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I start every morning with porridge to stabilise my blood sugar and give me energy. I don't tolerate dairy and gluten very well anymore, so I have gluten-free oats with almond milk.

This week as high temperatures send Britons flocking to beaches, parks and beer gardens, thoughts turn to the most famous heatwave of all - the Summer of 1976.

The front page of yesterday's Mail carried the headline: 'Don't put the economy at mercy of "Red Ed"', a reference to Ed Miliband, the Secretary of State for Energy Security and Net Zero.

When Gary was called in for a meeting with a few of his managers- because of course he had several- he thought it was going to be for an "attaboy", because things had been going really well for the past few months.

Gary had inherited a mess, and taken over a nightmare application. It was the kind of application that should be a simple CRUD-style data-driven app, but somehow despite only having 20ish entities it managed, someone had generated 500+ controllers for managing them. Most of those controllers were copy/pasted code with minor changes in the WHERE clause of a SQL query.

And that was just the code. The infrastructure was similarly a mess, with duplicate resources provisioned in their cloud host. There was no CI/CD, no unit tests to speak of, no deployment process that wasn't "manually copy these files and pray". And uptime? You've heard about "five nines", but this product was lucky to get even one nine. Especially because the manual deployment process meant a few hours of downtime.

And that was just the infrastructure. The backlog was similarly messy. There were lots of tasks- many thousands- but not a single one had a priority. Most of the tasks were something like, "Fix database timeouts", or "Bug 531" with no description to explain what they were. At best, some of the "new feature" tasks linked to a Google Doc that explained a software roadmap that had been last updated in 2020.

So with no guidance, Gary and the rest of his team got to work. Cloud costs were massive. Just cutting the duplicate resources would help, but with actual planning it wasn't hard to find even bigger wins. In total, Gary got the cloud costs down 60%- essentially saving the company a small multiple of his salary every year.

With that out of the way, getting a CI/CD pipeline running was next. Within a few weeks, manual deployments were gone. Everything was automated. Downtime nearly vanished. And now, with all the cost savings in cloud resources, for a fraction of what they were paying, it was easy to automate provisioning test environments for each new feature.

So Gary was very ready for some congratulations when he sat down with management. He was prepared to discuss all the wins he and the rest of the developers on the project had gotten over the past few months.

"I'm sure you know why we're sitting down," Manager the First said when they settled into the conference room.

"I'm sure," said Manager the Second.

"We have some concerns about your performance," Manager the Third said.

"My performance?" Gary asked.

"Yes," said Manager the First. "Let me pull up the backlog."

"And the roadmap," said Manager the Second.

"Yes, I'm getting that up too, thank you." The trio of managers struggled with pulling up the appropriate pages, and after about 15 minutes, gave up. Instead, they discussed their complaint without visual aids. "You haven't completed any of the tasks on the roadmap. Bug 673 has been open since you started on the team. None of the roadmap milestones have been touched. There's absolutely no progress."

"Okay, but that document was wildly out of date," Gary said. "Instead I put cycles into solving the actual problems we're having. I've saved the company a huge amount of money. I've gotten our development cycle time down to a fraction of what it was. And we have basically no downtime!"

"That's all very nice, I'm sure," said Manager the Third. "But none of that was on our roadmap."

"Well, maybe we should set up a meeting to go over the roadmap," Gary said. "Because a lot of the tasks on there don't make much sense right now-"

"I don't think that's a good use of time," Manager the Second said. "Large meetings are expensive. Just stick to the roadmap, please."

With that, the meeting ended. Gary went back to work…

… updating his resume.

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It's undeniable that GLP-1 weight loss drugs have completely overhauled the medical landscape.

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He was so trusted by the Beckhams that when their eldest son Brooklyn married billionaire heiress Nicola Peltz , DJ Fat Tony was whisked in to play for the late-night post-wedding party.

Danny Tomlinson has had to go back to Turkey 10 times to get his crowns and implant fixed

The event is taking place in Hylands Park, Chelmsford

Tangled and grey at the back of a drawer, the weird, alien devices stared wanly up at me. As so often happens when you try to clear out your loft, I was forced to stop and think.

To defuse another attack, Oz spies called foreign counterparts to tell them an op was a bust

Child and adolescent mental health wards have had their rating upgraded by the CQC.

The mother-of-three was said to have splashed the benefits on “perhaps one too many cinema visits or takeaways”

Child and adolescent mental health wards have had their rating upgraded by the CQC.

An anonymous reader quotes a report from MIT Technology Review: [T]he payment company Stripe, founded by brothers Patrick and John Collison, says it will fund a new $500 million nonprofit whose goal is preventing both the common cold and the flu. Its eventual aim is to get rid of respiratory viruses altogether. The new organization, called Intercept, will use grants and investments to back prevention approaches, including vaccines, as well as large-scale air-cleaning systems for schools, offices, and other public spaces. In addition to Stripe, other funders include Anthropic, Flu Lab, and the OpenAI Foundation, as well as Bill Gates and several traders at the quantitative investing fund Jane Street Capital, according to an Intercept spokesperson. "I think we treat respiratory infections as a minor nuisance, but have really underweighted the burden that they impose on society," says Nan Ransohoff, the Stripe executive leading the initiative along with Charlie Petty, a venture capitalist who joined Stripe this year. On average, people spend 5% of their lifetime fighting a cold or the flu, according to Ransohoff. Despite that, drug companies put relatively little effort into preventing colds. Part of the problem is that the sniffles are caused by more than 200 different viruses, according to the American Lung Association, with rhinoviruses being the most common culprits. There are so many that it typically doesn't pay to try to stop any one of them with a vaccine. "When pharma companies look at it, it's not as attractive as other things they could work on," says Ransohoff. "So it hasn't attracted the resources." [...] The project takes inspiration from efforts to fight the covid-19 virus, where Veesler's group was among those involved in the speedy development of vaccines, antiviral drugs, and antibodies. According to Ransohoff, Intercept's advisors will include Peter Marks, a former top FDA official, as well as Moncef Slaoui, the pharmaceutical executive who led the US coronavirus vaccine effort, Operation Warp Speed. A key challenge for Intercept will be coming up with ways to counter many viruses at one time. That accounts for the interest in air-cleaning technology, such as using strong ultraviolet light to inactivate viruses. The idea, the group says, is to remove them from the air in the same way municipalities remove impurities from the water supply before it's piped to people's homes.

Read more of this story at Slashdot.

Stephen Searle was sentenced at Southend Crown Court after being caught dealing cannabis and cocaine.

Stephen Searle was sentenced at Southend Crown Court after being caught dealing cannabis and cocaine.

Despite his nepo baby label and an estimated net worth of $5 million, Romeo appears determined to carve out a name for himself beyond the Beckham brand.

EDEN CONFIDENTIAL: He has, in his time, sashayed around in a sarong, sported a top-knot and, during his wedding, seated himself on one of two gold thrones.

The Ockenden review does not point the finger at any named officials, but here the Daily Mail identifies some of the trust's key players during its troubled years.