►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
B
Absolutely
thanks
sid,
so
I've
been
here
about
a
year
and
a
half
now
18
months
I
learned
when
I
was
being
onboarded
that
we
had
a
handbook
with
about
4
000
pages.
It's
pretty
big.
Now
this
week
I've
been
quite
involved.
I
learned
we're
up
to
almost
14
000
that
was
actually
from
june,
so
I'm
sure
we've
hit
that
by
now
internally,
we
empathize
with
that.
We
understand
what
the
value
of
having
all
this
material
is.
It's
a
great
resource,
I'm
wondering
what
the
external
perception
of
so
much
material
looks
like.
A
Yeah
external
perception
seems
to
be
positive,
but
a
bit
like
hard
to
hard
to
imagine,
but
I'm
sure
I'm
sure
it's
cool
kind
of
that
kind
of
vibe.
A
A
A
A
B
C
I
said
bit
of
a,
I
think,
a
silly
question,
so
I'm
reading
this
book
by
my
journalists
and
your
time,
journalist,
nicole
pelroth
perlo,
pearl
roth,
something
like
that
and.
D
C
C
Oh
my
god,
you
know
what
a
great
target
would
be
like
gitlab
right
in
our
source
code,
since
a
lot
of
our
a
lot
of
companies
use
our
our
platform
right,
I
was
just
wondering
I
mean
I'm
sure
we
look
out
for
these
types
of
attacks,
but
was
wondering
if,
if
you
know
you
know
what
what
sort
of
strategies
do
we
use
or
is
this?
Is
this
something
that
keeps
you
up
at
night.
A
It's
certainly
something
that
keeps
well.
It
doesn't
keep
me
up
at
night
right
now,
because
I
I
I
think
very
highly
of
the
teams
we
have
in
place
to
do
it.
It
is
a
really
good
book.
My
wife
works
at
hacker
one
and
it's
a
wreck
on
the
recommended
reading
list
there
and
it's
it's.
I
think,
she's
listening
to
audio
books,
I
get
to
listen
along.
I
think
the
book
is
amazing.
It
does
make
you
a
bit
paranoid
or
maybe
realistic
about
how
vulnerable
everything
is.
A
And
there's
no
perfect
security,
you
can
just
try,
try
to
make
it
harder
to
get
in
and
try
to
make
it
try
to
increase
the
chances
that
you'll
detect.
Something
like
that
in
an
early
stage.
We
do.
We
have
a
lot
of
security
practices,
maybe
there's
people
who
want
to
chime
in
after
me,
but
things
we
do
are
kind
of
trying
to
fix
our
security
vulnerabilities.
A
We
have
a
bug
bounty
on
hacker
one.
If
you
find
big
security
form
abilities,
we
even
have
an
internal
red
team
who
acts
like
really
skilled,
really
persistent
hackers
and
with
try
to
get
in,
and
I
think
you
with
source
code
just
for
clarification
for
other
people.
A
Listening,
we
don't
mean
the
gitlab
source
code,
which
you
can
view
online,
but
the
source
code
that
is
entrusted
to
us
from
our
users
and
customers,
which
many
times
is
not
public
and
we
should
keep
very
safe
and
that
that
tends
to
be
an
appealing
target
even
for
for
yeah,
for
for
hackers.
So
with
a
lot
to
love
to
live
up
to
anybody
else
want
to
chime
in.
E
A
When
I
go
back
to
the
netherlands
and
I
visit
a
supermarket,
I
know
I'm
I
go
to
the
bottle
notice
or
they
notice
they're
coated
peanuts,
which
are
very
tasty,
and
I
go
for
the
milk
bites,
which
is
kind
of
a.
A
My
wife
tends
to
buy
a
bunch
of
cheese,
so
a
lot
of
gouda
cheese
with
some
with
some
french
dijon
mustard.
Also,
we
love
the
bread
a
lot,
although
in
san
francisco
and
acme
bakery
and
stuff,
there's,
there's
really
good
bread
as
well,
but
I
think
in.
F
A
That's
been
been
tough,
but
I
must
say
I
the
only
thing
I
consistently
import
is
my
hair
gel,
which
I'm
apparently
I
thought
that
wasn't
vein,
but
apparently
switching
hair
gel
brands
was
too
much
for
me.
A
D
Yeah,
hey
sid,
so
I'm
curious
how
you
and
the
early
team
viewed
bootstrapping
gitlab
versus
taking
dc
money
when
git
lab
was
created
and
then
how
the
second
question
to
that
would
be.
