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From YouTube: CEO Shadow AMA with Support Engineering
Description
One of our Support Engineering Managers recently participated in the CEO Sadow program, this is an AMA with team members from Support to get a better understanding of the program and the insights from it
A
So,
thank
you
very
much.
Everyone
joining
my
name
is
Sean.
Mccann
I
am
one
of
the
support
engineering
managers
here
at
gate
lab
currently
I
am
looking
after
those
team
members
in
support
engineering
that
are
based
in
a
pack
I
recently
had
the
opportunity
to
partake
in
the
CEO
shadow
program.
So
this
is
an
initiative
which
has
been
run
since
the
beginning
of
life,
CEO
2019,
with
the
view
of
allowing
people
to
get
a
more
holistic
view
of
what
is
happening
within
the
business.
You
spend
two
weeks
with
the
CEO.
A
You
go
to
all
of
the
same
meetings
that
he
goes
to,
whether
that
is
a
one-on-one
with
his
direct
reports,
whether
it
is
a
media
briefing
with
any
other
media
outlets
that
occasionally
do
interviews
with
them.
Investor
calls
board
meetings,
you
name
it
you
attend
as
well.
It's
a
fantastic
opportunity
to
really
get
an
understanding
of
how
the
business
is
run
here
at
get
lab.
A
The
way
that
the
executives
engage
with
each
other
and
also
ready
to
understand
how,
as
a
manager,
what
role
I
play,
impact
the
rest
of
the
business
and
how
the
rest
of
the
business
can
impact
my
role
and
also
the
team
that
I
helped
to
support
them.
After
so
with
that,
because
this
is
a
bit
of
an
AMA,
we
do
have
a
doc
with
a
whole
bunch
of
questions
that
have
been
put
in
there
and
in
the
best
of
gitlab
fashion,
I'm,
going
to
ask
for
those
people
that
have
entered
questions
to
verbalize
them.
B
A
For
the
question
good
question,
my
whole
time
in
the
shower
program,
I
was
constantly
amazed
by
the
level
of
detail
that
all
of
the
executives
that
are
running
get
loud.
The
company
are
able
to
dive
into
something
that
I
feel
they
did
very
very
well,
was
being
able
to
switch
from
one
function
to
another.
As
an
example
of
that,
I
was
involved
with
conversations
between
our
CEO
and
our
CRO
who's,
our
chief
revenue
officer,
who
heads
our
sales
organizations,
but
they
didn't
necessarily
only
talk
about
sales.
A
One
of
the
insights
that
I
got
specific
to
support
was
like
a
lot
of
organizations.
Support
is
not
necessarily
the
most
visible
components,
but
it's
definitely
felt
by
customers
and
it's
definitely
valued
by
those
members
of
the
wider
gitlab
team
that
are
positioning
at
lab
and
why
they're
such
a
good
product
to
use
and
what
kind
of
additional
services
and
support
they
can
expect
from
us.
A
There
was
definitely
a
sense
of
supports
that
we
do
is
not
just
for
our
paying
customers.
There
is
definitely
a
level
of
support
that
we
offer
to
other
members
of
get
lab.
One
of
the
examples
that
that's
come
out,
everyone's
aware
that
we
have
a
list
of
32
efficiency,
approve
improvements
that
are
being
focused
on
very
heavily
by
the
executives
and
support
plays
a
part
in
that,
and
that
is
very
much.
A
How
can
we
support
the
sales
teams
to
do
what
they
do
best,
which
is
sell
instead
of
getting
pulled
into
an
area
that
we
probably
do
better
in,
which
is
understanding
technical
challenges
of
customers
and
issues
that
they
run
into
and
how
to
help
them
through
that?
So
by
taking
away
those
conversations
and
allowing
the
sales
team
to
do
what
they
do
best.
That's
gonna
drive
growth,
which
obviously
is
something
that
we
all
care
about
because
as
a
company,
we
want
to
keep
growing.
A
You
want
to
keep
bringing
in
new
customers
and
want
to
continue
to
grow.
The
customers
that
we
already
have
supports
is
a
critical
component
of
growing
those
customers,
because,
if
a
customer
who
is
experiencing
problems
is
unable
to
solve
those
problems,
they're
going
to
look
at
another
product
set
thanks
for
the
question
Greg
any
follow-up
questions
on
that
before
we
move
on
to
the
next
person.
