have no doubt they are damaged. Frame 9's are robust and reliable industrial machines, but they are not designed for missiles. Whether they can be repaired or will need to be replaced is an open question.

North of the impact point, I suspect the helium machine was protected from significant damage by the intervening piperack. However, the column protrudes above the piperack and probably caught an overpressure and significant fragmentation. My guess here is the helium column was likely perforated and will require major repair or replacement.

To the south, the MCHE’s and piperack absorbed most of the damage and my best guess is the propane system is likely undamaged, or only suffered minor damage.

Qatar has said the train will require 3 – 5 years to be back in operation. In my mind that seems a little conservative. If they can get to work immediately, and expedite procurement, I would guess about three years is a reasonable timeline. Five years I think is longer than will be required, absent another attack causing further damage.

Analysis? This is speculation on my part, and anyone might well disagree. But it appears to me that Iran was sending a message more than simply just trying to destroy. They used a precise missile, but with a somewhat smaller warhead, one that is large enough to cause heavy damage, but not so large as to cause catastrophic irreparable damage to the entire train or even to multiple trains. They also targeted two trains that are jointly owned with the Qataris by ExxonMobil. (Puzzle question – why did the second missile strike Train 4 instead of the larger Qatar-XOM Train 7? Or maybe they did try to hit Train 7, but that missile was intercepted? Don’t know…). But they conspicuously avoided hitting the trains that are co-owned by Japanese or Korean partners, trying to keep them onside or neutral in the war. To me, this strike seems to say, “Look Qatar and XOM – we can hurt you. But we didn’t hurt you as much as we could, and we want you to use your influence to get the US to stop and restore the status quo ante.” Whether that will work is for the political people to say. I do know the Qataris are royally ticked off at this attack.

Anyway, that is my read on it. It is definitely a very bad attack, one that caused substantial damage and will impact Qatari production for years. I am not trying to play down the impact in any way. But it is simultaneously true that it could have been worse.

I’ll look at the Train 4 strike when I can. Looks like the miss was a bit more there – it struck southwest of the turbine house, looks like it affected the propane equipment. These reviews take a bit of time, and I am chronically short of that commodity. But thank you again for sharing these photos.


Failing Upwards

As a C-Suite executive, we can mention him on the board. Srini Krish is a prime example of how Fiserv only seems to elevate mediocre or even poor leaders. He’s sat in charge while infrastructure and development has sunk to record lows, driving away hundreds of long term customers. Now he’s in charge of even more? Please make it make sense.


Verizon’s Real Roadblock: Silos, Overlapping Vendors, and Supervisor Layers Holding Us Back , A Practical Fix Plan

Verizon is in the thick of reorganization, trying to claw back ground from T-Mobile and AT&T. The layoffs and cost programs are getting headlines, but the company is still slowed by internal issues that are structural rather than strategic.

Every major part of the business (Consumer Group, Business Group, Consumer Sales, and Network) runs like its own little kingdom. Each one has its own infrastructure team, its own asset management approach, its own platforms, and its own favorite vendors. That setup guarantees duplication: similar work gets done multiple times with slightly different tools, standards, and contracts. Then layer on several consulting firms and managed service providers tackling overlapping scopes across those same areas, plus internal supervisors whose primary role is to oversee the vendors. The result is expensive redundancy that drags down speed and inflates costs without improving outcomes.

Many of those supervisor positions actively push back against meaningful offshoring or clean outsourcing, often raising security or control objections. Yet T-Mobile and AT&T have been offshoring large pieces of retail support, IT, and back office functions for years by using proven safeguards and achieving real savings. Keeping these roles protects headcount in the short term, but it also protects bureaucracy and, in too many cases, creates space for favoritism where vendor selection has more to do with relationships than performance.

Competitors who centralize infrastructure, limit vendors, and draw clear lines between internal and outsourced work simply move faster and spend smarter.

Verizon needs to follow suit.

A Four Step Plan to Remove Internal Drag
1)Unify infrastructure under one team
Combine network, IT, cloud, security, and asset management into a single group that serves every line of business.
End the “my division, my solution” mindset. This single shift could eliminate 20% to 30% of redundant effort and sharply accelerate delivery.

2) Tighten vendor control
Move to one or two preferred vendors maximum per major category. Require open competitive bidding, publish performance scorecards, and conduct regular audits to block favoritism or kickback risks. Stop letting every group pick its own suppliers.

3) Set firm make versus buy rules
Decide once which capabilities stay fully in house, which go fully to managed services, and which are clean hybrids.

Replace layers of supervisor oversight with automated monitoring tools and exception based reporting. Phase out roles whose main purpose is to babysit outsourcing.

4) Reward company wide efficiency over silos
Change bonus structures so managers and executives are judged on cross business metrics: lower duplication, reduced vendor spend per unit, and faster project cycles, not just their own division numbers.
Support union discussions with fair retraining and severance packages so routine work can be offshored the way competitors already do successfully.