How
do
you
feel
that's
changed,
maybe
in
the
current
vc
and
startup
environment,
if
at
all.
A
Yeah
thanks
for
asking
so
it
was.
I
started
the
company,
so
it's
kind
of
my
decision
there's
a
couple
of
things
that
weighed
in
first
of
all,
it's
harder
to
attract
money
if
you're
in
europe,
but
that's
getting
easier.
A
Another
thing
was:
when
you
attract
outside
capital,
you
kind
of
sign
on
to
grow
really
fast
and
get
two
billion
dollars
and
either
sell
the
company
or
go
public
so
that
as
soon
as
you
start
taking
other
people's
money,
that's
kind
of
what
you
sign
up
for
I
wasn't
in
the
beginning.
I
wasn't
kind
of
convinced
that
gitlab
had
that
potential.
A
Basically,
what
you're
signing
up
to
is
a
much
higher
risk
of
failure,
but
a
much
bigger
outcome,
but
for
me
like
as
a
for
me,
the
the
median
case
really
mattered
like
what's
going
to
happen
on
average.
So
I
don't
want
to
fail.
I'm
going
to
spend
a
couple
of
years
of
my
life.
This
might
be
kind
of.
I
don't
know
the
last
startup
I
do
at
that
point.
A
I
wanted
to
succeed
and
even
if
it's
a
small
outcome,
small
in
like
10
million
range,
that's
like
it.
That
would
be
life-changing
for
me.
I
don't
need
anything
more
than
that,
so
I
reduced
risk.
Did
that
and
then
we
even
like
I
was
intrigued
by
our
combinator.
We
applied.
We
got
in
the
program,
but
I
told
my
wife
like
stop
me.
A
If
I
want
to
take
external
money,
because
then
I
have
to
sign
up
for
that,
but
then
going
through
yc,
you
see
all
the
ambition
of
all
the
other
people
and
you're
kind
of
your
sense.
I'm
sensitive
to
that
like
what
are
my
peers
doing
you
start
kind
of
believing
that
we
could.
We
could
do
it,
we
we
and
it
has
the
potential.
So
then
we
ended
up
taking
external
money.
A
One
more
factor,
I
think,
is
very
important.
Is
open
source
projects
take
a
bit
longer
to
mature
and
with
open
source?
You
create
more
value
than
you
capture,
so
you
need
a
little
bit
more
time
and
this
initial
investment
I
put
about
100
000
in
myself,
kind
of
bought
us
a
couple
of
years
to
kind
of
mature
the
open
source
create
a
ton
of
value,
and
so
that
when
we
started
raising
external
money,
we
could
just
capture
it.
G
I
said
in
a
past
ama
you
talked
about.
Oh
sorry,
I
guess
they're
doing
a
fire
drill.
You
talked
about
getting
the
core
metrics
right
being
really
important.
I
was
curious
what
the
core
metrics
were,
that
you
focused
on
at
the
start
of
git
lab
and
what
they
would
be
if
you
started
today.
Knowing
what
you
know
now.
A
Yeah,
I
think
during
yc
we
learned
hey
focus
on
one
number
and
what
we
should
have
done.
We
should
have
focused
on
revenue.
We
were
like.
Oh,
we
made
up
this
very
elaborate
story,
which
was
it
takes
like
two
years
between
kind
of
adopting,
gitlab
and
us
getting
revenue.
So
in
this
three
months
fyc
we
cannot
influence
revenue
that
much
so
we're
going
to
focus
on
downloads
instead
and
we're
going
to
try
to
have
more
people
install
the
product,
and
then
we
weren't
able
to
grow
that
really
fast.
A
Whatever
we
tried
and
then
we
focused
on
revenue
and
we
were
able
to
grow
that
fast.
So,
in
hindsight
we
were
just
kind
of
we
were
afraid
to
kind
of
do
revenue.
We
thought
it
would
be
harder
and
turn
out
to
be
easier
and
more
influenceable,
and
if
I
look
at
an
open
source
startup
in
the
beginning,
you
need
contributions.
You
need
other
people
to
be
excited
about
it
and
form
a
community.
Then
you
need
usage,
a
ton
of
usage
on
your
platform
and
then
you
need
revenue.
F
Yeah,
I
just
what
you
said
about
focusing
on
one
number
is
kind
of
interesting.
Do
you
do
you
still
think
that's
a
good
idea.