B
C
D
A
Thanks
great
questions,
there
was
a
bit
of
a
joke
that
we
had
in
one
of
the
calls
that
Sid
had
where
he
announced
that
we're
going
to
be
getting
a
chief
of
staff
who's
going
to
be
joining
us
soon
and
someone
asked
so
said.
What
are
you
going
to
do
with
all
the
free
time
that
you
have
with
the
chief
of
staff
coming
on
and
taking
over
some
of
these
responsibilities?
A
And
there
are
a
number
of
people
on
the
call
who
literally
laughed
out
loud,
because
there's
always
more
get
lab
to
get
left
like
there's,
there's
always
something
else
to
do.
There
is
no
such
thing
as
as
free
time
in
terms
of
running
like
clockwork
I
have
to
give
full
credit
to
the
eebee
18,
the
executive
business
assistants.
They
do
a
phenomenal
job
of
lining
up
the
the
calendars
of
not
just
the
CEO
but
of
all
of
the
execs.
A
They
have
a
huge
amount
of
focus
on
making
any
time
available
in
the
day
as
effective
as
efficient
as
valuable
as
possible.
So,
as
a
CEO
shadow
I
found
myself
frequently
through
during
the
day
reaching
out
to
the
EBA
team
to
say,
hey
this
meetings
been
moved
we're
over
running
on
this
one.
This
one
is,
you
know,
no
longer
going
to
happen
and
they
were
constantly
that
were
being
Folden
and
things
that
were
being
moved
around.
So
there
is
a
level
of
chaos,
but
I
think
organized
chaos
is
probably
a
good
description.
A
It's
it's
pretty.
It's
pretty
full-on.
My
time
as
a
CEO
shadow
was
slightly
unusual
for
3d
events
that
occurred
while
I
was
doing.
One
was
my
first
two
days
were
two
days
of
investor
conferences,
so
we
were
at
a
hotel
where
every
30
minutes
8:00
before
an
investor,
was
coming
to
talk
to
the
CEO,
the
CFO
who's,
the
chief
financial
officer
and
our
Investor
senior
director
for
investor
relations.
A
So
a
lot
of
those
conversations
were
with
current
investors
and
potential
future
investors,
which
is
slightly
unusual.
There
was
also
the
board
meeting
that
happened
at
the
same
time.
That
happens
once
a
quarter.
So
I
was
very
fortunate
enough
to
be
able
to
experience
the
board
meeting
itself
and
all
the
prep
work
that
has
to
go
in
before
the
actual
meeting
of
the
board
and
then
the
day,
because
of
its
an
entire
day
that
that
meeting
runs
for
I
was
fortunate
enough
to
actually
witness
what
that
looks
like
and
then
obviously,
with
current
events.
A
Everything
that's
happening
with
Cove
at
19
that
really
started
to
hit
while
I
was
shadowing
said.
So
it's
the
the
time
sink
for
the
CEO
is
all
a
severe
the
details
of
what
it
is
or
what
I
change
a
typical
day
will
be
starting
off
with
a
couple
of
phone
calls
in
the
morning.
He
does
an
amazing
job
of
staying
in
contact
with
his
family.
He
has
called
shelled
with
his
with
his
family.
You
know
wherever
they
may
be
in
the
morning.
There's
a
number
of
company
calls
that
he
then
sits
in
on
some
call.
A
Some
meetings
are
very
well
prepared
and
very
well
planned
ahead
of
time.
Some
are
very
last
minute.
It
is
pretty
full
on
to
go
into
Andrews
question
that
he's
got
about
in
terms
of
just
how
intense
it
is.
It's
very
intense
you
don't
often
have
a
lot
of
time.
You
you
often
find
yourself
worth
literally
five
minutes
between
meetings
where
you
do
have
a
bit
of
a
break,
and
that
was
one
of
the
surprising
things.
That's
just
how
well
the
CEO
and
the
rest
of
the
executive
team
handles
such
an
extreme
amount
of
context.
A
Switching
from
one
thing
to
the
other.
We
did
joke
a
little
bit
that
as
shadows,
we
managed
to
get
lunch
three
days
in
a
row.
It
was
a
little
bit
tongue-in-cheek,
but
it
is
literally
that
intense,
which
sometimes
you
don't
have
30
minutes
to
step
outside
of
Mission
Control,
get
something
to
eat
and
to
have
it.
So
it
is
definitely
full-on
end
time.
You've
got
the
next
question
again.