These steps are not complicated or untested; they mirror exactly what T-Mobile and AT&T execute to stay lean and quick. Putting them in place would cut the waste that quietly erodes our edge, free up capital for customer innovation and network leadership, and show the market we are finally operating like one unified and competitive company instead of a collection of mini empires.

The reorganization is the perfect window. Fix the structure now, and the turnaround stops being incremental; it becomes real.


Nike Tech expands India office

Global sportswear giant Nike has expanded its presence in India by leasing 126,000 sq ft of premium office space in the Olympia Building at Bagmane Tech Park, Bengaluru. This strategic move highlights Nike’s commitment to strengthening its corporate operations in one of India’s most competitive commercial real estate markets.

Bagmane Tech Park, located in C V Raman Nagar, is a leading business hub hosting multinational technology firms, consumer brands, and professional service providers. Nike’s new leased space allows the company to access top talent and modern office infrastructure, aligning with the growing demand for large, contiguous office spaces in Bengaluru.

While lease terms and financials remain undisclosed, the acquisition signals Nike’s long-term commitment to India’s growing market. Bengaluru continues to attract multinational companies seeking Grade A commercial properties, ideal for regional offices, technology teams, and operational hubs.

This transaction is comparable to prominent Bengaluru real estate projects such as Sobha Galera in Kannamangala and Prestige Evergreen in Whitefield, which have drawn attention for their prime locations and modern amenities. Nike’s lease also mirrors the trend of investing in pre-launch projects, where corporates secure high-quality office and commercial spaces ahead of market competition.

By taking this step, Nike reinforces Bengaluru’s position as a preferred destination for global expansions, emphasizing the city’s role as a hub for talent, innovation, and corporate growth. The move also strengthens the appeal of business parks like Bagmane Tech Park, which continues to attract multinational tenants seeking premium infrastructure and connectivity.


Should Office Workers Really be Paid 4x More than People with Real Jobs?"

Society Domino: What Happens When Essential Workers Quit: What would likely fail, in rough order, if all essential workers across sectors collectively stopped working:

Essential work is the actual backbone of society. Remove it, and the system can’t run on emails, spreadsheets, or meetings alone. Saying "stakeholder" or "circle-back" all day, believing you are important in the big picture, is delusion.

Domino Chain of Societal Failure

  1. Immediate life-threatening services fail (hours–days)
    Healthcare: hospitals, clinics, emergency response collapse
    → No nurses, paramedics, lab techs, or doctors → patients can’t get care → preventable deaths rise quickly
    Safety & emergency services: police, firefighters, ambulance crews stop
    → Fires spread, crime response slows → public safety crisis
    Critical utilities monitoring: electricity, water treatment operators stop
    → Immediate risk of blackouts, contaminated water

  2. Food and basic supply disruption (1–3 days)
    Grocery staff & supply chain: stock shelves, warehouse workers, truckers halt
    → Stores empty → people start hoarding → food insecurity rises
    Farmers & food production: crops and livestock aren’t tended
    → Harvests lost → supply drops further → prices spike

  3. Infrastructure & logistics breakdown (2–7 days)
    Public transit operators: buses, trains, subways halt
    → Commuters stranded → office/industry work slows
    Electricians, water repair crews: no one to fix emergent failures
    → Small problems cascade → blackouts, broken water systems
    Garbage & waste management: trash piles up → sanitation crisis

  4. Education & childcare collapse (3–7 days)
    Teachers, aides, childcare workers stop: schools close
    → Parents can’t work → ripple effect on every sector
    → Child safety and nutrition affected

  5. Office/administrative : IRRELEVANT
    Corporate reporting, spreadsheets, “coordinating” roles.
    mostly continues — office worker absence doesn’t trigger collapse

  6. Government & emergency response overwhelmed (1–3 weeks)
    Unable to coordinate hospitals, utilities, supply chains effectively
    Emergency backups strained → ad hoc crisis management
    Potential for martial law or forced labor orders in extreme cases

  7. Long-term restructuring & reckoning (weeks–months)

  • Pay scales, staffing priorities, and labor value finally realign to reflect actual societal dependence*.
    Essential workers gain leverage; nonessential roles are reassessed
    Infrastructure is rebuilt, but societal fragility is now painfully obvious

Official probe into Verizon outage uncovers likely trigger that cut service for thousands across US

Verizon's massive nationwide network outage on Wednesday may have been caused by a failure in just one East Coast state.

Officials believe a network server in New Jersey going down was the likely trigger of the day-long network crash, according to an initial investigation by law enforcement agencies on the East Coast searching for signs of sabotage.

New York State Assembly member Anil Beephan has called on the Federal Communications Commission (FCC) to open a probe into the outage, but no signs of tampering or hacking by cybercriminals have been found so far.

However, James Knight of DigitalWarfare.com told the Daily Mail that cyberwarfare experts are very suspicious about this outage being able to spread across the entire US within minutes.