I
just
immediately
thought
about
the
risk
of
focusing
on
too
many
numbers
and
not
you
know,
being
focused
or
driven
enough
against
the
risk
of
picking
exactly
one
number
and
having
it
be
the
wrong
number.
And
then
you
go
off
in
the
wrong
direction.
A
What
you,
what
you
need
to
do
in
the
early
days,
is
kind
of
you
need
to
like
iterate,
and
you
need
to
take
things
that
in
a
normal
company,
take
six
months
and
do
them
in
six
days,
and
the
only
way
to
do
that
is
to
force
yourself
to
to
to
focus
on
one
number
right.
If
you
focus
on
revenue,
you
want
to
grow
10
every
week.
A
That
is
super
hard
you're
like
we're
going
to
grow
it
this
week,
right
and
you're
you're
forced
to
kind
of
examine
all
the
things
you
could
do
and
then
think
about.
Okay,
how
can
we
get
a
part
of
that
effect
in
a
couple
of
days
instead
of
a
couple
of
months,
and
that
allows
you
to
kind
of
rapidly
experiment
and
see
what
works
and
double
down
there?
A
H
A
That's
a
good
question
and
you've
been
with
me
in
the
call
with
scott
and
together
we
talked
about
the
product
strategy
for
10
years
and
what
I
asked
him
is
like
hey.
We
have
a
great
three-year
strategy.
We
need
a
10-year
strategy
and
we're
looking
at
kind
of
expanding
the
number
of
use
cases
that
we
cater
to.
A
I
think
it
was
important
in
that
strategy
to
also
call
out
kind
of
the
shorter
strategy,
the
three-year
strategy,
not
duplicate
it,
but
call
it
out,
and
then
I
guess,
there's
not
kind
of
a
consistent
way
to
come
up
with
something
like
that,
and
I
think
it's
what
what
I
suggested
is
to
have
a
look
at
how
kind
of
devops
model,
ops
and
data
ops
come
together
and
then
scott
looked
at
model.
Ops.
A
It
didn't
include
data
ops,
but
then
kenny
suggested
without
me,
prompting
to
also
look
at
data
up,
so
that
was
that
was
cool.
So
it's
it's
kind
of
a
collaboration
and
then
we'll
at
some
point
we'll
have
an
mri.
Well,
we'll
get
other
people
who
say
like
okay.
Well,
I
don't
I
don't
see
this
future.
I
do
see
this
future,
so
I
guess
it's
multiple
ideas,
try
to
phrase
the
ideas
as
good
as
we
can
and
and
expose
it
to
a
large
group
get
feedback
on
them.
A
I'm
trying
to
think
why
I
think
that
devops
is
the
devops
is
going
to
kind
of
go
into
model
offs
and
data.
I
think,
like
you'd,
be
hard-pressed
living
in
tech
the
last
five
years
to
not
see
the
major
influence
of
ml
and
ai
and
ml
and
ai
is
kind
of
hard
to
train
and
to
train
it.
You
need
better
data
and
most
mlai
people
spend
a
ton
of
time
on
cleaning
up
the
data
sets.
A
A
H
Thanks
and
just
a
small
follow-up
on
that,
so
typically
we
have
had
the
three-year
strategy
at
what
point
in
a
company's
maturity.
Do
you
think
it
makes
sense
to
have
a
10-year,
or
why
did
you
decide
to
do
that
now?.
A
Then
I
try
to
nail
them
down
and
I
try
to
kind
of
have.
I
don't
know
between
3x
to
5x
kind
of
have
4x
between
them.
4
to
5x
is
a
good
ratio.
It's
not
too
big,
not
too
small.
Same
ratio
between
our
pricing
by
the
way,
which
is
weird
but
whatever
so
going
from
a
day
to
a
week,
is
5x
from
a
week
to
a
month
is
4.3
to
a
quarter
four
quarters
in
a
year
and
three
years
for
strategy,
a
10-year
vision
and
then
a
30-year
mission.
A
And
then
I
try
to
just
find
data
points
to
support
that.
So
you,
just
google
and
a
lifespan
of
an
average
company,
is
three
years
amazon
talks
about
30
plus
years
a
generation.
Humanity
is
30
years.
I
thought
that
was
that
was
that
was
an
appropriate
kind
of
size,
and
then
we
have
a
three-year
strategy.
I
think
it's
also
important
to
kind
of
have
a
vision,
especially
and
yeah,
to
to
kind
of
think
beyond
that
and
also
see
what
we
where
we
need
to,
where
we're
investing
for
the
for
the
long
run.