Improving reliability might seem daunting, but you'd be surprised how much impact you can have with a relatively light lift. "Reliability doesn't need to be everybody stopped the world for a month, kind of a tech debt thing. If we spent 20 minutes a week, we could actually save ourselves a ton of time over the course of the year. The business needs to be efficient and agile, but it's important that the reliability is there. And so we really need people to be able to react quickly, adapt, and do a little bit along the way.

Reliability efforts do take up some bandwidth, but in the end it's worth it—as our customers find out when their outage costs go down. "Everyone has their own priorities that they're dealing with. Given unlimited time and money, absolutely everyone would want to build the best possible system that is the most secure, performant, resilient, and everything.

Are your applications as reliable as you planned? How do you know? The only way to ensure systems are resilient to common failure conditions is to test them, yet many large enterprises struggle with the effort and expense to do so. In this webinar, Anantha Movva, a former head of SRE and Performance Engineering at one of the top 10 North American banks, will share how he drove Chaos Engineering and resilience testing adoption throughout his organization.

Reliability is everyone's problem—not just the SRE team's. "It's not just the SRE's problem. It's everybody's problem. So the SREs, they can run point and they can help report and help us understand, but we also have to hold the teams accountable. Are the teams investing time in reliability? Are they finding and fixing issues? Are we giving them space? And I think that comes back to, does the business see the benefit and do we have a good way of quantifying the benefit to the business?"—Kolton Andrus, Gremlin CTO.

You're going to spend time fixing reliability—but it's your choice whether it's during an outage or ahead of time on your schedule and for less costs. Which will you choose? "We all know when things go wrong, it cost us a million dollars and it was really bad. Let's have that never happen again. But when we say, I need every engineering team to spend one hour, one day a week on reliability, does everyone lose their mind, or is that a reasonable request? Can we amortize out the cost of that?