'True single-point failures shouldn't cascade this way in a properly engineered system, and the silence on exact causes only heightens doubts,' Knight explained.

Knight added Verizon's 'built-in redundancies,' including spread out data centers, constant system tests, and multiple routing paths for signals, should have prevented this kind of long-term and widespread service blackout.

'That said, there are no credible signs or evidence this was cyberwarfare, a cyberattack, or foreign interference,' the cyberwarfare expert noted.

'Everyone I've spoken to is either tight-lipped or suspicious,' he told Daily Mail.

Despite the timing, no groups or nations have claimed responsibility for any kind of potential attack on Verizon's server, which Knight said would have been typical for disruptive actors seeking visibility for a major hack.

The telecommunications giant has yet to provide any details on the exact cause of the mysterious blackout, leaving customers without the ability to make calls or send text messages.

On Thursday, Verizon told Daily Mail that all customers affected by the outage would receive a $20 credit to their account, which they will need to redeem using the myVerizon app.


The Wireline Museum

As a stranger things fan it’s awesome to work in the COs and see all the equipment from the EIGHTIES still in place and running. I can imagine how cool it must have been to be alive in that time and how shiny that SLC-96/DMS-100 was back then. As an employee, however, it’s completely embarrassing that these machines are still standing in a Fortune 100 multi billion dollar company. But hey, at least I get to work in a museum every day, pretty cool stuff.


Another 100% outage

Thanks to ESRO, all Optum tech teams have to adopt a CloudFlare firewall as the entry point to their applications. As such, this company has now become a single point of failure for all of Optum. If they are down, not only is our website down, but all internal and provider facing applications.

Guess which company went down again today for the second time in the past few weeks?

But of course, im "not a team player" and not "aligned with strategic direction" for raising concerns about vendor lock in and huge increases in systemic risk to the company.


Question to IT about our data center

About 10 years ago we launched 2 new data centers. When JF took over as a CEO, I heard someone in IT saying JF wants everything to go to external cloud.

In light of today’s AWS outage, what do IT people think of JF’s view and the danger of external cloud service?

Are we still using the 2 data centers?


Huge Global Outage

“We can confirm significant error rates for requests made to the DynamoDB endpoint in the US-EAST-1 Region. This issue also affects other AWS Services in the US-EAST-1 Region as well."

No failover? Come on.

The following AWS services have been affected by this issue:

AWS Global Accelerator
AWS VPCE PrivateLink
AWS Security Token Service
AWS Step Functions
AWS Systems Manager
Amazon CloudFront
Amazon DynamoDB
Amazon Elastic Compute Cloud
Amazon EventBridge
Amazon EventBridge Scheduler
Amazon GameLift Servers
Amazon Kinesis Data Streams
Amazon SageMaker
Amazon VPC Lattice


Forever failure

Verizon is a train wreck stuck in mud. They have not improved or learned anything in years. Different year same leadership mistakes. They need a Maga like shake up and stop being cheap on infrastructure. From network to systems they cheap out and customer and employees live with the failure. Taking the cheap road has allowed T-Mobile to pass us and customers lining up to leave. Our credo is fake news. We run from success. We hide from challenges. We strive to be cheaper today than we were yesterday. We blame our employees. We removed job satisfaction and replaced it with fluff and selfishness. News flash: This isnt changing so su-k it up buttercups.


what is the proof of this?

What proof is there that these statements are true. Are we seeing massive orders in Salesforce?

Dell stock popped after the company raised its long-term revenue and profit growth forecasts.

The computer maker said it now expects annual revenue to grow between 7% and 9%, up from its prior forecast of 3% to 4%.

Dell pointed to robust demand for artificial intelligence infrastructure.


Elevators

Maybe they should have had all elevators functional before mandating 4 days in office...The Executive Committee ought to be replaced with AI. Would save the shareholders tens of millions with 16 lay offs and not miss common sense issues like have the building ready for RTO


Infrastructure and Security Teams - Downhill

Both the Infrastructure and Security teams have really gotten worse over the last 2 or so years. Cocky, delusional, don't understand the business needs or requirements. Hated by all peer organizations in DDAT. They challenge everything, unskilled staff. people that we should have got rid of long ago still here and promoted into higher positions, the good staff is all gone. Nobody says anything since "Tilak's boy" is SVP.

BTW, even your leader doesn't look like he belongs in healthcare and looks like he could drop dead any minute.

What does this have to do with layoffs? "AR... layoff the doughnuts"


United Airlines Outage?

Is this DXC's fault? Or more an issue of running infrastructure from the 1970's????

The Unimatic system is used by airline United Airlines to store flight information, with the system going down on Wednesday for reasons as yet unknown. The company confirmed that the outage was not due to a cybersecurity issue.

https://www.datacenterdynamics.com/en/news/flights-resume-after-united-airlines-outage-grounds-flights/