A
Something
that
I
think
pretty
much
everyone
at
gate
lab
is
aware
of,
and
anyone
that
isn't
familiar
with
the
way
that
we
work
at
get
lab
might
want
to
go
and
have
a
look
through
our
handbook.
There's
a
huge
focus
on
making
sure
that
there
is
work-life
balance.
Sin
is
very,
very
good
at
making
sure
that
he's
not
working
too
long.
He
does
catch
himself.
Occasionally
going.
You
know
it's.
It's
5:30
6
o'clock
in
the
evening.
A
I
need
to
slow
down
a
little
bit
because
it
could
set
a
bad
example
for
other
people
in
the
business
you
do
get
to
the
end
of
the
day
and
you're
ready
for
a
break.
There
were
a
couple
of
times
when
full
transparency,
I
went
back
to
the
apartment
that
I
was
staying
in
and
I
did
a
little
bit
of
extra
work,
but
that
was
my
choice
and
it's
because
I
felt
that
I
wanted
to
get
something
done,
not
that
there
was
an
expectation
that
I
needed
to
get
something
done.
A
Having
those
set
hours.
I
think
also
helps
structure
a
day
and
keeps
keeps
it
sustainable
for,
for
said,
being
a
CEO,
because
I
think
it's
very
easy
to
work
every
hour
of
the
day,
but
you
can't
keep
doing
that
long
term
and
I
know
that
not
just
the
CEO,
but
the
entire
executive
team
are
truly
invested
in
the
success
of
gitlab.
Part
of
that
means
that
they
need
to
be
able
to
sustain
themselves
and
their
efforts,
but
they
also
know
that
they
need
to
set
the
right
example
for
the
rest
of
the
team
members
globally.
A
In
terms
of
how
we
want
people
to
to
manage
their
time
while
they're
working
at
get
lab,
we
don't
want
people
working
every
hour.
We
don't
want
people
working
100-hour
week,
12-hour
days,
that's
just
gonna
lead
to
burnout
and
it's
definitely
not
what
we
want
to
do
so
it
was
very
well
managed.
Does
that
answer
your
question?
Andrew.
D
Yeah
that
is
good
to
hear
that
that's
kind
of
part
of
the
you
know
they
consciously
think
about
slowing
down
and
everything,
but
there
will
be
times
where
you
know
like,
especially
when
you're
in
this
sort
of
circle
you
have
like
dinner
parties
and
stuff
like
that
to
go
to
and
things
like
that
right.
So
it's
that's
out
of
a
job
right.
That's
absolutely
is
yeah.
A
So
while
I
was
there,
when
the
board
meeting
was
taking
place,
I
got
to
attend
a
board
dinner,
which
was
the
night
before,
and
while
there
definitely
was
some
talk
around
business
that
happened
during
the
dinner.
It
was
also
balanced,
with
the
knowledge
that
relationships
needed
to
be
built
and
you're
only
build
relationships
through
talking
to
people
and
just
being
yourself,
and
that
was
also
something
that
it
was
a
little
bit
surprising
to
me.
A
But
it
was
great
to
actually
see
an
action
which
is
we're
talking
about
a
group
of
individuals
who
are
immensely
successful
in
business.
They've
got
decades
worth
of
combined
experience
and
knowledge,
and
they
totally
understand
the
human
elements
of
conducting
a
business,
especially
in
the
modern
age,
and
they
understand
you
can't
be
all
of
our
business
24
hours
a
day
seven
days
a
week
and
there
was
a
definite
desire
to
engage
with
each
other
just
as
people
and
I
think
that
that
also
is
is
reflected
back
into
your
blab.
A
lot
as
well.
I.
A
Think
you
pretty
much
anyone.
That's
had
any
kind
of
interaction
with
any
of
the
exact
knows
that
more
often
than
not
the
first
question
that
they're
going
to
ask
you
is:
how
are
you
doing
and
they're
not
doing
that,
because
it's
scripted
they're
doing
it
because
they
genuinely
care
and
seeing
that
reflected
in
the
more
informal
conversations
that
happen
as
well
is
great.
Of
course,
they
are
deeply
passionate
and
focused
on
making
sure
that
gitlab
is
successful
as
a
business.
C
A
That
was
surprising
to
me,
where
I
think
a
lot
of
businesses
tend
to
focus
only
on
the
results
and
its
results
at
all
costs.
Every
single
conversation
there
I
got
to
observe
results
were
definitely
a
part
of
that
conversation,
but
the
rest
of
our
values
were
very
very
present
as
well.
Transparency
has
constantly
brought
up
I,
truly
believe
that
that
we
are
working
for
one
of
the
most
transparent
companies
that
exists.
A
A
Don't
think
that
I
I
iterate,
as
often
as
I,
probably
should,
especially
when
I
see
just
the
pace
of
iteration,
that
the
executives
maintain
on
a
day
to
day
basis,
and
we
often
talk
about
the
values
at
gitlab
and
about
how
they're,
more
than
just
a
bunch
of
words
on
the
website,
seeing
them
in
action
and
seeing
them.
Call
that
explicitly
called
out
in
conversations
was
surprising,
although
it
probably
shouldn't
have
been
as
surprising
as
it
was.
A
But
it's
also
really
comforting,
because
I
know
that
those
are
definitely
our
guiding
principles
and
as
long
as
our
behaviors
are
reflecting
the
values
that
we
have
we're
going
to
be
on
the
right
track,
I
mean
I
think
just
just
seeing
the
way
that
the
executives
were
engaging
with
each
other
and
the
level
of
comfort.
They
also
had
having
shadows
being
a
you
know,
a
part
of
some
of
these
conversations.
That
was
surprising.
C
A
So
this
is
this
is
something
that
I
constantly
bring
up
as
well,
because
I
I
would
love
it
to
be
in
APEC
at
some
point
in
time,
as
everyone
now
knows,
contribute
this
year
has
been
canceled
because
of
world
events.
Obviously
it's
you
have
no
idea
how
long
the
current
state
of
affairs
is
going
to
last
fall,
so
it
seemed
the
best
thing
to
do
to
cancel
it.
A
I
know
that
there
is
a
lot
of
discussion
happening
and
a
lot
of
thought
being
given
to
what
needs
to
happen
with
contribute
in
the
future
as
a
company
we're
still
roughly
doubling
in
size
every
year.
You
know
we're
now
at
1,200
people
this
time
next
year
were
probably
gonna
be
2,000,
plus
people.
It
starts
to
become
logistically
more
and
more
difficult
to
get
that
many
people
together.
A
At
the
same
time,
in
one
location
this
year,
contribute
was
going
to
have
to
spend
two
hotels
and
that
took
a
lot
of
work
just
to
try
and
find
a
city
with
two
hotels
for
over
a
thousand
people
relatively
close
together.
As
we
keep
growing,
you
can
imagine
how
logistically
difficult
that's
going
to
become
I.
Do
know
that
one
of
the
one
of
the
trains
of
thought
that's
being
investigated
is
doing.
Maybe
you
want
to
have
some
kind
of
functional
splits
where
you
know
different
teams
in
different
areas
get
together.
A
Do
we
want
to
make
it
regional
I?
Don't
think
any
decision
has
been
made,
I'm,
confident
to
say
no
decision
has
been
made
because
I
think
all
of
us
would
know
based
on
our
value
of
transparency
and
how
quickly
these
types
of
things
are
pushed
out.
There
I
do
think
contributes,
is
going
to
be
substantially
different
moving
forward
and
but
in
the
you
know,
in
the
best
spirit
of
iteration,
that's
a
good
thing.
A
A
E
E
A
Three
words
is
difficult,
so
I'm
gonna
have
a
crack
at
this,
and
I
would
say
intense,
insightful
and
bizarrely
fun
intense,
because
there's
a
lot
happening
like
you
can
feel
the
energy
that
is
brought
by
all
of
the
execs,
not
just
the
CEO
in
every
conversation
insightful,
because
you
get
to
see
things
in
the
business
that
normally
you
wouldn't
see
in
your
day-to-day
role
and
starting
to
have
those
connections
explained
to
you
and
then
seeing
them.
Pop
up
is
really
really
interesting
and
fun
because
I'm
a
little
bit
of
a
magpie.
A
I
I
like
focusing
on
the
new
shiny
thing
and
being
a
CEO
shadow
being
exposed
to
all
areas
of
the
business.
Everything
is
a
new
shiny
thing.
Then
you're
constantly
jumping
from
one
thing
to
another
and
being
able
to
do
that
and
actually
be
welcomed
into
that
and
being
encouraged
to
ask
questions
and
understand
context,
and
if
you
have
something
that
you
want
to
contribute
contribute
as
well.
E
Yeah
thanks
so
Danny
Kenda,
another
question
and
I'm
just
looking
at
the
time
here.
I
know
we're
at
we're
pretty
much
at
time:
I,
don't
know
whether
others
or
whether
you
have
time
to
continue.
We
do
have
some
more
questions
in
the
doc,
so
we'll
see
how
it
goes,
but
she
wanted
to
know
what
did
you
think
of
the
city
I.
A
Really
liked
it
it's
my
third
time
to
San
Francisco
the
two
previous
times
that
I've
been
I'd
only
been
there
for
three
days,
which
is
a
long
way
to
go
for
three
days
considering
I'm
based
in
Sydney
Australia
I
thought
it
was
amazing.
It
was
also
a
little
bit
surreal
watching
that
going
to
lockdown
in
my
second
week,
but
it's
definitely
a
place
that
I
want
to
visit
again
and
again
as
an
opportunity
to
take
part
in
the
shadow
program.
A
A
Also,
sir
dad's
our
CEO.
He
can
come
across
as
being
quite
serious
and
it
took
a
little
while
to
kind
of
be
comfortable
in
myself
that
that's
just
how
he
is
he's
not
actually
upset
or
angry
or
super
serious
and
he'll.
Let
you
know
if
he
is,
and
it
took
a
little
while
for
me
to
become
comfortable
to
go.
Is
that
a
is
that
a
directive
or
is
that
a
suggestion?
Are
you?
Is
that
something
you
want
me
to
do
right
now,
or
is
that
just
something
that
you
think
we
should
think
about?
I?
A
Think
two
weeks
is
a
great
opportunity
to
to
make
sure
that
you
can
get
over
that
intimidation,
which
is
good,
but
it's
definitely
something
I.
Think
everyone
that
took
part
in
the
shadow'
program
at
some
point
will
feel
and
the
second
part
of
that
question
being.
Was
there
anything
you
particularly
enjoyed?
It's
really
difficult
for
me
to
pin
it
onto
one
thing:
I
think
the
entire
experience
was
fantastic.
A
I
would
do
it
again
in
a
heartbeat
all
of
the
stress
that
I
felt
going
into
it
all
of
the
anxiety
that
I've
felt
about
am
I,
going
to
be
able
to
take
notes
quickly
enough
and
am
I
going
to
be
able
to
not
get
in
anyone's
way
I.
Do
it
in
a
heartbeat
and,
like
I,
said,
I
encourage
anyone
in
the
company.
That's
even
vaguely
interested
in
doing
it
to
do
it.
B
D
F
Okay,
like
that
Alex
also
support
engineer
from
a
pack.
That's
a
question:
Adam
another
support
engineer
from
a
pack.
These
questionnaires
must
have
been
unique:
chatter
in
the
CEO
journal.
What
all
the
veins
can
you
describe?
How
these
events
affected
your
shadow
experience
and
anything
that
you
learned,
which
you
didn't
expect
it's.
A
The
effect
on
the
shadow
experience
was
more
in
terms
of
seeing
as
curveballs
like
this
get
thrown
at
the
team,
as
you
are
put
into
a
situation
where
plans
need
to
change
whether
it's
not
able
to
meet
with
that
person,
because
they
can't
travel
or
an
event
is
canceled
or
whatever
the
case
may
be,
how
quickly
the
CEO
and
the
exec
team
as
a
whole
are
able
to
readjust
what
their
plans
are
and
figure
out
the
most
effective
way
of
doing
that.
That
was
a
little
bit
surprising.
A
It's
just
how
good
they
are
at
being
able
to
pivot
and
I.
Think
there's
a
lot
of
businesses
that
we've
seen
through
friends
and
family
who
are
not
able
to
make
that
adjustment.
They
find
it
quite
hard.
I,
think
that
speaks
a
lot
to
our
values,
especially
iteration,
where
I
think
we're
quite
used
to
going.
If
we
need
to
change
something,
they
just
change
it,
and
if
it's
wrong,
that's
okay,
because
you
know
we
don't
have
to
turn
everything
on
a
single
change.
We
all
just
do
lots
of
little
changes
and
keep
working.
A
Our
way
towards
that,
in
terms
of
what
did
I,
learn
that
I
didn't
expect
to
learn
from
that
I
think
the
biggest
lesson
there
was
how
well
we've
been
able
to
position
ourselves
as
a
company
to
actually
respond
to
these
types
of
changes.
I
think
of
the
fact
that
we're
fully
remote,
I
think
more
and
more
companies
are
going
to
start
to
seriously
consider
it
moving
forward
because
of
current
world
events,
I.
A
Think
of
some
of
the
planning
that
has
gone
in
for
the
next
three
to
five
years
and
I
think
there's
there's
always
the
ability
to
adjust
as
needed
when
events
like
this
happen,
and
that's
really
really
comforting
to
see.
Knowing
that
we've
got
people
leading
the
business
that
are
able
to
have
that
level
of
adjustment
as
needed
for
things
that
they
maybe
haven't
been
able
to
think
about,
but
at
the
same
time
really
focused
on
the
plans
that
they
do
have
really
well
thought
out,
with
the
knowledge
that
things
may
happen
that
can
derail
it.
A
We
are
time
there
is
only
one
more
question,
though
Greg,
unfortunately
after
dinner,
so
I'll
I'll,
vocalize
Greg's.
Last
question
on
shortening
we'll
wrap
up
there,
so
Greg
asked
I
invited
CEO
shadows
to
my
coffee
chat
with
Sid
and
I
really
enjoyed
the
experience.
What
was
it
like
for
you
and
lean?
A
A
On
a
specific
area
and
watching
him
actively
get
better
and
having
different
discussions
with
different
people
was
also
great
to
see
him
actually
getting
feedback
from
one
conversation
and
seeing
him
enacting
that
feedback
in
the
next
is
amazing,
like
it's
Rick,
very
few
people
I
think
are
able
to
to
adapt
that
quickly
to
feedback.
That's
coming
on
I.
A
Think
in
general,
people
are
hesitant
to
schedule
time
with
said
to
have
a
one-on-one
as
a
coffee
chat.
He
really
enjoys
them.
I.
Think
people
are
worried
about
wasting
his
time
or
taking
up
time
that
he
could
be
spending
somewhere
else
because
of
how
amazing
the
EBA
team
are,
they
will
find
time
that
works,
so
my
advice
to
people
would
be
don't
feel
like
you
could
be
distracting
him
or
taking
time
that
should
be
spent
on
somewhere
else
or
anything
like
that.
Definitely
get
some
time
scheduled
with
him.
A
If
you
can
go
in
with
a
document
with
your
questions,
pre-populated
that
helps
him,
because
he
can
think
about
things
a
little
bit
before
diving
into
it.
I
think
he
also
finds
it
encouraging
to
see
people
where
they're,
where
their
head
goes
and
understanding
the
types
of
questions
that
they
want
to
ask,
but
definitely
get
some
time
with
him
or
with
any
of
the
execs.
For
that
matter.
A
Definitely
you
say
that
the
shadows
can
conjoin
it's
a
great
experience
for
them.
I,
love,
sort
of
watching
some
of
those
those
dynamics,
player
and
watching
some
of
their
conversations,
but
I
also
think
it's
great
for
people
to
talk
about
things
after
they're
that
one-on-one
as
well,
between,
though
whoever
the
person
was
and
the
shadow
is
just
because
it
helps
you
give
you
more
perspectives
on
things
which,
I
think
is
pretty
cool.
A
A
You
everyone
looks
about
question
that
and
thank
you
all
for
your
time.
I
really
appreciate
it.
Thank
you
for
the
questions
in
the
doc
for
those
that
haven't
been
able
to
attend,
but
still
ask
questions.
Thank
you
as
well.
I'll
make
sure
that
we
post
this
video
on
unfiltered
and
share
it
with
the
team
closing
thoughts.
The
CEO
shadow
program
is
phenomenal,
like
I
cannot
speak
highly
enough
about
it
if
you're
interested
in
it
sign
up,
try
get
onto
the
rotation
like
it's
definitely
something
that
you
will
find
benefit
in
I.
A
Thank
the
execs
in
the
our
Feng
Channel
and
slack,
but
on
do
it
again
publicly.
Thank
you
for
the
the
level
of
trust
that
you've
displayed
with
the
shadows
and
now
allowing
us
to
come
into
some
of
the
conversations
that
you
have
and
the
patience
that
you
show
having
people
from
very,
very
different
perspectives
and
frames
of
reference
to
engage
in
some
other
conversations
that
you
have
it's.
It's
been
a
fantastic
opportunity
and
black
I
said
I'd.
Do
it
again
in
a
heartbeat?